Okay, morning everyone. My name's Allen Gong. I work on the Medical Supplies and Devices team here at JPMorgan. It's my pleasure to be introducing the management team of Inari today. We're gonna start off with some prepared remarks from CEO Drew Hykes, before we open up to a broader Q&A with some other members of the management team. Drew, if you wanna start us off? Yeah. Good morning. Good to be with you all. First of all, thank you to JPMorgan for the invitation to participate this year, and thanks to all of you for your interest in the company. Here are our disclosures. First thing you need to know about Inari Medical, and the most important thing, is that this is a mission-driven organization, and you can see that mission reflected here on this slide. Three really simple but powerful ideas, which have served as the foundation for everything we have built up till now and really our North Star for all of our future plans. It starts with putting patients first, always. Our view has always been to solve first and foremost for what's gonna be best for patients. All the other stakeholders in the business will follow along after that. So that's been the first part of our mission. Our second part, you can see, is make no small plans. We have been really, really aggressive at pursuing this mission, at treating as many patients as quickly and as safely and as effectively as we possibly could, at investing, really aggressively, into everything we could, to drive growth. That's the second part of that mission. And then finally, take care of each other. We've got about 1,200 people now in the business, each of us, committed in our own way, to this mission and working together collaboratively every day, to try and improve outcomes, for these patients. We've not only got a mission, but we've also got a plan that we have been executing to crisply, over the last several years. You can see some of the highlights. We're now focused in three different areas to drive growth across six large and underpenetrated markets, comprising over $20 billion in aggregate global target addressable market. We've got a series of purpose-built and highly differentiated toolkits, which I'll describe in more detail. A robust pipeline of innovation. We've launched over 14 products over the last couple of years. A real commitment to high quality, compelling clinical evidence. You can see over 450 peer-reviewed publications, and ongoing work across not one, not two, but three randomized controlled trials, I'll talk more about in a moment. We've begun expanding internationally as well, currently helping patients in over 20 markets internationally, and as I mentioned, about 1,200 of us now across the business globally. We're active across six separate disease states, six separate patient populations. Inari was really founded focused initially on venous thromboembolism, and primarily the two manifestations of VTE: deep vein thrombosis and pulmonary embolism. That together is about a $6 billion TAM here in the U.S. alone. More recently, we have branched out and have begun doing work to address unmet needs in four additional total addressable markets you can see listed here. Chronic venous disease, which is a $1 billion incidence TAM, and another $10 billion, if you take into account prevalence. We're doing work now in dialysis access management and small venous thrombosis. We will reenter the acute limb ischemia market later this year. Then finally, via our acquisition of LimFlow recently, we're now beginning to help patients with Chronic Limb-Threatening Ischemia as well. We'll talk more about each of these markets in detail. We're really focused in three areas to drive growth as we move forward. You can see them listed here. First and foremost, the first pillar is on Venous Thromboembolism, PE and DVT, and our focus here is on continuing to drive our solutions towards standard of care in VTE. That's the largest part of our business. Certainly has been historically, and even looking ahead to 2024, VTE will continue to comprise the largest part of the impact we're having on patients. The second growth pillar is on those four emerging therapies that you just heard me describe: CVD, dialysis access management, Acute Limb Ischemia, and CLTI. We're much earlier in our work in these four areas, but excited about leveraging the competencies and the capabilities we built in VTE to begin having an impact in some of these unmet needs in other patient populations. Then finally, our third pillar of growth is in international. We began our international expansion about three years ago. It's still a relatively small part of our revenue mix and our patient impact, led primarily still by our work in Europe, but increasingly also comprising other markets outside of Europe, and beginning in this year, we also begin helping patients in both China and Japan. I'll talk more about each of these pillars in more detail. So starting with venous thromboembolism, this is really the legacy focus of Inari and still where much of our work is focused today. Most venous thromboembolism patients present initially with deep vein thrombosis. This is caused