Emily Leproust: Yes, what we can’t say is that it’s built with our engineering expertise with some customer NGS tools and they have a great channel, but we’re not sharing the economics.
Steven Mah: Okay, all right. Thank you.
Emily Leproust: Thank you, Steve.
Operator: Thank you. Our next question coming from the line of Sung-Ji Nam with Scotiabank. Your line is open.
Sung-Ji Nam: Hi, thanks for taking the questions. You just expand on Matt’s question earlier, with regards to, just either if you could provide more color around kind of the rationale and your thought process, in terms of the timing and the magnitude of the restructuring? And what gives you confidence that this might not be overly aggressive or I guess not sufficient enough to drive growth in the future. Just kind of – if you could give us a bit more information there.
James Thorburn: Yes, I mean yes – go ahead, Emily.
Emily Leproust: Maybe I’ll start – and with high level, and Jim will fill in the details. So the general principle was that from a company morale point of view, we wanted to do it once and done. And so, we didn’t want drip, drip, drip and so we get really, really deep, so that we didn’t have to do it. At the same time, we also know that we have some strategic hires that we have to make, and so we get deep enough to make sure that we’ll have room for those strategic hire that has to happen. So that was the high level guiding principle. And then I’ll let Jim fill in the details.
James Thorburn: Yes. So in terms of timing, we launched the Factory of the Future in the middle of the quarter for commercialization it’s going really well. We’ve invested significantly over the last 18 months. And in terms of the timing right now we’re seeing the benefit of our investment and we’re seeing the opportunities in the marketplace. We got a lot of interest in terms of Factory of the Future. We’re getting well-positioned to launch fast genes, and what’s important to us, also is maintaining a strong balance sheet to support the business as we move from losses to adjusted EBITDA to breakeven by Q4 next year. So this gives us the runway for our core business to get there. And at the same time, we see opportunity for top line growth and continued opportunity for our R&D organizations anyway. And this restructuring supports the balance sheet, supports the company and supports our focus on innovation and growth.
Sung-Ji Nam: Okay, got it. And then in terms of the fast genes, could you remind us kind of where the key remaining steps in terms of from the market development standpoint or manufacturing capability standpoint that are remaining before – your launch?
Emily Leproust: Yes, no thank you great question. So, all of the genes as of late March genes fragments and most of Oligo Pools are being made in Wilsonville, Oregon. And so, we now has stress tested that the factory under high volume and we’re very happy with the performance, the turnaround time and the final yields are equivalent to what we were getting in the South San Francisco fab. And the current time right now is blazing fast. I think our average is about 10 days and 90 percentile of gene shipping in 14 days. So it’s really, really great performance. And now in terms of fast gene to your questions there is – two avenues that we’re still working on and are both on software. The first revenue is, we have internally some software tools that we are finalizing to enable fast genes.
