Mark Eubanks: Yes, I’d say it’s about right Tobey. And that’s – it’s largely in line with what we had expected and where we’re seeing the improvements in the business that we’re driving, not only from the restructuring that we’ve talked about explicitly, but also the ongoing performance, both commercially and operationally. First on price, you know, not just on inflationary pricing, but price optimization and strategic pricing we’re doing across the portfolio to make sure that – we’ve talked about this in the past where, we’ve got some large disparity with common customers that we’re making sure that we’re driving a consistent pricing and equivalent to our value proposition. On the operational side, this is really the Brink’s business system continuing to drive productivity, and putting a wrapper and a name around a program doesn’t do that.
Its people, its process, and it’s continuing to have discipline around standard work and being able to deploy that standard work from branch-to-branch, from country-to-country, and region-to-region.
Kurt McMaken : Yes. Hey Toby, it’s Kurt. I was going to add on to Mark’s comment. I mean traditionally, I think you’d see the business, somewhere between 25% and 28% incremental basis if you want to look at it that way. And to Mark’s point, we’re really working to try to march that upward. Obviously, it can shift a little bit depending on mix of business, both geography and line of business, but that’s exactly right. You know, we think that what we’re trying to do between pricing and Brink’s business system operational improvements is continue to march that incremental rate up towards 30 and lower 30s.
Mark Eubanks: Yes. And I’d say that the, maybe it ties back to the question a little bit Tobey on the AMS side. Once we have a network deployed and we’ve made the initial investments around workflow integrations, technology deployment, and software, then the incremental adds additional on to the network are very similar to, let’s say the traditional CIT kind of marginal cost adds as we think about adding customers next door to each other. Density matters, and it matters again across the technology stack as well. And we would expect frankly, that to continue to progress certainly with volume, as we leverage the seasonality, as we think about volume into from first half to second half.
Tobey Sommer: Thanks. And I wanted to get your perspective. You came out with your cash flow guidance and focused on that improving spread out, some incentive compensation within the organization, but you’ve now been in the throes of working in that direction for a while. So I’m wondering if you’ve had new ideas and processes that can kind of further your goals that have percolated up from the 200 people who now have skin in the game and are working towards that goal.
Kurt McMaken : Yes. Toby, its Kurt. Let me just try to address that. I mean, we are seeing a lot of good traction with what’s coming up through the organization in terms of additional ideas around driving cash flow. So number one, we’ve talked about in the past is also just their understanding, the importance of the DRS AMS mix and how that actually improves the cash flow profile of the business. And because they tend to be recurring revenue contracts and because those contracts tend to have much shorter payment terms on them, that’s really resonated, and so that is an additional driver to the growth of those and improves cash flow. But I would say there’s also more ideas just coming up throughout the balance sheet. So we mentioned accounts receivable, but we’re also seeing it on the payable side.
