Good morning, everyone, and welcome to Alcidion's full year financial results webinar for the twelve months ending thirtieth of June, twenty twenty-four. Before we get started today, I would like to acknowledge the traditional owners of the land on which I'm presenting from today, the Wurundjeri people of the Kulin Nation. And of course, acknowledge the lands from which all of you are joining me today, and I pay my respects to their elders, past and present, and I extend that respect to all Aboriginal and Torres Strait Islander peoples who have joined us on the call. As this is our full year results, joining me on the call today is our Chair, Rebecca Wilson, and our Chief Financial Officer, Matt Gepp. Today, we'll take you through a presentation covering the key financial and commercial highlights for the year. And then we'll give you some of our thoughts on the outlook ahead, and we'll finish the call up with Q&A. All attendees have the opportunity to ask questions at the conclusion of the presentation, and if you would like to ask a question, please use the Q&A function that should be at the bottom of your screen. We will aim to answer as many as possible, albeit noting we will sort of group together questions that are similar in nature to avoid repetition, and we have received a few questions prior to the call starting. If we run out of time or there is a question we're unable to answer, welcome your giving you the opportunity to send that via email to investor@alcidion.com, and we'll seek to answer as many of those as we possibly can. As a reminder, the webcast is being recorded, and we will make it available on Alcidion's website later today, along with all of the documents that were lodged this morning. So before I get into the results, I thought I'd just take a moment to briefly provide an overview of Alcidion, for those of you who are perhaps new to the story or to the company or could do with an update. You know, really what Alcidion's core proposition is, that we are focused on solving, providing technology that helps to solve problems and support the solving of problems in the healthcare system. We're essentially a healthcare data and informatics company that consolidates and analyzes large amounts of information from many systems across the healthcare system, and then we are able to present that in ways that helps to streamline hospital and healthcare workflows and ultimately to improve patient care. Our aims is to support healthcare professionals by giving them the tools they need to make their jobs easier, which either directly or indirectly results in a more efficient healthcare system for everyone. We currently operate across three geographies, Australia, New Zealand, and the United Kingdom, and our revenue is split roughly halfway, half and half between the United Kingdom and Australia, New Zealand. Our flagship software platform is Miya Precision, which is a cloud-enabled modular solution that you can scale up or down, depending on the required functionality and, the budget that customers have at any particular time in their purchasing cycle. Now, we firmly believe that this modular platform approach that we've taken, from an architecture perspective, is one of the key value drivers for our product. It provides a unique point of difference to some of the larger competitors in the market. At present, we have around 16 modules, which we have continued to add to over the last year. And one of those was recently added, the emergency department module, which we'll talk a little bit more about later on. We have a world-class development team, that enables us to develop new modules and commercialize those. And that allows us to keep up with the needs of our customers, but also to keep up with the changing landscape in respect of the healthcare industry and what it needs at any particular point in time. Many of you will be familiar with the names of some of these customers, but I think as we get to the end of a full year, I think it's also good to take the opportunity to highlight the critical role that Alcidion and our Miya Precision solution plays in providing healthcare infrastructure for these customers. That has become really an integral part of their care delivery platform, and not only processes daily patient information in very large volumes, but also helps to shape the clinical behaviors of hundreds, if not thousands, of staff who use our systems throughout the healthcare system. Therefore, when we partner with a customer like Dartford, Western Health, or Leidos, in respect to the Australian Defence Force delivery program, while the initial contract may be three or five years, we typically see them staying with us for much longer, and in many cases, we'd expect to have those customers over decades. You know, this is one of the real value drivers for our business, and certainly over the past 12 months, we've been able to demonstrate that with the extension of the South Tees contract until at least 2033, and Leidos partnership, which supports the Australian Defence Force rollout, which has several renewal periods, across five-year tranches in the decades to come. That just gives you a little brief summary. We lodged a larger form, presentation deck, today on the ASX that