So that’s the ovarian study and the future for SURPASS. With respect to the manufacturing, you’re correct, we’ve built out our facility in the Navy Yard, expanded capacity to – and we did that over the course of the last year. Hence, the fairly heavy capital expenditures in the last year that won’t be repeated necessarily going forward. That gives us the ability to manufacture many more products. It doesn’t really affect the afami-cel development since the suites that we currently have open for afami-cel, where incidentally, we manufactured all of the SPEARHEAD-1 patients and where we will be launching from. Those suites are likely to be able to cope with the capacity needs of afami-cel as a commercial product and for the continued clinical trials associated with afami-cel.
So it’s more that as we get into larger patient populations in SURPASS, that, that space becomes more useful with the manufacturing methods associated with SURPASS.
Tony Butler: Okay, good.
Adrian Rawcliffe: Thanks, Tony.
Operator: Our next question comes from Michael Schmidt of Guggenheim. Please go ahead.
Michael Schmidt: Hey, guys. Good morning. Thanks for taking my questions. Just a modeling question, perhaps. TCS2 obviously did announce some cost reductions earlier this year. How should we think about the potential for additional cost synergies following the merger later this year? And then I had other question as well.
Adrian Rawcliffe: So why don’t I start with that just at a high level. And then, Garry, if you want to comment specifically on the shape for TCR2 to the extent obviously that we can. So, I think one of the challenges that you guys are going to have modeling this is that both companies have actually gone from a larger cash burn in 2022 to a much smaller cash burn in 2023. Talking from the Adaptimmune side, last year, you’ll see that our cash burn – net cash burn was approaching $200 million, $170 million net. And so that’s come down substantially on the basis of the decisions that we took, both to focus the pipeline on to the key assets where we’ve got a really strong signal and product opportunities, but also to reduce the size and shape of the company, which we executed on over the course of the last few months.
And I know that the TCR2 team have done similar, which makes it difficult to look at the 2022 numbers and project forward. And that’s what – that’s partially why we’ve done some of that work in the run-up to the combination that we announced today in order to enable us to project forward the runway into 2026. And as we continue with the integration work between now and the close of this deal, integration planning between now and the close of this deal and obviously, ultimately, the integration work, we’ll be able to say more about that in due course. Garry, anything to add to that?
Garry Menzel: No, I think you got it right. The only thing I’d point you to, Michael, is that in an 8-K, I think we filed an updated cash position. So, there’s a little bit of information in there, but the reality is not all of the impact of the changes that we made at the beginning of the year are reflected in that. There were some other moving parts. And then, of course, you layer in this transaction. So, sorry that we’re not able to give you precise numbers. But as we begin our integration planning, perhaps we’ll be able to say more going forward.
Michael Schmidt: Okay. Sounds good. Thank you. And then just on the ADP-A2M4 program, what else do we learn from the ongoing Phase I study this year? I know that Phase II cohorts will readout next year. But anything else we’ll learn on the Phase I in 2023? Thanks.
