Ken Burdick: Now, that being said, making sure that that enough of that demand is appropriately coming our direction to fill the top of the funnel, and then obviously, all the operational execution that takes place to convert that two completed visit through the middle and the bottom of the funnel. That’s where we’re really focused. But right now with our marketing and business development efforts, which include our local relationships with primary care offices as well as our increasing levels of organic online presence and brand awareness, we feel that our top of the funnel or the overall patient demand as compared to the clinicians’ capacity we have to fill is appropriately right-sized.
Kevin Caliendo: I know you guys don’t ever talk about your CAC it’s a number that others in the industry talk about a lot. But when you think about it, where do you expect the trend on that to go for you going forward? Meaning where we are now, I understand the demand supply setup is favorable. Do you think it remains that way? Do you think it gets easier as your brand awareness gets better as your market penetration gets better? I’d just love to think about how you guys think about allocating resources in that direction going forward.
Ken Burdick: Yes. So, we have always been from the beginning of the Company, very organic focused as it pertains to patient acquisition. So, CAC or CPA is not something that we regularly discuss only because it is such a minimal amount of our total spend. So if you look at it in aggregate like we’ve discussed on kind of previous public statements. In totality, we spend less than 2% of revenue on everything related to “marketing.” And so that is not just paid, which is a fraction of that 2%, that is the actual teams, the headcounts, the related activities that they have. So we have an extremely efficient model as it pertains to patient acquisition because of the demand, and that continues to move in a favorable direction as we focus on both organic and increasing levels of brand awareness as the primary drivers of filling our top of the funnel.
Operator: Next question comes from Jamie Perse with Goldman Sachs. Your line is open.
Jamie Perse: Danish, sticking with you here to start. Just on the productivity front and your ability to fill capacity, that’s obviously been a key driver of the outperformance in the first half. How much more room is there to improve that first feasibility to fill time through conversions and lower cancellations? And then, you mentioned the other piece, which is maybe incentivizing clinicians to give you more of their time. What levers do you have to pull to accomplish that? And any thoughts on just the wage environment or compensation packages the changes you’re making for clinicians?
Danish Qureshi: Yes. So, thanks for the question. You are right in and I started as COO. The very first focus for us was making sure that we’re delivering on our commitments to our clinicians by filling the time that they were giving us appropriately with a full caseload of patients. And so, that cuts to the heart of everything we’ve talked about on the utilization side of the productivity equation. We’ve made very significant strides in that front with the specific example that we have given being cutting our cancellation rates down by about a third since we’ve put a concerted effort against it. So though we continue to have further areas for improvement on the utilization front, we feel like we’re in a spot where now is the right time to start to turn our attention to the other side of the equation, which is capacity.
