Reade Fahs: Great question, great insight and great understanding because it is — what’s wonderful about this from an optometrist perspective is, when you’re a remote doctor, there’s never a no-show. You’re covering all the stores in a state. And so when you’re done with one exam, you just look up on the screen, and there’s another one there to be had. So for a remote doctor, there’s never a no-show. We believe that remote is something that many, many doctors are going to want to have as all or part of their practice. I mean just as we’re all seeing in the labor force that a lot of people are saying, “Oh, I’ll be in my office a few days live and I’ll be home a few days. That seems to be” — Americans are enjoying ever more flexibility than we ever would have imagined pretty pandemic and optometrists like that also.
I do think there’s this hybrid model of our practice some days live and some days remote will be very popular, although some doctors are saying, “No, I always want to be live and some that are saying they always want to be remote.” But we are trying to be the place where optometrists want to spend their entire career, that’s been our mantra for decades now. And part of that is this is a mode of practice that many doctors aren’t going to want for at least part, if not all, of their practice, and we want to be there for them because we want to — we — the place where the more optometrist, the more demand we can serve.
Brandon Cheatham: Got it. I think I read a stat that it’s like about 20% for the industry is no-show on the appointment. Would that be a fair assumption for you? Any quantification that you can provide there?
Reade Fahs: Yes. We don’t share a number on that, but no-show rate for our live doctors is a factor that we monitor and keep track of. The other piece that relates to remote is, we have a lot of walk-ins. If they come in and say, “Can I have an exam today.” And we’re in — from — in the traditional way to hit it like you just hope that you have capacity where the person walk ins, because if they walk into a store without capacity, then we can’t serve them, but with the remote option, we can — we are more able to take walk-ins than we were because we’re spreading the optometric resource across geography and time. So there’s a remote doctor sitting there ready to take the walk-in exam most probably. And even if we don’t have the — even if the doctor in the store is totally booked up.
Operator: Our next question comes from the line of Adrienne Yih of Barclays.
Adrienne Yih: Can you hear me?
Reade Fahs: Yes.
Adrienne Yih: Okay. Great. Sorry to interrupt. Okay. Reade, I guess my question is, we’re comparing sort of the commentary from last quarter to this quarter. And last quarter, there were 3 kind of critical issues on the top line. Number one, the lack of optometrist capacity. It seemed like the core was shrinking because of what you just said. And the third is we hadn’t seen the trade out. So now it feels like you’re fixing #1. And I like to know like when they come on board, you just hired them, when do they get to that kind of full productivity it says like the core demand is still shrinking, but the third piece of it, you’re getting the trade out. So help me with that kind of characterization if that’s about correct? And then my follow-up is for Patrick and/or Melissa.