by genetic predisposition, this is caused by oral contraceptive use, cancer, chemotherapy. This is the kind of clot people get when they've been on an airplane for too long and haven't been hydrated. It is clot extending kind of the back of your thigh up to your belly button. That's called iliofemoral DVT. That's the most dangerous kind of DVT, and the most supported from an evidence perspective for intervention. A huge patient population, 430,000 patients annual incidence of DVT per year here in the U.S. alone. You can see, on the right-hand side of the slide, the vast majority of those patients are being treated medically with conservative medical management, being treated with anticoagulation alone. That does nothing to address the existing clot, simply attempts to prevent a new clot from forming. That is the standard of care today, in DVT. That anticoagulation leaves a lot of clot behind. In fact, half of patients have clot left behind. Lytic-based interventions also don't address the chronic clot, that it is invariably part of the presentation of DVT, and as a result, 50% of these patients go on to develop what's called PTS, Post-Thrombotic Syndrome, which is a horrible prognosis with significant morbidity. We've developed a purpose-built tool specifically for DVT from the ground up, blank slate, called ClotTriever. It's a complete solution designed end-to-end to define and allow definitive removal of all the clot, acute and chronic clot, for DVT. We have an access part of that toolkit with a 13- and 16-French sheath. We've got the ClotTriever catheter itself, which has been designed to be deployed above the clot and then to core the clot out of the vein, both the acute clot and the chronic wall-adherent clot. And then we've got some expansion to the toolkit that we have added to address not just straightforward DVT presentation, but also the more complex presentations that sometimes patients have. All that in a complex purpose-built toolkit designed specifically for this disease state. Second manifestation of VTE is pulmonary embolism. So if that DVT clot embolizes, it travels up through the right heart and eventually lodges in the pulmonary artery. That's what causes a PE, and the right heart strains to push past that blockage, and causes hemodynamic instability in the patient. Another large patient population, 280,000 patients presenting with intermediate and high risk PE annually in the U.S. You can see here again, the vast majority of these patients continue to be treated today with conservative medical management. We are trying to change that. It is the third leading cause of cardiovascular death behind stroke and MI. And those patients that are medically managed with anticoagulation alone, often have clot left behind, and there are serious long-term complications and morbidity associated with that residual clot. We've designed a second completely different technology platform from ClotTriever to address PE, the FlowTriever toolkit. Same kind of approach, a purpose-built toolkit designed end-to-end, specifically for the clinical and technical challenges of intermediate and high-risk PE. We've got devices that help track through the heart and position large-bore aspiration catheters right at the face of the clot. We've got aspiration syringes that then apply a suction force. We've got additional tools that can be deployed if there is recalcitrant or wall-adherent clot. And then finally, a system to return blood that's aspirated. We strip out the clot and return the blood so that we can perform the thrombectomy with minimal or no blood loss. So a completely separate toolkit that we've designed specifically for PE. When you look at the performance of these products, I apologize if this is gonna spoil anybody's lunch, but these are dramatic volumes of clot that these patients present with. And they range in chronicity from acute clot that you can see on the left-hand side of the slide, fresh fibrin acute clot, all the way to the right-hand side here, where you see much more chronicity in the clot, and the clot has began transitioning from fibrin to collagen. It's wall-adhered and a much more difficult challenge from a thrombectomy standpoint. Because we've designed these purpose-built toolkits, our tools do a great job of removing that entire spectrum of clot and the volume of clot that is associated with VTE as well. Alongside that commitment to innovation, we've also made a significant commitment to evidence, high-quality evidence, that we are going to leverage to change the standard of care away from conservative medical management to frontline intervention with FlowTriever and ClotTriever. We began that evidence journey with the two largest prospective registries ever done in PE and DVT, respectively, FLASH, 1,000 patients in PE, and the CLOUT registry, 500 patients in DVT. We used the learnings from those registries to design what are now 3 randomized controlled trials that we have actively enrolling across PE and DVT. We've got two of those studies in PE, the PEERLESS study, 550 patients, randomizing FlowTriever to catheter-directed thrombolytics. We're nearing completion