And so getting the field services in place actually allows us to get to a home fast if we can see it. And there’s a lot of reasons why you might not be able to see it may be a cell phone signal and may be a Wi-Fi signal, someone has changed their password or something. So, this is a revenue side enhancement as well. On the cost side, though, we are looking at our most dense markets because a truck rolled to a customer coughs up $300. So, if you do two or three of these a day, you’re talking about $1,000 that you’re going to pay somebody. When we stick with our O&M partners, the local electricians that are in the field, of course, they have to have their profit margin on top of that as well. So, when we start thinking about the utilization or asset utilization rates, the way we think about this.
Our markets are going to keep small teams of our own field services folks engaged pretty much all the time because of the density of our assets that we’ve scaled up to. So, we see both revenue, protection, enhancement and in those markets, our O&M cost should go down as we just save on not having to go to outside parties.
Tristan Richardson: Helpful. Appreciate the context. Thank you.
Operator: Thank you. Your next question comes from the line of Joseph Osha with Guggenheim. Please go ahead.
Joseph Osha: Hi Christian.
Christian Fong: Hey Joe.
Joseph Osha: You actually touched on in your comments just now something I wanted to amplify. I would think that there would be more installers now out there looking for not just kind of moving portfolios on a one-off basis, but kind of an ongoing monetization strategy. How do you view that? And as you kind of think a year or two forward, could that approach of oil kind of just being a liquidity pipeline as opposed to being out there, having your M&A guys hunt for deal here, deal there. How important a piece of that business could that become?
Christian Fong: This could become really significant. And it’s an active enough conversation, we actually have an internal name for this that I’ll just go ahead and say some markets for the first time. We call this a programmatic off-taker agreement. And we are actively talking with folks about being a programmatic offtaker. These are going to be installers that we call them super-regional installers, we’re not talking about folks that are doing 200 or 500 systems a year. We’re talking about some of the most dominant consolidated installers in their particular regions. For those folks we are a great partner because our M&A process is so sophisticated and replicable. Our cost of capital has only declined as we’ve gone from being a private to public company.
And so this is a direct adjacency to our M&A core competency to do this programmatic offtaker. And we are, I’ll just say, in active conversations with some of those super-regional installers about connecting with them in that way. It could be very significant, and I don’t want to get out ahead of myself on where we might have success in setting up those relationships. But there to know where these assets are going and not have them on their balance sheet, I think, simply becomes more important as the cost of capital and the cost of warehousing rises for them. So, we’re trying to solve a known capital markets issue for the installers by getting them off their balance sheet faster, faster turns, enhance their returns of capital, if you think about their model and get it to our balance sheet as fast as possible.
We would still not be going up to prior to the installation. So, that’s where we’ll differentiate ourselves from what some other folks are doing in the marketplace. These are folks that are still going to be able to create and put them on the rooftop. So, by the time we acquire them, the cash flow is already going. The customer relationship is already done. The asset is already built.
