This is huge.
Noel Parks: Right. And I think you alluded to this in your remarks. And that’s really in the context of sort of all things commercial, really, really hitting the brakes during COVID, right, and the after effects of that, that’s — it’s kind of the rebound from that, I believe, you referred to?
Desmond Wheatley: There wasn’t too much workplace charging being installed when no one was going to offices anywhere in the country. And we really were impacted by that. But we’re seeing it coming back with vengeance.
Noel Parks: Great. Thanks a lot.
Desmond Wheatley: Thank you, Noel.
Operator: The next question comes from Abhi Sinha with Northland. Please go ahead.
Desmond Wheatley: Hi, Abhi.
Abhi Sinha: Yeah. Hi, Desmond. Thanks for taking my question. Quickly wanted to ask if could you give us in some sense of idea of how or what percentage of your revenue in 2022 or even in your backlog is coming from repeat customers?
Desmond Wheatley: That’s a good question. Lots and lots and lots of it. So, I mean, obviously, New York is the most obvious one to mention there. So, we got $5.3 million purchase order from New York City. They’ve been buying from us since 2015, I think. And by the way, every time they make give us an order. It’s bigger than the last one. We love working with them and we think they’re doing really great work over there. When you look at things like the Army order, you could stay in a way, the Army order is a repeat order, because it came through the GSA contract. So, it’s all coming through the same contract in vehicle. I don’t think that’s fair. We have contracts like the GSA contract and the California contract, and we have to report a lot of concentration because we’ve got these orders coming into the same contract vehicle.
But in fact, to say that an order from the Army is the same as an order from Department of Homeland Security or the U. S. Marine Corps, although they may come through the same contracting vehicles, it’s a folly to talk all those the same things. But we do have great repeat business. There’s no question about that, especially amongst those people who bought one or two of our us in the early days to sort of test it back in the days when we used to have to prove ourselves. I think we’re way beyond that now. But we’ve had great success. I’m sure I can’t give you an exact percentage on that, because it’s so hard to model out what’s GSA, what’s California and everything else. But I think we love repeat orders especially when they’re bigger than the one that we got before from that customer, and I think we’ve seen a lot of that.
Abhi Sinha: Sure. No. That’s — I’m just trying to understand, like, with that sense of idea, then what’s stopping you from basically giving us some kind of guidance in terms of revenue number or unit sales number that will help the spread out there?
Desmond Wheatley: Well, I’ll tell you why I’m not giving guidance, because I think it’d be foolish for me to do that. Imagine if in the beginning of 2022, I’d said, well, we’re going to double our revenues and we’re going to end the year, with 300% of that year is in contracted backlog. I mean, it’s just — there are too many moving parts that we don’t control. Remember that we are in an industry which is a brand new space, brand new technology, brand new. There is no historical playbook. I can’t look back at any sort of ratios or anything else like that. I certainly would never have suggested that we would convert 80% of our pipeline into backlog. I would never suggest that, because like I said, I’ve never seen that in 40 years of business.
