“We talked last year that our focus was to double capacity by the end of this year, and we're progressing toward that goal.”

In context

“e can expect that to come on board. David Ricks : Thanks, Terence. I'll go to Mike for those questions on branding strategy considerations and then any update on RTP. Michael Mason : All right. Thanks, Terence, for that question. On the branding question, obviously, yes, we're not going to provide any clarity on that. I think if you look at the kind of pros and cons on 1 versus 2 brands, the pros are, it is a more efficient supply chain and manufacturing for 1 brand, for 2 brands or some access benefits. Also, you have an empty vessel for the commercial promotion of our obesity indication with the 2-brand scenarios. So that's kind of the puts and takes on that part. On the supply, I think maybe I'll answer the overall supply question because I'm sure there may be other questions on there. We talked last year that our focus was to double capacity by the end of this year, and we're progressing toward that goal. Our manufacturing team is working hard every day and directly delivering over our manufacturing plan this year. We believe that our channel inventory for Q2 will be a bit better for what we saw in Q1. And obviously, as you bring up, the important milestone is us bringing our first [indiscernible] brand fully online this year. The manufacturing team is progressing toward that goal. And then long term, we're investing where we need to in order to create a long-term significant supply across our entire incretin portfolio to meet what we think is going to just be a tremendous demand globally for the product and for all our incretin portfolio. Operator: The next question is coming from Chris Schott from JPMorgan. Christopher Schott : Just a 2-parter as well. Can you just maybe talk about bigge”