of that study and anticipate a readout of the data in 2024. and then we followed that PEERLESS with PEERLESS II, which is an even larger 1,200-patient study, randomizing FlowTriever to the standard of care today, conservative medical management, and we've begun enrolling in that second, RCT, in PE. In parallel to that, we've used the learnings in the CLOUT Registry, to design the DEFIANCE RCT, for DVT. That's a 300-patient study, randomizing patients 1-to-1 between ClotTriever and the standard of care there, which is again, conservative medical management with anticoagulation. So you can see the kind of commitment we have made, to high-quality evidence, and this is exactly the kind of evidence we're gonna need to leverage, to change the standard of care, to influence guidelines, and to really, position FlowTriever and ClotTriever as the new, standard for these patients. We've also made a significant commitment to market development. We have codified over the last couple years a comprehensive market development program we call it VTE Excellence. It's a series of playbooks that we have developed, activities and resources and programs that we execute as a company to help hospitals develop VTE programs, much like you've seen stroke programs be developed or STEMI programs, TAVR programs. Those programs don't exist historically for VTE, and we have found ways to help systematically move accounts along a continuum from initial work, where we're raising awareness and building the foundation, a middle phase where we are helping create patient pathways, where we're educating the administration on the economic value proposition. And then finally, a handful of accounts who've graduated to the final phase, where they are solidifying that work, they're hardwiring that work, and putting in place systems so that 100% of patients are identified, risk stratified, and brought forward to a group of physicians that understands the disease and can make the best decision on how to care for that patient. Along the way, the penetration into the TAM at the account level increases. And the good news is, we are seeing progress, and we are making progress in moving accounts along this continuum, and as we do so, we are driving deeper penetration at the account level. But keep in mind, even in that final group of 50 accounts where we're most developed, the furthest along this journey, over 80% of patients still today, even in the most penetrated accounts, still are receiving conservative medical management. So lots of work ahead, but we are making progress and we like the trajectory we're on. There's an economic value proposition that follows directly from the clinical value proposition, a single intervention that removes all the clot, the acute and chronic clot, without the need for thrombolytics, that you can avoid, as a result, the consequent ICU stay and have an overall short length of stay. All of those clinical benefits translate into meaningful cost savings, and we combine that with established, procedurally-oriented DRGs, and reimbursement. It's a compelling economic value proposition that we've been able to leverage to help support, the growth and the work we're doing on behalf of patients. Last slide here on VTE. We have seen this movie before. If you look back historically at the two other major cardiovascular thrombotic diseases, we have seen the same evolution unfold. If you go back far enough in time for STEMI, those patients used to be managed conservatively with anticoagulation alone, and then a phase of flirtation with lytic-based interventions, and finally, the emergence of definitive catheter-based intervention, the modern, armamentarium of PCI. More recently, you've seen the same evolution in stroke. Used to be conservative medical management, then a phase of drip and ship and lytic-based interventions, and now over the last decade or so, the emergence of definitive catheter-based thrombectomy as standard of care for stroke patients. We believe the third major cardiovascular thrombotic disease, VTE, is undergoing that same evolution. We're in the earliest stages of that. We think maybe we're 7% penetrated with the patients we could benefit from our technologies. But this evolution, we believe is inevitable, and we're doing everything we can to play a part and help lead the way. So that's the first pillar of growth around VTE. I'll switch gears now and talk about the second pillar of growth, which is focused on these four emerging therapies that we are just beginning to do work in. And there are dramatic unmet needs in each of these patient populations. In the chronic venous disease patient population, the best we can offer these patients today is conservative treatment, compression stockings, essentially. As a result, there are spectacular unmet needs and suffering within chronic venous disease. Dialysis access management, a chronic problem of keeping patients' circuits patent, with very poor patency results, a clear unmet need to do better there. Acute limb ischemia, 50% of these patients still undergoing open surgery to perform their embolectomy. And finally, in chronic limb-threatening