“In '25, you know, we think we can operate to an $18 billion number as we talked about.”

In context

“ket segment share, create margin, and, you know, up ASPs, and so those are things that we're going to be laser-focused on for the remainder of the year. We do have a good product portfolio. We do see, you know, strength both in hyperscalers and enterprise, but the rest of the world is where we really see a market segment share challenge, and so that's where we'll be focused. John Pitzer: Vijay, do you have a follow-up question? Vijay Rakesh: Yes. Thanks, John. And, Lip Bu, congratulations on the new assignment. Just looking at CapEx, maybe this is for Dave. Any thoughts on how you would look at CapEx through that time frame, 25-26? Are you looking at rationalizing that given the footprint, fab footprint that you have? David Zinsner: Yeah. Yeah. Oh, go ahead. Sorry. Go ahead, please. Okay. In '25, you know, we think we can operate to an $18 billion number as we talked about. I would just tell you we have $50 billion or so of assets under construction, you know, that are a lot of which are equipment that's still in bubble wrap. So we're in some ways, you know, taking a more aggressive approach to driving better return on what we've spent already. And that's allowing us to spend less in capital. I think that story probably plays out next year as well, although I think it's too early to talk about guidance for CapEx for next year. You know, we're gonna leverage our assets under construction next year as well. You know, longer term, you know, this is a high-intensity model, obviously. You know, we've talked about roughly having 25% capital intensity as we look at this in a full IDM model. And I think that's probably a good working assumption on a long-term basis.”