Kelly Rakowski : Yes. A.J., just to build on that, certainly favorable trend for us as those demand — that demand lower from Q4 to Q1. We’re seeing both increased fulfillment as well as some increases — incremental increases in our internal capture. We will remain — our model will remain a combination of AMN’s ability to fulfill on behalf of our clients, but also the strength of our supplier network, which is critical for us to achieve that fulfillment as well as augment our capabilities in regional or specialized areas and we were very fortunate to have the strength of our suppliers throughout COVID as were our clients. So that strategy won’t change, although, we do have opportunities to grow that. And it also creates additional capacity for us, as we’re seeing pretty strong demand from a new business and pipeline perspective, A.J. So we’ve been very active in the market.
We added a few new MSPs in the last couple of quarters and a healthy pipeline for us here starting the year. So we will continue to grow our client base. And again, the strength of our network will be a key part of that growth.
A.J. Rice : Okay. And then just a follow-up. Is another comment you guys were making. So when you think about what happened in the pandemic, you had some new competitors come in and grab some marginal share. And there was always — like you said, you had to emphasize your MSP accounts and some of the other ones probably got less focus. As you’re thinking about having the opportunity to go back after some of that business, how sticky is it with the new competitors? Are people — are you finding that people are willing to come back to you pretty easily. And I wondered also whether it might create some opportunities on the M&A side. I know traditionally, a lot of your M&A has been adjacent businesses, but I wondered if there were opportunities emerging in the core Travel Nursing, Allied and Locums business you might look at.
Landry Seedig : So A.J., this is Landry. I can start with it. So we cover the non-MSP business, we never left it. We just deprioritized it and we still — nothing changed in our relationships. We were very transparent with whether those are direct contracts or where we are a third-party to some of those maybe other MSP or VMS holders out in the marketplace. So there was nothing that was being hidden. We were trying to find other solutions to try to help even some of those different types of clients out, whether that was through our VMS system or our local business or some other businesses. So, all those contracts still exist. We still get those orders. We can just prioritize them higher within our order rating numbers. Some of the short-term business that I was referring to that was just more of that kind of state contracts or some of the facilities that we’re setting up for vaccine centers, or stand up hospitals, or FEMA, some of those other programs that we thought would go away at some point and they, in fact, have.
So I think our strategy is staying highly focused on our MSP customers has been new retention rate of our MSP customers in the long run has had and will continue to play out well for us.
Cary Grace: And — okay
Kelly Rakowski : A.J., just to your last comment around as I reflect on some of the new business and new strategic relationships we’re bringing in, we are seeing some early traction as we go-to-market with a more comprehensive solution set and really emphasizing that and clients looking for more solutions as they faced a challenging market. So we have seen as one early indicator, the number of service lines per contract is going up with our new business versus in the past, where we started with contracts and saw growth over time. So we’ll expect to see that trend continue as well.
