Chris Wetherbee: Okay that’s helpful. I appreciate that. And then, Mark, maybe a bigger picture question. When you think about sort of the M&A landscape or anything else you want to do? Obviously, you’ve had some success there. Kind of curious if you think there’s going to be incremental opportunities in 2023 as we see a little bit of this transition period going on or is this something that maybe takes a bit of a breather for a time? Just kind of curious what your sense is and where maybe those opportunities could be?
Mark Rourke: Of course, Chris I think we’re certainly active and feel that we’re positioned at the right one that we can get to where we want it to be, can be done in calendar year 2023. We don’t have anything, obviously, to announce at this point. But that’s our mindset is continue to look for those opportunities, both proactively and prospectively. So that we can continue to advance those strategic initiatives and the success and the approach that we’ve taken with our most recent two that we’ve had in the last, I guess, its 13 months now suggesting gives us confidence that we’re on the right path there. And so yes, I would love for that to be something that’s steady and periodic. I just don’t have anything to announce just yet.
Chris Wetherbee: Just anything from a vertical standpoint where it might fit in the portfolio where you think you have needs in the portfolio?
Mark Rourke: As it relates to something we don’t have today or expanding services, is the question?
Chris Wetherbee: Yes, is there a part of the business that you would be maybe more focused on than others?
Mark Rourke: Yes. Well, Logistics is a growth segment for us. We think we have such robust organic growth opportunities there for the investments that we’re making in our digital footprint, the Power Only offering and our own ability. It would have to be something, I think, really special there for perhaps that to be the primary focus. We wouldn’t eliminate it, but I think we have to be really special. Intermodal poses a little bit more concentration and a few less options to consider there. So that leaves the most, probably attractive target for us would be in that specialty truck or dedicated truck arena. And that’s the one that’s probably has our attention the most. And then within that, you can’t find yourself at times expanding into new markets that you don’t presently serve or don’t have a large overlap of customers, which is the additional benefit of that.
So I wouldn’t rule out logistics put a really remote on Intermodal and much more target-rich environment perhaps in the Dedicated and specialty truck area.
Chris Wetherbee: Okay that really helpful, I appreciate. Thank you.
Operator: Our next question comes from Ari Rosa with Credit Suisse. Please proceed with your question.
Ariel Rosa: Great, good morning and thanks for the color particularly on the Intermodal piece. I wanted to stay on that. Maybe you could talk about the long-term target to double that business by 2030. Maybe you could kind of go into some of the details of how you think that, that doubling would proceed in terms of whether it’s taking share or overall growth for the intermodal industry. Kind of what’s the progression to get to that target? Thanks.
