All right. Thank you everyone for joining us today. My name is Andrew Dyser. I'm a director in our healthcare IB team at Wells Fargo. It's a pleasure to host Tactile Medical today. With us is CEO, Dan Reuvers, and CFO, Elaine Birkenmeier. Format of today's session is going to be a fireside chat, so feel free, if you have any questions, to raise your hand and ask a question. So maybe, Dan, just to start off, you've done a really nice job of turning around the core lymphedema business, and have strung together some very solid quarterly results recently. Maybe to start, just give some high-level remarks on the outlook of the business. Yeah, thanks, Andrew, and thanks for having us. You know, we talk about our mission as revealing and treating patients with underserved chronic conditions, and I think the good news is, we've made really good progress. And I say sometimes at the office, "What a, what a difference a year can make. Yeah. But, not only are we still, I think, very much in the early innings of the development of this market, so it speaks to the, I think, sustainability of the growth, but the ways that we've been demonstrating it in the last few quarters, I think, are equally sustainable. So, good, solid progress with sales rep productivity. Really good, solid progress on some of the new products that we've been introducing- Yeah and the traction that they're getting. And I think that all of that looks like it continues to have some promise for us in the upcoming quarters, including the addition not only of growth on the top line, but on the bottom line as well. That's great. Excellent to hear. Maybe just start off with a question that's really top of mind for a lot of investors in healthcare. Can you discuss the impacts of GLP-1 on the lymphedema business, especially, and maybe just more generally on the company? Yeah. So, it's interesting. It certainly seems to have reverberated the interest across lots of different segments of healthcare. I think it's a reminder that, you know, obesity can have a lot of complications and comorbidities. That said, for us, don't see a big impact, is the short answer. And I think just to add a little bit of color, you know, a lot of lymphedema patients suffer because of the consequences of post-oncology treatment- Yeah ... which is independent of obesity. And then, the patients that will find themselves with lymphedema as a consequence of chronic venous insufficiency is also not limited to obesity. Yeah. And for those patients that do present because of that comorbidity, by the time that they've developed venous disease and lymphedema, it's typically irrecoverable. So while their BMI may come down- Yeah -with the benefit, once they become eligible, the damage has largely been done and one that we'll continue to support. Okay. Do you think there's a, maybe a longer-term impact to GLP-1 as obesity rates come down? It sounds like obesity isn't necessarily the main driver, but some of the comorbidities associated with it are. Yeah, I think it remains to be seen. You know, I'm hopeful- Yeah -that it has some positive impact for patients. But when you think about the fact that, you know, over 1.4 million patients currently diagnosed with lymphedema, but the evidence suggests there's as many as 20 million more out there. Even if that number were modestly smaller, it's a big, big universe of patients- Yeah -that we still have to find and treat. Excellent. Sounds good. And then maybe Dan, in the latest quarter, and in the last several quarters, the lymphedema business really shined. Can you just provide some of the key factors that are driving that growth? Yeah. I think, there's probably two primary drivers. One is sales force productivity. I think we've been stable now with our sales force for the last four quarters in a row. We finished the quarter with roughly 250 people in the field. So we've seen improving stability in our sales force, something that we kind of grappled with in late 2021, and that's been a material contributor. We've also seen some expanded productivity. So our sales force still gets drawn into too many non-selling activities, and we're trying to find ways to support them with bringing the right resources to bear- Yeah -so we can liberate them and, and allow them to do more selling. That's one. I think the second one is the new products that we've introduced. So we introduced lower extremity ComfortEase garments, which support our, our Flexitouch patients, our biggest franchise. Yeah. In July of last year, it started to show some traction. By the end of last year, we introduced the Entre Plus in March of this year, and then we completed the upper extremity ComfortEase introduction in July. So had a really nice cadence of new products over the last year, and most of them have been introduced this year- Yeah So still have a lot of runway to go. Okay. Yeah, maybe just on that. So you mentioned the Entre Plus and the Flexitouch ComfortEase garment being recently launched. What are some of the feedback that you've received from patients and prescribers alike on how those enhancements have really helped their cause? Yeah. So, ComfortEase