Hey everyone, welcome to the DarioHealth third quarter 2022 results conference call. All participants will be in a listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star, then one on your telephone keypad. To withdraw a question, please press star, then two. Please note this event is being recorded. I would now like to turn the conference over to Glenn Garmont, Investor Relations. Please go ahead.
Thank you, Joe, and good morning, everybody, and thank you for joining us today for a discussion of DarioHealth's third quarter 2022 financial results. Leading the call today will be Erez Raphael, Chief Executive Officer of DarioHealth, and he'll be joined by Rick Anderson, President. After the prepared remarks, we'll open the call for Q&A. An audio recording and webcast replay for today's call will also be available online as detailed in the press release invite for this call. For the benefit of those who may be listening to the replay or archived webcast, this call is being held and recorded on November 15, 2022. Last evening, we issued a press release announcing our financial results for the third quarter 2022. A copy of the release can be found on the investor relations page of the DarioHealth website.
Actual events or results may differ materially from those projected as a result of changing market trends, reduced demand, or the competitive nature of DarioHealth's industry. Such forward-looking statements and their implications may involve known and unknown risks, uncertainties, and other factors that may cause actual results or performance to differ materially from those projected. The forward-looking statements discussed on this call are subject to other risks and uncertainties, including those discussed in the Risk Factors section and elsewhere in the Company's 2021 annual report on Form 10-K, as well as the third quarter of 2022 Form 10-Q filed last evening. Additional information concerning factors that could cause results to differ materially from our forward-looking statements are described in greater detail in the company's press release issued last evening and in the company's other filings with the SEC.
In addition, certain non-GAAP financial measures may be discussed during this call. These non-GAAP measures are used by management to make strategic decisions, forecast future results, and evaluate the company's current performance. Management believes the presentation of these non-GAAP financial measures is useful for investors' understanding and assessment of the company's ongoing core operations and prospects for the future. A reconciliation of these non-GAAP measures to the most comparable GAAP measures is included in the press release regarding our quarterly and year-to-date results. With that, I'd like to turn the call over to Erez Raphael, Chief Executive Officer. Erez?
Thank you, Glenn. Thanks everyone for joining our call this morning. Joining me today, Rick Anderson, the President of the company. For the last three years, we have implemented a multi-year strategy, and now we are bearing fruits in two ways. One, we are not only aligned, but ahead of the macro digital health market trends of consolidation and consumer centricity. Number two, our current model is better suited to the financial macro environment we are facing. The consolidation of conditions into one integrated platform enables less vendors and more conditions, especially in a market that looks to save money and be more efficient while better managing its patients. Employers and buyers are looking for best of suite solution backed by clinical evidence. Also, our data suggests that an integrated model is better than separated single point solution.
Number two, the transformation from B2C to B2B improves drastically the financial profile of the company. Significant reduction in the cost per acquisition, creating a more efficient economic model with higher gross margins and more runway to execute on our strategic plans. This model reduced capital market risk for the company as well. More than 50% of the pipeline that we have today is for the full integrated best of suite solution that we have. A full suite creates a higher and more stable revenues while creating an incumbency that is hard to dislodge once dependents have been established, i.e., it will take multiple vendors to replace our one integrated best of suite solution once it is installed. Let's take a look at the P&L of the company. In this quarter, we are presenting a real evidence for the improvement in the financial profile of the company.
That shows that our model is working and creating a long-term shareholder value as we discussed in the previous quarter. Third quarter of 2022 revenues are $6.6 million, increased by 17.3% from $5.6 million in the third quarter of 2021, driven by growth in B2B revenues. Our B2B growth outstripped the decline in our direct-to-consumer business, in which we have shifted both capital and human resources away to focus on the B2B. Everything we are seeing in the market support this decision. In fact, we are witnessing other digital health companies replicating the B2C first model we created many years ago to prove real-world data, and only then move into the B2B.
The many years we operated as a B2C company and the data collection is a real differentiator that creates a moat against our competitors. Another important metric is the percentage of the B2B revenue that grew to 63.5% of the total revenue for the quarter, up from 46% in the previous quarter. Another important metric that contributes to the improvement in our financial profile is the B2B gross margin that is now above 70%. We told the market our B2B business could reach 70% levels, and today we report that we are delivering on that. The company-wide gross margins for the business, for the full business and for the full year, is expected to be in the 50% ranges. This is very large step up relative to the 39% that we had last year.
