Mark Suchinski: Yes, Ken, I would just say that the single biggest driver in the difference between being breakeven and the situation we’re in now is the instability in the factory. Once we get to stable, we get the out-of-sequence work built down and behind schedule within the control limits will be right back to our previous expectations of being breakeven at 31%, but there’s a lot of cost at this point in time an investment that we’re making to drive the instability down in the factory to get the factory back within its control limits. And that’s why we’re making the investment now here in the first quarter to get that cost down so that we’re in a good position to generate positive cash flow going forward and to make sure that we’re more than well-prepared for the next breaks that happened in the back half of the year, right?
Tom Gentile: So, the headcount we’re investing in right now is to make us capable of 42 and that’s where we expect to end the year. So, by having those individuals in place now, they’ve got their training, they get experience on the job, and we’ll be ready for those breaks as they happen.
Ken Herbert: Great. Thank you. Just one quick follow-up. Is the instability in the factory? It sounds like it’s predominantly rate related to just the surge in hiring you’re having to do to support rate down the road. But are you still seeing issues with supplier disruption and delays? Or is it predominantly just labor and the ramp-up and training associated with that?
Tom Gentile: No, it’s both, Ken. Certainly, bringing all the new labor on and getting them trained is a factor, and we have seen higher levels of attrition. And it just — it takes time for people to get up to the levels of productivity that we were at back in 2018 and 2019. They’re getting there. It’s just taking some time. But there’s no doubt that there’s also still supply chain disruption. We’re seeing shortages probably two or three times higher than when the factory is in steady state. And when you have those kind of supply chain shortages, it creates traveled work, it creates disruption in the factory, it exacerbates all the other issues. So, it really is both things. It’s the labor, but it’s also the supply chain shortages. I would say though that the supply chain situation is under better control than we were last year. There are still challenges, but it’s definitely improving. We can see that, but we just got to stay laser-focused on it.
Ken Herbert: Great. Thanks Tom, thanks Mark.
Tom Gentile: Thanks Ken.
Operator: Thank you, Ken. Our next question comes from Seth Seifman from JPMorgan. Seth, your line is now open.
Seth Seifman: Hey, thanks very much. Good morning everyone.
Tom Gentile: Good morning Seth.
Seth Seifman: I was wondering if you could talk a little bit about the guidance for 737 this year, the deliveries in the past, there have been plans for rate breaks later in the year that haven’t really materialized, and that’s left you guys in a tougher position in terms of kind of what you’ve told the investor community. So, can you talk a little bit about your level of confidence in the rate breaks for later this year versus in the past?
