Pete Carlson: I don’t think so. I don’t think so. I don’t think — the way you poised the question, I don’t think so. What’s hard to know is how much of this is potential over utilization because of financial incentives and how much of it is just share that we’re not capturing because we’re not participating in that game, if you will. So, as — again, as this thing kind of fixes itself over time, we’ll have a better feel for — and I think we’ll start to gain more share.
Operator: Our next question comes from the line of Swayampakula Ramakanth with H.C. Wainwright.
Swayampakula Ramakanth: This is RK from H.C. Wainwright. A couple of quick questions from me on the — in the Wound & Surgical business, trying to build a portfolio of new products. Just two questions within that. How did the business — I mean, how did the new products do for the year? And what sort of products should we be thinking of in the coming year in 2023?
Pete Carlson: RK, it’s Pete. What I would very happy to tell you is the new products did quite well in 2022 and really met our expectations for the year. The team did some great work even with some of the delay from what we might have thought the initial launch date was. So, we have a lot of good momentum on these products coming into 2023. As it relates to products for this year, I would certainly highlight the opportunity that the Turn transaction reflects for us. And as a reminder, there’s two pieces to that. There’s some frankly, intellectual property estate that we have access to now. We have a license in the antimicrobial aspect, as well as a product that they have in development and in front of the FDA that we would have a commercial license opportunity once that approval is in place. Joe, anything you’d add on the new product front?
Joe Capper: Yes. I would just say, RK, from my perspective, a new guy coming in, I’m trying to assess various parts of the business. When you have a commercial team that can take two new products and move them into the market as rapidly as this team did, you’re in a pretty good spot. A lot of times, commercial teams that don’t operate as effectively some with new products. So, what does that tell me? And I’m going to temper my own enthusiasm for you. It tells me that there’s a lot more I can do with this commercial organization. And there’s a lot more this sales and marketing team can do.
Swayampakula Ramakanth: But talking about ability to do a lot more, you also highlighted expansion geographically. So when you say that are you talking more within domestic geographies, or you are also talking about international geographies?
Joe Capper: Well, really both, right? And we have underpenetrated regions of the U.S. we’ll look to add resources as appropriate if the business warrants. But really, what we’re talking about there is the initial focus in Japan and as we — again, as we add more structure around our strategic planning process, potentially other countries will emerge as targets of opportunity.
Operator: Our next question comes from the line of John Vandermosten with Zacks.
John Vandermosten: Good evening, Matt, Pete. And welcome aboard, Joe. Let me start out with a question on Japan to kind of continue the theme on here. And as you said, that’s one of the areas that you expect to grow in. Knowing now that you’ve got a foothold in the country, what other products might be appropriate for that market? And is that something that you’ll think you might do now that you have the infrastructure in place?
Joe Capper: Yes. Really too early for me to answer that question, John. It’s a good one. And again, I think as we go through the valuation of various opportunities, we’ll look at that, but I can’t give you any more color on that today.