We believe that next year we can be at in gross margins of approximately 60%, and the year after, we believe that we can reach the 70% for the full business. Another metric is the 30% reduction in our operating expenses for the third quarter of 2022 compared to the third quarter of 2021. This is due to the slowing down of the B2C business and also due to becoming more efficient as we improved our processes and built scale in our business. The final results of all the improvements that I just mentioned is a 30% reduction in the net loss of the company compared to the third quarter of 2021. We had also a 13.3% reduction compared to the previous quarter.
We are seeing 2x operating leverage of the infrastructure that we have built and real economic advantage for the multi-product line approach. The underlying reason for the economic advantage of the multi-condition is the improvement of all the following key parameters. We have more eligible population per account because we are managing and serving multi-condition. Per every user that we are on the platform, we are generating more revenue per month and more revenue per year. The overall result is that we are generating between 4x to 8x more dollars per every account that we are approaching with the full suite, as opposed to companies that are doing a single condition digital health. Let's take a look at our balance sheet.
We ended the third quarter with a strong financial position with cash of $57 million in the bank, and we also keep improving our financial profile in a way that we are reducing the loss, and we expect that the loss will continue to reduce into next year. We also have access for another $25 million from OrbiMed, plus the strategic relationships that we keep building, and will continue to develop and collaborate with. On the commercial side, we signed 85 accounts and we are on our pace to reach the 100 accounts by the end of the year, which is the guidance that we provided at the beginning of the year. We are making a substantial progress in building our relationship with Sanofi. We believe we can take this relationship to the next level with introductions into health plans.
Another significant relationship is the national health plan we signed with and recognized revenue for the first time in this quarter. Rick will elaborate about this relationship, but we expect that this relationship will expand and contribute significantly to our revenues moving forward. We're also working right now on another strategic deal that will help us expand our commercial outreach. Overall, we have our own direct sales team, but the relationship that we are building with our partners such as Sanofi, Virgin Pulse, Solera, and a new relationship that we are building now with another company, all of them can help us expand our outreach to the market by multiple folds as we keep growing our business in 2023 and 2024. With that, I want to hand over the call to Rick to elaborate on the commercial side.
Thanks, Erez. In the third quarter, we continued to make substantial progress towards our strategic goal of building a robust B2B business. We increased the number of B2B contracts to 85 in the third quarter on our way to our goal of 100 by year-end, which will represent 100% growth this year. Our current signed contract value is estimated to be approximately $61 million. We have seen growth in both of our primary markets, health plans and employers, and both of our primary products, the full suite and our stand-alone behavioral health product. While we have had off-cycle customers that have launched, especially in behavioral health, the majority of the metabolic and full suite contracts that we have recently announced are expected to launch in the first quarter of 2023.
As a result, while our performance is improving each quarter, we expect to see significant growth into 2023. Importantly, these additional agreements also allowed us to generate a growing number of reference customers that are important to growing revenue in a step manner in future quarters and landing an increasing proportion of larger customers as we go forward. The B2B revenue represented an increasing share of total revenue with growth of approximately 32% over the second quarter and is almost 14x larger than the B2B revenue in Q3 last year.
As B2B has become the primary growth engine with the better financial profile that Erez mentioned, we have reduced our marketing expenditures for B2C and have seen an expected decrease in B2C revenue, which was more than offset by strong B2B growth. This has enabled us to maintain the strategic benefits of our B2C business and reduce our operating expense and cash burn substantially quarter-over-quarter. We entered into a new phase of our relationship with our national health plan customer, Aetna, in the third quarter. Under this agreement, we are partnering to embed our behavioral health technology into their behavioral health digital platform. We have already recognized revenue related to this agreement in Q3, but we expect that to increase as they roll the platform out to their customers in 2023.
