Edmundo Gonzalez: Yes, we said it on a monthly basis. Yes, we said it on a monthly basis. So, when we look at our monthly results and we looked at where we were in terms of EBITDA pre-deal, pre-Maestro, we expect to be, by the middle of the year, back to a situation where we’re doing better than we did then. So, to me, that would be when they’ve become accretive. Quarterly, it might not be until maybe the fourth quarter or the third quarter. But on a monthly basis, it will happen around the middle of the year, we expect to see it. And again, this is primarily through our costs, right? This is not – this is primarily by us saying we’re cutting costs. It’s not based on assumptions of high revenue growth.
Allen Klee: Got you. Thank you. Oh, so that’s not really factoring in the – anything on the selling the new products or partnership revenues. It’s really going to
Edmundo Gonzalez: Not substantial, no. Remember that, even though we’re very hard at work in cross-selling these, our assumption, I think a conservative assumption is that the real uptake on everything is really at open enrollment at the natural – renewals or enrollment, right? So, again, a three-year contract that may not renew, they still do have an event at the end of the year, right, for educating employees and all that. So, in terms of implementation of some of these, one would assume it’s in the natural time, which is around 1/1. But the integration, the mining of all of these cost synergies, that’s what we’re doing right now. So, the improvements that I talked about during my remarks, are really cost-driven.
Allen Klee: For the partnerships that you can add to legacy Marpai customers, can that happen throughout the year or does that happen just at the enrollment time?
Edmundo Gonzalez: No, so for the vendor ecosystem, we are adding these as we go, and we actually have members already on these on these programs. So, again, all of these things, including the Maestro legacy programs, can be added at any time. There is no rule that says you need to wait until open enrollment and renewal. I think for conservatism, we have said, look, yes, although we are adding it now, even if we have a sale, we expect the actual movement and uptick to happen really only on renewal. So, our plan here for the year is conservative, but also one that focuses on cost. We obviously think there’s a huge uptick opportunity for – in selling these ancillary products and the ecosystem, but we are really focused on eliminating the duplicative positions, taking out as much cost as we can from the business obviously. And that ancillary revenue will certainly materialize. I think we’re being a little conservative on that.
Allen Klee: That’s great. If you were to look at three to five years, and if we assume that you’ve really – you’ve been successful in consolidating, rolling up some TPAs and the number of lives and the products you’re offering, how do you think about the profitability structure that your business has the potential of?
Edmundo Gonzalez: Look, so for sure, we’ll have crossed the 50 by 50 mark, right? So, the 50 by 50, get 50,000 employee lives at $50. We’re already at 42,000. And by the way, on a blended basis, about $42 PPM, right? So, that’s the mixing, Maestro at 50 and Marpai in the low 30s. So, we’re on that journey. Crossing that, one definitely would expect a nicely profitable company driven from a few items. Profitability here is driven by efficiencies in processes, which obviously with more scale even now, we’re able to mine. Now, that’s all great, but again, most of that is related to the 20 some dollars of admin fees that are frankly, low margin. And that price is set by the market, right? That’s kind of a – let’s call that a commodity price.