garments were introduced, whether it's for lower or upper extremity, largely to improve the patient experience. We have, what the data suggests is by far the most effective clinical, treatment. That said, not necessarily intuitive. Yeah. Sometimes it takes some effort to get the garments on, so making them easier, more consumer-friendly, has been really around the mission of the product development team, and I think those advances have made a material difference- Yeah on patient experience and also on our sales. And then on the Entre Plus, the Entre is the entry-level pump, and in most payers, they require a patient to start with a basic- Yeah -pump before they can become eligible. We wanted to make sure that we could insert ourselves more intentionally into the entry-level pump space. We've always participated, but somewhat overlooked it and focused on the advanced. Knowing that this is a gate that most patients have to go through, it's one we've become a lot more deliberate about. We've introduced some really nice new features, but just the idea that our sales force has a new version that they haven't seen in eight years- Yeah ... has given them the energy and the enthusiasm, and I think they're finding the same thing from the prescriber base. So Entre Plus has done very well since we launched in March. Great. Yeah, maybe just on the new Entre Plus product. As you mentioned, it's kind of a growth opportunity for you in the basic pump market. Can you just give us a little color on the size of that market, your positioning in it, and where you think that can go with the new launch of Entre Plus? Yeah. So for us, we've largely dominated in the advanced pump space, but as I said, the entry-level pump business has been one that we've been probably not as directed towards. We know that the unit volume is bigger in the entry-level pump- Yeah Largely because as you think about the funnel at the very top, they have to enter there, so it's a broader universe of patients, and it narrows down for those that become eligible for something more advanced. We haven't necessarily given the breakdown, but I would say that while we have the strongest share in our Flexitouch, I think the good news for us is this is a much more fragmented one- Yeah when we get to the entry-level space, because it's the one where most of the competitors have focused their energies. It's, you know, get a patient on service and move on. Yeah. They don't have the mechanism to follow the patient, determine if they're benefiting from that therapy, and whether they would be eligible and could benefit from advanced. All of that is part of what we continue to follow with the patient. So, we think it's a good, sustainable growth- Yeah Space for us. Okay. And, just along those lines, so it sounds like the Entre Plus is kind of the sales funnel for some of your more advanced pumps. Have you started to see kind of a pull-through effect, happening with your Flexitouch now that you have this new basic pump out there in Entre Plus? I think that we will certainly continue to see some portion of those patients that will find that they need to advance, and some of it is because it, in spite of best efforts, it simply doesn't give them the relief that they need. There are others where, quite frankly, we know that they're gonna need an advanced pump in our Flexitouch. We know that, an entry-level pump, probably isn't going to meet their needs, but the payer requirement insists that we have to go that route. I'll give you an example. If you're a breast cancer survivor, and you've got swelling that goes beyond the arm- Yeah -which is the limits of a basic pump. If you have chest swelling, swelling in the axillary area, it... A basic pump simply doesn't treat it. But there are some payer policies, which we believe are a bit antiquated- Yeah. -that say, "Gotta start there. Yeah. We kind of know what the destiny will be, but it becomes an important place for us to establish that initial relationship. Got it. That makes a lot of sense. So you mentioned these new products. The Entre Plus was the first redesign in almost eight years. Do you feel that Tactile is gonna focus more on product development and kind of R&D going forward? And kind of what does the pipeline look like going forward of new products? Yeah. So the short answer is yes. You know, for a number of years, I think that, you know, we were enjoying the benefits of the product portfolio that we had. I don't take the market for granted. I think that, as we continue to enjoy success, it inevitably will invite, I think, additional players in the space as they recognize how big the market is. So as a leader, I think that we have to continue to innovate. We will continue to invest in R&D. I think it's predictable to expect that we're gonna continue with new products. The cadence may slow a little bit as the new products become a bit broader and more innovative. Yeah. So some of the things, admittedly, we did would be, by some considerations, line extensions, but material improvements in the patient experience regardless. Today, over 90% of the products we're selling have had