So we’re really kind of finding use cases that work really well for our offering and lean into these segments and these businesses, in order to grow our corporate booking volume. So we’re very happy with all the effort that it’s taken to get there. It’s by no means, easy to pull off, but we’ve hired some folks that come from industry. And know how to get it done and that have really delivered something quite strong over the last couple of years. I’ll let Chris jump into the summer travel question.
Chris Berry: Yeah. I will really just restate what we’ve said in the past, is we only have visibility internally to the next 30 to 45 days and that goes into our Q1 forecast. When it comes to longer term, we’re really relying on same sort of information that you probably have Ron, in terms of the travel research out there. If you look at Q1 last year, I want to say difficult comps it’s really that we performed better than our peers in Q1 last year during the Omicron wave that came through. And so that’s why Q1 is a little bit tougher comp when looking at other peers. And then there was a, last year there was a little bit of a hockey stick recovery, as we went from Q1 into Q2 and Q3. But right now we don’t have any really insight into what the next several months look like other than Q1 which is the guidance we provided today.
Ron Josey: Got it. That’s helpful. Maybe Francis as a quick follow-up if I may. Just on corporate travel the $70 million, if my math is right, it’s around 15% of revenue — hard to think about like, where that goes longer term, but any reason to believe that corporate travel would be any different than call it more traditional lodging contribution more traditional lodging players out there, or do you think that maybe Sonder might be uniquely positioned just given the portfolio, given the comfort and all the different services that are offered there. Thank you.
Francis Davidson: Thanks Ron. I think that’s a really thoughtful question. And we’ve been having some of the easy debates internally to try and figure out, what is the steady state amount of demand that will be driven by a corporate program versus other sources of demand of demand. And we’re also very fortunate to be extremely strong at leisure. And so — and we’ve managed to generate very attractive RevPARs and occupancies on weekends and in leisure strong markets. And so the goal wouldn’t be to replace that demand with demand that would come potentially at lower RevPARs or ADRs from other segments. So it’s really an optimization game. And there’s a different answer for each building and for each market see from first principles a reason to believe that we would be any weaker or particularly strong versus the global hospitality brands, but something that we’re going to find out over the coming years.
Ron Josey: Thank you, Francis. Thank you, Chris.
Chris Berry: Next one?
Operator: Thank you. And ladies and gentlemen, with that, I will conclude the Q&A session and today’s conference. Thank you all for participating. And you may now disconnect. Good day.
