Michael Olosky: Yes, Julio. How about I’ll start? And some of the increase in costs that we’re seeing in warehousing is associated with our effort to, to go direct to our customers to eliminate the two-step distribution process. We need to have warehouses close to our customers so that when we ship product out, they get it the next day. And we also want warehouses in big markets in case they want to get the product the same day. We can either arrange shipment or they can come in and pick it up. So that’s driving some of the costs. Brian will go through the next set of details.
Brian Magstadt: So as part of that setting up those warehouses, that’s going to come a little bit ahead of the revenue associated with those. So yes, there would be a bit higher warehousing costs as a percent of revenues just because the revenues will really start to, to come in at a latter part of the third quarter and then forward. From a freight perspective, it was getting a lot of that product into those locations. And on a go-forward basis, it ought to be pretty consistent with a normal run rate. So a bit of getting those additional locations set up in the Northwest to be able to continue to execute on our – what we call our path to market initiative.
Julio Romero: Got it. That’s helpful there. And then just talk about, you ended the quarter in a net cash position, pretty strong cash position overall here. And you talked about some organic growth opportunities and some M&A, you’re also evaluating, but sounds like more of a tuck-in in nature type of opportunity set. And at the same time, you’ve got some uncertainty on the macro front. Just talk about how that – considering all those factors that kind of shapes up, how you’re thinking about cash deployment?
Michael Olosky: Yes. So our capital allocation strategy remains on really driving growth. And obviously, we’re investing a lot at our factories and our warehouses, it’s very much aligned with our business model to provide high service for our customers. We are also – when we look at M&A perspective, Julio, for the most part, we’re talking about small tuck-ins that complement our business model, that help us provide service to our customers, that in some cases maybe help us vertically integrate. There just aren’t that many actionable targets that are large, that are a good fit for us. So that the – major of the focus is small opportunities when they arise.
Brian Magstadt: And then just to follow up on that, we – we’ve got some, some larger investments within the business that we’ve talked about over the last few quarters, expanding our Columbus, Ohio facility, building a new facility in Tennessee to – again, part of the business model of, of providing that really excellent service to our customers. But some larger cash outlays here coming up over the next couple of years in addition to the debt repayment that we will – that we’ll continue doing. As we noted, we didn’t repurchase any shares during the quarter in – on a comparable basis, that was one of the reasons why cash was up. So just a bit of working capital that will, I would say, start to get back to traditional normal levels here going forward.
Julio Romero: Really helpful. I’ll hop back into queue. Thanks very much.
Michael Olosky: Welcome.
Operator: And our next question comes from the line of Daniel Moore with CJS Securities. Please proceed with your question.
Daniel Moore: Thank you. Just one or two quick housekeeping follow-ups. I know you said immaterial, can you quantify the – any expense impact you expect in Q4 as a result of the cybersecurity breach and anything measurable in terms of incremental spend/margin impact on a go-forward basis?
