Mark Peterson: Sure. Vivek, really I have just one company. And so, we’re not going to talk about it as Zurn or Elkay. It’s one company. The residential exposure of the entire company is probably in the 12% range of total sales, maybe 13% today. So, all that sort of non-Elkay branded home center, private label business is the stuff that we’ve decided to walk away from. And if you were to look at how are we managing the production of that portion of our business, we’re managing it very much like we manage the rest of our business. We have a combination of third-party suppliers. We do some assembly and test, we do some late point modification. And so, just like we manage the rest of our business we’re flexing those product categories, those cells to meet what we see as the current demand. So, nothing different and frankly just sort of one business in aggregate.
Vivek Srivastava: That’s helpful, thanks. And then maybe just zooming in within the non-residential vertical, how much office exposure do you guys have? And the demand for days like in the office vertical days lower build rate and occupancy. So, any concerns on demand this year on the office side?
Mark Peterson: Yes. I mean, I don’t think there is a specific call out there. I mean if half of the business is institutional. There is a sliver of office and I don’t think that there’s anything that I could sort of give you qualitatively that makes me excited one way or the other. It’s not been a big part of our business for really at any point in time, and obviously, the somatic no one’s ever going to work again. So that part is dead, it’s sort of played itself through. So, I’m not sure exactly how to characterize what you’re trying to zoom in on there, but I wouldn’t think of it as a significant headwind or frankly tailwind to our business whatsoever.
Vivek Srivastava: Thank you. That’s helpful.
Operator: And our final question will come from Nathan Jones of Stifel. Please go ahead.
Nathan Jones: Good morning, everyone. I’d like to go back to this safe drinking water for students’ slide that’s up there and specifically the $2.9 billion TAM that you’ve put up there. Elkay obviously has a very large market share of what that TAM would be. Can you talk about what kind of time period you would be looking to address that opportunity. How much of that you’d think will actually be realized? I mean $2.9 billion with Elkay’s market share would be extremely needle-moving for the company. So, just any more color you can give us around that?
Todd Adams: Well, Nathan, I think it’s the reality of having a large aged infrastructure in this country. And I think we’ve been fortunate to develop products that are beginning to replace some of that large age infrastructure, but it’s been done at a product level as opposed to these devices is actually provide safe drinking water and in many cases in schools for kids. And so, I think where we’re headed with this is to begin to again as Mark said begin to help shape the narrative around what the opportunity is. There is some broader awareness and then obviously book and that with providing the right kind of filtration to ensure that when you drink out of these things, you know that the water is actually safe. And so, I think we’ve taken a cut at it three years out, and as we talked about measured in the hundreds of millions of dollars.
And so, we’re just going to continue to sort of go back to work and begin to build this thing out. Bolt-on, the conversion strategy as well as the filtration strategy, but I would say that we would see it in the hundreds of millions of dollars over the next call it three years.
Nathan Jones: So, that $2.9 billion would be the opportunity if we kind of rated the 131,000 K-12 schools. And we got somebody to pay for it all?
