Ayub Khattak: When we think about our revenue to-date, and as well as the guidance, I’d say, it’s a combination of private sector within the private sector is the enterprise, the direct to consumer, as well as the provider. A couple of quarters ago, we gave some guardrails around how direct to consumer is performing, think about direct to consumer performing kind of similar proportions to the way it was a couple of quarters ago. But overall, our revenue that we exceeded our expectations was coming from across the board in the private sector exceeding our expectations.
Matthew Sykes: Got it. Thanks. And then just Aasim on just sort of expectations for cash burn this year understanding you’ve reduced the cost base quite a bit, but just sort of any sort of guidance you can give us for modeling purposes on that for ’23?
Aasim Javed: Yes, as we said in our prepared remarks, our Q1 cash burn was similar on an adjusted basis to Q4 and then that cash burn is expected to decrease through the year such that we wouldn’t need — our expectation is we wouldn’t need to enter the capital markets. We’re very conscious about the macroeconomic environment. And we will continue to moderate spend while executing our strategy so that we don’t have to enter the capital markets in this fiscal year.
Matthew Sykes: Got it. Thanks very much.
Operator: Our next question is coming from Mark Massaro, of BTIG. Your line is open.
Mark Massaro: Hey, guys, thank you for the questions. I just wanted to clarify with the revenue recognized from the deferred with the U.S. Department of Defense. Can you just confirm does that mean that that contract has likely run its course? I guess my real question is, are you expecting any material orders from the DoD going forward?
Ayub Khattak: Hey, Mark. So the conclusion of this first contract with DoD, yes, I think that’s a safe assumption that that was — that’s the conclusion there. I think as we look forward, we do think the public sector remains active in wanting to mitigate the effective transmitted infections, including respiratory infections, including sexual health infections, we’re seeing various states stepped up and into the role of helping protect their citizens by offering services like Cue Care, for example, in Minnesota. And we do still, work with states and for the actual Cue Health monitoring system, and the COVID-19 test cartridges as well. So as we open up new product areas, we do think that there’s more opportunity to interact with the public sector.
And then in the long term, we have been able to build this production capacity, in part with governments, this contract, and that is for compatible with the rest of our menu. So a lot of great things came out of this agreement that we’ve had with DoD, we built a lot of great infrastructure that will serve us into the future and serve the nation with this capability.
Mark Massaro: That sounds great. And then, maybe a follow up on the kids business. You know, I think some of us are certainly appreciating the fact that this is a compliment, doesn’t overlap with your point of care strategy. Though there is competition in this space. And so I think we’re trying to figure out, how much revenue you can drive from this, understanding that there are some other players in the space and just maybe how differentiated do you think getting results on the Cue app might be, in what ways Ayub can you market this to really be different than some of the other modalities?