either a total renovation or a facelift, in the last, probably 18 months. Yeah. 90%. Yeah. I think that, you know, while we've been a little bit more coy about what's coming next, it's fair to expect that, it'll focus on the patient experience, recognizing that, because the patient has a relationship with their therapy every day of their life- Yeah -that it's very much a consumer-type experience, and we want the product experience to reflect that. Yeah, and that's where the digital strategy comes into, and we'll talk about that in a little bit. Right. And so maybe Dan or Elaine, switching to the sales force in the lymphedema business, you mentioned that the sales force has stabilized from prior levels and is showing increased productivity. Do you feel like the headwinds associated with the sales force are largely behind you now? Yeah, I think so. You know, look, we never take it for granted. Yeah. I think that it's important that we continue to make that experience a better one for them- Yeah as well as for our customers. But the fact that, as I said, we've been static on our headcount for the last four quarters, we feel really good about. I think the other is the fact that we've actually had a lower spend and a percentage of sales expense, as it relates to our revenue growth, also shows that, we're showing some productivity improvements. And as we liberate our sales force from some of those non-selling tasks- Yeah -not only it's good for our bottom line, it's good for them. They want to sell- Yeah They wanna have the opportunity to engage with customers on a macro basis at clinics where they can influence more, more referrals. Yeah. Can you maybe just give us some ideas or areas you're focusing on streamlining in the back office to free up your sales force? Maybe Elaine or Dan. Yes, I think, so I think, you know, as Dan mentioned, we've got, we're looking at really liberating them to be able to focus on sales. So one thing that they spend a lot of time on right now is actually the demo process, which is required for many payers to demonstrate the product, and that's actually going home to home, which is, you know, not a- Time efficient -an efficient- Yeah Yeah, use of time. But secondarily, they're also very involved in the order process. So the amount of information we need to collect for reimbursement and to be able to ensure we're able to file a claim is pretty hefty, and so they're part of that. The more, you know, we can continue to streamline that, and that's a big focus area for us to figure out how to make that process more efficient and also just quicker, so we can actually get the product to the patient faster, we can get reimbursed faster. Yeah. It really has a lot of benefit, not only in our operating expense, but also our top line, as we're just easier to work with, and we can treat more patients more quickly. Great. And maybe just along that line, so increased rep productivity, you mentioned the headcount has been flat. How much more operating leverage, if you will, do you think you'll be able to drive with the sales force? How much more efficiencies are you able to kind of extract from the back office and, and allow your sales force to become more productive? Yeah, I, the in-home demos is probably the biggest one that Elaine alluded to, and we're still doing. The majority of those continue to be done by the sales force. So I think as you kind of look over the course of the call, up to the next six quarters, we think that we can continue to move more of those off of their plate, onto getting support from our trainer- Yeah segment, which comes at a lower expense, and also, folks that are well equipped to host those kinds of interactions with patients. So continuing to see that over the course of the next six quarters, I think will continue to give us the ability to further expand. When you think a little bit about the 250 salespeople that we have, we've said that we think we're probably gonna be in this trading range through the balance of the year- Okay - and still be able to deliver the growth that we've produced in our updated forecast. That said, I think as we get into next year, we'll probably see some modest increase in headcount- Okay but not at the same level of percentage of growth- Right that we expect to show. So we should be able to continue to demonstrate some leverage there.. Got it. Maybe just to put kind of the numbers to it, if you think we're this year, our guidance is in that EBITDA margin of a 9%+ range. You know, our 2025 target has us over 14%. Yeah. So that improvement really largely is going to be OpEx, not gross margin, and the sales rep productivity will continue to be part of that, as well as the back-office efficiencies as well. Great. Yeah, that makes a lot of sense. Maybe just a more general macroeconomic question on the lymphedema business in general. So everybody talks about a pending recession, upcoming recession. Can you just talk a little bit about the demand trends within the lymphedema business? Does it follow general elective procedure trends, or is it more sticky, and how does that look in the face of a recession? Yeah, I