Continued shift to complex products with capabilities across dosage forms. It’s essential business and we are providing essential services. $500-plus million revenue came from recent product launches; expanding in high-growth areas injectables and biosimilars; goal to be top five. You know that we did it before and we’re going to do it again. Growing Specialty portfolio. I know you are not excited on IPX203, but we are. We’re very excited and we will — you will see the strategy being rolled out and why we think such a need. We talk to Parkinson’s patient everyday, KOLs everyday and a huge need to penetrate. RYTARY penetrated only 4% and 96% are on IR CD-LD, which is 30 years old technology and they experienced such a bad off-time everyday.
And we’re determined to take this product out to as many general neuro as we can and even beyond that. AvKARE our distribution business growing double-digit. After big three there are not many players. So it gives us excellent chance to distribute our products directly in unit dose in government channels and niche distribution channels. This is a sizable business now $450 million-plus. On top of that we are entering very meaningfully on international markets to further diversify the company. And all that with our — most of the products made by us we have a global network of manufacturing sites, top of the class, number one in quality. We are the US champions. What we need three OSD sites, four injectable sites, one nasal spray liquids in the United States, transdermal site in the United States, device base site in the United States, two API sites providing needed API for us and one inhalation respiratory site in Ireland.
So with all this, we are extremely well positioned for growth not just this year, but 2024 to all the way to 2030. Thank you.
Operator: Our next question comes from David Amsellem with Piper Sandler. David, please go ahead.
David Amsellem: On the Generics business, can you talk to products concentration? I’m specifically interested in contribution from Zafemy, this year and how you’re thinking about the potential for competition that product down the road? I know it’s a complex product. But can you talk to that? And in general, are there — beyond Zafemy, are there any other products we should be thinking about that have an outsized impact on Generics? So that’s number, one. And then number two, helpful commentary on the deleveraging. But I guess my question is on, business dev and M&A. What’s your appetite or I guess capacity for deals? How large can you go? And how big of a priority are bolt-on transactions? Thanks.
Tasos Konidaris: Hi, David this is Tasos. I can take the first one and Chirag, can take the more strategic question. It’s whether or not Zafemy or any other product in our portfolio has more competition or less competition, it does not make a big difference one way or the other. Because we have done — if you kind of go back for example, a number of years ago for example, levothyroxine was $180 million product for us. We don’t have any such product anymore in the Generic segment, right? The biggest product may be a $50 million $60 million product. So that’s part of why, we kind of keep focused on how the business has been diversified over the course of time. And this is a differentiating factor for Amneal, compared to any other generic company out there.
