“it may, like quarter one, it may mean that in some quarter ends, we may have some company stock and [plants] to make sure that we do the right thing on quality. So our earnings may be a little bit lumpy.”

In context

“to change our approach to these launches. We think this new more measured approach with more physical testing, a lot more time for problem solving for our team is the right approach for the company in the midterm and long term. We do have some very significant launches coming up. We have Explorer and Aviator as you mentioned, which are high volume in both North America. And in China, we have a new wave, we call Wave 2 for the one-ton Transit in Europe, which is super profitable. And we're going to be building and launching the higher-end derivatives of that. We have the Bronco in China. I mean, I can go on and on. We have a freshened Maverick and Bronco Sport coming and even more models than that. So given all that complexity, it's actually even more important for us to take our time. And it may, like quarter one, it may mean that in some quarter ends, we may have some company stock and [plants] (ph) to make sure that we do the right thing on quality. So our earnings may be a little bit lumpy. We'll see how that works out based on this new approach. Joseph Spak: Okay. Thanks for that. And then just back to the hybrid conversation because as you pointed out, your hybrid portfolio is much different than Toyota or Honda. It's pretty limited. I think you only have like three hybrids right now. But how should we think about scaling that to the rest of the portfolio, as you mentioned? Is it really like taking existing power plants you have and trying to sort of fit it -- make it fit on more models? Or are there real new investments that need to be made for hybrids? Jim Farley: It's a good question. So I would say mostly, it's taking our current internal combustion engines and adding new hybrid components and doing the engineering to fit that. Look at the T6 platform. We had the”