think there's two things to think about. You know, this, this is a condition that's progressive, and it impacts someone's daily life. If you think about it, having a very large limb, profound swelling in your body, just the ability- Yeah to do your daily work, and it gets worse if you don't treat it. Yeah. It's likely not something that people are going to put off, and many of these patients have been trying to figure out what is happening for three years. Right. It takes a long time to get diagnosed. So we don't believe that once somebody, kind of gets, diagnosed with lymphedema, this is something they'd put off, just given it impacts their quality of life to a degree. When you think more on the economic basis, because this is a that has established coverage, it really kind of follows the dictate of, you know, insurance and access in that regard, where we do continue to see, you know, a little bit more of our sales weighted to the latter part of the year as people spend through their deductibles. Yeah - and it becomes more affordable. I think, you know, from a recessionary impact, the only impact I really truly see is if for some reason, unemployment skyrockets and people... We have more uninsured. Yeah. And that's, you know, and that would affect, I think, all healthcare, you know, in total. Got it. Okay, understood. I think now I'd like to pivot to AffloVest, some comments here. So obviously the latest quarter, there was a bit of a deceleration in growth with that business. You cited the large DME. Can you maybe just discuss in more detail, what are the key steps to get that business back on track? Sure. And just to frame for those that are less familiar, Andrew, we kind of brought our guidance down on AffloVest for the balance of the year. We brought it up even more for lymphedema, so raised on a macro basis. But the AffloVest issue was we had one large distributor last year that had been taking advantage, in retrospect of the PHE or the public health exemption. This is a waiver that Medicare had put out during the pandemic that said, "We want to avoid the requirement to put patients in harm's way unnecessarily by exposing them to other sick people that we could otherwise avoid." So one of the criteria that was relaxed for the AffloVest was that the patient did not have to have a high-res CT scan confirming bronchiectasis. A physician, in their own judgment, could say, "I think you've got bronchiectasis, and you meet all of the other criteria, Okay. Meaning you've had a pulmonary infection last year, you've had a hospitalization related to it, you've been on antibiotics. All of those stayed in place, but the high-res CT scan was relaxed. Most of the other distributors, or DMEs, did not deploy that latitude just because they weren't sure how long the exemption was going to last. Yeah. They didn't want to have to pivot back to retrain. This one, it's become clear that it's taken their baseline down. Now, a patient that would have otherwise flowed through is told, the physician says: "Now you've got to go get a CT scan if you don't have one on file." It takes a while to get in the queue. So we've kind of reset the baseline for the balance of this year. That said, we are doing a few things to certainly try and revitalize the balance of the year. I don't think it has any impact on the longer term. We think this is a this year consequence, but we are in the process of recruiting. We're going to add a few more salespeople. We think that, our ability to be in the field training, engaging with our DME customers, is certainly good for things. We added a payer relations person as another resource for our DMEs. And maybe it's just as importantly, we, we published a paper in the second quarter that demonstrated the comparison of the three competitive vests to AffloVest, and, asked 30 symptomatic patients that were naive to any of the vest therapies, they didn't come in with a preconceived position, which one they would prefer. 93% said ours, because we have a, we're the, the only real portable device. We're battery operated, we don't tether to the wall, there's no hoses attached. Yeah. The ability to deploy this into their lifestyle, they, I think, were convinced is much easier. For the longest time, since we acquired this business almost two years ago, we've been focused on expanding the market. And I would say to the credit of our DME partners, most of the business that we've enjoyed has come from patients that would have otherwise not gotten best therapy. Mm-hmm. But the DME already has a captive audience with a complex respiratory patient, and they have raised the idea with the physician. This patient is eligible, they meet the criteria. This would be another good product to have on them to help preserve their health. We've focused on that. We've grown, I think, the market. I think we've come to the conclusion. We don't have to be binary. There's no reason we can't continue to expand the market and compete for share. I think that this paper is a very easy one to explain, even for a DME rep that might be a little less deep clinically in a particular area. Yeah. And we think that can