will give you a little bit more background information, should you be seeking it. I'm gonna jump in with, sort of a brief overview of, the results, and I'm gonna hand over to Matt, who's gonna take you through them in more detail. It's no doubt been a challenging year for Alcidion in FY twenty-four, which was impacted by external market activity being slower than we'd expected, and which then, that was slower than expected in the first half. That then saw us move to reduce the cost base through Q2 and Q3. And we did that all the while accommodating what was an uptick in deployment activity, but also an uptick in tender activity as we moved into the second half of the year. As we enter FY 2025, we are seeing some of that tender activity culminating in new contracts, which when we combine that with the actions we've taken on the cost base, sets Alcidion up well for positive results in the year ahead. Looking at a little bit more detail on the FY 2024 financial highlights, which, as I said, won't go into too much detail because Matt will. Just to point out a couple of key points there. We delivered full year revenue of $37.1, which was down 8% on the prior year. But while it's not on this slide, we are going to give you provide some greater detail as to the makeup of our revenue during the last year, so that you can understand the components that go into that $37.1. Pleasingly, our annual recurring revenue was up 6%, and I think that's important to note. During the course of this year, that continued, increasing the annual recurring revenue. Underlying EBITDA for the full year was negative AUD 3.4 million. However, following the cost-saving initiatives that we implemented in H2 fully, the EBITDA loss in the second half reduced to approximately AUD 600,000. Despite the soft first half cash flow, we generated strong operating cash flow in the second half of AUD 4.3 million, which leaves us with approximately AUD 11.8 million of cash at the thirtieth of June. I touched on signing new contracts with South Tees, Dartford, and Gravesham. I'll touch on a little bit more detail about those and some other contracts as we proceed through the presentation, but I'd like to hand over to Matt now, who'll give some further color to the financial details. Thanks, Kate. Good morning to everyone who's joined us today for this full year results presentation. We know it's a very busy day on the ASX, so we appreciate you attending. Okay, as Kate has touched on, the business delivered AUD 37.1 million revenue in 2024. That's AUD 3.3 million or 8%, down on the prior year. To explain the movement in revenue, this year in the slide deck, we've presented the revenue to you in a way that will help our investors better understand the individual components that make up our revenue. Firstly, we have the recurring revenue, which has been split for the first time between annual recurring revenue and capital license revenue. Annual recurring revenue represents our ongoing and underlying recurring revenue stream, and mostly includes ongoing maintenance and support fees, as well as license and subscription fees. Importantly, we saw a year-on-year increase in ARR of AUD 1.5 million or 6%. Also included in recurring revenue is capital license revenue, which is typically a feature of new U.K. contracts. It relates to one-off, multi-year license revenue, usually covering a three- to five-year period. We don't sell perpetual licenses at Alcidion, and it's our expectation that these capital license revenue components will revert to annual recurring revenue after the initial license period has ended. As seen here on this slide, capital license revenue fell AUD 2.4 million year-on-year, from AUD 3.4 million in 2023 to AUD 1.1 million in 2024. The slower than anticipated throughput of U.K. tenders is the cause of this decrease, with the prior year seeing material contract wins in the U.K., such as Bolton, Dartford, and UHS. We didn't see the same level of sales activity in FY 2024. Secondly, we have the non-recurring revenue. This has been split here between pure implementation revenue and technical services revenue. Implementation revenue is directly linked to capital license revenue and new sales in general. Large capital license sales will usually see a period of six to 12 months of implementation. Smaller sales may see a period of three to six months of implementation, and this often crosses over multiple financial periods. As a result of lower FY 2024 sales activity, we've seen a decrease in the year-on-year implementation revenue of AUD 2.4 million, sorry, AUD 2.5 million. Technical service revenue has remained steady year-on-year at AUD 2.3. It's largely a result of ongoing legacy contracts, which see us provide support and consulting services to customers in the ANZ region. Our margin has remained steady at 86.1% this year, with full year costs also relatively steady year-on-year, seeing us deliver a full year underlying EBITDA loss of AUD 3.4 million. The restructure of the cost base undertaken in Q3 cannot be seen clearly in the year-on-year numbers here, so we'll flip over to the 2024 half-on-half PNL slide, and I'll talk to the changes we made in the business during the year. Financially, it was a tale of two halves in 