Anthony Capone: Yes, good question. So the Dara transport network, it’s really something we launched with our existing customers. So we don’t have plans right now to just turn that into a whole new separate product line, which is offered. What it does is it truly differentiates us when we go into health systems because we have the ability to not only be a provider but we can work with their existing providers, which makes the cell significantly easier and also gives them more reliance because they don’t have to go DocGo all or nothing. They say, okay, we’re going to give DocGo 70% of the work, but we want to keep these other two vendors or 3 vendors. And we said, that’s fine. We’re not greedy. We’ll work with them. They can come on, you’ll have the same level of transparency, ease of ordering, long-term reporting, we can all hold each other accountable.
And so when we go into a new customer, that’s one of the flagships that we launched with. And then we go out as well if they say we’d like to [Technical Difficulty] and we’ll bring other providers on the platform. And we do so in a way that really tries to make it fully integrated with these other providers, systems so that we can — the reality is that in the transportation section, there are significantly more demand than there is supply. So there’s no reason that we cannot all work together, still in a competitive environment to service patients and hospitals. And to do so, we need to all be in one system under one roof, really what the Dara transport network is.
Operator: [Operator Instructions] The next question we have comes from Michael Latimore from Northland Capital Markets.
Mike Latimore: Great results and outlook here. I guess, can you provide a little more clarity on the care deal, what percent of the maximum amount of that deal has gone into backlog. Maybe you can share that.
Norman Rosenberg: Like, I think the first thing that you’ve got to do is, on the number that everybody is looking at, which is out there is about $430 million. I think the first thing that you need to do is to modify that number by — or put it into categories of the amounts that are going to be spent that represent actual recorded revenue. So there’s revenue recognition, some of that is flow through. We estimate that the revenue to be captured is somewhere in the area of about $300 million. And I would say that maybe 2/3 of that is baked into our backlog. And the rest of that becomes a little bit of a modifier on that $300 million and then there’s a little bit that obviously has already been realized and we would expect to realize in Q3 and Q4.
It’s a little bit tricky and Anthony started to explain this earlier, but it’s a little bit tricky to figure out how to put something in backlog versus putting something in the revenue guidance. Essentially, revenue guidance is a forecast. It’s our best educated guess as to what we think revenues will be from different projects. And then in the aggregate from now to the end of the year or over the full year, whereas backlog represents everything that is considered to be achievable that might not yet have been launched. So with this, as with many other projects, you’re going to have different phases of the project. So there are phases that are going on now. And different sites that are being serviced so we can start to extrapolate that out and make that part of the revenue guidance.
And then we have other sites that haven’t launched yet. Those would typically fit into the backlog. It’s not 100% that way, but conceptually, that’s what it is. It’s looking at how the existing work is going to expand on one hand, that becomes part of revenue guidance and then looking at other things that we expect to be launched at some point, which would go into backlog. So the bulk of that number is backlog.