help as well. Okay, I think we have a question right here. Maybe just state your name and- Yeah. You talk about the sales force productivity effort. What do you think the impact to margins from those efforts are over the next couple of years? three numbers out kind of flash. Is there a big impact? Just looking at growth and how you're deciding capital. What's the plan to get reinvested in product line? Elaine? Yeah, from a margin perspective, the gross margin rate we do expect to be relatively flat, and sales won't have a large impact since our selling expenses and our operating expense line there. We do expect, though, to see good EBIT margin growth. So as I had mentioned, we're distributing that 9%+ range, if by 2025, our targets to be over 14%. And so that improvement is all going to happen within OpEx and the sales rep productivity be one component, also the back office efficiencies and so forth. So that's really where we see the margin growth. I appreciate the question about, about cash. Again, what a difference a year makes. A year ago, we were getting questions about: Are you sure you have enough cash? And now we're starting to get the question about: What are you going to do with all the cash? Which is a better place to be? I, I think that, it certainly gives us a lot of optionality, right, that, that we can deploy. From an acquisition standpoint, you know, I, I think that, we're certainly emerging back into a spot where that's a viable option for us. But that said, I think we're in two spaces right now that we continue to believe are tremendously underserved. Because we're primarily the driver of market development, at least in lymphedema, to some extent, I would say also on the bronchiectasis side, it takes a lot of resolve. I think it's very difficult, especially for a company our size, to try and develop underdeveloped markets in too many segments at a time. So unlikely that we're going to establish another totally independent footprint, but if you know, if the funnel of opportunities allowed us to meet a lot of the things that we met when we did the AffloVest acquisition, long-term, supporting our long-term top-line growth profile, accretive to both gross and operating margins, fit our mission, you know, there's just not a big universe of those out there. So we're certainly open-minded, but I think right now we feel like we're in a great position from the fact that we have a strong balance sheet and are generating free cash flow at a pretty healthy rate. Again, it certainly allows us to continue to invest in the business. Yeah, maybe just along those lines, you just brought up M&A. Are there any areas outside of your core market that you guys find in- interesting, that you could potentially make an acquisition in, or what are the areas you're, you're kind of looking at? Yeah, I think that, you know, one of the things to talk about is we don't need an acquisition to fulfill our ongoing growth targets. And what we put out for 2025, I think it's clear, but just to reiterate, those are organic only- Yeah ... as far as our 25 targets. You know, we have a big sales force, and to the extent there was an opportunity to get some additional leverage there. Now they have some disparate call points, which is another variable to keep in mind. Yeah. We have an increasingly efficient, not optimized today, but certainly have a plan to get there as far as back office and our ability to build third party, another, you know, invested asset that, Yeah ... perhaps could have some additional leverage. Yeah. So you know, I'd say we keep an eye on both those spaces. Got it. Okay, maybe, going back to AffloVest, you talked about the large DME that had kind of implemented the PHE waiver. Can you just talk about how long you think it's going to take that DME? Is it going to be a difficult process to kind of unwind the PHE waiver that they were, you know, training their sales force, and now they have to go back and get the CT scan of the patients. Can you just talk about kind of the outlook for that particular DME? Yeah, I don't know that it's going to take a long time for them to unwind it. It's really just one more thing that they have to make sure that- Okay They're conveying to the prescriber that it's not a complete and submittable order until they have a CT Scan on file. Yeah. So some of it is just making sure that they get back to their existing referral sources and update them on the requirements. I think as, as that requirement is fulfilled, will it reset their base? We, we think the answer is yes. Yeah. That's what led to the updated guidance. I think that, you know, we'll see how long it takes for that base to be reestablished, but not inconceivable it could go into Q1, because we know that the PHE exemption came off in May, so it was kind of a Q2 consequence. Yeah. But again, we don't think that it's a forever thing. We think it's a for now. And the other is that particular distributor continues to be engaged with us very much. They have participated in our sales meeting. They have incentive plans for their sales force. They continue to believe this fits the complex respiratory