ischemia, 55,000 patients who have no other option besides lower limb amputation and all of the dire morbidity and mortality that goes along with that amputation. So dramatic unmet needs in each of these four other patient populations, and unmet needs that we feel we can address by leveraging our competencies and capabilities. The first of those three, we've developed tools organically. For instance, in chronic venous disease, we have developed a purpose-built tool designed specifically for venous stent thrombosis, which is one aspect of chronic venous disease. That product's called RevCore. We are underway with full market release of that product and getting really good clinical results for a group of patients that had no good option to address their venous stent thrombosis. We have more tools coming that we will add to that CVD toolkit. Likewise, in dialysis access management, we have developed a system called InThrill, designed specifically for those patients and for removing that clot as opposed to macerating or disrupting that clot and sending it downstream to the lungs. And then finally, in acute limb ischemia, later this year, we will reenter that market with a system called Artix that again has been designed specifically for some of the unmet needs that we see in ALI, specifically the large number of patients that have to undergo open surgical embolectomy. The fourth new emerging technology we have leveraged in external acquisition. We went out and acquired LimFlow, a privately held company, back in November, that had developed a very novel purpose-built solution that will give a brand-new option to CLTI patients who historically have, by definition, had no option. It's a system you access the venous system from the leg, the arterial system from above, and you create a conduit between the arterial system and the venous system, and you're able to shunt blood arterial blood over to the venous system and use the venous system in the lower limb to perfuse the tissue that has been starved of oxygenated blood because of the advanced stage of peripheral arterial disease. You can see it's a four-part system. The arterial and venous crossing systems, a valvulotome to render the valves in the vein incompetent, and then a covered stent system to create the fistula and shunt the arterial blood. Similar call point to our current focus today in vascular surgery and IR and IC. Similar site of service, hospital-based interventions, and the only option for no-option CLTI patients. They received full PMA approval back in September of 2023, and high-quality evidence supporting that approval in the PROMISE II study, which was published in the New England Journal of Medicine. So we're six weeks post-close with LimFlow, but are beginning the initial phase of a commercial effort here in the U.S. while we're undergoing the integration of LimFlow in parallel. So a really exciting new chapter for a group of patients that is in desperate need of new options. And lastly, our third pillar of growth is focused on international. We did not begin international work until about three years ago, and primarily focused initially on Western Europe, where most of our commercial international activity is still focused. We've got a nice footprint that we've now established across the European market. We're seeing excellent momentum each quarter from that geography, and increasingly, have also begun doing work in 12, maybe 15 other international markets outside of Europe, across Latin America and Asia Pacific. The unmet need internationally is just as spectacular as what you see here in the U.S. in terms of unmet need. Today, international is still a relatively small part of our overall revenue mix, somewhere in the neighborhood of 5%, but we see tremendous potential to continue our work internationally, and over time, we believe, this can easily comprise 20% of our revenue mix. We're gonna get there by continuing to leverage high-quality evidence. Over time, we will influence and change guidelines. We're working on getting incremental reimbursement established in some important international geographies, and then we are still working to get approval in China and Japan. That approval we expect to come in 2024 in both of those markets, which will give us access and give us the ability to begin helping patients in those two large Asian markets. So a lot of runway out ahead of us on each of these three growth pillars, and international is certainly an area with lots and lots of runway out ahead of us to continue expanding and growing. I'll wrap up with some brief financial information. Earlier this week, yesterday in fact, we pre-released our Q4 revenue. And you can see listed here, we are releasing a revenue range of at least $132 million in Q4. That translates into a 22% increase year-over-year compared to Q4 of 2022, and translates into a full year revenue of at least $493.5 million, which puts the entire year of 2023 at a 29% growth over 2022. So a spectacular year of rapid growth and rapid expansion of our mission as reflected in those financial results. We also released our initial 2024 revenue guidance. We are