Tony Aquila: No, it includes as one of the earlier questions asked about whether — what the incremental purchases do for us. It helps us automate more. We have — we developed a hybrid process just like Henry and Elon did. I mean, we’re following the great ones. And so our number is inclusive.
Charles Fratt: And then on the annual revenue, if you just break out even — put it evenly through the year, the first quarter, $12.5 million to $25 million, is that — are you within a range in the first quarter or are we looking at more a second half ramp in annual revenue?
Tony Aquila: I mean, at this phase, it’s really about the run rate rather than the quarterly revenue. I would say once we’re in, once we’re in a different phase, we’d probably say giving it to you the information that way. What’s really important is by the time we get to 3,000 units, we have to have the economics right. We’ve got to have the supply chain aligned the workforce trained. Otherwise, we can’t go to 20,000 units without breaking. It’s proven history. So that’s what we’re focused on. We’re focused on being able to execute that and then move to the next increment. As far as what we release every quarter, it depends on the workflow we’re working on with the customer, and getting these economics right are critical. As you can see, those that have built whatever, 25,000, 50,000 units, and they still got negative 100%-plus margin unit.
It’s just — what we’re very focused on is getting those things right and we’ll step out the rollouts, and we’ll do them in conjunction with our clients because that’s the way they expect it to be done as well. And by the way, when we do our agreements with customers, we give them — in year one, we only give them a certain level of accuracy because we want to allow our supply chain to mature, and they accept that because they know that’s the truth of things. But we have a minimum level, and we focus on that. And that aligns with the rollouts with the infrastructure, we make sure our customers have the ability to charge their vehicles, store their vehicles that we can visit them on off ours and do any service work. I mean there’s a lot of things that are coming into play that a lot of people just hurried up and rushed over and then try to put it into place later.
I built the largest service maintenance repair networks in my other business. This is no joke stuff. And you will lose a customer if you don’t do this right. And what we’re doing here is we’re doing it right because we know it, we understand the value of it, and uptime is everything. So that’s the way we’re doing it. We’re not giving guidance any other way than telling you the most important thing is that we cross this threshold and we know our economics, our product quality and our supply chain consistency and our workforce capability.
Operator: Thank you. Our final question today is a follow-up from Stephen Gengaro from Stifel. Your line is now live.
Stephen Gengaro: Thanks. Thanks for taking the question. Just quickly. When we think about the kind of the revenue cadence in 2024, should we think about it kind of growing and developing throughout the year and being more back half weighted?
Tony Aquila: I mean, we’ll definitely be — if you’re a believer in and you look at everything we’ve said and what we’ve done and how we’re doing it and how we’re laying it out for you now that it’s much more displaying of our approach, it would tell you that we are going to consistently be stepping up. And if we slowed down, there’s a very good reason because otherwise, we’d lose money building vehicles, which we don’t want to do. So it gets back to — I mean it’s just — you can analyze the reality of things versus the projections of things in this industry and the aviation industry and see what will stop you through scale.
Operator: Thank you. We reached the end of our question-and-answer session. I’d like to turn the floor back over to management for any further or closing comments.
Tony Aquila: Just like to thank everybody for your questions, your time today and your commitment to help us build a great company, and we’re going to do it here in America, and we hope all of you join us. Thank you.
Operator: Thank you. That does conclude today’s teleconference and webcast. You may disconnect your line at this time, and have a wonderful day. We thank you for your participation today.
