Jean Christophe : Thank you, Toni. Hi, Brian. And so scope-wise, of course, Talaris in the U.S. the other one that we are currently building that is also in scope is Peterborough in the U.K. In both cases, we are actively working to find the right strategic partners. And to answer the second part of your question, Brian, we are looking at what we call our hybrid model, where we really take ownership and put responsibility for proprietary oat-based process. And then we partner with other strategic partners for the filling parts. So I think we — the intent is to follow exactly the same model. It has served us well, and we see that as a great way to nurture for
Brian Holland: Great. I appreciate the color there. And then I wanted to talk about the U.S. total distribution points in the tracked channels appear to decelerate meaningfully commensurate with the recent shelf resets, several of your oat mill competitors accelerated simultaneously. How much of that dynamic that we’re seeing is just your inability to supply at this point versus customers now opting to give space to peers who maybe today, are in a better position to fill that shelf space? Maybe said another way, is it fair to say you are getting punished by customers at this point for lack of a better term?
Daniel Ordonez: I take that, Brian, Daniel here again. Let me add some of the details that you’re asking rightfully. Demand and velocities remain very resilient in the U.S. and we don’t see any effects, any impact on that. And the best proof of that is the recent market share development, where we see in the last 12 and 4 weeks, we see we’re gaining share despite the service level issues. So that’s exactly, as you said, that’s exactly what you’re seeing there. The impact on some of the TDPs have to do with the service levels, which we see are improving already. and we look forward to sharing more with you in the next earnings call.
Toni Petersson : Brian, just to be very clear. Now it is related to supply and also remember that we are still balancing supply between retail and food service channel.
Operator: Our next question comes from the line of Rob Dickerson from Jefferies.
Rob Dickerson: Great, thanks so much. Just a question for you, Christian. I thought I heard you say in the prepared remarks kind of briefly also kind of looking into other or, let’s say, multiple financing tracks if needed over time for incremental capital, maybe if you could just expound on that, whatever you’re willing to actually say would be helpful.
Christian Hanke : No. I mean I think we are actively working on multiple financing tracks, and we will provide more clarity when we have more to share. I mean, one example is which I’ve been saying in our prepared remarks is that we just recently signed a credit — local credit facility in Asia for $25 million, providing more flexibility there. But we’re actively working on and we’re very confident. We also have the support from our shareholders as well.
Rob Dickerson: Okay. Fair enough. And then just in terms of, I mean, it sounds like it’s really the two facilities that are shifting more to hybrid versus the end-to-end. When we think about the capital needs kind of previously that sounded required kind of for the full development of the prior plan, I think at some point, you had thrown out a number approximately, let’s say, $400 million or so to complete all the projects in CapEx. Now I look at all the facilities. I know the two that would be shifting and then I hear you talk about the savings coming kind of more from the P&L side. In terms of that capital savings piece, is this like somewhat of a material savings piece on the CapEx side? Or would you argue it’s probably a little bit more P&L related with obviously some reduction in longer-term CapEx? And that’s it. Thanks.
