They have roughly until the end of the year. I think it’s the very beginning of 2024, early January to make the final decision. But we’re leaving ourselves some opportunity and flexibility with the cash balance, but certainly paying down debt is one of our priorities.
Elizabeth Anderson: Got it. And then – thanks for that. Just a quick clarification. You guys mentioned that the wins could be coming in the coming months. Does that imply that could possibly creep into 2024? Or is this definitely still a 2023 sort of win pipeline?
Lee Rivas: Yes. The thing – I want to be careful just putting pressure on the teams. So – and look, my experience, which is relatively short, but I also have tracked the history of this business on what’s happened with the contract negotiations is that it is literally impossible to predict exact timing. What I would say is that we have a couple of deals that are late stage enough for me to have confidence to say, a couple of months, whether that’s September 31 or January 30 or February, I – it’s just hard for me to predict. So it’s hard for me to give you specificity on the exact timing.
Elizabeth Anderson: Got it. Appreciate that.
Operator: Your next question comes from Sean Dodge.
Sean Dodge: Thanks. Jennifer, you mentioned beginning to unwind some of the actual resources you added a few quarters back to address some of the payer time line issues and the client implementation issues beyond just the pediatric one. Did any of that unwinding happen or contribute in Q3 or is expected to be more of a Q4 event? And then – can you give us some sense of the magnitude of the savings you expect as you begin to roll some of those extra resources back?
Jennifer Williams: The way I would think about it, Sean, is we’re monitoring our metrics, our operational metrics, and we’re going to do the right thing by our clients and what we need to do to make sure that we are making incremental progress on the metrics that are important to them, and it’s something that we’re continuing to monitor. As you’ve seen in the first 9 months of the year, we’ve continued to make progress on those fronts operationally. So, we are pleased with our performance, the incremental resources that we added are making the difference, and we believe contributing to our overall results. With that said, I wouldn’t expect that you are going to see some huge increase in – or relief on expenses related to pulling back on resources.
It’s going to be a slow, steady monitoring of kind of returning back to – now that we have gotten some of these metrics stabilize kind of returning to what we expect to be kind of normal course. The other thing that could impact that is when some of these resources is bringing new business. So, as this new business comes on, likely resources could transition to new wins and new business to support that revenue. So, there is a lot of dynamics there as far as the specific resources, but generally, we are continuing to watch the metrics, and we are going to make sure that performance is in line. But overall, as you have seen in our incentive fees and the progress that we have made quarter-over-quarter there, we are seeing positive results related to these resources that we have added.
Sean Dodge: Okay, great. And then some of the other cost levers you all have with the off-shoring in the Philippines center specifically, is there any update you can give us on how many employees you have in the Philippines now, maybe how many you expect to add over the next 12 months? And then how much of the extension base of work that you take the transition there has been transitioned thus far?
Lee Rivas: Let me start Sean and then just kind of conceptually give you an idea of progress there. Look, we are very pleased with the progress there in Philippines. Jennifer can validate. I think we have 1,500 employees that are now significant growth projected over time as our customs – as we evolve with our customers. But this is by all accounts a very successful initiative for the company, one that has benefited our customers, but we feel very good about the progress. We have got great leadership there on the ground and very connected to our U.S. team. So, we are feeling very good. Jennifer, anything to add?
Jennifer Williams: Yes, 1,500 is about the right number. And remember that the expansion to the Philippines was announced associated with the Ascension renewal of that contract. So, this was an opportunity for us to continue the partnership with the Ascension and expand in some of the front-end operations with patient contacts and scheduling to expand to the Philippines. And those were built into the economics of that renewal. So, it’s an opportunity to share some of the savings with our customers, and it was a great way to be able to convey value to extension into partnerships, but we have seen very good success operationally as we have begun to move some of those operations over to the Philippines, and we expect that we will continue to expand that over time and also with other customers as well in the future.
Sean Dodge: Okay. Great. Thanks again.
Operator: Your next question comes from Jack Wallace.
Jack Wallace: Thanks for taking my questions. I wanted to get a reminder on where we are with the deployment capacity and just any timing elements there with regards to some of these recent deployments as well as the Sutter Phase 2, particularly in light of accounts like maybe a more phased deployment strategy for new deals and thinking about whether that has any impact on when you would want to sign some of the new NPR. And then a follow-up to that is what the pediatrics resources becoming available sometime next year, if you think about that as incremental deployment capacity or more along the lines of your cost saves. Thank you.
Lee Rivas: Thanks Jack. Let me start at the highest level on deployment capacity in general and then talk a bit about Sutter and then Jennifer, if you have anything to add on some of the numbers. One of my insights in my first 10 months is one of the reasons we are successful in most all of our onboarding is we can adverse capacity at the very beginning. So, think about our model. We are – one of the ways we leverage and can deliver really good unit economics to a customer is as their employees at TRID, which as we know with administrative or clinical staff in the U.S. is pretty significant. We can replace those individuals with trained individuals in our global captives that are already trained on the host system, whatever it is, and able to do that work, but we are also to ensure a smooth transition and no degradation in metrics are deploying capacity we have already added at some point.
So, we will continue this concept of having capacity to take on new customers or in some cases, as we saw a year ago, using that capacity as needed to deal with some of the delays we discussed in my first call. So, that’s one I would say. The second Sutter Phase 1 has gone well by any measure. I have been personally involved. Jennifer has been personally involved. Our team is very engaged. I have been very impressed with our leadership team, the new leadership team there and making very good progress. Phase 2 is still on plan. We are working with them to determine exact timing, but that will also be part of once we get back to you in January on our guidance. But so far, so good, everything is progressing as we planned. Jennifer, anything to add on…?
