And it didn’t take a huge amount of effort or resource to finish up, but it made sense to complete it and put it into the hands of gains. And that was very well received, as you heard me make a comment to the huge uptake. So there’s a clear affinity and love in the NASCAR gaming community for the Heat franchise. It’s felt a decent reputation. And that piece of DLC was a good addition by multiple gains, I’m sure. But following that, NASCAR Ignition, yes, was designed to take over the mantle of the Heat franchise. And we don’t see the two kind of conflicting with one another right now. Players have remained very true to the Heat games. People still pick up those titles, and it made sense to serve a title that is very vibrant with a piece of DLC that was near ready.
Michael Kupinski: Seems like a brilliant move. Can you talk a little bit about going back to your cash burn? Is it possible that you can provide a roadmap for investors when you expect to swing towards cash flow positive? I mean, I know that there’s a number of titles that are coming out but kind of give us your thoughts of when that might be?
Stephen Hood: Yes. That’s something that we’re undergoing at the moment doing a kind of a broad review across the business, having got which titles are in production, how far they are into development. the cash needs of those products, the viability and the likely kind of return on revenues. That is something that we’ve been able to taking for a while now. And I think we’re very close to understanding what our potential opportunities are. That needs to be discussed further internally with our Board and for the benefit of the business will provide a number of options to the Board before we progress. But I think I’ve certainly returned with a great deal of optimism. And I think there are a number of assets and opportunities in licenses and products that are in development.
And when I mentioned products, it’s not just actually the core game products. We also have other services that have been in development as well. that we’re keen to see go live because they will be complementary to the – any games and experiences that we launched. When I talk about the ecosystem, it’s about not just delivering the game, but having an ecosystem that enables players to come together, gel enjoy the entertainment experience. with a view to the business, further monetizing that audience and promoting DLC and driving additional revenue from our gaming audience. All of that is coming to fruition. And we’re just going to be very careful and select about where we go next with the idea that the business becomes sustainable and viable for the future.
So we track lightly. But I think in this next quarter, we will have resolved all of those outstanding conversations, and we’ll very firmly know where we’re headed and what the upside is.
Michael Kupinski: Going back to my previous question, are there things in the vault, so to speak, that you can launch that you’re contemplating or moving forward with that maybe that – outside of the Le Mans and other titles that you’re planning on publishing that there are other things like Heat 5 with the DLC that you might be able to launch inexpensively and generate a favorable return on?
Stephen Hood: Well, I think there are a number of opportunities. I mean, quite clearly, nothing comes for free. And we have to be very considered about where we invest our resources going forward. The products that we do and allow it to continue. We’re going to go a comprehensive review on those products. And I think we’ve got a good idea of where we need to be in the near, medium and long term. And my view is there are many opportunities, I made reference to doing mass market arriving on consoles, being in the living room. We’re ultimately trying to provide an entertainment experience. I mean people believe that racing games are typically the preservable PC niche. And I think there’s a very vibrant market there. But we know that if we can open the doors and reach a mainstream gamer interested in vehicles, cars, driving let alone racing, we will stand a chance of reaching additional consumers and driving additional revenues.
So there are many opportunities there. We just need to settle on which of those we’re going to go after. But I am interested in near-term projects. I don’t wish to invest significantly in things that we’re going to take years to come to fruition. I think there are some exciting opportunities there that we need to validate.
Michael Kupinski: Thank you. That’s all I have.
Operator: Thank you. There are no further questions at this time. I’d like to turn the call back to management for closing comments.
Stephen Hood: Thank you very much for everybody’s time today. I much appreciate the questions. And I thank you very much for your participation in this call. Thank you.
Operator: This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.
