And we had a strong and we’ll continue to have a strong partnership team for that. But infusing the talent that comes with GRSi into that mix, supporting our existing competencies, adds some abilities that are really going to position us in a much more competitive light on the task orders as we hope to start to see some of those later this fiscal year. And so that alignment really is going to be more of driving technology innovations into not only current customers, but now hitting those adjacencies much harder than we had been able to do in the past.
Unidentified Analyst: Great, thank you. Is there any way you can quantify GRsi’s proposals submitted in 2022 and/or plan submission in 2023?
Zach Parker: I didn’t understand. Which proposal?
Kathryn JohnBull: Yes. Just a visibility on the pipeline. Yes. more forthcoming on that Sherman as we really give fuller treatment of the addressable markets. We’re going to we’ve already moved well beyond talking about GRSi as a standalone. So when we talk about this, the best place in the first place, you’ll probably see this laid out in broad strokes is the upcoming annual shareholders meeting where we’ll have some visibility into the addressable markets of the enterprise, leveraging the capabilities of both GRSi and DLH. But we are intentionally moving away from what’s the pipeline for GRSi versus what’s the pipeline for the company. It’s really ideal each pipeline. So you’ll see there, how we think that’ll drive more meaningful definition of the pipeline, and really broader markets that we can access because of that broader capability.
Zach Parker: Yes. And let me add to that. So as Kathryn has indicated, probably at least a month or two before close, we did some really, really diligent singing around some opportunities that were not in either of our respective pipelines. And again, we’re viewing this as DLH pipeline of which we’ve got three major operating entities that bring really strong capabilities to go to market. And that’s very important for us to have that full one DLH approach, as opposed to an addition of standalone entities. You’ll see us evolving structurally over the course of the next year in that regard, but from a market pursuit, our go to market strategy right now is literally a one DLH approach, we will address a single pipeline, there obviously be some leads and partners, and collaboration, etc, on most of these deals now.
But I’m excited the reason I’m so excited about Joe’s observation earlier, and his question earlier is just that, that that cross selling, is driving, we’re driving our pipeline. So this is going to depend upon cross selling. And that’s the exciting part about it. As Kathryn indicated, you’ll get a little more color around what that looks like in our upcoming annual meeting next month.
Operator: The next question comes from Jeff Bronchick with Cove Street Capital. Please go ahead.
Jeff Bronchick: Good morning, everybody. Hey the indignity of West Coast never treated, right. My question is maybe just frame out what the seam up or a pea process looks like today. And you know, how, how does it look and feel from, different ways they’ve approached the contract in the past, and then maybe sort of different ways that you’re thinking about your own capabilities and what you want to do, and how relevant this is to you. Just maybe frame out some of the puts and takes and then lastly, like timeline, what’s your best guess and how this rolls through? Good luck.