2024. After reporting a first half underlying EBITDA loss of AUD 2.8 million, the business went about restructuring the cost base in Q3. This restructure was largely focused on reducing headcount in the business, reorganizing how we work, and also focused on spend in general. The second half saw a AUD 3.7 million reduction in OpEx versus H1. This includes a AUD 3 million reduction in half-on-half staff costs... and a AUD 700,000 reduction in total non-staff OpEx, and this saw a much improved second half EBITDA, underlying EBITDA loss of AUD 600,000. It's worth noting here that we incurred around AUD 900,000 of staff costs in Q3 in relation to headcount that was no longer in the business at the end of the year. Our Q4 staff costs exit run rate was around AUD 6.2 million, and, you know, as reported previously, we incurred AUD 1 million of costs during the restructure, mostly in relation to redundancy costs. I'll move on to the revenue dashboard now, please. Thank you, Kate. Here we demonstrate various cuts of the revenue. In the top left segment, we see the half-on-half revenue, where we see a slower H2, a result of slower sales in the year and lower H2 implementation revenue. In the top right segment is the ANZUK split, which has remained steady year-on-year at 51% and 49% respectively. The bottom left segment is the most interesting, I think, and demonstrates the historical revenue split in the way I talked about in the first P&L slide. Here you can see the business has delivered steady year-on-year growth in the annual recurring revenue since 2020. You can also see the historical capital license revenue, which made a material contribution in the 2021, 2022, and 2023 years, and as mentioned earlier, a much lower contribution in 2024. You can see the peak implementation revenue of AUD 10 million in 2023, coming off the back of those large capital license sales in the preceding three years. Lastly, on the bottom right segment, we have shown the historical recurring revenue percentage contributions, and in FY 2024, with lower capital license revenue, this skews heavily to ARR, which represents 71% of the recurring revenue in 2024. Moving on to the balance sheet, please, Kate. Thank you. We start the year with AUD 11.8 million in cash. We also start FY 2025 with a much stronger balance sheet in terms of working capital than we did at the end of 2023. In the prior year, payables exceeded receivables by around AUD 1.1 million, while we start 2025 with the reverse situation, with receivables exceeding payables by around AUD 2 million. This sets us up for a better cash flow performance in FY 2025 Q1 compared to the prior corresponding period. Intangible assets continue to decrease as we amortize the acquired intangibles, and we end the year with $94 million on the balance sheet, down $2.9 million on the prior year. Unearned revenue or deferred income is up $1.2 million year-on-year. This represents funds received in advance of services being delivered. It's worth noting that this balance washes through the P&L each year, and for those who get this deep, note 15 on page 81 of the annual report shows the movements in and out of the opening unearned revenue balance. Oh, thank you. Moving on to the cash flow side, the business delivered positive operating cash flow in H2 of $4.3 million. That's a AUD 15.7 million improvement versus a challenging first half, where we saw an operating cash outflow of AUD 11.4 million. We finished the year with net cash outflow from operating activities of AUD 7.1 million. H2 benefited from a high level of cash receipts at AUD 28.9 million, compared to 15.1 in the first half, delivering full year receipts of AUD 43.9 million. Three million lower than the previous year, which, given the decrease in revenue, is not unexpected. H2 also saw an AUD 2.2 million decrease in the cash operating expenditure versus H1, and it's important to point out here that included in the H2 positive operating cash flow result is around AUD 1.3 million of cash costs associated with the restructure, and as mentioned earlier, about AUD 900K of costs that are no longer in the business from Q4 onwards. We end FY 2024 with AUD 11.8 million of cash, a strong balance sheet with a much improved opening working capital position than in the previous year. Thanks for your time again today, and I'll pass back to Kate for an overview of the operations. Thanks, Matt. Appreciate that. Welcome. As many of you are aware, we recently announced we've been selected by North Cumbria Integrated Care NHS Foundation Trust, referred to as, by us, as NCIC, for their new electronic patient record system, and at the core of the EPR system will be our flagship, Miya Precision platform, which provides a full suite offering, including PCS, our patient administration system, which is already live at the trust, but as part of this contract, we'll be moving to the cloud and also moving to the upgraded version of PCS. Some of you may recall, PCS is the name for the product from the Silverlink business, which Alcidion acquired a few years ago as part of our strategy to expand our offering and provide a modern and modular electronic patient record or something that we refer to as an EPR. Our EPR solution will provide clinicians