We are just over two quarters into our relationship with Sanofi, yet we have seen significant progress and traction. Our co-promotion has developed a significant pipeline with some of those moving to late stages, which bodes well, even though we expect finalization to still take some time. We are on track to deliver our first set of development projects by year-end and have commenced planning for 2023 projects. We have had a strong collaboration on evidence generation with their real-world evidence team. They have completed early study planning and preparation, including validating our engagement outcomes. This is a valuable part of the collaboration as evidence is expected to play an increasingly important role in digital health in the next several years, especially with health plans. We expect that this evidence generation work we are doing with Sanofi will help differentiate Dario from others as we go forward.
Of course, we are pleased to have a third party validate our outcomes. Partners are expected to also be an important part of our strategy in 2023 as customers look for the "easy button", which is created with partners for data and billing. We are pleased with the partnerships that we have announced, including Virgin Pulse and Solera. We now have customers through Vitality, Alliance, and Virgin Pulse, and we expect our first customer through Solera in the near future, with more in the pipeline for all partners. We are working on additional partnerships, with some expected to close before year-end. Our multi-condition integrated chronic condition platform is resonating in the market.
We believe that this is based on having an integrated multi-condition platform, one journey, one coach, one experience, versus the modules that our competitors have if they cover the same number of conditions that we have in any event. Having multiple conditions through one vendor, which is clearly a benefit in the marketplace. Strong clinical outcomes is demonstrated in a growing body of evidence, including more than 30 studies. Excitingly, our latest studies are showing the benefit of managing multiple conditions together rather than through individual point solutions. Our B2C DNA that enables the delivery of a consumer-centric product and our ability and willingness to integrate within an ecosystem with the member at the middle. Overall, we believe we are strongly positioned with our product partners and growing momentum to continue to drive accelerating growth as we go into 2023. With that, I'll turn it back over to Erez.
Thank you, Rick. Despite the macro environment that is expecting recession, we don't see a slowdown in the market yet. In fact, we may see a tailwind as payers and employers seek to better manage patients and reduce healthcare costs. We believe that especially in this environment, where employers will look to save money, create efficiencies, and leverage multi-condition platforms that should create a better health profile, they will use Dario as a comprehensive solution. We also believe that we have all the building blocks we need in place to keep building a true digital health company that have the potential to reach profitability between $60 million-$80 million dollar in revenue. Dario is very well positioned for success where digital health market consolidation and focus on profitability is desired. With that, I wanna open the call for the Q&A session.
We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. To withdraw a question, please press star then two. At this time, we will pause just momentarily to assemble our roster. Our first question here will come from Alex Nowak with Craig-Hallum. Please go ahead.
Good morning, everyone. This is Chase on for Alex. A nice quarter here as, you know, there have been some starts and stops in onboarding. This quarter was a nice pace again. Help me unpack the growth in B2B in the quarter. You know, was it mainly the national health plan that upticked in revs? You know, was it the Sanofi contribution that stepped up? How do you see that on the go forward as well for Sanofi? You know, I guess if we could just dig into that B2B line and the growth there, that'd be helpful.
Yeah, sure, Chase. Number one, the whole B2B revenue, as I mentioned, was growing to 63.5% versus 46% from the previous quarter. This is percentage-wise versus B2C. When looking into the few portions of revenue inside the B2B, we have the Sanofi part that was relatively lower than what we have seen in the first quarter. This is something that is happening according to specific milestones, and the milestones are related to data delivery, development services, and market access. It's not always easy to anticipate exactly where we're gonna recognize the specific revenue. Think about Sanofi as something that is contributing almost every quarter, but not in a linear or equal way.
The other portion that was new this quarter is the revenue that is coming from Aetna that we started to build a relationship last year, and we managed to see the first revenue getting in. This one had a nice contribution to the revenue. Other than that, all the other portions of the B2B, we have seen growth, and we are seeing growth quarter over quarter for the last few quarters, including this quarter, in terms of the accounts that are getting into production. Overall, think about some kind of stability or even a lower revenue on the Sanofi side, a new big account that was recognized for the first time, Aetna. Number three, accounts that keep growing quarter over quarter, including this quarter.
Got it. No, that's helpful. I guess one for Rick. The $61 million in pipeline now, I think we dive in there a little bit. Could we maybe give us an idea of what the breakdown is between, you know, employer, provider, health plan customers there that make up that pipeline? Just to look under the hood there would be great.