patient that they- Yeah they serve, and the rest of our top 10 distributors continue to grow. Yeah. Yeah. Just along the lines of maybe concentration within your DME partners, how much influence or how much monitoring do you do in terms of concentration risk, in terms of which DME, if there's a large outside DME that's selling the vast majority of products? Can you just talk a little bit about that and kind of your plans going forward? Yeah. So, you know, the channel through a DME is certainly different than our lymphedema business. Yeah. You're much closer to it when you're direct. Some DMEs are, I'd say, more transparent than others. We do our best to try and get as much information from them as we can, but we're clearly not going to have the same level of visibility. Yeah. That said, we do get tracings on a monthly basis. Okay. So we have a pretty good idea of where the business is coming from by branch, which gives us, you know, some pretty good geographic understanding, and continue to have a really active dialogue with each of them Okay, great. Yeah. Maybe we'll pivot to a couple of questions on digital strategy, and then we'll finish up with some financial questions. Okay. I'd love to hear more about the digital strategy, Dan, especially Kylee. Can you just provide us with some color on how it's been received by patients and prescribers alike? Sure. So on the digital, I think there's two pieces. There's Kylee, and then there's some of the back-office digital, deployments that we are in the process of, and I'll let Elaine kind of comment on that. Yeah. As far as Kylee is concerned, so Kylee is the name of our handheld digital app intended for patients. It's available on the Apple and the Android platforms. We introduced it last summer. We have a fairly rich pipeline intention for it. So, as in the case of software, we've got new drops with additional features that continue to be introduced. It initially started as a way to educate patients, knowing that the average patient is symptomatic for three years before they can even get a diagnosis. Not only the HCPs, but the patients themselves, are really naive to lymphedema. So helping educate them in this app gives them information about what does... You know, the consequences of their swelling, what is lymphedema, how can it be treated, what can they do within their own control as far as conservative therapy, exercise, diet, compression garments? Part of that intent is that as patients finally get their way to a specialist, maybe they've met the prerequisites. Okay. They've already started to use- They've done the legwork. - compression garments, and they've done the legwork, if you will- Yeah, no problem. that allows them to be eligible even sooner. So hopefully, we can educate them that they can seek out care that they need and become eligible more quickly. Now, we've started, as of December, we've deployed Bluetooth chips in our Flexitouch unit. So a little bit like my Fitbit, it starts to engage with the patient. I can get prompts. Say, "It's been three days since you've used your device." It'll celebrate when they have used it successively. And the patient can now take their device, their handheld, and when they have their follow-up patient visit with their physician, they can share with them their usage experience, which some of the HCPs are finding interesting. Over time, via the cloud, we'll aggregate that data. We learn more about our patient's experience. Yeah. I think it can drive our product development plans, and it can also drive some of the papers that we'll continue to put out to support for the payer. So I think there's a number of things that I think Kylee can continue to do to engage with patients. We had 4,500 new unique customer users- Okay - download Kylee in the second quarter. They recorded over 63,000 usages over the course of the quarter. So we're in the early days, but adoption's good. And I think Elaine can probably add a couple of things on the digital back office that we think will have an impact as well. Yeah, and unfortunately, I think all healthcare, but also our space in particular, the work to get reimbursed is pretty onerous. Not only is there a lot of criteria that needs to be documented, but it also has to happen over time, and the documentation has to happen in a certain way. So when you think about kind of those complexities, today, we're doing it and doing it well, but it's requiring a lot of human effort, manual work. We still get a lot of things, information on paper. And so anywhere from leveraging our technology, from an AI, digital, recognition to quickly transform paper into technology, to also really having a much more... Leveraging technology, have an integrated platform where we can seamlessly work with providers, patients, and our team to really get those orders completed quickly, get the criteria documented the right way, so we're successful in submitting claims and getting paid that first time. It really helps not only from a back office, but also from a working capital, because we can- Yeah - improve our collections and speed those up. Yeah. I think your latest quarter, Yeah