at North Cumbria with real-time access to patient records, while also helping to streamline care delivery processes and the clinical decision-making processes in that trust. It'll also allow them to build on their existing digital footprint, where they already have, for example, the medications management solution rolled out from our partner, Better, along with a number of other modules from other providers who have got specialized niche solutions. In selecting Miya Precision, that allows them to roll out a modern modular platform that will allow them to protect and keep their existing investments and realize benefits more early in the process of rolling out an EPR, such as electronic noting and observations, without having to replace anything along the way. We're currently meeting regularly with the trust to finalize the details of that contract, which is expected to have a 10-year term with a total contract value between AUD 30 million and AUD 40 million, depending on what's in and out when we finally resolve that, and the number of modules. Well, they'll be taking all of our modules, but there could be some partner or third-party modules that are added to that. Upon finalizing that contract, we'd expect to begin the deployment in Q3 2025, and I think North Cumbria is hoping that starts in January, and we expect revenue to flow immediately after the commencement of the project. It's the second U.K. EPR contract for Alcidion, following the 10-year, AUD 23 million extension for South Tees contract that we signed in December 2023. And we've already announced that contract as we've already announced, the contract has optionality for several additional modules at South Tees, which, if that was selected, could see an additional AUD 10 million or so added to that contract, to bring it up to a similar size, as the North Cumbria contract, for example. Both of those contracts provide really good reference points as the shape and size of the various EPR contracts that we are tendering for. As I've iterated before, we do not go for all EPR tenders, and nor do we expect to win all the ones that we tender for. It and I think, again, I'd like to reiterate that the EPR part of the NHS market is just one market segment in that market that Alcidion targets and represents, you know, an opportunity at a point in time. One of the very strong positionings for Alcidion is that we have a multi-modular platform that allows us to address many different challenges in healthcare and not require us to only be focused on a particular opportunity. The strategy's always been to have that platform approach so that it does allow us to be responsive to the changing market dynamics over time. Just further to my last sort of comment about how the EPR opportunities can build out, we have presented this slide previously, but I just wanna touch on it briefly, as it does a pretty good job of highlighting how we view the significant organic upside with a platform approach, and with an existing customer base. So, you know, our competitive advantage is being able to work with customers over time to deliver solutions that progressively meet their needs to mature digitally. And, you know, our work at Dartford and Gravesham, and South Tees, along with several others, and North Cumbria will be another example of it, demonstrates how this sort of getting the customer first and starting to roll out the platform, allows us to then build up over time, to reach material contracts such as the North Cumbria opportunity. We have several customers, both here and in the U.K., where we have Miya Precision contracts for those initial modules, such as Miya Flow or Miya Observations and Assessments. And in many of those cases, they've got modular options priced into their contracts so that they are able to come potentially back to us and select from those, contracts without necessarily, having to go to market again. Talking about notable, contract wins, during the year in Q3 of this financial year, we signed a AUD 3.4 million, 3-year extension with Dartford and Gravesham, which was to build upon an existing 6-year relationship we'd had with them. They were our first U.K. customer for a Miya Precision platform. The contract included moving them to the cloud, which has been successfully done, and continuing to roll out some of the modules that they had selected, and they've recently gone live with medications management and electronic noting from our suite. As I've previously indicated, they, in order to get funding from NHS England, they are required to go to market for a full EPR, but we would consider ourselves well-placed in that procurement when they do that, perhaps in twenty twenty-five calendar year. During the Q3, we also signed a new trust in Tameside and Glossop Integrated Care NHS Foundation Trust for the use of our Miya Observations and Assessments, previously known as Patientrack. They're a sister trust to a current Patientrack user, so in the same integrated care system, that user, Stockport, has actually been using our solutions for close to a decade, and this gives us market share in another trust within an ICS as well. Post the end of the year, in July, we entered into a new partnership, an exciting one, with Hume Rural Health