Steve Lisi: And Suraj, I’ll comment on your consensus question if you’d like. I don’t think consensus is $24 million or whatever you said. But yes, we’ve given guidance as best we can in conversations with analysts about how our business works and they make their own decisions on what they’re going to put in their models. So we’re not going to control what you want to put into your model in any way shape or form. But we have certainly not intimated in any way that this is going to be a massive launch of any size that this is more of a slow build every quarter we add hospitals and we build and we build and we build. And as we build and get more people, it starts to accelerate later on. Maybe four, six, eight quarters from now you’ll see a pretty big acceleration.
This is what we’ve been saying. We are consistently saying it. So I know there’s somebody out there with a number that’s close to $20 million for fiscal ’24. I don’t know why anybody would consider that a rational or reasonable number based on what we’ve been saying prelaunch and since the launch. But again, everybody’s got their own way of analyzing the market.
Suraj Kalia: Got it. Steve, final question, I’ll just bunch couple of them together. So you — in your prepared remarks, you talked about the sites, maybe I’m paraphrasing here, the knowledge gained from these sites about NO. I’d love to understand what was the incremental gap you all identified as you all get into phase 2 of commercial launch? And specifically, Steve, a broader question or rather a high-level question, multiple programs going on, right? And we appreciate the color and the progress on all of these. How do you and your vantage point, right, sit and decide on the ROI on the commercial launch of PH versus ASD versus other programs? Just kind of walk us through how you are thinking about it from your vantage point, what makes more sense from an ROI perspective? Gentlemen, thank you for taking my questions.
Steve Lisi: Sure. Thanks, Suraj. So I’ll address your first question. There’s no gap in our knowledge about nitric oxide when we launched this program. It was more of where a company that’s putting together our own customer service, which is 24/7 logistics. No one’s ever had a product like this, so it’s brand new to any logistics provider. Putting together a team that hasn’t been together before, highly intelligent, highly experienced nitric oxide people, but they still need to gel as a team. Our machine, while coming through FDA, is approved and working great. There are always tweaks you can make. There are always modifications to ventilators, it need to be compatible and we couldn’t do that while we were going through FDA because the design is frozen and we need to work with FDA on what we’ve given them.
You don’t make changes until later when you can try to adapt and work with ventilators. I mean, this is normal. This is classic for the medical device space and especially for a PMA product. So those are the things that we were learning and honing in on the way we contract, listening to the customer and adapting to their needs. We really couldn’t talk to them till we got approved. So it’s pretty standard. I don’t think we did anything different than other companies would do, except maybe a massive company might have been a little faster than us because of the infrastructure, but it’s pretty standard. And that’s why we needed that six to nine months of that first phase where we were learning. As for how we do our ROI, boy, there’s a lot of different ways to do ROI.