That's contracts, not pipeline. You know, the majority of that is or the largest pieces of that are always gonna be health plans relative to employers. If you look at it on an overall split between them, it's probably somewhere in the area of, you know, 60/40 health plans and other B2B contracts versus employers. That percentage is gonna fluctuate, you know, every quarter, essentially, as we move through, because health plans will be more periodic. You know, employers, as you've seen through the announcements that we made, you know, we have off-cycle and on-cycle employers, you know, we'll have more in the third and the fourth quarter on cycle. During the year, we're constantly signing contracts associated with that. It tends to change over time, but that's more or less the mix.
Got it. Thanks. Maybe again for Erez. Nice 13% decline, you know, in OpEx sequentially. What does that look like going into Q4? You know, how are you internally expecting that D2C revenue to wind down now that you are cutting that spend?
Yes, we are continually making the company more efficient. It's in multiple places that it's not just the B2C, it's also efficiencies that we are running. You need to remember that we integrated literally four companies together. We had three acquisitions in 2021, and we had a lot of elements that related to operational architecture. When we are selling an integrated suite, the suite need to be integrated, so we are spending a lot of money integrating pieces together. We believe that moving forward into next year, we're gonna see additional small reduction in the OpEx. In a combination of higher revenue and higher gross margins, we're gonna see a significant impact on our ability to reduce the loss.
This trend is gonna continue, slightly on OpEx, but mainly in terms of, top line and also bottom line, improving the financial profile. You wanna see the company losing significantly less money into next year. That's what we're expecting to happen. Specifically into Q4, I think that, the OpEx spend is kind of stabilized on what we are seeing in Q3, but the additional reduction will start, again, early next year, and, we're gonna see the trend, moving, along the full year next year.
Got it. Thanks. I'll hop back in the queue. Thanks for the questions, guys.
Thanks, Chase.
Our next question will come from Charles Rhyee with Cowen. Please go ahead.
Yeah. Thanks for the question, guys. Hey, you know, you talked about this, the $61 million in contracted revenue, obviously, and it sounds like the vast majority is going to have a Q1 start in 2023 and then ramp. Is that right to think that as we exit 2023, we'll be at that $60 million run rate, and then in fact, we probably will be greater than $60 million in 2024?
Based on the timing of some of those contracts in terms of how they will grow over that period of time, I would expect right now that we would be close to that as a run rate at the end of 2023. You know, we've always sort of looked at it as 12 months out from you know, the date that we have those contracts. In some cases, they launch in a little bit later than others, but we should be approximately at that sort of a run rate by the end of 2023. Yes, we would expect it would be bigger in 2024.
Great. Within, you talked about it being integrated into a larger platform that they're launching. Any sense on timing of when you expect that to launch? Any kind of indications that you're hearing of when this might be launching?
I think you just highlighted the most important part, which is, you know, we're not directly in control of some of those pieces. You know, we expect that we will likely see some growth in the first half of the year, with that accelerating the second half of the year based on what we currently understand. There are some pieces that could accelerate that even more, and it's partially dependent on what order they come on the platform in. There tends to be an emphasis on larger customers over smaller.
Larger customers of Aetna's, you mean?
Of theirs.
Or –
Correct. Yeah.
Of theirs.
Yes.
Okay.
Yes, because the digital platform's for their ASO business.
Yeah.
Right? They're the employers they're selling to.
Okay. Is that sort of like they're gonna offer this new platform, and if an ASO client picks the platform, they get everything including Dario, or they can pick and choose within the platform?
Dario is being integrated as a technology into the platform. We get paid for everybody that's on the platform, but there's also opportunities to access additional services through Dario on that platform, on an overall basis.
Okay. That's helpful. Lastly for me, you know, the sales and marketing came down materially in the quarter. Is this obviously as you kind of pull back on DTC, is this the right run rate, or do we expect to see more savings in this line, particularly as we go into next year?
Yeah. This is mainly because of the B2C, and this is something that we guided the market already in the last quarter, that you're gonna see decline here. I think that that's the run rate that we're gonna see moving forward. We believe that toward next year, mid of next year, we're gonna see this line getting back to growth because the more we penetrate, the more we're gonna invest into the sales and marketing on the B2B side.
