Like nothing has fundamentally changed in our business but like, there’s like arbitrarily different value implied valuations there that are irrational and gotten to a point of where there’s just a complete market dislocation in implied value relative to fundamental value of what we’ve had, what we’ve delivered. I think the point is that at some point, as you continue to execute on this and really prove this out, there’s a reversion to rationality and reversion to the mean on that in terms of what we can do. And obviously, like I said, it’s impossible to predict every hedge fund short, so and market dynamic and order flow and everything that goes along the way. But what is absolutely relevant and what we have the very clear commitment and promise to be able to is to be able to execute, to be able to meet these longer-term targets, as well as our nearer term targets too, for that matter, to support that.
And that’s what we’re really all in to be able to make successfully happen. So, I think, there’s really no 2 questions about this, that we can build this, into hopefully one of the most valuable businesses or technology companies of our generation in the industry as we do this and do this right. And I don’t think that’s a doubt in anyone’s mind. Obviously, the key consideration here is having greater credibility around these different aspects and key metrics. For example, I think one thing that we’ll take a look at is that how we can get greater confidence in terms of people’s view and ability around, like, say, for example, the order book metric. I think, as it stands right now, take, for example, from a capital markets perspective, we’re probably getting little to no credit, respectively for an order book if we’re valued at even just a fraction of that order book alone, at this point in terms of implied value.
So which is kind of a joke. So then the question is, is that how can you instill for the common, okay, we don’t use that one-to-one conversion in terms of what happens in the order book to what ultimately makes its way into the company’s revenue? What does that path look like as you continue to execute? How do you continue to scale all these different aspects of the business? And not just the LiDAR but beyond the LiDAR itself. And try and leave little nuggets along the way, like, for example, this great partnership that we have, with Kodiak, that we have that, I don’t know if anybody asked a question on that but that’s something that’s in the shareholder letter that we have in there, delivering — we’ll be now delivering our product to great customers like the Walmarts and Kroger’s and everything in the world for the next generation vehicles.
So, I mean, we’re doing stuff, the intermediate steps along the way but when it comes to the long-term outlook, that’s where we’re going to continue to emphasize and really just be all in to help support. We’re doing everything to be able to make this as big of a success as we all know it can be and will be.
Aileen Smith: All right. With that, I think we are at the top of the hour. We would like to thank everyone for their participation on the call and the great questions submitted. We look forward to seeing everyone at our next quarterly business update. And we thank you for your continued interest in Luminar.
