Melody Harris: Yes. On digital pathology, we do have a couple of internal initiatives. We do, to some extent, employ a level of digital H&E and other circling methodologies today. But to really do it at our full production scale, we’re not seeing digital path AI vendors in the marketplace that have the breadth of our menu. So, we’re trying to figure out ways that we would piece that together in a full scale production method. So today, we’ve done it opportunistically in taking some of the higher pain points and digitize that. But as far as across the board digital pathology solutions, we don’t see that they’re quite out there yet today.
Prashant Kota: Thank you.
Chris Smith: Thanks.
Operator: Your next question is from Andrew Cooper with Raymond James.
Chris Smith: Hi Andrew.
Andrew Cooper: Hi, everybody. Good morning. Thanks for the questions here. Lots already been asked, but maybe one more on MRD, and the mention of sort of the various different pathways you could go down. Just would love kind of the high level thoughts of how you think about the value of time from that perspective, and with the trial potentially starting in 2025 with the IPRs underway, the timeline of seeing those through to the end, versus potentially going another route where you could do something faster, even if it maybe costs a little bit more. Just help us think about how you balance those things as you think about what the next step should be to add MRD to the portfolio, from a commercial perspective?
Chris Smith: I think it’s a good question. Look, we do have a lot of confidence in the legal strategy, because I think especially these IPRs, and I think that’s gone kind of under the RaDaR through all of this, because we’re going through the natural steps, but those are now final. And to see if we can get those patents overturned. And so, look, I think from a RaDaR perspective, we like that technology a lot. And the team had already started working on the next gen RaDaR product. So, I think we’re not abandoning that path, but I think that being said, look, we’re a company that sells over 600 cancer tests, and we know that MRD will be a product that needs to be there. But our ability, we have multiple NGS tests, so I think our ability to evaluate other options.
I think, is just prudent on our part. It’s one of the big projects that Ali and her team are looking at. There’s a lot of interesting, innovative, early-stage companies out there from a technology perspective. So look, I think we would do that. As far as timing, look, I think at the end of the day, you’ve got to remember a lot of that product is still not getting reimbursed. I think they’re, I think Natera has done a good job with multi-axing and getting coverage. But if you still look at the whole industry, it’s pretty deep in colorectal, but not a lot of other cases. And there are some very good companies that are bringing those products to market in the next year or two, which we think will only grow the market at a faster rate and help adoption, especially from a payer perspective.
But this is still so, it’s such early days from MRD. I think it’s almost like if you would go back with NGS 10 years ago, and today NGS is only, what, 30%, 35% penetrated. So, we think that this is going to be a long game with MRD, and we believe that with being the leading cancer company, it’s going to be important to us, but it’s also about being prudent, and making sure that we have multiple opportunities.
Andrew Cooper: Awesome. That’s super helpful. Maybe just one more in terms of some of the sales force commentary. Can you just remind us from a numbers perspective, sort of where you sit in that precision oncology versus the traditional sort of call points? And then as well in ADx, and maybe versus those numbers where you’d like to be end of year, or long-term to the degree there’s material change there?
Warren Stone: Yes. So, as Chris said earlier, we’ve sort of doubled our sales force in the last 18 months, which ultimately means we now have an organization that’s north of 100 on the clinical side. And if you think of allocation of time, et cetera, that we apply, roughly 40% of the sales force time is now focused on the community oncology setting, with the remaining roughly 60% focused on our traditional call point with the pathology in the hospital. So, that’s really the breakdown with regards to the clinical side of things. On the farmer side of things, just getting my arms around it, today we have less than 10 people within our commercial organization targeting our farmer customers, and I think there is a real opportunity for us to make investments here, but not necessarily what I’m going to call traditional investments.
I think there is opportunities to drive a much more sophisticated sales, commercial strategy and sales deployment to support that. So, I wouldn’t just think about this as scaling the number of BDs. I would think about this in a much more transformational manner and different solutions that will drive better efficiency and reduce cost to serve. So, I think investment’s there, but two weeks out of the [bell], probably a little early for me to comment.
Andrew Cooper: Great. I’ll leave it there. Thank you so much.
Chris Smith: Thanks, Andy.
Operator: We have reached the end of the question-and-answer session. And I will now turn the call over to management for closing remarks.
Chris Smith: Okay. Thanks so much, Holly, and everybody, thanks for taking the time to catch up with us today. As we talked about, it was a strong quarter, and we’re pleased with the progress that we continue to make, and we’ll look forward to catching up with you next quarter. Thanks and take care.
Operator: This concludes today’s conference, and you may disconnect your lines at this time. Thank you for your participation.
