Thanks, Nick. At this point, I'll turn to our plans for 2024 and beyond. First and foremost, we are going to continue to focus on delivering consistent performance through our proven strategy of disciplined operations, effective capital utilization, focused commercial business and value added acquisitions, all under the umbrella of One Eastern. The difference between today and our fourth quarter call last year and it's important one, is that we now have a solid foundation of reliable earnings from operating activities to build on. The foundation positions us to continue driving earnings and cash flow, paying down debt and as I mentioned earlier to seriously considering and pursuing M&A opportunities that accelerate our objectives, while continuing to focus on vertical integration to drive margin increases. In 2024, we expect our goals to be aligned, aided by continued strong sales demand in the automotive and commercial vehicle markets. Organic growth activities through new products and market share improvement as well as acquisitions. Our confidence is supported by our $7.6 million increase in backlog as of year-end 2023 to $80.1 million. This increase took place even as the global supply chain normalized. Customers cut back on excess inventory and we reduced our past due backlog. It is a strong indication of the new orders we're generating, including Velvac's launch of the new mirror program for Class 8 trucks and for Big 3's mold services and returnable packaging. We have many initiatives underway to enhance our gross margins even further through reductions in product cost, concentrating on total landed cost through our vertical integration make versus buy strategies and spending rationalization efforts. In addition, we've taken steps to ensure we have the right culture and opportunities in place to enable our teammates who are Eastern's greatest resource to drive the company forward every day. We've created achievable plans for each of the three businesses, changed our structure to realize synergies across our despairing companies and strengthening our incentive system, so it properly rewards cross functional collaboration. Through these efforts, we are working to achieve more than what any one division is capable. We are also repositioning all three of our businesses and reviewing our global footprint, analyzing how to improve our assets and optimize Eastern's efficiency. At Eberhard, for example, we are enhancing our portfolio of electromechanical products, focusing on new geographies and sectors, including government, where we can expand our business. At Velvac, we are expanding our solutions for aftermarket in ways that will augment existing relationships. At Big 3, we are taking steps to leverage our metal fabrication and machining capabilities to increase performance. To sum up, we are committed to achieving operational excellence by focusing on Eastern's operating costs, quality, on time delivery and especially employee safety. We expect our company to continue to play a unique role in the industry that embraces the move to electrification, the rejuvenation of internal combustion engine market, digitization and automation. We believe our capabilities are closely aligned with sustainable mobility, whether it be internal combustion engine or electric. And through sustainable returnable packaging and commercial vehicle accessories that increased improvement in miles per gallon will result in increased miles per gallon by reducing wind resistance. With that overview, let's open the floor to questions.