We have rationalized the cost basis in a way that gives us a lot of flexibility, a lot of optionality going forward. But as it relates to — but we have the ability to be opportunistic and so we are going to do that wherever it makes sense. And notwithstanding the challenging times that we are in. I mean, I think, I said in the script, like, we have never had more incoming as it relates to strategic and commercial opportunities. It’s just — it’s a function of the time. It’s a function of the fact that we are on this march to positive cash flow. We don’t need to raise any additional money and we have cash in the bank. So those are — typically, in my career, Peter, I have been like the smaller underleveraged guy. It’s nice to be in this position now
Peter Henderson: Okay.
Clint Stinchcomb: I don’t think and running a business that generates cash gives you a — just gives you a lot more flexibility and opportunity.
Peter Henderson: Thank you.
Clint Stinchcomb: Thank you.
Operator: Next up is Sharon Ditimas , D.A. Davidson.
Unidentified Analyst: Hello and thank you for taking my question. I have one question. I am wondering, can you compare and contrast your distribution efforts with Amazon, Apple, Roku and other cable providers and discuss how that has changed overtime?
Clint Stinchcomb: Compare and contrast our relationship with them? Is that you asked?
Unidentified Analyst: Right. Distribution efforts.
Clint Stinchcomb: Sure. So as it relates to Amazon, Apple, Roku, in their channel stores, we launched with all of them on what — to use an a la carte vernacular. So they offer essentially our subscription service through their system and through their offering and they pay us a fee based on subscriptions that come in. We have that same construct with Comcast in the U.S. and a few other traditional MVPDs in the U.S. So that’s one relationship. And then as it relates to other MVPDs, many of which are outside the U.S., we have a relationship with those providers where it’s more of a fixed fee approach. So they are paying us some kind of fixed fee that includes us conveying to them, perhaps a linear channel, some VOD content and a set of rights where they are going to pay us a fixed fee for that.
We like that because that’s — it’s multiyear revenue, it’s recurring and doesn’t require any additional expense from us in most cases and that’s the — those are the deals that we have today. Where we have not leaned in and where we are over the next few years here is, in rolling out with that first subset of companies that you mentioned, the large channel stores like Amazon and now like YouTube TV with Prime Time Entertainment. Those are — there are real opportunities there, and again, what we really like about that as you rollout in those international markets, you are — the number of services that are being offered, it’s just a fraction of what it is in the U.S., like, I think, Amazon is fantastic at marketing their subscription video-on-demand services, but there’s a lot of them today, just a lot, and the same with Roku and the same with Apple.
But we will — I think you will see us continue to enhance those relationships, because not only are they helpful for our subscription video-on-demand products and we have three of those now, they also typically occupy that top six to seven category of FAST and AVOD platforms. So I think you will see us enhance the relationships, create broader global product relationships with that set of companies that you mentioned and thank you for the question, it was good one.
