Mike Latimore: Yes. All right. Perfect. And then this is a large deal or a large potential deal. If you win another deal of a similar size, order control or whatever, how do you think about just handling that incremental demand and growth. I mean do you feel like you can find enough supply, labor, are the unique challenges here, like how would you prepare for something if you win another deal about this size?
Lee Bienstock: Yes. It would be a myriad of different factors. Hi, Mike, it’s Lee. I think it will be a myriad of different factors. Obviously, geography plays a big factor in that, obviously, we’re going and scaling in a new geography with a new pool of clinicians and staff. Obviously, that affords us an opportunity to tap into additional staff and additional resources in new geographies. So that would be the first piece as an example. The example you gave is the Border Patrol that’s obviously outside of New York, so that would be scaling in a new area for us with a new set of staff. So that’s the first piece. The second piece is, I think we’ve really built out our management team to this point, and Norm touched on it with our SG&A investments.
We really feel like we have a very strong management team that can scale the projects we have and the new projects that we can bring on. So we’ve really bolstered our management team. We’ve really bolstered our directors across the country in all of our geographies. And those directors are very strong. Our management team is very strong, and we feel like there’s additional leverage there. There’s additional scale there that, that investment in that management ranks can really go and take and scale from here?
Anthony Capone: I’ll just add on what Lee said. On the staffing side, specifically, the model that we came up with for staffing and growth is quite scalable because the agencies that we have on, they represent many hundreds of thousands of total clinicians and providers around the United States. And so being able to tap into that network, but doing so through our new contractual relationships that allows us to take only an increased start-up cost for a short period of time is why we’re highly confident that if awarded a large contract like that, we can handle it.
Operator: The next question we have comes from David Grossman from Stifel. Please go ahead.
David Grossman: Thank you. Good afternoon. Just I know you’ve had a lot of questions on the backlog everything, so I don’t want to beat this into depth. But just to be clear, when you look at the $325 million, do you want us to think about the revenue conversion to be fairly linear? Or just how do you want us to think about how that converts to revenue?
Anthony Capone: David, this is Anthony. Just for clarification. You mean convert as far as like a timeline? Like what do you think the chronology is of 325.
David Grossman: Right, exactly.
Anthony Capone: So a large portion of the increase that you have there is going to be related to the HPD contract and that HPD contract is through May of next year. And so that’s where it comes from. Now the previously — amount of backlog that we did have, that was like close to a 3-year ramp, and that was, to your point, mostly linear. But the increase in backlog, not all of it, but the majority of it is related to the HPD contract, and that contract is from May of 2023 to May of 2024.
