Matthew Dawson: Sure. Just to be very brief, right now, we do have a recurring revenue model where we have patients coming in, we’re seeing patients, taking care of them. And as Rob mentioned, we’ve doubled our patients in the last 12 months. We expect the core business to double again over the next 12 months. We’re seeing good growth, but to be honest, this is more of R&D and we’re seeing patients. We are proving that this works, that this is the best health care in the world. We’ve now gotten the best health care outcomes in the world, and we think that millions of people deserve this and everyone should get it. So the real opportunity is taking this technology, adding the AI layer in and licensing it to every doctor so this can be everywhere. So that’s the future. We’re growing fast, but the future really is giving this out to everyone, not just the patients that we can see with our doctors and with care coaches.
Robert LoCascio: And Matt, you may want to also talk about that we know the stickiness of people who use the platform and is much different than someone who goes to a normal or some — or use an app or something like that. It’s highly, highly sticky once they get on the program.
Matthew Dawson: Yes, it’s a great point. It turns out, Rob, people like getting great health care. So our NPS is — when you look at normal health care, NPS is normally around 0. If you’ve got a positive NPS, you’re great. They’re never really over 30. And our NPSs are always in kind of the 60s and 70s. So people really enjoy it. We have really low churn because of that. People stay in the program, they get better. They tell their family members. They stick around with us. So we expect that to be similar for a doctor or a hospital who would license the technology as well. It’s going to be a really big upgrade, like I mentioned, for quality and efficiency, which are the 2 things that health care universities and centers really want, is quality and efficiency.
Chad Cooper: Thanks, Matt. Next question is from Zach Cummins from B. Riley. Does the current guidance include revenue contribution from the consumer business? Can you speak to the decision to sell that business?
Robert LoCascio: John, you’re….
John Collins: Yes. So currently, the consumer business is assumed to be approximately flat year-over-year. So whether it’s in or outs, you don’t have a material impact on revenue growth. There’s a small impact on EBITDA, but that is not in our guidance. So the guidance, to be clear, reflects the — for EBITDA reflects the business without a contribution from Kasamba for the consumer segment. And from a revenue standpoint, it’s neutral. And in terms of the decision to sell it, it’s a focus on the B2B core. This entails costs and management cycles. And we have a view for what the B2B core could be, especially the AI-led growth that we’re pursuing at this moment. And we think it’s the best approach just to kind of draw a line and move forward from there, focused on the B2B core and WildHealth.
Robert LoCascio: Yes. And our focus — we go back to putting the filter. The filter is, can we use AI in that business. It was a great chat business when we bought it for very small individual proprietaries who want to chat online with their customers. But I can’t — we can’t automate it the way we can on the stuff we’re doing with health care and the stuff we’re doing on the enterprise. So it just doesn’t fit where we think the biggest opportunities are right now. We’re getting a good return on it, though, so. It’s been 13 years, so.