guiding to $500 million-$595 million, which translates into a growth range between 17.5% and 20.5%. In addition to that revenue growth, we are going to maintain premium 85% gross margins, solid cash flow generation, and we also have pulled in a commitment to having sustained operating profitability in the first half of 2025. Our commitment previously had been to the second half of 2025, so we've pulled that target in by six months and are now targeting the first half of 2025. So a very robust financial profile that goes alongside this mission, and the hard work that Inari is doing on behalf of these patients. With that, I will transition over to Q&A. Thank you. Okay. So and we're joined by Mitch Hill, who's our Chief Financial Officer, and Dr. Tom Tu, on the end there, who is our Chief Medical Officer. So kind of just opening up with, you know, the pre-announcement, as you had just put up, you had done sales of, like, $132 million relative to kind of where consensus was, you know, $1 million above. And, you know, your guide similarly also fairly in line to above kind of where consensus was. So how are you feeling about kind of the health of the business through fourth quarter and into the start of 2024? And what gets you to kind of the top end or above your guidance range? And, you know, if maybe some things don't go quite as well as you had hoped, what gets you to the bottom? Yeah, I can get started on that. These guys may wanna chime in as well. So in Q4, we saw strength across all three of those, growth areas that you heard me describe. Certainly, continued strong growth in VTE, both DVT and PE, we saw growth in the quarter. We also saw some nice continued momentum, in some of the emerging technologies, that we're currently active in. And then finally, in Q4, another strong quarter of growth internationally. All of that contributing, to that robust 22% growth. Looking out to 2024, we see, some really nice catalysts in each of those three areas. Within VTE, we'll continue to expand our commercial footprint. We'll continue to leverage high-quality data, and in 2024, that data will come for the first time in the form of RCT data. We'll continue to do the work you heard me describe with market development under our VTE Excellence program, and we will continue to innovate and refine the FlowTriever and ClotTriever toolkits as well. In the emerging technologies growth pillar, next year or this year rather, we also see some very compelling catalysts. Continued work in chronic venous disease with RevCore, and we'll add some additional tools to that toolkit as well. We'll continue our work with InThrill. We will reenter the market with acute limb ischemia and a second-generation platform with our Artix system. And then throughout the year, we will be launching LimFlow as well for CLTI. So some nice catalysts in that second growth pillar. And then finally, international, also some really nice catalysts shaping up. Continued traction, of course, in Western Europe. That will be the leader still, but we will, I believe, see more meaningful contribution from the 12 or 15 other international markets that you heard me describe. And then finally, gaining access to China and Japan this year will also give us another nice catalyst of growth in that third growth pillar. So some nice catalysts across the business. We feel really good about how the business performed in 2023 as reflected in those financial results, and we feel equally confident in how we're positioned and the growth out ahead of us in 2024. When we think about, you know, your VTE market, you've historically thought of market growth as around roughly 20% for mechanical thrombectomy. You know, how much of that is still being driven by, you know, share capture from CDT or systemic lytics or anticoagulation? And when we think about, you know, your growth in particular, how should we think about competitive share dynamics against, you know, some of the other players out in the market? So if you define the market as mechanical thrombectomy for VTE, we believe that market, in the U.S., has grown historically in the neighborhood of 20%, and we see lots of runway out ahead of us, for that market growth, robust market growth, to continue. That growth is really coming in 2 separate areas. First, it's coming from converting patients that would have been treated with legacy lytic-based interventions, to, frontline therapy with FlowTriever and ClotTriever. If you looked at all interventions being done today, for VTE, still today, maybe 40% of those interventions are in the form of those, legacy lytic-based, interventions. And we are certainly, quarter after quarter, converting, some of those, interventions to, FlowTriever and ClotTriever, and that will continue. PEERLESS, when it reads out, I think if positive, we expect it to be positive, obviously, will be another catalyst we can use to continue to drive that conversion. And then the second source of growth is coming from expanding the TAM, is coming from taking patients that would have been treated with conservative medical management and offering them frontline therapy with FlowTriever and ClotTriever. And