But we will continue to explore how we could provide a differentiated offering in those segments. That’s part of the work we do both in our R&D group as well as through the center of excellence with BAT to look for how to have differentiated offerings. So, we could come in and really disrupt the market. And that’s what we are working on behind the scenes, while we continue to push on the segments that we have good penetration.
Michael Freeman: Okay. That’s really helpful. And if you would indulge just one more, since you mentioned the COE with BAT. I wonder, if you could remind us the fate of those products that you develop in tandem with BAT, you mentioned 60 formulations developed and a bunch of delivery systems worked on this year. Where might we see these products and under what company might these be commercialized?
Beena Goldenberg: Right. So just let me start off as a reminder to everyone that, we have the ability to commercialize all the products and all the IP that comes out of the COE, including through sub-licensing arrangements. So it’s not necessary for us to even have physical footprints in some international markets to monetize the products or the IP that we have developed. That gives — so we have the right to do that. And look, we will look to leverage these formulas not only internationally, but also within the Canadian marketplace where big products have differentiated offering that really stands apart. So some of the work, some of the science going on behind the scenes, working on improved onset or improved bio-availability those kind of things.
We are working on those. And if we come up with products that really will differentiate our products, they will be introduced in our SHRED’ems or Monjour brands or into our SHRED-X or whatever the portfolio, where it makes sense to continue to build the strength of our brands with differentiated products, and to give us a competitive advantage over those that aren’t doing the kind of research we are doing in the background.
Operator: Your next question comes from the line of Frederico Gomes from ATB.
Frederico Gomes: Congrats on the quarter. Thanks for taking my questions. My first question is on your guidance for CapEx next fiscal years. So if I got there, right, you’re planning to spend about $29 million. So it seems like, you’re continue to materially invest in your automation and your cultivation, your capabilities, so that stands out compared to what many of your competitors are doing right now in the marketplace. So could you provide a bit more color on the return you expect from that investment capital, and why does it make sense to know from a capital location standpoint to continue to invest at that space in the grid market conditions? Thank you.
Derrick West: Yes. Maybe start the answer on that one. I would say that, a substantial portion of that capital that we’re allocating for fiscal ’23 relates to the plan spend at the Laurentian facility and Lac-Supérieur. We acquired a company that had the capacity for hash of 1 million units a year, and we’re looking to double that capacity to 2 million and take the — and quadruple the craft flower capacity there, along with provide certain automation equipment that will make it more profitable. So a large portion of that spend relates there. And in Moncton and Winnipeg, we’re continuing to look at automation that will drive margins. Everything that we’re investing in based upon our outlook on margins, has a very quick paybacks and are very attractive.
But we have not identified anything significant with our current three facilities that we now have going beyond fiscal ’24. This would be just the plan expenditure at Lac-Supérieur and funnel touches to completely automate the Moncton facility and as well in Winnipeg. I don’t know Beena, if you wanted to provide any color there.
