And so it’s important that we do that when we look at the potential for solving unmet need in the eye health space, it’s very strong in places like vision care, myopia perhaps is a huge issue around the world. Surgical, I think, moving into accommodating or adjustable IOLs or premium IOLs is really important to give patients a great vision near and far, and we were in between. And so there’s a lot of opportunity, I think, for innovation. There’s a lot of opportunity for bringing solutions. With respect to R&D, to be fair, I think the only real deep R&D expertise we have from a true research perspective is in Vision Care. It’s in contact lenses, solutions and drops, it’s not in pharmaceuticals. In pharmaceuticals, we’re more of a development house.
And then surgical, we’re more of a development house. So look, I think our idea is to look at the most impactful innovations across our business, but focus on eye care. And that’s the kind of organizing principle as eye health, not necessarily pharma, surgical or vision care.
Robbie Marcus: Very helpful. And maybe a follow-up for me. Clearly, lots of different moving pieces in the businesses. But how should we think about growth in volumes versus pricing, in the OTC business versus pharma, versus surgical, versus lenses?
BrentSaunders: Yes, it’s absolutely a great question. Look, that’s something I look at very closely. I think Q2 was really impressive to me from our consumer team. The majority of the growth in Q2 was from volume, not price. I think historically, the last few quarters, we’ve seen a lot of price, as a result of inflation. I think, obviously, that’s moderating and I think the ability to take price will moderate for the foreseeable future. And so to be healthy, we need to see volume, and that’s what we’re starting to really see and kudos to the consumer team here, they did a great job on driving volume this quarter.
Robbie Marcus: Thanks a lot.
Operator: Your next question for today is coming from Craig Bijou at Bank of America.
Craig Bijou: Good morning, guys. Thanks for taking questions. And congrats on a strong quarter. I have just, I guess, a couple of topics, somewhat related to that I’ll just ask the questions upfront. So how should we think about the impact of the supply chain challenges in the second half? I guess, what’s assumed in guidance, and is there an expectation that those challenges get better or worse? And then related, Brent, with your comments on improving quality and bringing in a new supply chain leader, are there other facilities that may need a significant upgrade or update like the Lynchburg facility that we should be aware of or that you’re contemplating, that could potentially have a similar impact or I guess, put that risk out there?
BrentSaunders: Sure. So I’m going to start with something I said earlier. I’m a tough grader, and the way I think about our business is, level of confidence. And so for example, I have very high level of confidence in our ability to execute in the sales force. I have very high confidence in our ability to execute in our R&D and clinical capabilities. When it comes to supply chain, we have a really good team working very hard, but I don’t have the confidence that we can deliver our products on time and at the right cost levels, right? So as Sam said, for example, in Surgical, we’re out spot buying lots of componentry at much higher prices than we would otherwise. Now the issue isn’t necessarily because we have an issue in one of our plants, we have an issue with a third-party supplier that can’t make a microchip.
And so this isn’t about us upgrading our facilities or investing capital, it’s about qualifying multiple vendors or multiple supplies, so we don’t get stuck or held hostage by one supplier. And so that is a lot of our issues. The Lynchburg facility was a self-inflicted wound, right? We tried to upgrade a system. It wasn’t capital-intensive necessarily. But when the system goes down and you have boxes stacking up and you can’t ship the customers, that’s a foul, – right? And it had an impact on the business, particularly the U.S. contact lens business, which Sam quantified at about 600 basis points of growth that didn’t materialize in the quarter. So when you add up all those things, it becomes an issue I’m just not satisfied with, and I think we need to fix it.