And we feel like this is a very big — an additional competitive advantage for us. Obviously, the mobile deliveries of the competitive advantage and our broad set of care gaps is also a competitive advantage. We get a lot of market feedback that what we’re offering — the breadth of our services is actually pretty unique as well. And so I’d like to see us offer more and more and more care gaps, more and more clinical services to more and more chronically ill patients who need it. And as we see that, we see our health plan partners relying on us and partnering with us more and more and more, assigning us more patients and as we scale that. So those are the metrics at a high level like — that we look at. We look at a lot more in depth. But I’m looking forward to sharing on these calls our progress on how many patients have continued, growth of the number of patients that were being assigned, but also how many we’re engaging, how many we’re enrolling in our remote patient monitoring and virtual care platform, how many we’re doing cardiac monitoring for, how many care gaps we’re closing.
And ultimately, the contracts we have can evolve into us becoming the primary care provider of record to us potentially sharing in the cost savings and the value-based rate arrangements and value-based care. So a lot of runway for us in this segment. We’re very excited about it, and we’re also doing a lot of tremendous good for the patients that we go and see, that we’re closing significant care gaps and likely catching sort of catastrophic — potentially catastrophic episodes before they become so — like our diabetic retinal exams are catching blindness, potential blindness or potential vision impairment before it happens, as an example. So — and that obviously becomes costly and it’s a horrible outcome for a patient. So we’re very, very pleased with the momentum, with the metrics.
We’re pleased with the great care we’re providing with the good we’re doing for the patients. And so we think there’s a lot of runway and a lot of growth and a lot of good to be done in the coming quarters, and I’m looking forward to sharing that progress as we expand.
David Grossman: Right. So perhaps it’s too early, but is there anything you can do to dimension kind of what’s going on, whether it be pipeline in terms of lives or any other quantitative metrics that may give us a better sense of how this business is scaling?
Lee Bienstock: We’ll share out how many — as the number of lives, the number of assigned patients get assigned to us, we’ll share out. The partners we have, collectively have millions of lives to be assigned to close care gaps. And we’re, in my opinion, only scratching the surface. What could be done, we need to scale the effort. We need to scale our patient engagement team. We have to continue to scale our team in the field. We continue already to invest significantly in our technology platform and our clinicians. So we can continue to invest there. And I can tell you that the partners we have, have many hundreds of thousands of patients each, 1 million-plus patients as we consider the larger partners we have. So we are sort of scratching the surface of the good we could be doing there. And I think it’s too early to say exactly the various metrics to that funnel I just described, but we definitely will be sharing that in the coming quarters.
Operator: Thank you. The next question we have comes from Ryan MacDonald from Needham & Co. Please go ahead.
Ryan MacDonald: Hi, thanks for taking my questions. Congrats on a nice quarter. Lee, I appreciate the commentary and sort of the outline of the strategic vision here and sort of the three key areas you’re focused with in terms of insurance partners, municipalities and health systems. And as you look at sort of time allocation and where you see the biggest opportunity, how would you rank those three opportunities in terms of potential pipeline or backlog generation moving forward?
Lee Bienstock: Yes. So thanks, Ryan, for the question. Not sure I’ll rank the customer segments because we love them all the same, so to speak, and we love all of our partners. And I would say, when I look at it, obviously, we shared the vast majority of the revenue is coming from health systems and municipalities today. But we see tremendous — our growth percentages are very, very large with the third pillar, which is the value-based care insurer group. So we see — I’m not sure I’d stack rank one over the other because again, our goal is to provide an absolute exceptional customer experience. It’s part of our culture for every single customer we have, no matter how large, no matter how small we’ve given absolute exceptional customer experience, which is the reason why they tend to grow with us.
And a small customer today can be a very large customer in future. So that’s the way we view it. I will say that we continue to submit proposals for all three. We have growth plans in place for all three. We are investing in growth in all three. And so I think you’re seeing a lot of the large contract — to more address your question, we are seeing the large contract wins, the dollar value contract wins coming in the health systems, our hospital partners and municipalities. The contracts that we are winning and negotiating and have in the pipeline with the insurers have the potential to be very large as we scale them and as we can take on more and more patients, then we’ll be able to — they’ll come with more associated revenue numbers and growth for them.
So we’re going to be investing in that. But the wins right now are coming in — and the dollar wins are coming in the first two. I would say the expansion opportunities and the market potential is also coming in that third pillar with the insurance providers as well.
Ryan MacDonald: Super helpful. I appreciate the color on that. And then maybe as a follow-up, earlier this year at the Investor Day, you had kind of outlined the past to a 20% adjusted EBITDA margins, exiting 25%, that was underpinned really by a 40% gross margin profile. Given the success you continue to have on the top line and some of the temporary margin pressure that creates, do you still view those 40% gross margin, 20% EBITDA margin target as structurally achievable in the business today?
Lee Bienstock: They are structurally achievable — go ahead. Let me just say, Norm, that they are structurally achievable, and they continue to be our goals, as we stated at the Investor Day. But Norm, go ahead.