Alliance in Victoria, which is an alliance that provides digital support to 15 hospitals across a rural region of Victoria. The contract is for the use of Miya Precision as an enterprise digital platform across multiple sites in regional Victoria, Albury-Wodonga, Wangaratta being the biggest of those, and the initial contract is for both Flow and Virtual Care, but they also have the options to add on additional modules over time. The implementation and use of that technology for Hume will increase the visibility of bed availability across the region. Anybody following the news over the last couple of days in Victoria in respect of healthcare will know that there are a lot of challenges around bed blocking and bed management. With our footprint at Hume, Western, and Alfred now, we are certainly helping to support those organizations in respect of their bed management and bed blockage. During last year, we also completed a lot of deployments, some very significant ones. Looking at some of the successful deployments during the period, we notably went live with Emergency, our new Emergency Department module out of Hampshire Hospitals Trust, which is the first site using our ED module of Miya Precision, and they, they created over 2,700 documents across three ED locations in the first 12 hours of using the solution, which, you know, really demonstrates Miya's ability to support high-demand healthcare services. An ED operates in effect, as a mini hospital, with an ED system needing to support all the elements of an electronic patient record, but in a very high volume, high stakes environment. We are also in the process of looking to roll that out at University Hospital Southampton. They've been a bit slower in their rollout than they had first initially planned, but they will be certainly looking to be one of the next to go with ED and similarly, Dartford is contracted for the ED module as well. So we're looking to have a number of reference sites in the U.K. for that new module. We implemented Miya Precision in our first community and mental health trust in Herefordshire and Worcestershire, and while it's not huge in terms of contract value, it's strategically important for us because it demonstrates the first reference site we have for community and mental health in the U.K. market, and that is a segment of the NHS market that has the equivalent number of trusts that the acute care sector has. So, you know, in the vicinity of 140. At Bolton, another NHS trust, we went live with Flow, Access, and Command modules of Miya Precision, which was replacing the ExtraMed solution, and this created another new Miya Precision site in the UK. Around that same time as I touched on before, we also went live with medications management at Dartford, and they're also using Miya Noting now, to produce discharge summaries that draw together information from electronic prescribing, but also from the existing Miya Flow observations and assessments modules that Dartford had already deployed. We continued our work with Calvary Health, getting close to completing the full deployment of a data intelligence and analytics platform for them, producing 28 live dashboards, ingesting 38 data sources across seven years of data. That will provide them with a centralized view of all of the activity across Calvary, which is spread across many states of Australia. I think it's important to, you know, acknowledge that the ability to effectively and efficiently implement our platforms in this modular way has always been a strength of Alcidion's, and with every one of these deployments, the reference ability increases, creating more opportunities and more opportunities to highlight the benefits of our solutions. You know, case in point, during the year, Alfred Health had an independent study conducted into the results and the benefits of their deployment of Miya Flow, Access, Command solution. They deployed that in 2023 across 38 inpatient wards at the Alfred, Caulfield, and Sandringham. Post that deployment, the Digital Health CRC and Monash Uni were engaged to conduct a study on the benefits of the deployment of the journey boards. It was conducted over twelve months. We captured a baseline set of metrics, or they did, and to compare the post-implementation results. Some of the key findings on this slide, you'll also see them in the annual report. But just to call out a couple, digital bed allocations decreased the call duration by 67%, which is really important because a lot of time can be spent on phones chasing down whether beds are available or whether people can be moved from ED to the wards, and one of the whole benefits of our solution is that you have access to seeing what beds are available, freeing up a lot of that time that is spent chasing down on phones. There was a consistent decline in inpatient length of stay, decreasing 12.1% over an 18-month period, which is very significant because it can be translated into financial savings, more bed availability, more time to care, and a 17.7% reduction in the number of outliers at the point of admission. And what that means is outliers are patients that have been placed in a ward that's not really suited to their underlying symptoms. So potentially, a cardiac patient's ended