Yeah. So thanks for the question, Brian. You know, we are obviously very much engaged with a pricing strategy and it is early. So, you know, I appreciate that, you know, I’m not going to get into specific numbers, but I’d be happy to share some general thoughts in terms of the research that we’d conducted.You know, first we’re focusing on optimizing our value proposition in systemic sclerosis and the emphasis is on patients with diffuse disease, which as you’re aware, is the most serious form of scleroderma as well as the population in which our drugs been studied. So the prevalence of diffuse disease is about 9 diffuse systemic sclerosis patients per 100,000 in the US and that patient population clearly falls within the rare disease category, and obviously not the ultra-rare, but I – kind of this new concept of the medium rare disease category. And this is a term that I’ve heard used.Our market research was conducted independently by ClearView Consulting. And that the payers agreed that systemic sclerosis is a serious rare disease with limited treatment options, they’re aware that there were no specific treatments indicated for systemic sclerosis overall. And, you know, I’ll leave you with this thought, based on the reaction to the blinded lenabasum product profile, payers suggested that there would be quite a bit of flexibility when considering levels of access throughout a broad pricing range.And again, I’d say their thought as it would be consistent with treatment analogues from other serious diseases with prevalence rates similar to SSC. And again, diffuse is 9 per 100,000 and overall SSC is about 30 per 100,000.So, you know, at this point, and of course, as you’re aware, it’s not cut and dry in terms of access levels. So depending on pricing strategy, you know, different levels of access and reimbursement are achieved. So a lot of that depends on, you know, the goals we set. But certainly we plan to leverage these insights in the payer research.We’re just beginning our work in terms of health economic modeling, as you mentioned, until we have our data and a final label, you know, we really can’t determine our final value proposition, but we’ll certainly combine those insights with our health economic modeling and further down the road we’ll determine an optimal pricing value strategy.