And that’s something that again, we pay very close attention to, because it typically will be an early sign of a potential looming slowdown. And as I said previously, we really have not seen any sign of that at this point.
Dave Flitman: And I’ll just say, the other thing, I’m excited about is our exclusive brands, and we’ve been able to penetrate the independent portion of that north of 50%, but I’m excited about our continued momentum there and the team’s focus on accelerating that brand penetration. Our customers love it. They’re really good, and it makes sense for them as well as the company.
Jake Bartlett: Great. I appreciate it.
Operator: Your next question is from Peter Saleh of BTIG. Please go ahead. Your line is open.
Peter Saleh: Great. Thanks for taking the question, and I want to echo my congrats to the team as well. I just wanted to ask about the seven-day delivery pilot and the flexible scheduling. Can you just elaborate a little bit on the cost benefit of this initiative? And just if it does prove out in the pilot, how quickly do you think you can roll this out to the rest of the system?
Andrew Iacobucci: Yes. Pete, thanks for the question. It’s Andrew. We’ve actually — we’ve learned a couple of different things from the pilot, which actually had both elements to a seven-day delivery and a flexible scheduling. And what we’ve learned along the way is the flexible scheduling is something we can do quite quickly pretty much everywhere that it will be a benefit. In other words, it does — you don’t need to go to seven days in order to be able to get a large measure of the benefits from a flexible scheduling. Just given that choice that it gives our selectors and the impact that has on their willingness to stay with us. Seven day delivery takes a little more work to shift deliveries onto the weekend. That has played out in a very promising way in the pilot market, and we are looking to see that replicated in the two additional markets that we’re testing as we speak.
And depending on how that plays out, we will look to do that in markets, where that will deliver meaningful benefit, particularly ones where capacity might be a little more constrained because those extra two days that it gives those markets, takes a great deal of pressure off their ability to serve customers. So, both are being looked at in combination or separately as the case may be, and we see a real opportunity this year to roll out the flex scheduling portion to a significant number of our markets and likely be more selective with seven-day delivery elsewhere.
Dirk Locascio: And what we really like about the flexible scheduling part of it is, that it really, as Dave commented earlier, it gives employees that opportunity to find schedules that work for them, which when you have lower turnover, lower hiring costs, that reduces your cost and increase productivity. We’ve seen, again, the positive employee relations, positive employee feedback and also improved safety results. So, all those things are sort of good reasons to do it, because they help the associate and they benefit the company.
Peter Saleh: Great. Thanks. And then just lastly, Dave, any other low-hanging fruit that you see — that you’re focused on for 2023 strategically?