up in a neuro ward. You know, research points to the fact that there are challenges to patient safety and certainly increased length of stay if you are not in a ward that is aligned to the specialty under which you have been admitted. And that reduction indicates, you know, improved availability of beds and visibility for patient demand and bed capacity, and definitely safer, better patient outcomes. I think these results and other studies of this nature, they help confirm the business case for our solutions, and the material role we are playing in improving hospital workflow. Importantly for our customers, these results can be directly correlated to financial savings for the healthcare service, and often our customers need that sort of information to support their business cases for investment. It's really great to have that type of information available. As we head into the new financial year, we're very confident in our financial position, the product offering we have, and the go-to-market strategy that we've developed, you know, underpinned by several recent contract wins. If you couple that with the procurement processes that we're seeing move into the selection stage now, we see that as helping to underpin the confidence in our future profitability. As of August 2024, we sit with AUD 28 million of contracted and renewal revenue that's expected to be recognized over FY 2025, without selling anything further in this financial year. We would expect, of course, as we've done in every other year, to build upon the value of that as the year progresses. I wanna just provide some color to that contracted revenue figure for FY 2025, particularly in relation to the starting figure being lower than the prior year. It's to do with just some things that are significantly different between last year and this year. This gives you, I think, greater confidence that we've taken this into account and understand exactly what the starting position is. We've assumed minimal implementation revenue from Leidos in FY 2025, which is in line with the project completion of the implementation phase of what we've been doing. Obviously, there's ongoing subscription revenue from them. The Leidos contributed about AUD 5.1 million to our FY 2024 numbers of implementation revenue, so we'd expect to see this revenue line fall in FY 2025 to something around AUD 1 million or so. You'll note that we have, of course, adjusted the cost base in line with that, but it does talk to the, you know, a significant impact on the starting revenue figure. As Matt previously touched on in the P&L slides, we've assumed AUD 2.1 million net recurring revenue reduction from an Australian contract, which was actually a contract that was pre initially really established and won by MKM Health with Queensland Health to provide a third-party provider's solution, and we got to the end of the first five years of that. And in conjunction with that, with Queensland Health and the company that provides that software solution, we decided it made more sense for the software provider to be the prime and for us to act as to be taking the services revenue from it. So it'll be an immaterial change to the gross profit contribution from it, but it will mean that the profit margin should actually go up to around 90%. And obviously reduce our risk associated with being prime contract for a software that we're not intimately involved with implementing. We also factored in, so that twenty-eight million recognizes there's been a one point five million reduction in recurring revenue for two of the Silverlink PCS customers that have, in this year, gone by, gone live with their EPR deployments, after several years of implementation. We knew when we acquired PCS that, London North West and Hillingdon had already chosen, Oracle Cerner as their EPR, and they would be moving off PCS, and so that will occur, and impact recurring revenue in the year coming. Important to note, though, we haven't included any potential revenue from North Cumbria contract, which would be material, depending on the financial final structure, and how and any other new business that comes through. To reiterate that figure of AUD 28 million is after all those adjustments are taken into account, but with no upside factored in for the North Cumbria contract. Really, we've provided it to give you a really good understanding of why that starting revenue figure is lower than last year. Because, based on the Q4 exit run rate cost base, our EBITDA breakeven's approximately AUD 36 million of revenue. We're targeting to be EBITDA positive in FY 2025, and that confidence is underpinned by the strong recurring revenue profile I've talked about, the expected implementation and contract with North Cumbria, and as well as that, increasing market activity we're seeing across all regions, with a lot of the opportunities that we've been responding to through tender cycles starting to move into that selection process. And that's underpinned by several recent deployments, which are now giving us that demonstrable referenceability across all of our key markets. We have around AUD 130 million of contract and renewal revenue able to be recognized out through FY 2025-2029, excluding any upside expansion from