Greg Levin: Andrew, we did not quantify it. It definitely was a headwind going over COVID from a year-ago, or Omicron from a year-ago. And those rains were the kind of the last of December and the first couple weeks of January that all that was coming through. It got masked a little bit because of just the challenge a year-ago from Omicron that really I think hit our industry and a lot of other industries strongly I guess, or impactfully. We did mention because there was somebody else that asked the question about how the year started. I think it was Drew over at Baird. We kind of said the first couple weeks, January hard com sales were north of 20% per saying that kind of double digit. So we started the year really strong. They probably would have been even higher if we didn’t have the reins in California.
Andrew Wolf: Okay and that is a good color, I appreciate that. And now you are saying high-single-digit is sort of the current trend and is that against a normal – is there any Omicron benefit in that. This is really the straight question or is that against a non Omicron compare?
Greg Levin: Not really. I think, as we have seen from, from other companies as well as you look at Black Box and other data, it is definitely comes, it is kind of like a ski slope maybe a black diamond ski slope or double black diamond in the, since that the first couple weeks of January were really impactful. And then you kind of move through January, things started to normalize and companies built their sales. We did as well from, from a year-ago as we tend to look at ourselves here in the February conference, it is much more of a normalized operations. It was again, at this time last year about staffing up and to drive dining room sales and that is where we think we are today. But that date impact Omicron was kind of the end of December into the first few weeks of January.
Andrew Wolf: Got you. And the other question I wanted to ask was, I think you have plan, well you said you are planning a 10% menu item reduction and you kind of obviously mentioned it’ll help the P&L, but could you maybe give a little more color. I’m sure the operating cost, it simplifies that as I was sort of thinking about it, these must be items that I sell them so good. So you might save some shrink and procurement might get better. So just a sort of a sense of how that helps at the restaurant level and also, the flip side, how do you think about and plan for potential loss sales and sort of work that work that all out?
Greg Levin: Yes. Andrew, first of all, that is a great question, very insightful question. And that is it is much easier to grow sales when you are adding items versus growing sales when you take items away. And so we have been testing this smaller menu for a while, right now, trying a couple things with different placement, trying to see how we lose between if we are losing anything on add-ons or if we are losing it in the entree side or how we can mix guests from one item to the next. And based on our testing to-date, it looks like we are able to pretty close hold on to our current average check and our trends based on what we are removing from our restaurants. And then we continue to look at them exactly as you said. What are the high sellers?
