Leslie Trigg: Okay. Sure, I’ll go ahead and answer this one and then flip it back to you, Shagun. On the home strategy, I think there are sort of two layers I guess that I could describe our strategy. So layer one is what matters most and what matters most is making sure that people have a great experience on Tablo, not only patients, but family members. Dialysis is an experience that ends up affecting a lot more members of the family than just the patient. And so if there’s something that I think about a lot or that worries me, it’s always our focus of premium on making sure that we retain these super high retention rates, even as we’re trying to obviously push the accelerator down further and grow even faster. So is there a risk?
Well, maybe that we don’t manage to push retention rates up to these historic levels, but I can tell you that every single individual in this company is focused on doing so. So retention is at the top of the list strategically, followed by of course, a never-ending effort to expand channel access. Make sure that Tablo is offered in more and more and more home program locations so that the patients who want it have access to it. And third, we do now have a really pretty nice, pretty exciting base of home locations where Tablo already is offered, and we will be doubling down, really focused on growing and deepening the number of patients who are sent home from each and every one of these already existing home program locations. We offered in the script some early data that some of our programs have 2x and 3x the average number of patients who typically are sent home for a home program, so I’m really encouraged to see that.
I want to see it again and again and again and again. And so we’re going to be focused on scaling some of the early successes and again, the recipe books that we’ve developed that have created the early success. I think through another lens, when you look at our strategy, and we talked about this sort of two principal channels, one being partnerships with the midsized dialysis operators and the second being partnerships with health systems and other adjacent specialty providers. The midsized dialysis operators, we already have growing relationships with several of these players, and now we want to get ambitious because there’s more room to grow. And so as we talk about our goal to be with the majority of the largest of these midsized operators and also to lay a claim to partnerships with at least one or two national IDNs and helping them stand up home programs.
We have a good roster of regional health systems that have successfully created home programs with Tablo, and we want to see that expand now up at the national level. So simply put, I think elements of the strategy really are not too terribly different from ’21 and certainly from 2022, because it’s working. And so now it’s all about kind of tripling down and continuing to get execution work as a team.
Shagun Singh: Got it, that’s really helpful. And then Nabeel, just for you, can you provide a little bit more color on cash burn, you know in 2022, as well as you said it’s going to be lower in ’23, any magnitude of that? And just your plans to maybe incrementally draw on the term loan and not have the need to return to capital markets? Thank you for taking the questions.
