Yemi Okupe: Yes. And then, Glen, to touch upon your question around, you know like what’s driving AOV, particularly, we generally not in the habit of directly optimizing for AOVs. Just given the fact that the revenue model is primarily subscription based, our strategy really centers around driving longer, more durable lasting relationships with customers. And so as a result, that focus has resulted in a few things. One is, as mentioned, we continue to see strong multi-month adoption. We also see users opening themselves and being more receptive to engage us across the broader set of conditions. Our strategy is going to continue to be around focusing on building those relationships. And so, that’s what to draw in new subscribers, as well as retain the existing subscribers on the platform as well as just expand the revenue that we generate per subscriber.
Glen Santangelo: Okay. Thank you very much.
Andrew Dudum: Thank you.
Operator: We’ll go next now to Jonathan Yong with Credit Suisse.
Jonathan Yong: Hi, thanks for taking my question and congrats on a strong quarter here. Just going to your 2025 targets, as you think about balancing growth versus profitability and points or comments about some retrenchment by some of your competitors. How do you think about possibly accelerating the revenue growth perhaps maybe pulling back on the EBITDA side, maybe launching more categories through 2023 or through 2024? Just want to get a flavor of how you’re thinking about that, if the opportunity represents itself to you in the next year or two?
Yemi Okupe: Yes. I would say that, I think we continue to be very much focused on optimizing and acquiring more of the tenants in front of us. That said, I think as we’ve been able to demonstrate throughout our history, we really have the ability to do both given the uniqueness of the model, given that we oftentimes are able to benefit from economies of scale unlocking new efficiencies across the business as we scale. What you do see is that we get leverage across certain areas, both in G&A, as well as our variable expenses. I think that that’s what gives us the conviction if it’s for not just a revenue target or not just an EBITDA target. It’s a little bit more mid-to-long term in nature, but really to be able to do both. Just because we do have the conviction that the model affords the ability to see expansion across both areas.
So, you can continue to expect us to lean in to identifying and investing categories where it makes sense. That said though, we also are confident in the ability to continue to drive more and more EBITDA onto the platform as well.
Jonathan Yong: Great. And then just going to the customer experience investments that you’re doing. When you think about those investments, is it really to drive, kind of to top line growth or is it to improve retention or maybe it’s a combination of both just how you’re thinking about where the benefits of that will come from? Thanks.
Andrew Dudum: Yes, it’s a great question. I think we really look at it through the lens of better treating patients on the platform, right? And providing products and services that increase adherence, that deliver outcomes, that have more efficacy, and that deliver experiences that patients frankly love, right, and that they as a result, you know, really stick to and share with their friends and family and, you know, have as a meaningful part of their lives. And so, I think a lot of that ends up long-term as driving aggregate improvements, but really improved activation and improved retention rates over time. But a lot of it, I think is looking at it through the lens of how do we improve customer outcomes? What are the reasons patients are struggling?
