Ben Palmer: Yes, and certainly maintenance capex. There’s not any other significant new builds, and part of the make-up for–you know, there’s a lot of things that go into how much you spend on capex, not only the commitments you make but the timing of when the equipment is ready and delivered and all of that sort of thing, so some of the number that we’re talking about in ’23 are some delays from ’22. I think our capex came in a little bit lower than we had, quote-unquote, indicated earlier.
John Daniel: Okay.
Ben Palmer: But we’re comfortable with the level of spend, and no, there’s not any other significant certainly capacity increases that are there, and that fleet we’re taking here in the current quarter too is not a capacity increase, as we’ve talked about. We’re staying around that 10 operating fleet.
John Daniel: Fair enough. I know on the new fleet, you said dual fuel Tier 4. I’m curious, as you look at the other parts of your business, because you said it in your opening remarks, you’re more than just frac, is there any effort for fuel electrification, whether it be on wire line or coil? Anything in the other segments?
Ben Palmer: Not to any significant degree. That technology is something that we’re certainly trying to watch and monitor. We do have an opportunity coming up to take–to utilize an electric pump within the hydraulic fracturing service line, but it’s more of a dip the toe in than put in all the chips at this point.
John Daniel: Fair enough. Last one for me, and not to be a nervous Nelly, but we have had a few guys, E&P contacts tell us that they’ve started to ask for relief in light of the gas price coming back, etc. I’m curious–and they’re not widespread anarchists, by the way, but what’s your message to your guys when that first request comes in to RPC about granting relief? Do you tell your guys to tell the customer to pound sand, or what’s your message going to be to them once those requests start coming in?
Jim Landers: Pound sand – that’s a mixed metaphor.
Ben Palmer: Well, our guys in the field don’t need to be told what to do, they understand. But there are other opportunities, and I think that too helped, other customer opportunities. I think there is confidence at this point in time that we do have some alternative choices. Now, it’s not–you know, that can take some time and that can be disruptive, but I think their response at this point in time would be–you know, our customers are important to us and there may be other ways to maybe give some relief, but it might be maybe you increase your activity or whatever, right?
John Daniel: Fair enough.
Ben Palmer: But we would look to try to find a way that we would not step backwards. We need to continue to move forward with respect to our net pricing that we’re getting, pricing and utilization.
Mike Schmit: And I’ll add, our costs have gone up significantly as well and continue to, with all the capital investments and maintenance. We’re not really getting any relief on those fronts either, so, and there’s a lot of demand.
Jim Landers: Yes, and demand is still greater than supply, so the market has to sort–it can sort this out.
John Daniel: Yes, I agree. I’m just asking the question to see what you thought.
