Yemi Okupe: Yes Mike. Thanks so much for the question. I think when we set the 2025 targets that was given around line of sight for really what we had at the end of last year. We were seeing so many different things that were compelling in the business that that gave us the conviction to set the floors of $1.2 billion of revenue, $100 million of EBITDA. I think we deliberately did not give a range or set of selling just because there’s so much exciting going on in the business right now with the launch of new categories. We’ve been pleasantly surprised by the some of the newer personalized offerings taking off. But at this point in time, we still leave those as the floors for 2025. As we get closer clearly to 2025, we see the full potential for some of these matters then we’ll look to update. But at this time again we can call that those are our floors not going.
Michael Cherny: Thanks Kevin.
Operator: Your next question comes from Glen Santangelo with Jefferies. Your line is open.
Glen Santangelo: Yes, thanks for taking my questions. I just want to follow-up on some of your prepared remarks. It kind of sounds like Andrew that you decided that it was the right move to make some investments in pricing. And if I heard Yemi correctly, it kind of sounds like that’s going to cost you $12 million to $18 million in both revenue and EBITDA in just the back half alone. So, it seems like kind of a significant investment, but it doesn’t sound like it was related to churn. And it kind of sounds like you’re doing that now you’re seeing an increased duration of your average customer. So, I was wondering — and I’m putting all this in the context of the fact that you just raised guidance as well. So, I was wondering if you could just flesh out that decision a little bit more and the ramifications of what you’ve seen as a result of that investment in price.
Andrew Dudum: That’s a lot, that’s a great question. I’ll take maybe the first half and let Yemi add some of the quantifiable things we’ve been seeing because it really is moving some of those numbers. It was really a strategy to leverage the strength of where the business is at right now. As you saw in this quarter, we hit kind of record 82% gross margins. I think there’s an incredible amount of efficiency and operational excellence that’s taking place under the hood allowing us to deliver on the mission which is to help the very mass market, right? We have — we’ve said this in the past, we believe we can build a platform and a value prop that is such where every household in the country is a member and is satisfied and love this business and brand and it’s getting real value.
And I think in doing so we want to find as much efficiency as we can within the business and bring that back into the customers’ pocket, right? That is a clear and aggressive way for us to go take meaningful market share with an offering that we know to be a note to be very sticky and very accretive in individual life. And so that was really the strategy behind this and I think continues to be the strategy. big investment to be able to do so, but I feel like it’s a powerful one given the brand opportunity to go after a big chunk of the market that otherwise might be caused outside of the range of an opportunity.
