Dr. Albert Bourla: Aamir, you want to add something here?
Aamir Malik: The only quick thing I will add, Andrew, is if you look at how prolific our R&D engine has been, the total funding demand from all of the R&D programs that were generated would significantly exceed what we guided to as our R&D spending in €˜22 and €˜23. So, in that context, we are going to be very thoughtful about how we prioritize. We have a robust process for that. And consequently, from time to time, you’re going to see programs like the TL1A that have very clear scientific merit, but we think we’re sharing the cost, the risk and capabilities with the partner is the best way to create value. And that’s what we did in that situation. And we’ve had a long history of doing that in a number of other situations as well.
Dr. Albert Bourla: Thank you. Now, let’s move to the last question.
Operator: Our last question will come from Evan Seigerman with BMO.
Evan Seigerman: Thank you for squeezing me in. And I’m not going to ask a COVID question because I think they were all asked. So, just looking at business development, when you hit Biohaven, what were some of the characteristics of the deal that you want to bring forward in kind of your go-forward approach for BD? How should we think about potential holes in your pipeline that you could fill with external deals? Thank you.
Dr. Albert Bourla: Aamir, why don’t you take this one?
Aamir Malik: Sure. The Biohaven deal for us represented an excellent opportunity to leverage our capabilities. And specifically, where were capabilities in terms of our global commercial footprint, that Biohaven as a company alone could not maximize but where application of those capabilities could take Nurtec and the follow-on product to places and reach us for patients that they couldn’t have gotten to alone. And also the way in which we structured that transaction, began with an ex U.S. partnership, which we then expanded to take on the full global CGRP franchise and also excluded some assets that were less relevant to us strategically that created a newco. And I think what you can take away from that is that we’re going to continue to look for things that are scientific breakthroughs where we can add capabilities and we’re also going to be creative and disciplined about how we structure our deals.
And we think that’s going to serve us well as we complete our ambition against our $25 billion goal.
Dr. Albert Bourla: Thank you, Aamir. So, thank you, operator. In summary, let me close by saying, first of all, I feel extremely proud for the team at Pfizer that was able to deliver — break all records in 2022, the highest-ever revenue, the highest-ever profits, the highest, more importantly ever number of patients, that we protected or treated with our medicines. The best-ever reputation for our company, the most productive wave of R&D with 18 — 19 products launching in the next 18 months, the best R&D machine in terms of multiple measures, all of that were able to achieve in 2022. Clearly though, I believe that the best years of Pfizer are ahead because we are building on a significant capital position that we know how to deploy to create growth.
