“And as I step back and you put all that stuff together and turn the corner into ‘25, we should see better growth. That would be my expectation.”

In context

“lot of care last time and earlier to say we have got to get better at selling what we have on the market today, which means we got to work our sales force and all those pieces of it. Do we have gaps in our sales force coverage? Do we have the right incentive structures, the right training, the right people in the field, the right distributors? Are we pricing correctly? Do we have cross-sell opportunities? All of these things will drive growth. And I think we’ve got to pull all those levers. And it’s why I came back earlier on in this conversation, it really doubled down on OTIF, because we are losing business if we are not delivering it on-time in-full to customers. We know it. We see it every single day. So that is the nearest term lever we can pull is getting better on on-time in-full. And as I step back and you put all that stuff together and turn the corner into ‘25, we should see better growth. That would be my expectation. But it’s not going to happen overnight. These efforts do take some time and we’ll lay this out a lot more clearly to investors as we turn the corner into ‘25. Julian Mitchell: Great. Thank you. Bill Brown: You bet. Operator: We’ll go next now to Nicole DeBlase with Deutsche Bank. Nicole DeBlase: Yes, thanks. Good morning, guys. Bill Brown: Good morning. Nicole DeBlase: Maybe just a little bit more on some of the portfolio review comments you made at the beginning, Bill. I guess any thoughts on like what types of businesses could be considered non-core? And if there is anything chunky coming or if these are all kind of like smaller divisions or businesses that you are looking at? Bill Brown: Yes, Nicole, thanks for the question. Look, I mentioned last time, I did it very purposely that we”