John Stankey: Hi, Peter. We haven’t given, what I will call, a characterization of the “shutdown” because I don’t think you should necessarily think about the shutdown as like a date certain that arrives, that date will arrive. But we think about it as kind of a rolling process. We think about it as a geography by geography or ZIP code by ZIP code process. And when you think about how our cost structure is aligned to that business as you begin to modernize infrastructure and ultimately not have to support products, services of infrastructure of older legacy generations, then costs start to fall away. We’ve done an awful lot of work separating out the variable and fixed cost structure in the, what I will call, semi-fixed cost structure to know what we need to do as we roll through geographies to ultimately get at the layers of fixed, semi-fixed and variable.
And so, I don’t think it’s as important about saying what is the date that you’re no longer offering the entire totality of products and services as much as what is the progress you’re making in working through the areas where those products and services still exist. And as you heard in my opening remarks, we now have catch products showing up in the market that allows us to begin accelerating that work. That work is part and parcel of some of the recommitment of $2 billion over three years that we expect we’re going to be able to take out. I do believe that as we simplify given how we allocate costs in the business and our reporting, the company and we start to shutter some of that square mileage, yes, that’s going to help contribute to accretion back into the margin structure of the going-forward broadband business in our consumer markets.
And I believe the day that we arrive at ultimately exercising all those costs from the business what I know about how our fiber infrastructure is performing on a stand-alone basis right now. It’s all goodness. In fact, this week, I was out with our network operations team, and it was just such an uplifting day for somebody who’s worked in the company as long as I have to see the cost structure that’s been put in place, the customer satisfaction that’s occurring, the efficiency of the technician ranks, the durability of what’s going into service. I mean it’s all good. And as a result of that, when you step back from this day, should we be able to operate this business once we ultimately move our way out of some of the embedded cost structure in a perfectly competitive characterization of the rest of the industry.
The answer is yes, I have confidence we can get to that.
Peter Supino: Thank you very much [indiscernible]
Amir Rozwadowski: Operator, we have time for one last question.
Operator: Our last question will come from the line of Frank Louthan of Raymond James. Please go ahead.
Frank Louthan: Great. Thank you. The fiber ARPU is up pretty nicely year-over-year. Still a little bit below market. Can you give us an idea of why that is just a higher number of customers newer on promos? And where do you think that can go in the next 12 months? And of the 25 million locations you have passed with fiber, how many of those are included in this latest 15 million homes that you have passed? And where will that total be when that project is completed? Thank you.
John Stankey: I’m sorry, Frank, could you rephrase the second part of that question again, so I just kind of — you clipped a bit.
Frank Louthan: Sorry, you disclosed — I think you had 25 million locations passed with fiber. I assume some of that is the latest 15 million home push that you have. Can you give us an idea of where you are in building out to those 15 million locations? And what will that total number be when that final project is finished?
