Joe Driscoll: Thanks, Mark.
Operator: Thank you. One moment, please. Our next question comes from David Westenberg of Piper Sandler. Your line is open.
David Westenberg: Hey, guys. Congrats on another solid print and a great guide. I’m going to ask Joe that commentary about the 30,000 to 2x, 3x that. Can you just give us more color on what you talk — are you talking about the entire PhenoCycler Fusion base or is that the one when they have or sorry, PhenoCycler base or is that just with the Fusion and how should we think about the total base in that ramp? Just a clarification on your
Brian McKelligon: Yeah. So..
David Westenberg: commentary there.
Brian McKelligon: Yeah. Our commentary and that’s really a multiyear commentary that we’re talking about 2 times to 3 times over a several year period. But this whole process is a building process quarter-by-quarter or year-by-year. Really, the key to get the overall PhenoCycler Fusion number up is to continue to transition as many customers as possible from just a PhenoCycler a PhenoCycler Fusion. That’s really were partway through that whole process of converting those customers to encourage them to buy a fusion. So that’s really a piece of the equation. And if we get the majority of PhenoCycler customers to shift to a PhenoCycler Fusion, that’s how you’ll get those kinds of numbers of, on average, $60,000 per year, $70,000 per year. But it will take multiple years to get there.
Joe Driscoll: Just to make sure, David, that growth — that is the total average amongst our PhenoCycler user base.
Brian McKelligon: Right.
Joe Driscoll: Yes.
David Westenberg: Got it. Yeah. That last part — thank you very much, because that last part is actually what I was going to ask about how you came up with exactly that number.
Brian McKelligon: Yeah.
David Westenberg: So I appreciate the color there. Now can you just — one more part to this little part, are you seeing more adoption or can you talk about the percentage of adoption from PhenoCycler who get the microscope? Is this almost all of them? And then in terms of retroactive placements, I mean, how far do we have to go? What’s the kind of the goal penetration rate of that? I’m assuming it wouldn’t be 100% but could be close to 100% and where we are that in terms of the penetration rate?
Brian McKelligon: Yeah. I’ll take that last part and then Joe can give you a little bit more color. You’re right, it probably won’t go all the way to 100%, because there are some there are some labs that are — that preferentially use some third-party microscopes, but that’s a really — that’s going to be a very over time, decreasing a pretty small percentage of the total. But Joe can speak to kind of where we are in terms of the penetration amongst our existing user base and kind of the attachment we see going forward for new customers.
Joe Driscoll: Yeah. The attach rate, and when we say attach rate, we mean every time somebody buys a PhenoCycler, how often are they buying a Fusion at the same time. It’s really good. We initially modeled it at 55% or 60% attach rate. It’s coming in 80% plus right now. I think customers really see the value of buying the two instruments together. And so we — from what we can tell, there will be some people who still only buy a PhenoCycler without the Fusion, but that’s going to be the minority of people. So I think 80% is a good number to go with for now.
Brian McKelligon: And then for the existing installed base, David, we’re less than halfway there. I’d say, directionally, call it, 40% or so, maybe 30%, 40% of the total customer base that had the PhenoCycler before the Fusion came out, now has a Fusion. So we still have a lot of headroom