Got it. I'm sorry, one last one. On Sanofi.
Yes, sure.
Obviously a great partner. You know, but when you look in the diabetes market, the bigger players are Lilly and Novo Nordisk. Is there an exclusivity with the Sanofi deal? Are you allowed to speak to other, you know, manufacturers that are in the diabetes space? Just curious if your platform would fit well with, you know, some of these newer drugs in the market.
I think a couple things there. I think our Sanofi relationship is broader than diabetes. I mean, we're in the general medicines area primarily, although there are conversations with other parts of the organization as well. They view it through that lens as well, as more of a digital health than a diabetes issue. The co-promotion is for our full platform, so you know that kind of speaks to the overall relationship. We do have you know there are some elements of exclusivity, but they wouldn't prevent us from having relationships with other companies that are generally in the space you know depending on exactly how we structured that. We don't see a lot of value in doing app partnership with a specific drug in the absence of a larger relationship.
You know, we really view this, and one of the reasons why we did the deal with Sanofi was they were interested in digital health as a market, and not just as a companion app to a medication. Now, that doesn't mean we would never have it as a companion app to a medication. It just means we see a broader value there from that relationship.
Oh, that's great clarification. I think a lot of people assume it was much more tied to diabetes. You know, when you guys are sharing data, you know, what are they doing with, you know, with the data right now? How are they, you know, how are they planning to integrate then the broader Dario platform, you know, into their environment, I guess? How are they moving that towards their patients is the question.
Yeah. I think that's an evolving strategy on an overall basis with them. This was them, you know, stepping in. Part of it was them validating our data, you know, for themselves. They did a bunch of due diligence upfront, but then, you know, have done some additional, you know, really deep dive work around it. The real world evidence team that they're working on is about validating and providing evidence for the benefits of the Dario platform for patients on an overall basis. So full suite. Their most—I mean, yes, they will do some stuff around diabetes because obviously the company has, you know, the longest history in diabetes, so we have the most amount of data on an overall basis in diabetes.
rapidly moving into the overall suite because, you know, we agree with them on this, but their point of view is, you know, they're looking at health plans primarily, and their point of view is, "Hey, you know, the people that have the best evidence are gonna win," which is fully consistent, right, with the way that they look at medications on an overall basis. That's kind of their view. The way that it gets integrated, I think it's gonna be in a bunch of different places. You know, we're gonna see some of it with their product. We're gonna see some of it in. Well, let's just say broader relationships in the ecosystem. More to come on that later.
I think ultimately they're looking at is how they get closer to the folks that are using their medications and devices. Also, you know, really they're looking at digital health as a multi-billion dollar potential opportunity for them as a company. I think it cuts across all of those.
Got it. Sorry, just one clarification from my earlier question. The $61 million is just in the B2B business, right? We would layer on top-
[crosstalk] Correct.
Any remaining B2C revenue?
Correct.
Okay, great. Thanks, thanks for the color.
Thanks, Charles.
Our next question will come from Rahul Rakhit with LifeSci Capital. Please go ahead.
Hey guys, I really appreciate all the color so far. I was just wondering if you could expand on what percentage of the account growth is coming internally versus your strategic partners. How do you expect that partner contribution to impact account growth, you know, in Q4 and then more, I guess, beyond to 2023.
Current account growth, the vast majority would be internal. We've seen some nice activity from partners in Q3, and are expecting a bit more in Q4. I expect that, you know, remains to be seen to some extent, but we're expecting that partners will play an important part of our growth, going forward in 2023 and probably 2024. I think a lot of that has to do with market dynamics that we're seeing. As there is more and more effort on the part of customers to really make it easier on themselves, manage less vendors and make the vendors that they're managing easier. I think that bodes well for sales through our partnerships. We're investing more in the sell-throughs for those partners. As Erez mentioned in his comments too, you know, that gives us a lot greater reach than our own sales force on a standalone basis.
To date, the majority is internal.