contracts for new modules or the North Cumbria contract. And of course, that does represent significant long-term value in Alcidion. And before I hand over to Q&A, I would like to hand over to Rebecca, because we're very excited to have made a new board appointment as well. ... Fantastic. Yes, thanks, thanks very much, Kate. I'm sure people on the call will have seen our lodgment this morning in relation to a new board appointment. Really excited to welcome William Smart, Will Smart, to our board. You know, as a board, we have a very transparent process around board evolution, and really constantly looking at, you know, the types of skills and experience that we need to add to the board, to really support our pathway to growth, over the coming years, and really looking at the nuances in the, in the markets that we represent. So the fact that Will has such demonstrable experience both in terms of you know deploying EPRs in the U.K. and working for the trust themselves we think he's a fantastic addition to our team, and obviously being based in the U.K. and really helping to guide how we navigate you know the various nuances in that market, I think is going to be a really important point for us in the coming years as we continue to sort of expand our footprint in the U.K. Certainly though we sort of see Will's experience absolutely as being global and someone that you know as I said has that real demonstrable track record in health IT to really support the board. So excited to welcome him on board. He commences on the first of October. And with that, we will be saying goodbye to Simon, who has done a fantastic job over the last five years. You know, really for him, he felt the time was right for him to step down, and we really felt that it's also important to keep quite a tight board as well. And so really looking forward to this sort of next chapter with the board and to getting the influence of Will over the coming years. So with that, I'm gonna pass over to Matt, who's gonna take us through the Q&A. Thanks, Matt. Thanks, Bec. Thanks, Rebecca. Okay, so we have a few questions that came in before the meeting, and we've had a few questions come in during the meeting. I'll start with the ones that came in early. So the first question, Kate, for you, I think, is: Will management consider a debt facility for rainy days? I mean, I think at this point, we're comfortable that with the reduced cost base, the revenue booked and the pipeline activity, that we've got a solid cash position and will not require a debt facility. Debt facilities comes with cost, and you know, imposition on the business, so we need to take that into account when considering it. We would remain open, but we do not see it as a need at this point in time. Okay. The second question is: Are any existing Silverlink sites being upgraded to Miya PAS? The first one will be North Cumbria. We do have another one of our sites already running PCS sites in the cloud, but they haven't moved to Miya PAS with the new front end as yet. We continue to, you know, look at that opportunity within the construct of the EPR deployments as well. Thanks, Kate. Is Alcidion looking at opportunities in Canada or India at the moment? Can our software be easily implemented in those jurisdictions? I don't see any. We've done a bit of work on checking, you know, applicability of what we do in Canada and India, so there's no work that needs to be done from my perspective or our perspective in terms of going into those markets. We continue to look at the opportunities in those markets and others in the coming year. Having dialed back the focus on market expansion a little bit in FY twenty-four, we certainly are gathering, you know, greater understanding of the opportunities in the Canadian market and, you know, putting a little bit more emphasis on that Indian market as well. Thanks, Kate. The next question: What are the opportunities and threats presented by the recent advances in generative AI, and how is the company addressing these? Yeah, Generative AI is one of the most exciting developments we've probably seen in healthcare. The potential for it, I mean, I guess everyone would say it's not just healthcare, it's everywhere, but in healthcare, the opportunities presented range from clinical decision support to personalized medicine and drug discovery. There's just many, many ways of looking at the potential application. We're looking at a range of opportunities to support our customers in taking advantage of this emerging technology. However, as you point out in your question, it is critical to understand the potential threats and negative outcomes to make sure that we're avoiding patient harm. It is relatively new, although, of course, gaining traction fairly quickly. Some areas of concern in healthcare, in particular, are around explainability, you know, which is really the ability to understand how the algorithm has come to the conclusion that it has, and to validate that it's appropriate, what it's been tested on, you know, what is the diversity of the group on which these sorts of algorithms have been tested and tried. And then, of course, there's the security and privacy aspects around the data, and then the accuracy of the advice being provided to