that increasingly will be where the vast majority of our growth comes from over time as this market continues to evolve. So one of your competitors is kind of in the middle of a new product cycle, you know, within this space. How should we think about the competitive dynamics there? Are they making any inroads competitively? You know, from a growth perspective, they're calling out pretty strong growth in the U.S. So is it more them, you know, kind of expanding the pie, or is there any kind of competitive insight to look into there? So the first thing I'd point out is that this is a $6 billion market. We believe over the last 12 months, we treated maybe 7% of patients in VTE that could benefit from FlowTriever and ClotTriever. Our focus, where we are, investing, where we are targeting our resources, is in market development. That's where the real opportunity is to impact patients. That's where the real value creation opportunity is as well. So our focus, as you heard me describe, is on clinical evidence, it's on innovation, it's on expanding our, presence in the market, all of those areas designed to expand the market. A point of market growth today is worth 10x a point of market share. So we feel very confident where we do compete head-to-head. We feel very confident in the ability, of our, our products to remove all the clot safely and effectively with minimal blood loss. We have a lot of confidence in the high-quality data that we've generated. We have confidence in our field team, and the expertise and execution that they bring, day in and day out. We have confidence in all of those areas, for continuing to be, the market leader. But our focus, day in and day out, is on, market development. And to the extent there are new entrants in this market, and to the extent they are investing in market development, I think that can be additive, and value-creating, along the way as well. When we think about market development, you know, you're clearly running your own clinical trials to continue to try to generate evidence to really support, you know, continued and broader adoption when we think about, you know, PEERLESS I, PEERLESS II. So how should we think about PEERLESS I in light of, you know, other studies such as REAL- PE from, like, Boston Scientific? When should we expect to see the readout from that? And then when we move on to PEERLESS II, how meaningful could that be for really, you know, continuing momentum or expanding your momentum in that market? Yes, I think Dr. Tu would have a good perspective on that. Yeah, thanks. Happy to answer that question. So, I might rephrase your initial question. The PEERLESS I is really a groundbreaking trial. It's a randomized clinical trial. It's the first randomized clinical trial comparing two interventional strategies for pulmonary embolism. It's a very well-planned, thought-out study that was built on the learnings from the largest prospective registry of intervention for PE. The REAL PE dataset that you alluded to is not a study. It's really retrospective analysis using electronic medical records, and came to conclusions that were, frankly, nonsensical in terms of clinical experience. There's never been a clinical experience where a non-lytic-based strategy resulted in more bleeding and especially serious or fatal bleeding than compared to a lytic-based strategy. So we're really looking forward to PEERLESS I to really set the record straight in terms of the expectations you can get with a lytic-based strategy versus mechanical thrombectomy. I think if you look at the comparative disease states, like heart attack and stroke, you can see that natural evolution away from lytic strategy towards definitive catheter-based therapy that you heard Drew describe, previously. We've announced that PEERLESS I will read out this year, and we are eagerly anticipating the completion of enrollment and presentation of that data. So moving on to some of, like, emerging therapies. When we think about, you know, the shots on goal you have with ProTrieve, InThrill, RevCore, what's been the early feedback and uptake like? And I guess, like, which product would you say is kind of doing the best, and which ones have the most opportunity to maybe, you know, kind of do better going forwards as you continue to launch? It's like asking us which child we love the best. It's a hard question to answer. You know, we're underway with InThrill and RevCore today, already, and seeing some really nice clinical feedback on the ability of those products to address unmet needs in their respective patient populations. RevCore, specifically, addressing venous stent thrombosis. This is a problem that's had no good solution, historically for these patients. RevCore designed specifically to safely remove clot from inside an occluded venous stent. Pretty tricky problem to solve clinically, and RevCore is getting some fantastic initial feedback on its ability to do that, safely and effectively. We're eagerly anticipating relaunching Artix back into the acute limb ischemia market. We think we've done some good development work over the last 15 months, leveraging the learning from