Got it. That makes sense. I mean, it's great you guys are, you know, on track to double the number of accounts that you had last year. You know, is it reasonable to think that you might potentially, or are you looking to double accounts again next year from 100- 200? In that, you know, are you kind of factoring in, this contribution from partners to help drive you guys, in that direction?
That's generally the mentality.
Yeah. I mean, we are doubling from 50- 100. Almost everything is direct. Now with all these partners that are working with us, it's reasonable assumption that we can double again. That's something that we're gonna talk about at the beginning of next year. Yes, that's the direction.
Got it. Appreciate it. One more. You know, you guys previously mentioned that you anticipate seeing additional strategic partnerships come in before year-end. Now, is that still a reasonable expectation? If so, can you help us understand what type of strategic partnership you might be pursuing at this point?
We are still pursuing things that we anticipate will close before year-end. We think that they will be substantial in terms of the ability to add to our overall client base over a period of time. You know, more to come on that later.
Very cool. Thanks for taking the questions.
Thank you.
Our next question will come from David Grossman with Stifel. Please go ahead.
Thank you. Good morning. I just wanted to follow up a couple of questions that were already asked. I think first on, you know, the ARR, the $61 million. Is it fair to say that given where we are in the calendar year, that, you know, most of the large employers, the self-insured plans would have, you know, kind of made their decision by now, and that the incremental growth from here would come from health plans that would probably, most likely, you know, kind of have some impact next year just depending on timing in terms of increments above the $61 million?
Yes, health plans, also off-cycle employers, would be incremental between now and you know, in terms of revenue contribution to next year, there's a couple of other opportunities. Yes, generally speaking, yes.
Great. Then maybe if you could give us a sense of, kind of how pricing is really trending for you in the marketplace, particularly on the full bundle. You know, maybe you have to give specific numbers on kind of what that pricing looks like on an absolute basis. You know, on a year-over-year basis, you know, how is that trending, you know, when you're out there selling the, you know, the full suite?
You know, we've purposefully taken a pricing strategy that I don't wanna discuss in absolute detail, but let's just say generally speaking, we've either maintained our pricing or raised it slightly.
Maybe I can give you some more color, David, on, I mean, that's something that I mentioned earlier on the call. The way to look at it, if I'm just picking up on, I'm not gonna mention the name, but the employer that was buying the full suite at the beginning of the year, the average revenue that we are generating per single user is around 50% higher than for a single condition once we are selling the full suite and users are utilizing the full suite. On average, when we are launching, and that's numbers that we have seen so far, we believe we're gonna scale it, overall, 30%-40% of the population are gonna be eligible to one or more conditions.
If you were thinking about it, you know, we know other competitors that were selling into this market, diabetes only or hypertension only, the numbers are usually around 6%-8%. If we are like selling both MSK, BH, weight loss, hypertension and diabetes, you can reach somewhere between 30%-40% of the account that is eligible to one or more conditions. Usually we have like around 35% of the population that are eligible, will enroll eventually to the platform. On average, we start to see nice numbers that the average patient that is saying yes to the program will probably ask for an average 2.2 conditions to be managed by.
This is more or less the numbers that we have seen, and this is why on the call I mentioned that the revenue per account is somewhere between 4x to 8x or folds, comparing to a company that is selling a single condition. That's the numbers that we are seeing today.
Got it, Erez. Just to make sure I got that right, you said that 30%-40% of the eligibles are taking the service and the average is 2.2 services per eligible that take the service. Did I get that right?
When somebody enrolls in a full suite program, they are involved in 2.2. But the price that the revenue we're earning is not relevant to how many they're actually taking because the pricing on the full suite is for all of the conditions, whether they take one or multiple of those conditions. It's a higher price than the single condition, as Erez mentioned, but it also gives us access to, you know, four times the population within your average population would be eligible when you add the full suite versus, say, diabetes on a standalone basis.
I got it. Okay, great. Thanks for that. Then, you know, just, you know, back to both Sanofi and Aetna, can you just remind us what the revenue milestones are? You know, the conditions that have to be met for you to, you know, take on incremental revenue for each of those. I think I've got different bits and pieces. I just wanna make sure that I understand all of the different components that drive revenue for those two relationships.
