Now in the second question you asked about how do we make sure the consumers have access to all those plans? Well, we work with most of the major plans within the health plans in the country. Those health plan options, if they’ve got 50, 100, 300, they are all in our PlanFit tool. And so, ultimately, when our agents go through and do a needs assessment, they understand where the consumer lives, they get their Medicare eligibility to understand if they’re eligible for SNP plans, meaning dual special needs plans, chronic special needs plans, or just traditional Medicare Advantage plans. And then we filter through their needs compared to the current plan and then lay out those top three to five options that are available to them based upon their specific needs.
So we’re really filtering down, regardless of if there’s four plans available in that county for them that they’re eligible for, or 150 plans that are available to them that they’re eligible for, to drive it down to a handful, and then explaining to them what’s the unique difference or trade-off between them. And so we believe that’s how you’re, one, taking that stress and confusion out of the marketplace and enabling the consumer to make an informed decision for them without pushing them down a path but enabling and empowering them with the data. So hopefully that’s responsive to your question, Pat.
Patrick McCann: Thanks, that is. And then if you don’t mind, if I could ask just a follow-up question to something you spoke about as far as the non-agency revenue and how it has eclipsed 50%, 60% in Q4. Given that, is there any color you could give as to your expectations for how that number will shift as a percentage of sales as we look forward into 2024?
Vijay Kotte: I think the way — we’re obviously going to continue to is that, we’ve kind of given you the directional qualitative commentary on what we expect to see in cash flow from operations. We expect to see that dynamic shift and potentially improve the cash flow from operations based upon more movement towards the non-agency model. That is a function of both mix of how growth happens within the marketplace, competitiveness of benefits, et cetera. But there’s no doubt in the way that we approach the business, we are having a strategy to continue to try to shift more to that line. The question is, the pace at which that might run. We actually had a significant jump in this year alone, and we’d love to be able to see more of that continue to shift in that direction.
Patrick McCann: Thanks. And then, I was going to try to ask about the debt repayments, but Jason kind of covered that here just previously. So that’s all I’ve got. Thank you so much, guys.
Vijay Kotte: Thanks, Pat.
Operator: One moment for the next question. The next question comes from Jim Sidoti with Sidoti & Company. Your line is open.
Jim Sidoti: Hi, good morning and thanks for taking the questions. Vijay, you’ve made several changes since you arrived in terms of staffing levels and strategies. I’m just curious, are you happy with the progress you’ve made to date and should we expect any big adjustments in 2024?
Vijay Kotte: Thanks Jim for the question. What we did when we first came here, if you go back in time, and I won’t relive all of history, but first we were trying to stabilize the business, right? To really just stabilize things and understand where our strengths were, weakness were, to invest in the strengths and try to mitigate and control for those weaknesses and whatever market factors were playing in that. What we really doubled down on was that, we’re playing a long game strategy, right? Part of the issues that we saw in the industry is the missing piece within healthcare, specifically within what was considered the e-broker industry was a lack of trust and consistency. And that was within all the parties involved. That was from regulators, that’s from health plans, but from the consumers, et cetera.
And so, we’ve really invested in the Encompass workflow and the Encompass process to transform that component of who we are to be a leader in proving that we can not just drive appropriate enrollment, but driving trust and credibility within the industry ourselves. And what we’ve done with the PlanFit space, what we’ve done with PlanFit Checkup. And again, to the extent that we’re now in conversations with health plans to be able to be compensated for doing the right thing in those PlanFit space, is showing that we’re really delivering an opportunity to provide peace of mind to the consumer, which we believe plays for that longitudinal relationship that we’re building versus where the industry has been and where most companies have been, which is trying to just drive enrollments in the short-term period without thinking about supporting a consumer over a 15 year to 20 year life span or enroll and eligibility [Technical Difficulty].
So I guess my response to that is, yes I’m very proud of where we are. I think we’re absolutely have laid the foundation of resetting where the industry is at of actually being a value add of not just driving enrollments, but driving feel empowerment to the consumers to make the decisions for themselves in a very confusing world. And I think as you are seeing in the diversification away from the LTV volatilities that have been there of moving to the nonagency line has also been something that we’re very excited about. What we can’t always control for, but we’ve built the model and we continue to find is how the health plans are performing in any given year, and how their financial translate into their investments and the benefits in any given year.
Jim Sidoti: And this kind of leading to my next question, have the health plan partners — how — what is their attitude towards this shift towards Encompass? Have they accepted this? Are they on board? And do you think other players in the industry will make similar changes?
