Jeff Osborne: Got it. And then I didn’t know if you could update us on the homologation timing as you move into the second half of production. What are the milestones that we should be watching over the next six to seven months?
Daniel Barel: That’s a good point. So we are on track on homologation, of course, in order to put vehicles on the road in the second half of 2023. Homologation is undergoing for both the P7-B and the chassis for the Proxima Powered by REE, the P7 chassis. I think that the next major milestone you should look for is our winter tests in beginning of the year. And then the certification that will happen towards the second quarter of next year. We should be fully homologated by the third quarter of next year according to plan.
Jeff Osborne: Got it. And then two other quick ones. I know you don’t want to give the number of vehicles that you’ve sold at this point or the number of fleets. Could you give us a sense of scope of the number of fleets that are actually engaged in testing? Is this 10, 20, single €“digits? Any perspective would be helpful?
Daniel Barel: Of course. It’s not that I don’t want to give those numbers, I just want to make sure that we’re concentrating on the important points in my view. And we’ve been having double digits in the 20s of companies that have evaluated and tested our products both in the U.S. and in Europe. And what we’re doing is we’re significantly prioritizing our deliveries and significantly prioritizing the order book. I think it’s extremely important to emphasize what are those orders. The orders that we are receiving and accepting are orders for production. It’s not orders to be put on the shelf or as a headline. It’s literally everything we take and move into production. So each of those orders that we just received is going down to the production line to be produced and delivered.
This is why it’s really, really, really important for us to prioritize our capacity, especially the initial capacity for the leading customers in the world, because I think the most important thing is to deliver on time and on quality, of course, given them the lowest TCO. And in order to do that, you have to be very disciplined in the manner of accepting those orders and then delivering those orders. And this is why I believe that, we want to concentrate on the deliveries and less on the numbers itself. I hope that answers your question.
Jeff Osborne: That’s helpful. And the last one I had is just, you didn’t really give an update on Austin, but as we think about 2023, should we assume a similar CapEx profile of about $30 million that Coventry cost to you for next year? And then hopefully a bit of a decline in the OpEx and development costs for ’23 relative of this year that you guided?
Daniel Barel: Yes. I think the best way to look at it is, in January when we will give you guys guidance on all of those. When we look at Austin, you should look at it as naturally the second integration center. And I think it’s very important for our scalability and unit economics to first spend on stabilizing integration center, delivering from there for those initial orders, making sure that the line operates well with the quality control needed in order to deploy high quality vehicles. And then we’ll kick-off Austin, and when we see the relevant demand for it and the level of maturity of the maturity of the UK line.
Operator: Thank you. We will now take the next question. It comes from the line of Tyler DiMatteo from BTIG. Please go ahead. Your line is open.