Within Sanofi, there are preferred partnership payments that, you know, that the milestones associated with those are delivery of training and data and things of that nature, as well as just general market access. There's also milestones related to delivering development plans, which, you know, really tend to happen throughout the year. I mean, those are the primary revenues. All of that excludes agreements that we sign through the co-promotion. That would be above and beyond that. That would land in our health plan revenue and pipeline associated with that.
For the national health plan, you know, the contract is really the way to think about it is that we get payments for delivering certain elements of the platform, and then from there it is essentially a per employee per month or a per member per month, if you prefer, for people that have access to the platform. Like I said a minute ago, you know, those that would have buy-up services, it would be for those that buy those services up. It's a monthly fee for those that have access.
where are we at in delivering the elements of the platform component of that, Rick? Are those significant milestones that are still left in terms of dollars or have we, are we kind of beyond that at this point? Because it sounds like just that, you know, started recognizing revenue this quarter, so it would appear that that would still be out there.
There is some of that still out there. We definitely do have some of that in this quarter. I expect that we will have all of that will be completed within the first half of next year.
Our next question will come from Ben Haynor with Alliance Global Partners. Please go ahead.
Good day, gentlemen. Thanks for taking the questions. First off for me, just thinking about R&D expenditures, you know, what's really going into those at the moment? Are those mostly kinda implementation details? Is it something you're developing internally, new features, functionality, et cetera? You know, what's kind of the right way to think about how you're allocating R&D dollars?
Yeah. Thanks, Ben, for the question. The way to look at it is that we have like few main buckets of spending. Number one, we are pushing to promote each of the products as a standalone. I mean, we wanna have the best diabetes solution. We wanna have the best MSK solution. We are promoting each of the products and taking them to the next maturity level, better engagement, improvements. That's bucket number one for each of the product lines. Bucket number two is that we are investing in integrating pieces together into one integrated experience, which is something that is very important when we are selling the suite. We are talking about best of suite.
This is one of the advantages that we are creating over the competitors, because we are creating a one integrated journey, one clinical journey, and use cases that are cross conditions. That's bucket number two. Bucket number three, we had many years of experience as a B2C company, transforming everything to B2B, making sure that all the operation is functioning from billing to IT, security, and all what we are calling operational side is significant, especially when you're combining few technologies together. Here we have a very big investment that we are doing, and we're gonna keep spend there in order to make sure that we are very stable and can keep the scale if we really wanna continue and double the number of accounts next year.
These are where we are investing the money. Usually, when companies are running M&A's and the technologies are being integrated together. Usually, you see a ramp-up in the R&D expenses in the first two years of the acquisitions, and then things are getting consolidated, and the companies are creating more efficiencies. I think that here we're gonna see the same kind of trend.
Kind of trend in the sense that, you know, after you've digested these acquisitions that you made you know, over the past, well, I guess couple years, we should start to see the R&D line come down a little bit. Is that the right way to think about this?
Yes. Yes, absolutely.
Okay, great. I apologize if I missed this, but did you guys zero out B2C advertising now, or do you still do a little bit of that?
We still do some of it. We just reduced it to a level that made the business very sustainable. We still see strategic benefit to the B2C business, just like, you know, from always. We use it as a test bed as well as for a variety of other things. We're not expecting to zero out the spend, but we've got the spend at a level that makes sense relative to the cost of the market and the margins associated with it.
Okay. Some of that sales and marketing spend is sort of effectively R&D spend as well.
You can think about it that way.
Yes. That's a very good way to look at it.
Okay, fair enough. Lastly for me, this is really, I guess, more curiosity or housekeeping. I know last quarter you talked about a customer that had some revenue that was slipping into Q3. Was that Aetna that slipped from Q2? You had expected some revenue in Q2 that slipped into Q3?
Yes.
Okay, great. Well, that's all I have, gentlemen. Thanks for taking the questions.
Thank you so much, Ben.
With no remaining questions, we will conclude our question and answer session. I'd like to turn the conference back over to Erez Raphael for any closing remarks.
Thank you. Thanks, everyone. Appreciate you joining our call today. Wish you amazing day. Thank you.
The conference has now concluded. Thank you for attending today's presentation. You may now disconnect your lines.