There was just a very large back and forth about QuantumScape’s relationship with PowerCo, here’s how it played out.
UBS Investment Bank, Research Division
Okay. The next question then just obviously, PowerCo is a deep and important partner here. There had been some reports that Volkswagen sort of slashed the funding there. Just curious if that sort of you felt at all that sort of impacted your business or your work with them or if it’s even increased some of your urgency to diversify to other customers?
Chief Executive Officer
Yes. So Joe, our work with PowerCo is continuing on unchanged. Their commitment to us is very, very good. Our relationship with them and the focus with which we are working together is as good as ever. We are both working towards a set of agreed upon scope of work that has not changed.
And we are continuing to build them the way we have agreed in that $131 million deal that Kevin just talked about. So in July of last year, we agreed on a scope of work. And our partnership is as strong as ever. And the work itself is lumpy as in the way it is planned in up and down, but we are doing very well with respect to Volkswagen.
That does not mean we are not working with other customers, as we announced in the letter, we have added 2 new large global auto OEMs to our portfolio with whom we are working with. And we have also announced additional technology development and technology evaluation agreements with them together. So this is in a good place. The customer interest has been very strong. And the Volkswagen and PowerCo relationship still remains very, very strong.
UBS Investment Bank, Research Division
Okay. Last question for me, and you touched on some of this, and I just sort of want to better understand how you’re thinking about it because you talked about new end markets, opportunities in storage robotics, exciting stuff. But if I look at what you’ve done with the auto business, you’ve you’ve effectively, right, left the commercialization industrial relation to Powerco and other partners.
So as you move to these other end markets, like how is it — if you’re not making a sort of a standard cell — like and I understand Eagle line sort of helps you sort of do different form factors or different cells. But like aren’t you going to need to sort of reach out individually to help sort of scale these different form factors for these opportunities?
Just — it just seems maybe a little bit more difficult as you go to some of these other end markets where there might be some more bespoke use cases versus the old strategy, which was doing yourself, but maybe I misunderstand that…
Chief Executive Officer
Very perceptive question. I’m glad you asked. The licensing and capital-light business model is not a single flavor. There are a lot of different ways of doing the same thing, have made rights, having contract manufacturing, having our partners manufactured for others, having customer provided manufacturing abilities there are many different ways of doing it.
As long as we are not spending the capital to build it, we can do this very well. And these markets are fully amenable to these business models. So we are exploring those with our new customers. I’m not saying that we rule anything out, but our preference has always been to a licensed and capital-light business model. So I’m glad you asked this question, even in these markets, such different variations on this came on very possible.
Chief Financial Officer
We did — I did have a chance to get the slide you referenced. The prior reference to $260 million or $261 million is when you sum both parts of the of the economics of Volkswagen together with the $130 million prepaid and the up to $131 million of development payments. That’s the former number you referenced.
In this last letter, as footnoted, what we’re doing is we’re only — we’re having more of a backward-looking view where we’re only counting the billings to date plus the $130 million. So it’s a different cut at the same 2 numbers. Nothing changed contractually.
UBS Investment Bank, Research Division
Okay. So nothing changed with that other — with that delta, that sort of more potentially to come.
Chief Financial Officer
It’s looking at the bird in the hand relative to billings as opposed to the bird in the bush would be up to.