We’ve taken about five or six sites, which we have implemented all the knowledge we’ve accumulated, how to add more power, how to manage all these start stops, and we see that the data shows it works. And our biggest challenge has been how to implement these changes rapidly. It takes people. And that’s actually been one of the challenges to get that right. The second one is, with our metal stack and with what we’ve done, we can pack so much more power into a unit that we will never run into this issue again. So I feel very, very confident. And this is not a commitment, but I said in a meeting yesterday during a review, I see no reason long term the service business can’t be more profitable than the profit.
Tom Curran: And then my follow-up would then be sticking with gross margin, turning to the equipment division. Where are gross margins currently for each of the major product lines? So by major, I mean, material handling, electrolyzers, on road mobility, cryogenic storage and transportation and stationary power. Just what are the run rate targets for each that — as you hit them on a blended basis or what you expect to enable you to get to that target division average gross margin goal?
Paul Middleton: There’s a lot packed in your question, given the range of things that we do. First and foremost, we have, historically, in my public financials, you can look back and see, we’ve hit 30% plus gross margins in material handling. And when you look at the breadth of what we’re doing there, it’s all about continuing to drive that leverage and that will continue to be accretive as we grow that. Electrolyzers is the early phase of what we’re doing there. As I mentioned, we’re going to do 4 times the sales in the second half. But it’s already in the 20s and we’ll quickly grow up to that 30% plus. When you look at our long tenured — our long term margin goals of 30% moving up to 35%, we expect all the equipment business to get there just to give you some context.
And so they’re all at different phases, especially some of the newer stuff like stationary as an example. We’re selling our first systems as we speak. So those are very early in that process. The good news is, it’s all about scale. When you look at how fast we’re going to ramp these different businesses, it provides that opportunity to scale them from a volume standpoint, from a supply chain standpoint across those boards. So cryogenic, the trailer and the tank business. I mean those are existing businesses that are in the mid-20s to high — upper 20s. So as we launch — and as we’re launching new products like mobile refuelers and hydrogen trailers, those are actually incredibly accretive in the market, and that will be north of 30 out of the gate.
So I don’t want to get too [descriptive] (ph) because I’m sure there’s customers listening to a lot of these calls. But I would just say we have a mix of products today that’s more mature that are already in that range and many that are poised, if they’re not there yet, we’ll get there very quickly. So hopefully, that gives you a little bit of color and context.
Tom Curran: That was a very helpful overview. And I was just going to thank you for taking the same [indiscernible] approach to your call that the boss does to his shows…
