But our teams do very well with that and we generally have sites that are able to support that effort. So I think as we start to drive towards improving our supplier network and getting the marketplace going it’s a very different angle just because a lot of other companies are just trying to pop up the storefront. The storefront is great, but that only gives you a window into an existing inventory. By approaching this as a marketplace and a two-sided one, we’re really trying to be that pivot in between to be able to give customers the easy trustworthy repeatable access to the specimens across a much wider net. So I think that really is our advantage and that’s certainly what we’ll be angling into as we go forward.
Allen Klee: Thank you. Maybe one last question. Since you’re in a nice position of demand being greater than supply, can you just review the actions you’re doing to improve the supply chain and what the potential benefits you can get from that? Thank you so much.
Tracy Curley: Sure. One of the things that we’re doing is our embedded coordinator project. We also are creating across the organization a line of business structure, prior to our predicted revenue realignment and we were more department-oriented and now we’re going to be business-oriented by what we call internally segments remnant’s prospective bank. We also are reassessing our existing suppliers for business, technology and compliance objectives, and we’re engaging with them to understand more fully what their capabilities are. We are learning that some of our suppliers, because they’re sort of reevaluating where they are in the market have expanded what they offer. And so they have more capabilities than what we thought, and we’re having conversations with them how to leverage those capabilities to both of our benefits.
All of our revenue-enhancing projects, we are having meaningful conversations with our suppliers about engaging the partners. We are creating, what we call, key supplier sites, and we will be working with those key supplier sites for a business plan for growth for them as well as for us in light of whatever their capabilities might be. And there are a lot of other conversations we’re having with suppliers for things that will expand our revenue, but aren’t necessarily things that we currently consider part of our core business, which is really exciting to have those kinds of conversations. And Eric, is there anything else you want to add to that?
Eric Langlois: Yes. I think — I mean, obviously, the supplier work that we’re really doing is really going to be the leverage that we need to be able to expand our opportunities, as Tracy said. But I think the other interesting effect that’s happening recently is, we’re starting to see some commercial companies out there that would traditionally be, maybe customers or companies that we work with in different projects that they are now having these unique inventories and access to samples that they’ve had keeping around for a while and had plans for and now they need to figure out ways to commercialize and monetize these specimens. So we have a few of those opportunities going on now. And I think that’s an interesting tale in the environment, just because it shows that there’s a lot of different types of collections out there and a lot of different types of samples that people have and they may have had plans for certain things but those plans change.
And so the forces in the market are making them explore those things and we become an attractive partner for those companies, just because we can easily ingest their data, we can easily put it on the marketplace and get more traction. And that demand at the top of the funnel, we can already prove to these organizations, whether they be commercial or clinical, that we have the access to that demand that can easily turn their samples into revenues for them. So I think these opportunities are certainly interesting, and we’ll continue to explore every single one of them that comes up.
