“I feel good about our ability to get to breakeven. Obviously, we want to have external customers.”

In context

“ter margin. And as that mix improves, that significantly improves the margins. But more importantly, I think the original premise by creating this different P&L structure was to drive the foundry business really at that point was just a function of manufacturing to be more focused on efficiency, to squeeze out more from the existing footprint, to be more sensitive to capital and ultimately, just think about ROIC in everything they do, and I think that has worked actually. I mean I hear it all the time, it is amazing the transformation we've seen in staff meetings and Michelle and I that attend that, they are completely pivoted to how to make money in that business. And so I think it is working. I think we'll see significantly more efficiency as we go into work through '25 and into '26. So I feel good about our ability to get to breakeven. Obviously, we want to have external customers. And so we have some very small amount that we've assumed for '27. But if 18A looks like it's something that hunts based on feedback from customers. And I feel like we will probably outperform in that regard in terms of the mix of external customers versus internal customers. So those are all the factors that I think will drive '27 to profitability. And ultimately, obviously, we want to get to push -- to breakeven and ultimately we want to get the business to a profitable level that's consistent with what the Foundry industry gets. John Pitzer : Srini, do you have a quick follow-on? Srini Pajjuri : Yes. A quick one. So on the 18A Panther Lake, I think in the past, I think, Dave the comment was that you expect to bring roughly 70% of the die in-house. Is that still the plan? And then is it”