And this is kind of how it works. So, a couple years ago, we had a small TF client, and we weren’t the primary bank. And then we won the primary banking relationship through a loan from a lending centered bank. And then that middle market banker referred that principle to the private wealth business in six months later or sometime later, the private wealth banker refer them to our M&A team, and that was the first M&A sell-side that we just did. So that’s the power of this platform. TF, full wallet, commercial bank, middle market banking client, which is wonderful then private well then we sell the business, and now the proceeds are back into the private well. And so it’s just — that’s the power of it, why we’re so confident in it and why we know we’ll hit our target and maintain it.
Operator: We’ll now move on to our next question from Matt Olney from Stephens. Matt, your line is now open. Please go ahead.
Matt Olney: Just want to stick with that same discussion on the investment banking line. I’m trying to appreciate just how lumpy this item can be in the future. Any color on the granularity within this line for some specific events? Just trying to appreciate potential for volatility in that line as you continue to ramp this up?
Rob Holmes: I really appreciate the question because we — Matt and I were alone in this board room talking about the strategy. I told Matt that when we say we’re going to start investment banks, people are going to think we’re crazy. They’re not going to work, then it’s going to work, and then they’re going to complain about the inconsistent earnings of it, and here we are. So the answer — the real answer in the constructive answer is it’s granular. It’s all components of the investment bank. To Matt’s point, the mix will shift quarter-to-quarter based on the economic environment. But remember, we’re outperforming and doing really, really well right now with very little issuance by any corporate company. So, it’s great that the platform is so broad that the mix can shift, and we can solve all client needs.
So, the client never has to leave us to go to another firm to get something done. So it helps those things, too. I mean, the sophistication of the advice that we’re able to give clients demand that premium for other products and services. So, if we go out and talk to a client about a swap or a sell-side or something else, and they don’t do that. That’s great. They generally will reward us over time with treasury for another type of business. And so, it’s not even just the fee that the investment bank earns. It’s the vertex, vertex between the rest of the firm and the investment bank. And by the way, it goes the other way, too. The Investment Bank is getting business because our commercial bankers have credibility with their clients. They’ve been in market with those clients for a long time.
So, it works both ways, period.
Matt Olney: Okay. I appreciate that, Rob. And then I guess changing gears, thinking about the DDAs. Matt, within the mortgage finance, I think you mentioned we’re at the high end of that 100% — 120% of the mortgage finance loans. Where do you see that moving in the back half of the year?