Definitely showed the working capital improvements, for sure. Switching to financial questions. So you've laid out the 2025 kind of long-range goals and targets. The latest quarter would suggest that you guys are tracking to meet those objectives. Can you maybe just comment on the progress thus far, and what are the important items that you'll need to hit going forward in order to meet those? Yeah, so I think, we put those out in the beginning of the year, and, you know, we have actually taken up guidance both on top line as well as, from an EBITDA perspective. So, I feel good that we are on track. And, you know, the good news is, you know, this is really, there's not anything big here to hit our numbers. We have to just continue to execute- Yeah on our strategy. Yeah. And so I think the momentum and the things that we've already got in place when we talk about the focus on our sales reps, the productivity, our product pipeline, the process improvements, all really continue to help have that strong top-line growth. In addition to our work on the back office will help with that OpEx. Those are really the things that I think are key. And then from a cash flow perspective, you know, we talked about $75 million in cumulative free cash flow. We said originally, the large majority of that would be collected in 2024 and 2025. Right. We're actually already seeing some of that in 2023- Good ... due to the success we've had on kind of our working capital and improved reimbursements. So again, continuing down that path, you know, would allow us to hit those targets. Yeah. Do you think there's any ability to accelerate that timeline? You just mentioned you're already starting to see it. It seems like it's kind of the cash flow generation is ahead of plan. Do you see any opportunity to maybe accelerate that and meet those targets earlier, or how are you thinking about it? It's, I think, a little too soon to tell. I would say we're gonna work hard to do that. And that would be a great win for all of us. At this point in time, you know, we haven't revised those targets. Okay. And then, in the latest quarter, you recently revised and, and raised your 2023 revenue guidance. What kind of gives you the confidence in the last two quarters that, that allowed you to, to raise revenue guidance? I would say, you know, we're pleased with the kind of progress and traction reception we're getting from some of the new products. The fact that the sales force has continued to kind of stay in the trading range that we intended, I think all of those give us the confidence to raise. And, you know, look, as the year progresses, the window of time gets shorter, so it gets a little bit easier. There's fewer things, I think, that, you know, lie out there in the darkness- Uncertainty, yeah ... as the end of the year gets a little bit closer. Okay. And just on that, so obviously the lymphedema has really been strong in the last few quarters. Do you think there's any upside potential to the revenue guidance, given the lymphedema business with the, you know, potential upside to the AffloVest growth once the PHE waiver works through and some of the things you're doing with your DMEs? Yeah, I think it remains to be seen. Look, we try and be responsible about our guidance and you know, put out things that we feel confident that that we can deliver. There's always sort of high range, low range kind of assumptions out there. Yeah. But, you know, having raised two times so far this year, for the full year, being well ahead of where we originally targeted on the lymphedema side specifically- Yeah ... which is the lion's share of the franchise, feeling good about what we said. Excellent. Yeah. I know we're running up here on time, but maybe, Dan, if you could just leave investors with a couple of key, key takeaways for the outlook of the company. Yeah. What would those be? You know, I think that, hopefully, investors start to recognize or continue to recognize that, we're a little bit of a unique opportunity, I think. You know, we're one of the rare companies that is in a big space, is the leader, is showing consistent double-digit revenue growth, is profitable and expanding the profitability, and generating cash flow. So you know, those are three variables in the small cap community, I think, that are not necessarily found collectively very often. Yet we trade a little over 1.5 times current year guidance. So, you know, we think that we've got a really good future. We like where we sit this year, but I think more importantly, over the course of the next couple of years, this continues to be a dramatically underserved space. There's so many patients that continue to go without care or even without a definitive diagnosis, that deserve the kind of treatment that we can bring. And, our team's energized to deliver it, and I think that, you know, we're gonna continue to demonstrate not only an impact for patients, but hopefully a good one for investors, too. Yeah. Great. Well, we're just out of time, so really appreciate the conversation. Thanks for attending, and look forward to talking soon. Appreciate it. Thank you. Thanks.