Chris Pasquale : That’s helpful. Thanks. And maybe while I have you, Bill, I’d be curious. You’ve got a fresh set of eyes looking at this company’s financials. Obviously, a company growing very quickly now, but trying to get the cost structure to line up with that revenue base. Anything in particular that you’re focused on as you come in here and take a look at how working capital is being managed, how the balance sheet is structured, where you think there could be opportunities for improvement?
Bill Burke : Yes, sure. So being here, I just finished my seventh week, right? I quickly established a set of priorities. And we’ve talked — we actually just on the Q&A here, we’ve spoken about a few of them. The first is really to ensure the supply chain continuity, right? To deliver our 25% to 40% growth that we guided towards and continue that growth going forward. Yes, the second part I have really is improving gross margin. Some of that gross margin improvement will come with revenue and the volume associated with that. But a portion of it longer term is because of the cost down initiative that we’re running. And I mentioned in the prepared remarks that we have $7 million to $10 million of cost dedicated to that cost down program this year.
And our intent is to spend that and get the fruits of that spending in later years. So that’s imperative. And then the third really is continue to leverage the OpEx, right? So I think that’s a combination of driving that top-line revenue growth like I mentioned, but also being frugal around expenses, too, and taking a second look at what we’re spending and what we’re getting out of that spending. But I just want to say, overall, questions after less than two months is like, this is a very well-run company. I think Scott and not just the leadership team, but the leadership across the entire company really has set the company up for long-term value creation. There’s a long run rate — a long runway has been created for continued success. And I think the right team is in place, and I think the right strategy is clearly in place, too.
So I don’t think there’s going to be any radical changes by me coming on board there.
Chris Pasquale : Great. Thanks.
Operator: Your next question comes from the line of Suraj Kalia from Oppenheimer. Your line is now open
Suraj Kalia : Good afternoon. Scott, Bill, can you hear me all right?
Scott Drake : We can, Suraj. Thank you.
Suraj Kalia : Perfect. So Scott, let me start out. The utilization in FY ’22 took a significant step-up by our math, a little over 200 patients treated per machine installed on average. So I guess you mentioned about quarter of your systems are doing about 300. So we sort of have an idea about the utilization bell curve. More specifically, Scott, just compare and contrast what more established machines are doing so that we have sort of a relative framework how much MRIdian is being utilized versus, let’s say, a CK or a Tomo or TrueBeam or something?
Scott Drake : Yeah, Suraj. So let me touch on that. And just for those who might be a little bit less familiar, if you go back a few years, one of the great pressure points that we were hearing from customers was throughput. And to your point, we’ve really addressed that even pre-A3i. And that’s been done through not only the engineering and improvements in the system, but also in what we’re doing to help train customers and bring them up to speed. And what we find in one account after the next is they generally start with one type of cancer in mind. And often it’s something either difficult like pancreas or more simple like prostate. And then they kind of have this aha moment over time, and they want to add new tumor types to what they’re treating.
