Peter Faricy: Yes. Yes, thank you. Thank you, Ben. I think if I were to take a step back, Maxeon and Enphase, those are the two longest standing partners we’ve had, terrific companies make great products. We’re quite pleased with the products that they sell us and the difference they make for our dealers and for our customers. Really, the big change going forward is, I think if there’s any signal that came out of the booking slowdown in Q2 is it’s a signal for all of us. We need to provide more value to the consumer and we need to provide lower prices as we go forward. So really our decisions are going to be impacted by the ability of our current suppliers or any new suppliers to not only build great products and differentiated products, but also build products to provide much more value for the consumer and for our dealers.
Ben Kallo: Got it. Thank you, guys.
Operator: Thank you so much. And our last question comes from the line of Vikram Bagri of Citigroup. Please go ahead.
Vikram Bagri: Good morning, everyone. I wanted to follow-up on questions about balance sheet and inventory. Wondering if you may need outside capital if demand reaccelerates and inventory reductions that you’re working on have to be reversed? And especially with higher battery attach rates, which is a big ticket item and could result in a meaningful increase in inventories. I was wondering if you may need outside equity at that point or you can rule that out?
Peter Faricy: Well, our current plan is to be self-sufficient. You know, from a capital perspective, as Beth mentioned, we want to deliver free cash flow. We want to be self-sufficient and be able to fund our needs within our own success of our business. I think the other part of our business, the SunPower Financial part of our business, as we mentioned in our comments, we have great capacity and great partners for both loans and leases. And we’ll absolutely continue to grow our capital to expand those programs as we go forward. But from a corporate perspective, I think one of the wonderful things about having Beth on board is Beth and I are working closely together. We really want to deliver terrific free cash flow for our shareholders and make us a self-sustaining company that doesn’t require outside capital at the corporate level.
Vikram Bagri: Thank you. And as a follow-up, to the extent you can, can you talk about where the expenses are being reduced besides lower platform investments where the headcount reductions are happening and its impact on potential impact on market share. I also wanted to better understand the drivers behind the expense reduction. It appears that demand has slowed down this year meaningfully profitability is weaker. But when you look out in 2024, the customer backlog you have in California will run through the end of this year and will no longer be a factor in 2024? So is the decision to reduce expenses, primarily because of the conservative view you have on 2024 demand?
Peter Faricy: The quick answer would be, yes. I think the Wood Mackenzie came out with a perspective for next year at minus 4% growth. They’re often probably at the lower end forecast for future years. But I think as any company would, we’re being thoughtful and rational about how do we plan for various scenarios. And I think under the stress case of next year grow slower than we’d like, we’ll certainly be prepared from a cost structure standpoint to be able to have a company that is strong and can deliver good results regardless of how the growth turns out at the industry level. Our cost reductions have been very thoughtful. So you’re always looking for where our discretionary costs. How can you identify waste? How can you identify cost reductions that don’t impact customers?