the Gen 1 Artix platform. And obviously, we're thrilled to be underway with LimFlow. Still in the very earliest phases of the market rollout of LimFlow, but really exciting to be launching that product and beginning to help patients with CLTI. For LimFlow, do you have any updates on the reimbursement when we think about new, you know, new tech APC or getting maybe an NTAP? So there's established reimbursement today for LimFlow, both in the outpatient setting as well as the inpatient setting. LimFlow had already done work to target incremental reimbursement on top of that established reimbursement. Before the end of the year, back in November, they received a New Tech APC add-on payment, which provides enhanced reimbursement for outpatient site of service. And they also have work—we have work underway to pursue an NTAP, which would provide incremental reimbursement on the inpatient side. That NTAP would become available in October of this year and would add about another $15,000 incremental reimbursement on top of the existing DRG payment that is already in place. How should we think about the pilot programs that you have in place for CVD? So, CVD patients don't present through the emergency room like our traditional DVT and PE patients. These chronic venous disease patients are being cared for out in the community, oftentimes with podiatry or wound care, or sometimes even primary care. So it's a different care pathway, and as we began work in early 2023 in chronic venous disease, we began to launch some pilots to understand what work we could do as a company to help identify those patients and ensure that interventional options were considered for their treatment. One of those pilots is a small group of what we call market development specialists, who are out working with podiatry and wound care to raise awareness about these new treatment options and hopefully begin to funnel patients down a care pathway that could ultimately put them in a position to consider interventional treatment. So those are small pilots, but we're uncovering good information and informing and iterating and refining the work we're going to need to do in CVD to ensure that those patients have access to all available treatment options. Just touching on the international landscape before we move on to some financial questions. You know, you talked about launching into China and Japan, but, you know, still a lot of your growth is gonna be coming from elsewhere, as those are kind of in the early phases of launch. So how should we think about framing, you know, international growth in 2024 relative— You know, you haven't guided specifically, but relative to your 18%-20%? Yeah, it's certainly included within our guidance. You saw from the slide, it's only a small part of the overall revenue contribution today, roughly 5%, but growing quite rapidly each quarter, and that's exactly what we would anticipate in 2024. Continued robust growth internationally, again, driven by Western Europe, some of the additional international markets across Latin America and Asia Pacific, and then some modest incremental contribution once we get up and running in both Japan and China. Closing out, you know, some questions on the financials. Along with your guidance, you also talked about pulling forward your plan for sustainable profitability from the back half of 2025 to the first half. How should we think about, you know, just starting with 2024, the progress you're gonna make towards that goal when it comes to leveraging SG&A and R&D, especially as you're, you know, launching all these new products and trying to establish all these new markets? Yeah, we're pleased to achieve operating profitability in Q3 of 2023. $2 million there, and that was a bit ahead of schedule. When we did the Investor Day back in September of 2022, we'd announced that we'd achieve operating profit or return to operating profitability in the first half of 2024. So we feel good about where the core business stands and the three kind of categories that Drew talked about there in terms of thinking through the business. We're gonna try to be helpful to the investors to help them follow the progress, essentially, of the core business versus the emergent therapies and versus the international business when we do our 10-K filing at the end of February. The core business is strong, it's healthy, some really nice catalysts, as Drew described, and we are excited to see it continue to grow and demonstrate operating leverage, generate cash, and continue to be profitable essentially as we move through 2024 and 2025. The LimFlow part of it, which is that $2 million-$3 million per month of operating deficit support, that's something that is definitely yeah, that number's still consistent, and we are gonna sort of carry that little burden, essentially, if you wanna think of it that way, throughout 2024. But the company as a whole, we believe, will be able to return to profitability in the first half of 2025. So we're pleased to be able to pull that kind of profitability target forward. Okay. With that, I think we will end it there. Thank you for your time. Thank you. Thanks.