“In fact, on the front end, over 80%, and our goal is to grow that to 90% over the coming years.”

In context

“. And that's not specific to any product or any particular area. It can move from one quarter to the other. It may be a process technology. It could be a packaging technology, other things that may drive it, that our teams work with customers on to meet those needs. Do you have a follow-on? Joe Moore: Yes. I also was curious about pricing to the extent that your competition has kind of passed along foundry price increases and has raised prices. How have you guys reacted to that? And do you have -- can you give us any sense for what your pricing has done on a like-for-like basis? Rafael Lizardi: Yes. So, a couple of things. First, on the input cost side of veins, part of our -- one of our competitive advantages is manufacturing and technology, we own the vast majority of our manufacturing. In fact, on the front end, over 80%, and our goal is to grow that to 90% over the coming years. So, that puts us in a really good situation to not be beholden to the mercy of what those foundries or subcons do in terms of pricing, right? So, we have a much better way to handle those input costs. So, that's on the input cost side of things. On the pricing in general, we are pricing with our customers. Our process on that has not changed. Our process is to price to market. And as prices have moved up over the last two or three quarters, and that certainly did happen in first quarter, we have moved our prices as well, and growth in first quarter did benefit from the pricing tailwind. Dave Pahl: Okay. Thank you, Joe. We'll go to the next caller, please. Operator: Thank you. We'll take our next question from Timothy Arcuri with UBS. Timothy Arcuri: I just wanted to push on this 10% that”