Kirsten Lynch: Yes, a couple of thoughts on that, David. Starting with your last question, I think we are in a very unique position to do this innovation of My Epic Gear because we have so much existing infrastructure already that we’re leveraging. So, it is not the same as building a business from scratch because we already have over 200 retail rental locations, distribution centers, our rental delivery business, Gear Valley Services, who can think about us, sort of spring boarding or catapulting off of an infrastructure that we already have, which is very helpful for this business. We are investing in gear to be a part of the program, but life of that gear and our ability to use the gear in My Epic Gear and then also use it through our rental stores makes that also very attractive capital investment for us.
And then the intention of My Epic Gear overall is, how do you create loyalty and higher retention within our owned and operated resort network, consistent with our subscription strategy approach. So, we see an opportunity to convert gear owners to improve the experience for people who already rent with us and possibly to attract new guests to Vail Resorts. So, I think it’s all of those things. I think it is beneficial for our pass holders, and I think potentially also could be a reason why someone would want to come to our resort network and become a pass holder and a part of this program, but the overarching if I were to summarize it is that the lifetime value and the retention within our Vail Resorts owned and operated network.
David Katz: Got it. Thank you very much. I appreciate it.
Kirsten Lynch: Thank you, David.
Operator: We’ll take our next question from Ben Chaiken of Credit Suisse.
Ben Chaiken: Hey, how’s it going? My first question is on the Epic Gear initiative. There’s going to be a trial this winter. I guess first part, high level, what questions are you hoping to answer this winter? Is this a demand pH test or is it more on the logistics side? And then as we move into 2024, I think the equipment angle is pretty straightforward, but on the kind of delivery and logistics side, how do we think about your ability to leverage existing labor? And then I have a follow-up. Thanks.
Kirsten Lynch: Yes. I mean, I think the pilot will give us a lot of learnings. We primarily are trying to make sure that the logistics and the guest experience are smooth and meet the expectations for the model so that we can scale the business model that we have. So, if you think about what the business model is promising, we are designing a back-end logistics delivery, gear storage system to ensure that that is a smooth experience for the guests so that they actually see the value of being a member of this program. And I’d say, for me, that is primarily what I want to make sure that we have really filed in the pilot. I think we’ll get some feedback from the guests on demand and how often they’ll use it or what how they think they would use it. But the guest experience is really critical that we deliver on.
Ben Chaiken: And then just the ability to leverage existing labor? Can you kind of just think about that?
Kirsten Lynch: Yes. I think it’s a similar answer Ben to the infrastructure point, which is, we are leveraging something we already do. So, we already have [gear valley services] [ph]. We already have rental delivery business. We already have distribution center employees and distribution centers. We already have retail, rental, and tuning location employees and centers. So, when you think about the leverage we have from that without getting into specifics about expectations on it, you can hopefully envision that a lot of this exist, but we’re now using it to enable a different business model. So, whether it’s labor or the actual brick and mortar facility, there is a lot of leverage assumed in this model because we’re so heavily already in this business.
