Rajeev Singh: I appreciate the question, Mike. We’re extremely excited about how well-positioned we are in that TRICARE space in our category and the capacity to grow in the innovations. When you think about our business there, our current plan, as you know, has about $10 million-ish or revenues associated with our existing relationships with the government. Those are demonstration as well as our TRICARE for next select navigator program. If those programs were to grow, as they are and as they’re currently defined, they could grow to 4x or 5x ex their current size. Of course, the timing on that will be variable in the T-5 agreement, having just announced that towards have some variability associated with the appeals processes, et cetera.
All of that said, and this is maybe the direct answer to your question, we have nothing in our 2024 or 2025 model, in terms of our top line revenues that imply anything other than the simple continuation of the existing revenue stream with the modest growth associated with that. The way to think about our TRICARE business is the way I would perhaps we’ve positioned in the past, the strategic accounts based for us, but there are large transactions out there in the federal government, there are no larger transactions on the federal government or space like this one where you can’t predict the timing, what you can do is put yourself in an extraordinary position to be ahead of your competition to take advantage when the timing of those transactions does manifest.
And so yes, the answer is we’ve got nothing baked into our plan outside of what the current revenues are in ’24 and ’25. And we’re bullish on the capacity when those — when the — when that transaction actually does reveal itself, that will present some upside to our models going forward.
Michael Cherny: Perfect, thanks.
Rajeev Singh: Thanks so much with the technical difficulty. I think we have an operator on line now. Victor, are you there to take over?
Operator: I’m here. Our next question comes from the line of Ryan Daniels from William Blair. Your line is open.
Ryan Daniels: Yes, guys, congrats on the quarter. Thanks for taking the question. Another bit of a follow-up there in regards to health equity and social determinants of health. We’re also starting to see a lot of Medicare Advantage plans and managed Medicaid RPs from the states requiring that. And it seems like health plans don’t have as robust solution sets there, so they’re going out to partners. And I’m curious if you see that is an opportunity to continue to expand your distribution channel, doing some partnerships with payers on a go-forward basis, given your expertise there. Thanks.
Rajeev Singh: Yes, first of all, thanks for the question, Ryan. It’s great to talk to you. I will start the answer and then again, I’ll turn it over to our Chief Medical Officer, who is — who will maybe end the answer around social determinants of health and those capabilities. One of the things that we really are enjoying by our relationship with health plans is we are growing — as we keep growing those relationships from their foundations and expert medical opinion, it is the componentization or the capacity to deliver different components of our capability to those health plans in a means that allows them to take their — our capability to their customers in the way that they want to deliver them. And so to us, different capabilities and advocacy, for example, are becoming more and more important to health plans and those capabilities being delivered via health plans to their members is an important growth opportunity for us moving forward.
We think potentially those capabilities around social determinants of health are also an opportunity in that regard. So yes, is the answer to your question. But I will let Shantanu describe kind of some of the things we do from a SEOAs perspective, that might be compelling.
Shantanu Nundy: Yes, I think it’s a fantastic question. I mean, I think active approach to social determinants of health really has been honed in the commercial states, right? It started with this really simple idea of having our health assistants that really represent the community that we serve on the proprietary model that we’ve built, which is a behavioral science approach to really be able to understand members understand their specific needs. And over the last couple of years, really a lot of the investment in data and technology was infused to be able to scale that. So what was really interesting about the work we did with the VA population is that it was sort of proof positive that our approach that we’ve taken is extensible, right.
So we developed it, honed it around a commercial population. But what we found taking care of really, really sick and complex veterans with the model extended extremely well. And so I think that bodes really positively in terms of thinking about other populations that we might want to address over time. But ultimately, the barriers that the different populations face, whether it be Medicaid or Medicare population based are near a lot of the same challenges that they are working for and work in the American space. And so we think there’s really a huge opportunity to Raj to be able to address those populations over time.
Operator: Thank you. One moment for our next question. And our next question comes from the line of Cindy Motz from Goldman Sachs. Your line is open.
Cindy Motz: Hi, thanks for taking my question and congratulations on the quarter. I was just wondering, because usually Steve, give us some maybe a breakdown of the divisions. It sounds like experts doing pretty well and it looks also like PlushCare is continuing to grow higher than we would have expected. But maybe just a breakdown there. And then would you expect that to continue like sort of representative into next year? Thanks.
