There’s always a bottom 10, right in the top 10 and people in the middle, and you constantly making sure you have the right people in place. So that’s always going to evolve as we’re going through this. So we’re constantly looking at all the different areas, all the portfolio companies that we have, are they living up to the return that we want? Are they expected? And based on what we’re seeing, we’re going to make decisions. I think the great thing is we had the opportunity to look at all the organizations with the two companies coming together and putting our plans in place to get our — and I hate using cost synergies of this, we’re just running the business efficiently because I don’t want this to sound like that we’re just focused on the short term because we’re not, we’re focused on how do we run a business efficiently that operates in the long term at the same time.
So we’re doing both. And that’s why at this point, I think we’ve done all the organization work. We have some plans in place to get done to live up to our commitment, which we’re executing against. But we’re never going to stop of are we as efficient as possible, and we’re going to push each other to make sure we stay as efficient as possible as we go through this because we want to grow the company. We want to expand margins, and we want that to flow through to the bottom line.
Sabahat Khan: Great. If I could just squeeze in one quick one. There’s a comment in your slide deck around the land strategy. Obviously, you and ourselves also got a lot of questions on just what that will eventually look like. Is this sort of kind of an evolving strategy? You’ll see how things progress? Or do you have sort of a more definitive view on, look, this is what we want or land ownership to look like? Just any directional view on how you’re thinking about that today? Thanks.
James Kessler: Yes. What I’ll just say, in general, I don’t think we — to be able to gain share in this business. I don’t think we have to have a profile that’s one way or the other, right? If it’s lease versus own in land, I don’t think our partners care what financial decision we make. I think this is truly a financial decision what’s the best use of our cash. And what do we do with the cash that we have, right? So I don’t think this is to get business to hit an SLA, do you own or do you lease land. I think for us is what’s the best use of our cash? Lands a component of the capital and we make financial decisions and dependent on the economic environment, if interest rates are really high, it might mean we own land today, but then we do a sale leaseback in the future.
But a big part of what we want Eric and his team to support the organization through is what’s the right financial decision for us as an organization. That’s the most important thing that we have, and I feel really good with the conversations with our partners that if its own or lease isn’t dictated in how we’re hitting our SLAs, right? And this is really a financial decision, and we’re being very clear with our partners that we’re making the best financial decision so we can invest back into the business.
Sabahat Khan: Great. Appreciate the color. Thank you.
Operator: Thank you. There are no further questions at this time. I will turn the call back over to Jim Kessler for closing comments.
James Kessler: Again, I just wanted to thank everyone so much for taking the time and listening to our story about RB Global. And again, this is RB Global. This is just not one asset class. What I am impressed with the team is we’re managing multiple asset classes, and we’re growing each of our asset classes. So I just wanted to end thanking the team for all their hard work as being part of RB Global. And thank you for taking your time, and we’ll talk to everyone soon. Thank you so much.
Operator: Ladies and gentlemen, this concludes your conference call for today. We thank you for participating, and we ask that you please disconnect your lines.
