Dan Arias: Okay. Thank you, Doug.
Doug Doerfler: Thank you.
Operator: Thank you. One moment, please. Our next question comes from Jacob Johnson with Stephen’s Inc.
Hannah Hefley: Hey, Good afternoon. This is actually Hannah on for Jacob. You’ve talked about expanding your geographic reach. Is this still a priority in this environment?
Doug Doerfler: That’s a good question. I think the world’s changing, of course. I think we’re all focused on how we can navigate the China situation. I think we are, frankly, I think this is more of an organic expansion. The science around cell therapy is expanding well beyond the U.S. and Europe, and moving into Eastern Europe, it’s moving into South America, moving certainly to APAC. And so we’re following where those hubs of activity are. For us to enter into that, a new geography, it could be as simple as us bringing a field application scientist and a salesperson into that account. It could be as extensive as bringing in a new distributor or building out more on the land field applications people. So I think our interest is always to follow the science, always follow where the commercial cell therapy field is heading, and then we’ll make decisions on what makes the most sense from an investment perspective for us.
Hannah Hefley: Thanks. And then you’re tracking ahead of your usual three to four SPL additions per year with five this year. How many are you expecting to add total in 2023? And do you expect the annual rate of additions to continue to outpace three to four in the future?
Doug Doerfler: We’ll talk about ‘24 when we give guidance, so I want to resist talking about that. I think we’re pretty comfortable with the five we did this year. We really, I don’t think we are in a position to talk about anything additional in 2023.
Hannah Hefley: Great. Thanks. I’ll leave it there.
Doug Doerfler: Thank you.
Operator: Thank you. One moment, please. Our next question comes from the line of Matt Larew with William Blair.
Matt Larew: Good afternoon. There was earlier this year sort of — it seemed like around one of risk restructuring pipeline power stations and then it seems that over the last couple of months, we’ve maybe had around two and a number of your SPL partners have been impacted by that in terms of risk restructuring. Just would be curious for your perspective on how much potentially more there is to go, just in your interaction with SPL partners or core revenue or core customers, how much they’ve really cut down programs to true high-priority assets? How much they’ve brought down their teams from a size perspective, just as maybe as a different way to gauge what inning of sort of the drawdown in the industry we’re at?
Doug Doerfler: I’m trying to — what is the question that I’m trying to understand. I agree with you that we’re in a situation right now where we’ve got companies that are in partners who are scaling back. We’ve seen a couple of them just most recently, Lyle, (ph) for instance, and [indiscernible] did another one. So we’re keeping pace with those customers. We’re being close to those. What we’re seeing is that when the focus and the rationalization is being drawn toward our products that we’re currently involved with them. So that’s a good sign. I think overall, it’s a strong point for MaxCyte that we’re working on those lead assets. I think it’s very difficult for us to try to predict where the next situation is. I mean companies won’t share that with us, obviously.
They’re going to announce them — when they announce it and we’re going to react and hopefully manage well with them as they make those decisions. I’m not sure I answered your question now, is there something more specific that you’re looking for? I just want to be responsive to you, Matt.
