Donovan Schafer: And then for my follow-up, one of the things in talking to customers, they really, really value all the kind of [Technical Difficulty] and I think in some cases, for developers [Technical Difficulty] having any of that overhead altogether, someone internal that can review the wiring designs and so forth. So that’s been a significant advantage for you guys and execution, reliability and some other things. So just outside of the technology piece, are you guys working on any other initiatives you are working on to help keep the lead and that kind of support or service versus competitors? I do know some [Technical Difficulty] starting to try and do more of this kind of [Technical Difficulty] and then also the role of that internationally? Do you need more folks in design engineering support teams to help do some of that work for international projects?
Brandon Moss: You are cutting in and out a little bit there, but I think I got the gist of the question. Look, one of our competitive advantages is our ability in our, call it, institutional knowledge of designing utility scale solar fields. So I think we continue to get better and better in that function and people do understand the value of that. I think we have got the ability to lower their total cost of ownership. That is a competitive advantage for Shoals along with our patent protected products. So both are very important to us. As it relates to international, fantastic point. I think as we grow internationally, we will have put that engineering capability on the ground and region wherever we operate. So we can get close to the customer.
We are operating on the same time zones, so forth and so on. Additionally, as we have mentioned on prior calls, we are going to invest likely in manufacturing and supply chain in those regions where we operate. So I would think of our international footprint in the future state as being more of a full business offering similar to what you would see here in the United States. I think I answered your question there.
Operator: And your next question comes from Derek Soderberg from Cantor Fitzgerald.
Derek Soderberg: I just have one line of questioning here just around international growth. I’m curious what specific criteria for inorganic growth opportunities are you targeting. Is it really to pursue local manufacturing to get scale, is it to expand into new products? It’s a pretty significant TAM there. I’m just curious what’s sort of the best way to go about accelerating that growth internationally?
Brandon Moss: Look, we’re evaluating international markets in a pretty comprehensive way. I mean, obviously, we want to pick an area that has fantastic scale and forward looking market growth. We’re also looking for areas that are maybe easier to operate in than other areas. So political and economic climate obviously plays a part into that. And then again, how well our value proposition may or may not resonate in that market. So, look, as I mentioned, we’re working harder to refine that strategy now, maybe get more granular than we have in the past, quite honestly. So I think organic growth on the table, potentially inorganic growth on the table. And we’re specifically in that market looking at solar applications right now.
So it would not be an area outside of solar at the moment. We want to stick to that solar space and where we can drive our brand and value proposition. The good news for us is a lot of these larger EPCs or global EPCs, they learn about the Shoals name. You’re working domestically and may take us to other areas around the globe. So we think we’ve got a fantastic opportunity and we’ll continue to invest in that space.
Operator: And there are no further questions for today. Ladies and gentlemen, this concludes your conference call for today. We thank you for joining and you may now disconnect your lines. Thank you.
