Chris Pierce: Hey. I just — I wanted to get — I know you don’t want to talk about ’24, but is it safe to assume that docking [ph] into production in the fourth quarter of this year will be around 9,000 units. That’s the low end of the spectrum for ’24 because of what you’re pulling back on production? Is that the right way to think about it broadly?
Geeta Gupta-Fisker: Sorry …
Henrik Fisker: I didn’t really — I think this was not clear. Would you …
Geeta Gupta-Fisker: Sorry. Would you mind repeating the question again?
Chris Pierce: Yes. So your 13,000 to 17,000 production guidance for the year, you can back into around 9,000 units in the fourth quarter. Is that a low quarterly run rate for ’24, like a baseline assumption because you’re pulling back production right now? I just want to get a sense how to think about ’24 without a specific number.
Geeta Gupta-Fisker: I don’t think that it’s an indication of what can be achieved in ’24. I think pulling back production simply means that we are being more pragmatic about inventory. And I think from a production run rate, we have made investments both with suppliers and at Magna to achieve what we can achieve. So I don’t think this is an indication of guidance for 2024 in any way.
Chris Pierce: Okay. And the 300 — you kind of mentioned the number 300 a couple of times. Just to confirm, 300 was ideal production per day at Magna, but 300 is also ideal deliveries per day in the fourth quarter. I just want to make sure I fully understand [indiscernible] number is.
Geeta Gupta-Fisker: So 300 a day is what — yes, so 300 a day is a daily production rate that we have currently the capability, if we wanted to, if we have the capability and we could deliver those vehicles, we could make that at Magna. Of course, it’s a fully capacitized production. It would, of course, mean that we would also have to ramp suppliers since Magna would require suppliers to be capacitized at that rate as well. But of course, the main thing there is that you have to be able to catch up to production with deliveries for that rate.
Chris Pierce: Okay. And then just lastly, so now if we had to narrow it down, the one big surprise factor because you guys are producing these vehicles in Austria, you knew they were going to come to the U.S. So that part wasn’t new, but what’s new is the difficulties at ADESA. That’s what you kind of came to realize and that’s what you’re looking to solve right now. That was a surprise fact there?
Henrik Fisker: I think that’s correct. We had, during COVID, anticipated more home deliveries, easier home deliveries, and we are now seeing that it just is not going fast enough for the home deliveries. We also saw people are happy to come and pick up the car if they can get it a week earlier at one of our facilities, which is why we accelerated getting our own facilities, like I mentioned. I think, Geeta, how many facilities have we now signed?
Geeta Gupta-Fisker: I think we are actually in almost around 15 facilities where we have either the facilities have opened, like we have in Huntington Beach, and I mentioned the one in Long Island. We have in Tempe, Arizona. We have own mills. So we have almost 15 facilities where they’re either opened or LOI signed.
Henrik Fisker: So I think this is where we have pivoted over to now so we can do much more deliveries. And that’s why we are confident to get to 300 because we actually will have the infrastructure. We just realized that the infrastructure with this outsourced facilities just wasn’t going to work.
Operator: Thank you. We are now out of time for any further questions. I would now like to turn the call over to Henrik Fisker for some closing remarks.
Henrik Fisker: Well, first of all, thank you, everyone, for listening. I would like to say that we did see some surprises here in our deliveries, as we have talked about most of the time, but we saw them actually a couple of months ago. So we have obviously made adjustments going out, getting more real estate quicker, hired more people than we anticipated. We have also seen, as our original idea was to be a fully digital car company where everything was done digitally, we have seen people actually like to meet people or get on the phone and talk to a real person. So this is things that we have accelerated up and adjusted to. And I think it’s one of the strengths of our company, that we’ve been able to adjust to the situation.
We have a great manufacturing facility. We have great demand. The last part of the puzzle is getting these deliveries right, and I’m convinced with our team, we can do it. And I’m really excited about the next coming week and next couple of months. So thank you very much, everyone, and thank you to the Fisker team as well.
Operator: This concludes today’s conference call. You may now disconnect.
