Another one is on this automated welding equipment. And as we’ve got more and more manufacturing expertise within Graham to review our processes and review our products and kind of look at areas to expand, we’ve identified in these really tough wells that are hard for a person to actually follow a very complex weld path and be very, very consistent, we think that the automated welder — welding equipment will enable us to have less defects, it’ll go faster, ultimately better quality in these really challenging welds. And so this investment, where it makes the most sense where you can get good payback by investing in equipment like that is extremely important. The ERP upgrade that you had asked about, in any business, especially a manufacturing business, the flow in the business is extremely important.
And if there’s lots of handoffs between people, there’s lots of opportunities for confusion, or mistakes or whatever. And as we can automate this more and more, and be working with the same information throughout the value add process, the quicker it goes and the less mistakes there are. And so we’re really excited about being able to upgrade the ERP system in Batavia. We think that it’s going to have a significant improvement on the flow of product through our factory as well as reduce some of the mistakes or process reworks essentially that we have seen. So that whole information realm is getting tougher and tougher as our customers are wanting high compliance equipment. And they want the proof to back it up that it is high compliance. And so there’s a ton of information that goes along with our hardware.
And in making it available and trackable and findable and communicable within a digital platform is really important. And so we continue to think about people and process and systems and investments in those and — then we’ve got our business unit saying and product, don’t forget about the product, because we have some really cool opportunities. And so, to Chris’s point, there are a ton of organic growth opportunities in front of us that we believe that we can give the stockholders a really nice return on investment as we allocate that capital appropriately.
Brett Kearney: Excellent. And actually the follow-up I had was on this new opportunity, or I guess, expanded opportunity you guys are seeing with the geothermal lithium set. Curious what the potential funnel [ph] or kind of magnitude of market opportunity you guys are seeing there? And then I guess, broadly with all the developments in new energy and potentially the traditional energy markets coming back, yes, I guess how you’re thinking about resources, prioritization, both capacity and personnel across the organization.
Dan Thoren: Yes, it’s a great question. As you show the world that you’re more and more capable, people want more out of you. And it does come down to prioritization and choosing the best programs to go after the ones that have strategic importance, the ones that you can price higher for the benefit of higher returns for our shareholders, those are the ones that we’re kind of focusing on right now. Again, you kind of point out some really cool opportunities that hydrogen, the geothermal power has been around for a long, long time. But coupling it with this lithium extraction all of a sudden makes that a lot better for investors in those processes, because there’s additional yield other than the power that comes out of that process.
So being able to be flexible work with your customers to develop new equipment, that’s better suited for these new applications that come out, including hydrogen. Our — ultimately, what we’re trying to do as a business is make sure that we have that really strong capability, the ability to work with our customers to develop new product, modify existing product, and follow them into some of these awesome opportunities. So it’s a lot of opportunity, and it comes down to prioritization and picking the right opportunities that benefit us long-term, i.e. strategic, as well as the highly profitable ones that benefit our stockholders.
