Kenny Rocker: We will have to see what plays out there. Historically, what we have seen is a little bit of fits and starts. I think what we will also be looking at is the inventory levels at least in the near-term, it may not have that much of an impact as they start up a little bit later, it may be right in time. So a lot of uncertainty there, definitely some fits and starts. What we really need is the consumer spending and a little bit more demand to be out there more so than the issue in Asia.
Jeff Kaufman: Thank you.
Operator: The next question is from the line of David Vernon with Bernstein. Please proceed with your question.
David Vernon: Hey. Good morning, guys. I wanted to come back to resourcing questions really quickly here. Also I will keep it on one theme as opposed to make only guys kind of go around the table. What is the exact number of heads we are looking to add in 2023 and if we are thinking about adding more crew resources and automotive resources to get a service level that’s more resilient, how does that change the dynamic of adding future resources to see the growth? I know it won’t be one for one, but are we looking at a little bit less put the leverage here going forward based on the changes you are making to the resourcing model right now?
Jennifer Hamann: Yeah. You were breaking up there quite a bit, David. But I think what your basic question was, was how many do we expect to hire in 2023 and do we think about hiring at a different cadence maybe versus volumes going forward? In terms of hiring for the year, I think, we have said it would be similar probably to 2022 levels. But that obviously carries with it some attrition assumptions what we see happen with volumes and so if we would see a change positive or negative relative to volumes that obviously could impact that, we are just going to make sure that we have the right crews in place to be able to take advantage of the demand that’s there for us. We know we are still not meeting at all today. In terms of how we think about hiring, I mean, I think, you have heard Lance and Eric talk about the fact that we would maybe keep our Boards a little bit larger established A once if we can and those will be things that can give us I will say cushion, as you see fluctuations in demand.
Again, we expect to be able to leverage that service reliability into more volumes and better pricing and overall better productivity. And so when you think about the bottomline impact of that, we think it should worst case be neutral, but really be a positive for us in the long-term.
David Vernon: Yeah. I understand the foundation will be positive in the long-term, but, I mean, we are adding more resources to do essentially the same amount of volume right now, correct?
Jennifer Hamann: Yeah. I mean you are seeing that flow through today, I would say. When you have got 600, 700 people in training today.
Lance Fritz: Yeah.
Jennifer Hamann: Not out actively moving freight, that is the headwind that we have in those numbers today that I would say is already there.
Lance Fritz: Well and it’s substantial because they are completely unproductive from a moving freight perspective.
Jennifer Hamann: Right.
Lance Fritz: But we anticipate we need them to both backfill attrition and support growth.
David Vernon: Right. Thanks for added color guys.
Lance Fritz: Yeah.
Jennifer Hamann: Thanks.
Lance Fritz: Thank you, David.
Operator: Thank you. Our final question is from the line of Jason Seidl with Cowen and Company. Please proceed with your question.
