Josh Jennings: Thanks for that, that’s helpful. Appreciate it.
Operator: Our next question comes from the line of Neil Chatterji of B. Riley Securities. Your line is open. Please go ahead.
Neil Chatterji: Thanks for taking the questions. Maybe a question for Heather and Darius, I understand the changes on the commercial side, but on your 2023 top line guidance, given the momentum you’re seeing on the Blueprint, Blueprint fronts, with those dozen account ads, can you just talk about, how we should think about the cadence for those Blueprint wins in ’23 and if that type of fourth quarter Blueprint momentum could potentially push you towards the top end of your range?
Heather Getz: Hey, Neil, this is Heather. So, I think I’d look at it as I mean, obviously, we gave a range for a reason. And I think that if we can see the momentum, it’s not just within the hospital, but outside the hospital. As we indicated, we are partnering with some folks, some distribution partners to help accelerate growth. And we’ve already signed at least one and we’ve trained them and we’re ramping-up. So, we expect that momentum to pick-up through the year. And then as we have our in-hospital Blueprint, and enterprise sales or inside team is focused on the hospital systems, and the Blueprint failed, and we believe that renewed focus will allow us to accelerate throughout the year as well. So, I think it’s too early to say which end of the range we would end up in, but we feel good about the momentum as we move through the year.
Neil Chatterji: Got it. And then, maybe just on with the University of Hospital Bonn and the University of Maryland agreements, how should we think about those over time, is that are those more akin to the University of Rochester type of rollout as users expand over time?
Darius Shahida: I’m happy to take that.
Heather Getz: Darius, do you want to take that?
Darius Shahida: Yes, no problem and thank you for the question, Neil, nice to hear from you. So, with the University of Bonn and with Maryland, one thing I want to point out in particular with Maryland is, the fact that we were able to implement and deploy our software in 14 days, Neil, is a really impressive feat, that same task just a year and a half ago would likely have taken us months. But given the investments we’ve made in our enterprise software solution, and in the infrastructure around that, to deploy that solution, we’re now able to do this in record time. And I think what that speaks to is the fact that we are taking this trojan horse strategy with our enterprise software, we are demonstrating its value as a first kind of step in the direction of transforming care in these larger systems.
And ultimately, the goal is to have many more Rochester like system-wide deployments, with really innovative partners, that sees the value of Butterfly and its unique ability to transform and improve care. So, that is the end goal, Neil, I think it’s still obviously early days. But the progress that we’re seeing is very positive and is giving us confidence that we’re heading in that direction with many accounts.
Heather Getz: Yes and I think Darius too, I think you could also say that the University of Bonn is very similar to Rochester, but in the medical school world, right. So, it’s the combined deployment of devices as well as the software in a one-to-one model, and the fact that they’re training their students to use the device, while their learning facilitates the use of the device and care later on.
Neil Chatterji: Great, thanks for that color. Maybe there’s one final question just with the CEO search, just kind of curious, kind of the ideal profile you’re looking for, in that CEO to help direct the ship and enhance the commercial strategy?
Jonathan Rothberg: This is Jonathan. Neil, I’ll take this one. The most important thing about a CEO is someone that will inspire the team and inspire customers. We’re looking for a CEO that has not only scaled a company, but brought a disruptive technology to market, as well as a technology that needs to change behavior in order to make the Butterfly iQ+ as ubiquitous as a stethoscope, we do have to change behavior. And while we’re well on the way to changing that behavior, we’re looking for a CEO that understands that. He can motivate our team, he can motivate customers, he or she can motivate investors, and has a track record of introducing and scaling disruptive technologies that require a change in behavior.
Neil Chatterji: Great, thanks for those responses. Let’s jump back in the queue.
Heather Getz: Thanks, Neil.
Operator: Thank you. So, our next question comes from the line of Suraj Kalia of Oppenheimer. Your line is now open. Please go ahead.
Suraj Kalia: Good morning, everyone.
Heather Getz: Hey, Suraj.
Suraj Kalia: Hey, Heather. So, I guess one question for maybe Darius and Heather also, one your way. A lot of questions have already been asked. So, Darius, maybe a multi-part question, forgive me for this right. How should we think about new store, same-store sales, very broadly speaking, maybe if you can walk us through how many reps do you have and also about our math is suggesting about a quarter of the customers have about half subscription customers also, if you could just tie all of this together and help us understand that?
Darius Shahida: So, as we mentioned — and thank you for that, we’ve restructured our commercial team, brought on new leadership and we’re really focusing on the large health systems and hospitals with our core team, we believe we’re going to get the most bang for our buck and the most scale and impact by actually focusing our internal team on those large health systems, while leveraging distribution that’s already established scale in the more fragmented out-of-hospital markets that allows us to be more efficient from an SG&A perspective, and how we actually deploy our team, so that we can actually focus on the accounts and the systems that are going to drive scale and impact. I think we’re already seeing proof that that is the right strategy.
And that is the right focus. If you look at the logos we’ve added, if you look at the size and the scale of these health systems that our team is targeting, what tends to happen Suraj is that we’ll enter through one department, we will spread our enterprise software will really be that Trojan horse, but also the probes will spread as more and more clinicians within those health systems walk into work with a Butterfly in their hands or in their pockets, it forces the conversation, people start to see and embrace what a positive impact Butterfly is having in their daily clinical workflow and routine. And the enterprise software really allows that to be deployed and utilized in a seamless and effective way. And so the strategy and the focus this year with our team, with the actual sales folks we have is to focus and prioritize on those large health systems where we can land and then subsequently expand.
There’s so much opportunity in the United States and in the other markets in which we’re established and have a sales team that there is not a question that we have to go spread the team very thin. The real impact comes from actually focusing on the accounts we have developing that ROI within each and every one of those accounts, and expanding as we prove the value of Butterfly.
