Mark Marcon: Great. And then can you give us a little bit more granularity with regards to PeopleReady just in terms of like what you’re seeing in different regions, different end markets. Just in terms of what’s going a little bit softer. Aside from the retailers that you had already mentioned in prepared us for what else seems to be either changing on the margin, and what are you seeing any green shoots in terms of areas that are, that are picking up more?
Steven Cooper: Yes, if we talk from a geographic perspective, there’s not much news there. You can take a look at the states and the trends there, you take a look at them, and it’s just very close to the aggregate for the overall PeopleReady business. If you take a look at by industry, there are some different bands, the areas where we see the most pressure if you’re taking a look at year-over-year trends transportation services and retail. Those would be the leaders of the pack and those declines would be higher than – the aggregate percentage revenue decline that we reported. Areas that are not experiencing as much pressure and would be below that would be construction manufacturing hospitality still having some declines, but holding up better.
The green energy space is one that’s been growing for us this year. That’s a bright spot Canada’s been a bright spot for us Taryn could probably elaborate a little bit more on our green energy plan, but with – some of the legislation that was passed in the Inflation Reduction Act. There’s, a lot of incentives around green energy, and that’s an area that we’re pretty bullish on.
Mark Marcon: And then Steve, can you talk a little bit about where you’re, how you’re thinking about this, the office program with regards to PeopleReady it sounds like we put some things on hold in terms of centralization. Any updates in terms of their or stats with regards to JobStack and what percentage of the volume is being filled through JobStack now?
Steven Cooper: Yes, I’ll kick off that and I’ll let Taryn add a little color to that, but we recognize the importance of these branches, this is what’s worked for us for 30 years and we understand that and taking care of the employees, to take care of the customers. When they’re out there doing two for Tuesday, two people two for two days and that blocking and tackling that it takes to run that business. It’s very contact sport where you’ve got to add your teams focused on the right things and – Taryn and her leaders in PeopleReady are doing that where we’re focused on local accounts growing local accounts. I was in a market last week and seeing seven, eight different branch managers and two or three of them that are really great at blocking and tackling and winning local accounts.
So it’s very possible and that’s where our energy is right now. Centralization is a great idea. And that’s a great way to save some cost, but not at the cost of losing revenue and losing employees. So we are calling a time out there for a bit. Until we have a few more of a reduction to roll on, what it really takes to roll that out with the power that is good for our customers and good for our associates. And we’re close, but we just didn’t quite hit the nail on the head. So we’re going to pause that for a bit. We’re going to stay focused on these branches that’s, where we’ve been, and where we do have service centers they are okay and will ensure that we’re doing, okay. There’s one big area of our PeopleReady that went first and we close branches and actually, the results are holding pretty steady to the rest of the company.
So the reason did not go faster is, we’ve got to do better for our customers and our associates when having the right technology and having the right training programs and play in those centers. So, we’ll come back to it, Mark, but you’re not going to hear us beat that drum a lot until we’re prepared and do a bit better. Let me ask Taryn will give color there. And she can also talk about how we’re doing with JobStack.
Taryn Owen: Yes, absolutely. Steve said it well. We’re just squarely focused right now – to ensure that we are providing great service to our customers and keeping our relationship strong. I’ll talk about JobStack, JobStack as you know, has been a critical component of the PeopleReady business really helping us connect with our clients and associates through that digital experience operating in a tight labor market JobStack has allowed us to maintain constant contact with our associates. We’ve got 90% of our associates that are using the app and client adoption continues to increase as well. We’ve got about 30,000 clients engaged through the JobStack app at this point. So it’s certainly helping us with the connection points. And it’s also enabled us to achieve some of those cost efficiencies that Derrek talked about earlier in the dollars that we were able to remove from operations in 2020.
Mark Marcon: That’s terrific. Thank you.
Operator: Our next question is from Marc Riddick with Sidoti. Please proceed.
Marc Riddick: Hi, good evening everyone.
Steven Cooper: Hi Marc.
Derrek Gafford: Hi Marc.
Marc Riddick: And I want to echo everyone’s comments and welcome Taryn, it’s good to hear you on the call and looking forward to working with you going forward.
Taryn Owen: Thank you.
Marc Riddick: I wanted to touch a little bit. We’ve talked – quite a bit about the trends. I was wondering if you talk a little bit about the cash flow and cash management prioritization. And certainly, it’s nice to have a good balance sheet in complicated times. So I was wondering if could talk a little bit about maybe where your – thoughts are there for this year. And then I have a couple of follow-ups?
Derrek Gafford: Yes well, when it comes to our capital strategy, not a lot has changed, we are very glad we got such a strong balance sheet. Taking a look at where things might go economically, but we’re well prepared for that. So that’s not a concern of ours on the longevity of the business if we needed to do something with capital and pull it to support the business. So put a checkmark behind that one. When it comes to acquisitions, we’re less interested in acquisitions in our staffing businesses. We think our biggest opportunity right now is to continue to digitalize this business increase our relevance with customers, increase our relevance with candidates and with – the workforce. And that’s really our best return right now and we’re really pleased with our progress acquiring into that we think would be a distraction and they’re just not at any opportunity out there to pull another business into that.
Opportunity wise that we can see can out rank what we’re doing with our digital strategies maybe if there were some technology that would enhance that be a different story, but just going out and buying more staffing firms and testing them in – isn’t really something we’re particularly interested in. Now when it comes to the RPO business, that’s a different story, with the RPO business there is areas like life sciences or technology that we’d be very interested in getting a bigger presence in. We have those, presence actually with many of our clients. They have technology positions and we’re filling them. What we’re talking about is adding more specialization and more street credibility from a logo perspective two technology firms or two life science firms and having that really helps us in – landing the deals.
When it comes to stock repurchase that’s something that we’ve continued to be interested in, and we do like to be opportunistic in our stock repurchase program. So that’s all I’ll say on that, but those are our three broad categories of where we want to spend our money, and nothing has really changed from those three.
Marc Riddick: Okay, great. And then I was wondering if you can touch a little bit about the pricing environment and what you’re seeing in the businesses and whether or not there’s been any impact. I understand the client hesitancy, but maybe if you could talk a little bit about what we’re seeing with rates and if there’s, been any changes or anything noticeable there as well?
