Mick Farrell: Yes, and the good news is it’s not our first radio. We’ve done this launch platforms in 140 countries many times before, and we’re back to our sort of meat and potatoes here. This is what we do all day every day. And going off supply chain constraints over the calendar year will be fantastic for us to be able to then just go back to what we do, which is helping people sleep better, breathe better, and live better lives outside hospital care. Thanks for the question Sean.
Operator: Thank you. Next question is coming from Margaret Kaczor from William Blair. Your line is now live.
Margaret Kaczor: Hi, good afternoon guys. Thanks for taking the questions. Good morning to Brett. I wanted to follow-up on the growth drivers as we think about this and next year, because I’m hearing there’s patient backlog, obviously, there’s core market demand generation that will start to pick up. And then from our perspective, we look at REPAPs as well. So, how do you layer those together over what time period? How much growth could you handle? And then maybe specific to REPAPs, since we haven’t talked that much about them on this call, where have they been in the last two years? And when should they return to be a bigger piece of the mix itself? Thanks.
Mick Farrell: Yes. Thanks Margaret. It’s a great question and it’s one we’re thinking about a lot here. And we’re thinking about all three prongs that you talked about. The first one, excess patient demand, how do we work through that. US, we’re getting close to really working through it. We’ve got 140 other countries. And to Rob’s point, it’s a complex equation to get the supply chain and deliver in all 140, but we’re working through that. Secondly, demand generation, yes, where we have omnichannel and have really established social media presences and abilities to drive demand gen, we’ll be starting to turn those on country-by-country. And then thirdly, REPAPs, to your point, the last two and a half, three years of COVID crisis, pandemic crisis, competitor recall crisis, we have not turned the knob on REPAP.
And in fact, we know our customers have been holding back when they’re supply chain constrained on contacting patients who reach that three-year, five-year post-warranty, you’re ready for a new device on insurance and/or patient making the call. So, I think all three of those are going to be applied in all 50 states here in the US and in all 140 countries worldwide. We do have scenarios and plans, I’m not going to detail them here on this call, but I can tell you that we expect to see steady growth throughout our market and we’re going to drive that. And we’re going to make sure that patients waiting lists are not long. We’re not going to turn the needles until we’re ready to get there in supply. I’m just happy we’re having this conversation this quarter and it’s so much better than the last eight quarters that we’re talking about demand gen and driving REPAPs, because that’s what we’ve done for 33.5 years in the business and it’s what we love doing and we’re going to do more of it.
Operator: Thank you. Next question today is coming from Matt Taylor from Jefferies. Your line is now live.
Matt Taylor: Great. Thank you for taking the question and good morning and good evening. I had a follow-up on that question. I guess I just wanted to understand what are your expectations if and when your competitor does come back? I mean, presumably, there could be some, I guess, impact on flow gens that would create pressure, but maybe you get some pickup in the mask. Could you characterize how quickly you would expect things to change dynamically in both directions? And then how much juice can you actually get out of the demand creation and ReSupply to backfill or you, kind of, increase growth? What are your pilot programs or places where you’ve done that telling you about how much of a quantitative pickup you can get?
