Robert Coury: No, no, thank you, Glenn, that was pretty powerful. First, let me try to go from the beginning. Let’s say that if you could read my body language, but you can’t listen to my voice. We don’t need these divestitures to hit all of our Phase 1 targets. You heard from Sanjeev, we will be using operating cash flows, especially to meet our pay down of debt of at least $6.5 billion. So we don’t — as a starting point, when you don’t need to do the divestitures, but you want to do them because of the longer-term strategy and how we thought about where we want to take the company going forward. That’s probably your best starting position when it comes to divesting or like where you want to get a telegraph from a negotiation perspective, I think all the prospective the people that we saw on the other side of the table, the potential acquirers, I think that they know that, I think that they see that and I think at the end I’m very happy with where things are, especially in the OTC business, which I think is the more material one.
And I do think that we have a very strong process. The process will happen naturally. We still feel very strong that we’re going to announce at the very minimum, all three of these things within this calendar year. And once you lock down the announcements, it really doesn’t matter when the proceeds come in. But to your last point, we do expect in terms of capital allocation to meet once again our priorities, as we stated over and over again. We will use all proceeds first to pay down debt to hit our target of 3.0 leverage ratio. That’s what we promised at the rating agencies. That’s what we intend on doing. And all excess cash will be used for other type of investments. We fully intend on meeting the 50% return of capital to shareholders, both in dividends and stock repurchases.
And look, with our stock price where it’s at and us not being fully recognized for the value we believe that we created, we look at stock buybacks as one of the best investments that the company can deploy today. So I would think more like that. And in terms of inorganic activity, I really believe that the Oyster Point framework is a framework that you guys ought to consider as we go forward with the other excess cash after the return of capital we intend on deploying into the business.
Operator: Thank you. Our next question will come from Balaji Prasad with Barclays.
Balaji Prasad: Hi. Good morning, and thanks for the question. A couple of ones €“ a couple of questions from me. Firstly, there’s a fair bit of detail in the pipeline, excited to see that amongst the most proximate opportunities, I want to focus on to Glatiramer Depot and also Tyrvaya launch, but still. So with Glatiramer, we met with a partner recently, they expect of around 5,000 patients to be prescribed in the first day of launch, and then expect to reach around 20,000 to 40,000 patients per year. I would like to get your confidence level on these expectations and what would revenue trajectory look like? Secondly, on Tyrvaya, could you also please help us understand your peak expectations? And the EBITDA spend that you expect this year, a bigger part in the spend, what percent of this is recurring and what is one-off spend in 2023? Thank you.
