Marlow Hernandez: Yeah. So, Justin, it also has the second year type of costs that are not being added back that are being absorbed by that $80 million number. And as you know, we’ve opened a significant number of medical centers relative to that original base business in Florida and outside of Florida, and centers typically take a couple of years to breakeven those outside of Florida take a little longer to breakeven, because you don’t have the benefit of the scale and density. We see growth across all three of the buckets that you mentioned in terms of the acquisitions, regional-based business and de novos in Florida and outside of Florida. We do see improvement in important components of those businesses. And, I highlighted and Brian did as well as the improvement in the underwriting margins, which you can see in the consolidated business, when you can also see the SG&A improvement, and obviously, the growth in general in membership, which is driven throughout the organization.
The contribution margin, however, from that growth and just looking at a current cost structures from 2022 required us to make adjustments. We are relatively unique among our peers in terms of how we generate cash with medical center business and particularly so much of our medical centers that are the low capacity. I would say everything with we can roughly double our membership at our medical centers without additional expense. That’s how much capacity availability we have in this embedded profitability among our centers. And so, we have now gotten the runway to unlock that profitability, we continue to optimize the operation. We have great overall momentum and are reviewing the different additional options that I described to further improve cash flow and liquidity, as we do have highly accretive opportunities in front of us, but we are taking a rather cautious look at how we deploy cash.
We want to ensure that we get to our stated goal of free cash positivity and then drive additional growth from that point.
Justin Lake: Okay. Thanks for all the color.
Marlow Hernandez: Of course.
Operator: Your final question comes from the line of A.J. Rice with Credit Suisse. Your line is open.
A.J. Rice: Hi, everybody. Thanks. I wonder if I could maybe just make sure we tie the knot completely around the new financing and what that gives you. I know in the last few years there’s been quite a swing in the working capital demand or needs, I guess, intra year. When you look at that $70million, $80 million of cash usage, I wonder, how much of €“ is there a maximum point of drawdown on some of your availability that’s higher than what might be implied by that $70 million to $80 million? When you look at it sounds like you’re trying taking a lot of steps to minimize volatility in your working capital. But I wondered if you’ve looked at that, and if you have any color on it. And I wondered also, whether there was any covenant terms in the new financing or your existing financing that are particularly acting as any kind of constraint on the business going forward that you’re particularly focus on.
In other words, how much leeway to move forward operationally to any covenant terms that are on these deals leave you with?
