Susan Anderson: Great. Okay. And then if I could just add one more I’m curious, I’m not sure if you talked about just the growth in wholesale versus DTC in the quarter, if there was any big divergence there and then also the recent rollout to Amazon, Walmart, etcetera. I’m curious if there’s any early reads there and if you’re seeing any impact on the other channels that you already did business in, such as like your own DTC site or target.
Stuart Landesberg: Sure. So we’re not going to comment on the relative growth of channels just yet. But to answer the question about Walmart and Amazon, it’s too early to say in those channels. Obviously we’re excited about both of them, but in both cases we’re thinking long term, not short term. And so, we will see how they go, I’m excited, but I’m also very aware it’s too early to — it’s too early to understand exactly which direction those will go in. And from a cannibalization perspective across channels, we’ve now gone from 1600 target doors to well over 5,000 and we haven’t yet seen any reason to believe there’s sort of a cannibalistic impact from one channel to the other. In practice, what’s probably happened is wheat happening is we are losing some customers to target in other places and there’s probably other customers who find us in target and then come to our direct consumer side.
So what we really do see is the biggest result of growing our retail presence is that our awareness is growing and we think that will have long-term benefits across the omnichannel footprint, but we don’t have any reason yet to think that we’re trading customers off among channels.
Susan Anderson: Okay, great. Thanks so much. I’ll let someone else hop in. Good luck the rest of this year.
Operator: Our next question comes from Dana Telsey with Telsey Advisory Group. Please state your question.
Dana Telsey: Hi, good afternoon everyone. As you think about the adjustments to the earnings for this upcoming fiscal year with a lowered sales guidance, but the lesser EBITDA loss, how much of this is due to the reduced marketing spend? And as you go forward with the new business with health and wellness, how much is invested in marketing there? And then just lastly on the expansion into retail, how do you think of that expansion into 2023? When do you add more — when do you add more doors? How do you assess it? Is it different? Would each particular company and how you’re planning inventory? Thank you.
Stuart Landesberg: Hey Dana, thank you for the questions. I’m going to do my best to answer them in sequence, but I may need a reminder after question one. So I’ll give a high level of how we think about the priority in terms of revenue and bottom line. And then Sergio can speak more specifically to your question. I think, when we look out across driving profit — our push to drive profitable growth in 2024, and we do still think we will grow that year and we do still believe it’s possible that we will hit profitability that year; very optimistic. The goal for us really is to understand what we — where our cohorts sort of imply that we will hit the bottom of the curve and start growing. Talked a little bit about the call, the big marketing spend in the first half of ’22 and just as a reminder to folks, if you haven’t seen our first investor presentation, really the first six months of a cohort’s life are particularly strong and then the first 14 months are strong and then after the first 14 months you really don’t see a whole lot of degradation.
