Thomas Sonderman: Yes, I mean, I think, you’re going to see there, there’s certainly a lot of internal activity going on in the quantum space. I’ll call it at a lab level where SkyWater really comes in as the lab to fab concept. And, that’s what we’re doing. The competition there are companies out there doing it. I’m not going to rattle off the smaller ones, but there are certainly companies out there doing different types of quantum solutions. Again, there’s various forms that are coming together. What makes us unique is that we have a very solid CMOs 90 and 130 nanometer platform that we can then build these quantum and photonic solutions on top of. That gives us a real value proposition because we’re not just again doing lab level development we’re turning these into viable commercial platforms.
And if you look at D-Wave as an example, again, they’ve been working with us for many years. These platforms are being put in systems and they’re selling that solution as quantum as a service. So, there’s many different types of avenues that people are going to pursue. We believe we have a differentiated capability and multiple years of experience running these types of platforms. And I think that’s what makes SkyWater clearly a leader, certainly a center of excellence for quantum-based solutions in the photonics and the superconducting space.
Operator: Your next question comes from the line of Richard Shannon with Craig Hallum. Your line is open.
Richard Shannon: Hi, Tom and Steve. Thanks for taking my questions as well. My first one is on the topic of efficiency and I guess possibly transformation as well. This quarter and the past couple, you’ve talked about focus on efficiency gains. We’ve certainly seen some great progress here in both sales and I think gross margins as well. And then you’ve talked, today about these consulting fees or helping a business transformation. To what degree are these business transformation goals you have or related to efficiency? And then also if you can characterize how — like in terms of a baseball analogy, how far down the road here are we are getting the benefits of these efficiency gains you’re hoping for?
Thomas Sonderman: Yes. So, I would say, clearly the efficiencies and we’ve been talking about them from multiple quarters now that we are bringing in, not only modernized capabilities in terms of automation software, new metrology capabilities, but also just the way we run our business. I’ve talked before about the relative percent of ATS activities compared to the overall, is small. And it’s an opportunity for us to extract more value, not only out of the business, but more value for our customers, if we can increase the percent of ATS that we do as a whole in terms of the number of activities, we run inside our fab. We’re also, of course, preparing to have the customers that are in ATS today move to volume manufacturing as this year and next year unfolds.
And so, we want to be able to serve all their needs. We’re running multiple programs in parallel, being able to not only capture the efficiencies with how we run the task model, but institutionalizing a lot of the business processes and the associated dynamics in terms of how we just manage this complicated manufacturing model on a day by day basis is what this is all about. It goes back to what I was speaking to Natalia about. We have something unique here. So we are investing, think of it as steroids we’re putting into the business to accelerate our growth. But long-term, we don’t expect to always be on steroids. We are using this as an injection into the business to capture, again the irreversible momentum that I believe we have. Certainly, as you think about injecting CHIPS funding, other opportunities, we want to be able to capture all that, and the business demand is very strong and we want to certainly position ourselves for the next upcycle in semis, which we all know is coming.
