Jim Hagedorn: I am going to take that from Garth to start at least. If you look at our in-store merchandizing sales force, we are in good shape there. If you look at the innovation work that’s happening in R&D, we are in good shape there. We are definitely a skinnier team than we did, except, Eric, you might remember that our biggest issue is we were chasing these five pillars was, you in what army. We hired a lot of people. So we are kind of back. It was — I sort of figured like — I think people are starting to feel better around here, but there was a lot of PTSD here. This has been — it’s been a god dam trip. But I think that the teams are smaller, a lot in this building, a lot at Hawthorne, and I think that, that’s pretty much where we plan to be.
I don’t think we have a lot of spring back where we have to fill in a bunch of gaps and we are not doing things we should be doing. I think we have been really mindful of trying to spend the money where we need to spend it. Marketing dollars are up. In-store dollars are good. I think we are pretty well configured. And I think we have not committed to everything that we think we can do and that’s, I think, what Garth is sort of pointing at and saying, there’s more sort of sustainable cuts to G&A that you will see in 2024. But I don’t think any of the teams are really saying we need a lot more people. I think we are — we were pretty careful in, if you look in my hallway, it’s a lot — there’s a lot of different people here now on my side. I think we have been very careful to say the people who stayed are people who think we can operate this business much tighter than we were before.
And it’s really the growth we were chasing that growth. I don’t think we were unusual. I think a lot of companies right now are talking about that. But we were pretty careful to select people who like the way we set up now and if people acted like they didn’t like it, they are not here anymore. So, Mike, anything you would add on that?
Mike Lukemire: No. I think we are streamlined or I mean it’s my ninth year of being the President and COO. But when I first took over, it was pretty streamlined. We invested in a lot of things to chase growth, and I think, we have readjusted. But we are not cutting the fundamentals of sales marketing and our foundational things. And then we are just more measured as we build back, we still want that growth, we still believe in that growth. How we get there will be a lot more efficient.
Eric Bosshard: Okay. That’s helpful. And then the second question, Jim, you mentioned the pillars. I — on Hawthorne, I just wanted to understand a little bit better your perspective. A quarter or two ago, I think you wrote-off maybe $1 billion you had invested in this business, a quarter into this year you took the revenue target down by 20%. I guess I was a little surprised to hear you say we are still committed to the two Hawthorne pillars from 2021 when that world has changed so dramatic that you had to write-off basically the capital you put in the business. Why you still commit to those pillars, isn’t — I guess I am just trying to figure out your vision, it sounds like it’s the same it was two years ago when this world has changed
