Chris Cocks

But if you think, hey, this might be a new power kind of play pattern and a new category, then I think you go in with the expectation of, hey, I don't need to make money on this for the first couple of years.

What I need to do is establish capability in it and establish presence in it.

And then kind of the market will take care of itself.

So that's generally the paradigm I go through.

Most of the headcount reductions we've had to do had nothing to do with tariffs.

It had to do with, we kind of lost sight of our core business and we had to kind of correct it.

So we got over our skis and unfortunately there's human impact to it.

And it's probably the worst decisions you have to make, but sometimes you have to make them.

As regards to tariffs,

I think what we took the perspective on is they were going to change and they were going to be unpredictable.

And so in a world that is unpredictable and subject to pretty sudden changes,

We need to have more options and more resilience.

The tough thing about that is it just costs more money because rather than tooling a line once, you have to tool it now for three different times for three different factories in three different countries.

But I think the smart thing about it is it allows us to kind of shift with the changing policy environment and not allow us to be overly exposed to one region or one manufacturer or one set of policies.

So it has added costs to the business.

They're manageable, albeit unwelcome, just to be honest.

But I'm glad we did it because I don't think that that unpredictability is going away anytime soon.

And, you know, it's nice to have options.

We did submit a brief to, I think the, I'm not sure which court, but one or two courts.

So yeah.