Yale Jen : Okay, great, that’s very helpful as well. And thanks for taking the questions and congrats.
Dana Brown: Yeah, thank you.
Operator: Thank you. Your next question is coming from David Turkaly from JMP Securities. Your line is live.
David Turkaly: Hi! Good evening. I was wondering, if you might be able to offer us some color potentially on €“ specifically on detection, maybe trends that you’ve seen. Obviously we are pretty close to the end of the first quarter. I know you don’t want to probably give any guidance, but is there any color or any thoughts you could offer us in terms what that trajectory would look like, either in the first quarter or for the rest of the year.
Dana Brown: Yeah. So Dan, I’m going to let you go first on this one as well.
Dan Shea: Yes well, I think yeah, the €“ I guess the elephant in the room is the subscription model, and I think when we first sort of rolled out this path, I think we had sort of described it as sort of somewhat, it could be bumpy, a bumpy ride. It could be, it could come in a big waves over the rocks or it could just be little dribbles. And so far, it’s proven to be that way, and so I think that’s probably the way to think of the rest of the year is that you know, we have a big – we have a really big push to the sales subscription. Our new Head of Sales has been pressing a new incentive program with our sales force that encourages the sale of subscriptions. She’s exploring certain sort of term contracts with sort of guaranteed contracts for longer term periods that would really provide a sort of a more protected revenue stream together with the subscription model which we are very excited.
So I think sort of looking into the future, I think we’re definitely going to be pushing up against the revenue, the accounting revenue point, because it will take time to build the base, the subscription base before we can start to really see a really, again persistent cash generating element of the business that will stand ready for the next wave of ventures.
David Turkaly: Got it. And then it since you mentioned it. I wonder if you could give us any comment on, specifically again just the detection side, because that’s what’s remaining. But any comment on sales force size, turnover, anything that’s happened since you announced that restructuring would be helpful. Thank you.
Dana Brown: So, I can jump in here. So we did not do reductions on the sales force side. So we still have you know the same team. As we mentioned, we just brought in a new leader for commercial, also same team from the OUS perspective, so that teams remained stable. The one change I think we made that’s actually going to help them is creating this end to end customer success function for both pre and post sales. So that again, they are actually getting access to a bigger talent pool that can be available to help them, you know either putting together, proposals for customers or being at the ready to offer the post sales services and support and training, so.
David Turkaly: Thanks.
Operator: Thank you. Your next question is coming from Francois Brisebois from Oppenheimer. Your line is live.
Francois Brisebois: All right, thanks for taking the questions. I guess my first one is a big access on this profitability goal here. I’m just wondering if €“ you know obviously transitioning to a subscription model is going to take a hit in terms of the – on the short term for influx, just based on how software models work or SaaS models work, but. So I was just wondering, why such a focus on profitability in the short term through this transition of business here?
Dana Brown: So I’ll chime in and then I’m going to pass it to Dan. So I was actually smiling right, because you know I think the Board would like to see it happen even faster. So I love that comment and that question. I think with the changes we’ve made so far, right, so with the cost restructuring, with really looking at you know a revenue stream from I’ll say selling what we have, right, including the move to cloud by the end of the year. That is the fastest if you will, that we’re able to reach profitability. And we felt like actually, that was being pretty prudent. So we didn’t cut so far that we couldn’t continue to maintain investment key initiatives. However, as we’re exploring these new revenue opportunities, right, the way in which we could diversify, we may very well come back and we would go to our Board first and say, here’s a business plan proposal right.
If we can invest X, we think that this could be the return on that investment, it might push out right the path to profitability, but we don’t know that yet till we complete that diligence, and that’s the work that we want to complete between now and third quarter. So again, we took a really conservative approach, just building our base case model on our current set of detection solutions; taking into consideration moving to the cloud; taking to consideration of how to leverage some of these key partnerships like with Solis Mammography, with Rad Partners, and we felt like we could get there next year., so which is part of what I think as well. So from your perspective in having confidence in the business and our ability to execute, we felt like that was, I say responsible right and a sustainable approach to looking at our business plan going forward.
Dan, is there anything that you want to chime in on the profitability side?
