Rick Cohen: Yes, I guess. I think the TAM is very large. I probably shouldn’t be more specific than that right now; there are more ambient facilities than there are refrigerated facilities. So that’s one thing. But the economics of refrigerated are such that if you have a 200,000 square foot perishable building and you want to expand it, and maybe you can’t expand it enough and you have to build a whole new building, our system is a very good solution for that. So, if we have a $23 billion backlog on ambient, I would say perishable is probably not as big as our existing backlog, but it’s very large.
Greg Palm: Yes. Okay. I appreciate that. And if I could just sneak in one more clarification, Carol, I think you said expect growth in operation, services, revenue going forward. Was that sequentially off of the $20 million in revenue that you just put up in Q2?
Carol Hibbard: No, because there are some onetime events that I refer to. So there’s a percentage of this quarter’s revenue that we put up for operations that won’t be repeatable.
Greg Palm: Got it. So growth on a year-over-year basis, not sequentially.
Carol Hibbard: That’s right. That’s right.
Greg Palm: Yes. Okay. All right. Thanks for that. I will leave it there. Thanks.
Carol Hibbard: Thanks.
Operator: Thank you. One moment for the next question. And our next question will be coming from Mike Latimore of North Capital Markets. Your line is open.
Mike Latimore: All right, great, thanks. Yes. Congrats on the results and outlook here. On breakpack, can you talk a little bit more about the prospects there? What are you – what interest levels are you seeing from current customers? Is it opening more new logo discussions and maybe just clarify, is it in kind of the Walmart backlog or not at this point.
Carol Hibbard: So I’ll start. Breakpack is considered part of the Walmart backlog. So Walmart considers Breakpack as one of the elements that they’ll continue to go deploy. I’d say from a breakpack perspective we indicated in our opening remarks that this will be our second breakpack. So we also indicated we are offering breakpack for sale. We think there is a large market for breakpack for all of our customers. And I think we’ve talked about before, breakpack is also a part of GreenBox. It could be part of all of the GreenBox customers that are coming in. Outside of that, I’m sure there is additional market for breakpack customers beyond who’s in our current customer base.
Rick Cohen: Yes. So the breakpack in the Walmart application is for anything that goes into the store. That’s not a full case. But if you think of Walmart as every Walmart Supercenter has a pharmacy in it and a drugstore. This is a perfect application for any of the big drugstore companies. It also could be interesting for dollar stores. So we think this is a very big market that we really haven’t talked much about because our BreakPack solution is very different than anything on the market. And it takes – the reason it’s different is because it uses a lot of the software, a lot of the vision and a lot of the smarts [ph] that we have in our SymBot. We now have a Minibot that does the same thing, actually does. And it does some things in a miniature version that even better than the SymBot in terms of healing small packages.
So we think that’s a big market. But we haven’t been – I don’t think a lot of people know about what this capability is yet, but they’ll find out very soon.
Mike Latimore: Got it. Got it. And then on the – just the ability to do more system starts here. Does that require kind of continued, let’s say, blocking and tackling or refinement of outsourcing? Or there others – will there be some other kind of step function requirements in terms of outsourcing efficiency?
Carol Hibbard: No. Our ability to start new systems is not dependent on outsourcing. We focused on outsourcing to scale and we believe we’ve achieved that. So we are outsourced and have the capability to continue to expand. I’d say the slowing that we saw for this quarter on new starts, that’s going to change in the back half of this year. And you’ll see that number continue to grow. Just reflective of the $23 billion backlog we have and when you look at the timing of when we plan on deploying that, the system starts, will start to pick up.
Mike Latimore: Okay, great. Thank you.
Carol Hibbard: Thanks.
Operator: Thank you. One moment for the next question. And the next question will be coming from Robert Mason of Baird. Your line is open.
Robert Mason: Yes. Good afternoon. Just a question around GreenBox. How do you think about their ability to quickly ramp up just given the current schedule of current customers you have. Just trying to think about how, if they were to add, whether it be C&S or if they add other customers, just how quickly you think that they could layer incremental starts on top of the existing schedule?
Carol Hibbard: So as we talk about GreenBox and our first deployment next quarter, so we are identifying the management team. So we’re picking the leaders to put in place. GreenBox will then go ahead and begin ramping up with the additional resources. And so they’re in the process of growing that team. And we believe our ability to ramp GreenBox will be over the course of the next several quarters, you’ll continue to see new additions to our GreenBox deployments.
Rick Cohen: And just to clarify, when we’ve talked about first revenue from this first GreenBox order, we’re talking about revenue in the June quarters, just to be clear.
