Mark Dmytruk: Yeah. So as we had mentioned during the JPMorgan update, we did see some slippage of two milestones in effect, discrete milestones that we had targeted to hit in Q4 and didn’t — we are still actively working those. We do believe that we’ve largely completed the technical work there. There is some dependency on parties outside of Ginkgo and manufacturing facilities that are not ours to conduct successful pilots for demonstrating milestone achievements. And so those are still very much milestones that we are working on achieving but there’s just more work to do there.
Rahul Sarugaser: Great. Thanks again for taking our questions.
Anna Marie Wagner: Thanks, Rahul. All right. Tejas, I am opening up your line, if you want to unmute, go ahead.
Tejas Savant: Hey, guys. Thank you. Thanks for the time. Maybe I’ll start with a quick follow-up on the milestone exclusion aspect of it again. Jason, do you think you’ll disclose the aggregate potential milestone number on a quarterly basis, even if you sort of leave the time line around the achievement of those milestones big or is that something you anticipate doing perhaps only annually?
Jason Kelly: Yeah. I think — I don’t think we’ll do it quarterly because part of the challenge is that, like this year was the first year where like it was big enough that by not, like, I wouldn’t have just told you what a customer who didn’t want to publicly announce the milestones have done with us. Right. So that’s sort of the game we’re playing with sharing. And we’re happy to have been able to share more of this with you all today, and hopefully that’s why we received. But we also have to maintain confidentiality with our customers. And so I think maybe it depends on how the numbers eventually get on new programs and so on in the quarter, but I think it will be tough to do it for a little bit.
Tejas Savant: Got it. Okay. And then any color you can share on the mix of standardized versus custom programs today where you hope to be by year-end? And could this have a near-term impact on customer demand for foundry services? Because typically, on one of the joys of working with earlier stage companies is that you get a lot of attention from your vendor. So as you look to sort of a more cookie-cutter offering to the extent possible, how is that dynamic something you hope to navigate?
Jason Kelly: Yeah. So I’m super excited about this. To be honest, we’re — it’s an experiment we’re running in the market, right? So to date, if you look at Ginkgo, the history of Ginkgo is like basically all custom deals. All right. And what I mean by customer is like, what do you want a cell engineer to do customer in the pharma industry or fragrance industry or ag industry. Okay, you want a protein, you want a small molecule, right? Your challenge is, you want to optimize the manufacturing. You have something over here on Discovery. It’s all over the place. Okay. And the team at Ginkgo has had a very hard job of receiving all these custom things. And somehow running it through a common lab infrastructure. And that’s a lot of our secret sauce.
This is our flexible automation, the software logistics, all this stuff, where I say we run a lab like a factory. We have the extra challenge that we’re not like Quest or LabCorp, that’s running the exact same diagnostic test a million times like a factory. No, no. It is variable R&D being run through a factory, and that is very hard. So we’re still going to offer that people need that customization, no problem. What we are seeing is, like as we talk to customers, sometimes either a whole project or a portion of a project, we keep seeing over and over again. So a good example of this is find me a better enzyme, okay? And you might want this if you were, say, an enzyme therapeutics company, right? Like so a company like Synlogic in those bugs that they have as a probiotic is a little enzyme, that enzyme needs to be optimized, okay, so they care about enzyme optimization.
