Pat Miles: Yes. Sean, it’s a great question. And the question is going to be ultimately where we see the revenue. And I think the near-term revenue impact is going to be on the implant. The long-term revenue reflection will be on the placing of capital. I think as much as you hate to realize to be true like when people start to understand the value of what we are creating from a catalyst perspective, it will take the capital period to acquire the capital to ultimately start to integrate it into their respective practice. And so over the next 5 years, you will start to see an increasing reflection of EOS’ capital, but you will see a more immediate reflection of the implant impact. And so – but I think the opportunity is an and, and I think you are going to see it on both fronts. And so our enthusiasm for the technology is both from an inter-operative perspective in terms of how it influences as well as the capital. Todd, anything to add?
Todd Koning: Yes. I mean I think if you kind of go back to the full year 2020 and you look at what our CAGR has been on EOS since we acquired the company, I think you would see around a 20% growth in EOS revenue. And I feel like that’s been a good consistent growth. I think it doesn’t reflect what Pat has talked about and what we ultimately think it can be and will be and should be. But I do think it’s been solid growth on a multiyear CAGR basis.
Pat Miles: Yes. And I am going to drone for one second. But just the opportunity presented by EOS is unique to us. And it’s unique to us because we are willing to do the work required to ultimately reflect the value that it brings to the marketplace. And that’s where it’s like. I think people have profoundly underestimated EOS and the value that it brings. It is unique. And so will it be reflected financially, absolutely. And so we can’t be more excited about it.
Sean Lee: Great. Thanks for that.
Operator: Your next question will come from the line of Jason Wittes with ROTH. Please go ahead.
Jason Wittes: Hi. Thanks for taking the questions. Maybe some clarifications. First off, when you talk about a non-linear sales growth, just maybe if I can push a little harder. Does that mean you – what timeline are we talking about, because normally, there is a gestation period. And there is also even non-compete to deal with before these guys are fully up and running. Are you saying that it’s going to be a lot quicker. And also, obviously, you are going to get a lot more pick up a lot more of the business than you normally would, or how should we be thinking about this, if I could just push you a little harder on that?
Pat Miles: Yes. Thanks Jason. I guess the way that we are thinking about it is really in the pragmatic way that we have experienced it, which is as opposed to one guy coming on and us kind of growing at the linear dynamic, you will have 3 to 5 to 10 come on. And so the preparation required for that is more significant. And there is all kinds of depending upon the state and the non-compete dynamics. There is all kinds of considerations. Are they going to switch territories so that they don’t effectuate their non-compete agreements or how is that can be managed. But the volume of variables associated with these things is significant. But just to, I think provide us most pragmatic reflection is as opposed to a one by one by one, we are seeing a 3 by 5 by 10.
And so – and we are seeing a 3 by 5 by 10 in disruptive companies that ultimately where the – as we talked about the thesis of our company is more reflective of what they have come from. And so when that’s the case, it’s not a matter of we understanding or compelling them on lateral surgery, it’s one that they have already had experience in.
Jason Wittes: So, this should have immediate impact on 2024, the hires that you are making right now, correct and even potentially fourth quarter.
Pat Miles: I am going to the whip in the first for long. I hope that they impact in 2023. It’s any way that we can create a level of comfort and make sure that they are well versed on our products and prepare them and provide them support and coverage, whatever is required is candidly, make sure that the surgeons are well prepared through the education program. We have such a great surgeon education program in such a great surgeon group that does education. I think a lot of these guys know each other from years past. And so if they can get trained on PTP from this, they met him when he trained them on excellent, and so that opportunity just perpetuates in – it’s such a favorable dynamic.
Todd Koning: I think Jason, by and large, this really ultimately kind of becomes a meaningful ‘24 to meaningful ‘25 opportunity for us.
Jason Wittes: And if I could push on that, Todd, who is going to answer this anyway. I think you said you are now pretty comfortable with kind of what consensus is, which is about a year ahead of your original 3-year to 5-year plan, which is around 550. And that’s largely because of these hires. Did I hear that correctly, or am I…?
Todd Koning: I mean consensus has been consensus before we – I think before all of this has transpired. So – but I will tell you, I think based on where we are at and I think the opportunity that we have and the success that we have experienced thus far, we like to set up going into next year relative to where consensus are at.
Jason Wittes: So, there should be upside then.
Todd Koning: Well, we like where we are at. Let’s put it that way.
Jason Wittes: Sure enough. Alright. Thank you guys very much.
