Peter Faricy: Well, I think there’s still quite — I guess my feedback on that question would be there’s still quite a bit to do, I guess, to transition to a world where not just some power, but all of our dealers and our ecosystem are indifferent to both lease and loan. So I think that is probably the primary thing we’re focused on. So if I give you an example, we bought Blue Raven, many of you know, it’s a terrific company. But that — but Blue Raven has been traditionally leased — sorry, loan only throughout its history. They did a few cash sales, but they’ve been 90%-plus loan. And so we’re working closely with Blue Raven to help them migrate to offer lease and loan throughout their whole business. So I think there’s still maybe there’ll be more innovations of the, kind of, financial products you’ll see as you go forward.
But I think right now, I would call it more of the meat and potatoes time, if you will. There’s still a lot of basics to execute on and helping all of the entities that are part of the SunPower family be able to sell both lease and loan.
Colin Rusch: That’s super helpful. Thanks. And then just in California as you transition into NEM 3.0. Could you talk about what you’re seeing in terms of system size and configuration? Are you seeing smaller batteries, smaller system sizes at all?
Peter Faricy: Yes. Well, it’s interesting. It’s early and sales are slow. So those are my two caveats. But system sizes are a little bit larger than they had been in NEM 2.0 world and the battery attach rates we talked about earlier, but in our SunPower direct channel, they were above 60% during July. So I would say, should that play out, again, we’re quite excited about where the business in California goes. I think if it gets back to, I’ll call it, even a moderate single-digit growth rate next year for customers I think you’ll see the revenue growth rate exceed that, because you’ll have system sizes that are larger than average and you’ll have batteries attached and that’ll be a great opportunity for consumers to save money and great opportunity for us to continue to grow our business in California.
Colin Rusch: Thanks so much.
Operator: Thank you so much. Your next question comes from the line of Ben Kallo of Baird. Please go ahead.
Ben Kallo: Guys, and welcome, Beth. Peter, just going to — you have the 2025 targets that you laid out, I think back at Analyst Day. And I know that there’s a lot of uncertainty out there, but you know, as you talk about reducing the investment in the platform and how does that impact and how should we think about those targets out there?
Peter Faricy: Yes. Thanks, Ben. Our goal would be that slowing down our cost this year and in some cases reducing our costs, is exactly the lever that we need to pull to stay on track for 2024 and 2025. So that’s our goal. We’ll see how the second-half of the year plays out. Obviously, we’ll give you guys more specific guidance for ‘24 as we close the year or we open up the year next year. But our current mindset is this disruption from the macro environment and interest rates is exactly that. It’s a disruption for this year, but we’ll pivot, we’ll moderate and do more with less, we’ll prioritize and we’ll get the business on track for 2024 and 2025.
Ben Kallo: Thank you. My follow-up is just on the equipment side. So you have the unique relationship with Maxeon, and then with your own battery product. How do we think about that going forward? Do you think that you’ll change any of that either regionally or the overall by, you know, allowing more, I guess, to being more technology agnostic if that’s the right way.
