And we really expect that there’ll be very good short term cross-selling opportunity, which will reflect itself in the top line pretty quickly. How they did that, it was largely focused some key relationships, but just more than anything, a testament to their great IP, their great products and they are exceptionally hard work in executing that.
Suji Desilva: Thanks, Donald. Thanks, Tom.
Operator: Our next question comes from the line of Anthony Stoss with Craig-Hallum. Please proceed with your question.
Anthony Stoss: Hi guys. My congrats as well as on the GEO acquisition. And I also wanted to follow up on that a little bit, Donald. Help us understand maybe the design timeframe, the length of it for what GEO does and under your company now, the scale, the cash you have, how quickly can you accelerate that growth? Maybe give us a sense also what GEO growth rates had been in the past. Then I had a follow-up.
Donald McClymont: Sure. So I mean effectively as we said in the prepared remarks, they serve exactly the same market as we do, so it’s prototypical identical as to how we go to market. Certain geographies are little faster, certain Asian geographies a little faster to market, starting little slower mostly Europe and perhaps Japan are actually you could include. But, of course, there are opportunities where given that the fact that their products are mature in many cases we can deploy into certain areas where there are opportunities that we could see ahead of the acquisition. So effectively part of our analysis was that we knew we could make hay with this. And then in terms of their growth from the past, you want to…
Tom Schiller: Yes. Historically, they’ve been on a pretty good growth path. A couple of years ago they were in the $20 million neighborhood, they effectively doubled last year. And so we’re looking to of course take that business now to the next level. They’ve been hindered in the past by their own balance sheet in some ways the way indie was. And so, I think, that’s one of the huge synergies here to explode out their business.
Donald McClymont: Yes, exactly, I mean they are in a similar situation to what we were before we became public. And I think the fact that there no part of us will reach a lot of potential in their product deployment and you should see a similar growth curve for the one that we were able to realize since we came out.
Anthony Stoss: Perfect. Then as a follow-up I wanted to circle back to your radar win from some time ago. I know it’s your biggest the company’s history with the top four, what’s the feedback from other potential customers? Are you shipping samples, trialing? I mean just give us a sense of what the opportunities might still look like outside of your first big win.
Donald McClymont: Well, I mean, we’re not giving a lot of detail about that product development at the moment. And typically we don’t generally in any of our product developments. We’re on track with it, it’s in a good place to meet the time plan that we set out. But generally speaking, having really a one-stop shop sensor technologies in the market is going to generate all sorts of opportunities for us with all sorts of customers. And we’ll report on those opportunities turning into reality as the time becomes appropriate.
Anthony Stoss: Great. Thanks, Donald.
Operator: Our next question comes from the line of Ross Seymore with Deutsche Bank. Please proceed with your question.