the clinician. So there's many points along the way when, in healthcare in particular, that you've got to be mindful of the deployment of generative AI. So some of the problems lend themselves well to it, today, and others require a bit more foundational work in respect of how it can be applied in clinical settings. We're well-placed with our standardized data platform to support algorithmic deployment as the opportunities progress, and we already have some examples where we've done that. Perhaps the earliest opportunities in healthcare are gonna be in the use of ambient intelligence to support clinical documentation, and we're seeing quite a bit of interest in this, and we're really well placed, I think, to support that alongside our e-noting solution, so yeah, really exciting. Very much, something that is, you know, at the forefront of our development and product teams, and what they're looking for in respective innovation. Thanks, Kate. Now, we've had a flurry of questions come in online, and I am conscious of time, so, I might have to cherry-pick some of these. The next question is: Can you provide an update on the UHS contract? Have any extension options been taken up since December 2022? Yes. I think I just touched on before, the fact that they've taken a little bit longer to deploy ED than they'd planned. We're currently I think we're going down there next month to have a chat to them about the order in which they wanna do things. So, they haven't taken up anything additional yet because they've had a lot of constraints and changes in their trust in respect of any new digital deployment. The next question's probably for me, but you can probably take it, too. Can you break down the contracted revenue for future years of AUD 130 million into the revenue categories you are now reporting? Do you want me to take that one, Kate? You can have that one. Look, the answer to this question is, for the most part, that AUD 130 million represents annual recurring revenue. There will be implementation revenue in FY 2025 that we know about, that will run into 2025, possibly into H2 even, but past, you know, 2026 and onwards, we don't have visibility of implementation revenue. So it's very much recurring revenue. There's another question which I'll answer quickly. Can you provide a breakdown of OpEx by territory? So the answer to this is, yeah, of course, we have that information, but it's not that relevant to shareholders with the way our company is structured. We are a global company, and, you know, a lot of our engineering team, the lion's share of our engineering team and development team is in Australia. So splitting OpEx out by territory doesn't give very useful information to anyone, and obviously, the Australian company bears a lot of the costs. The administrative costs of running the company, the board, the ASX, et cetera. So yes, we do have the information, it's just not that useful to shareholders, I don't think. The next question for you, Kate, I think, is: How much interest have the excellent Alfred Health results generated from other services in Victoria and other states? Yes, quite a lot is the answer to that. We've been at a series of conferences across Australia. We've presented, the Alfred has presented those results, or we've presented alongside the Alfred, and they have generated a lot of enthusiasm, a lot of net connections, wanting to come and talk to us more about those results, and we'll continue to amplify those results. We also use them to help customers with the definition of benefits to support their business cases. So, very pleased and hope to continue to do those types of studies with future customers as well. The next question might actually be for Rebecca. With Will Smart being a non-executive director of Great Western, will this represent a conflict of interest or create potential issues? Yeah, thanks, Matt. I mean, certainly during the due diligence phase, we looked at all of Will's formal appointments and relationships, and certainly determined that that was not a conflict, nor do they see it as a conflict either. There's no sort of active tenders where we're involved. I think just generally, we would see Will's relationships in the U.K. market as being absolutely a benefit to us in the future. So, yeah, certainly we did address that during that diligence phase. Thanks, Rebecca. The next question: Will we expect Q4 2023 labor costs base of six million or six point two million to be impacted by salary increases for FY 2025? Are you able to provide magnitude of salary increases? I mean, obviously, at this point in time, we haven't done salary increases in terms of letting the staff know, but we are working on, you know, a salary increase that's in line with CPI. Matt, you can tell me whether that. I mean, that's not a massive impact to that underlying cost base, though. No, that's right. Of course, there'll be a round of salary increases, and that six point two that we talked about was not to indicate exactly what FY 2026 full year staff costs are going to be, but it's a base indicator of where we're starting. The next question: Are you able to share the average contract size of these tenders currently being progressed into the selection stage of the procurement cycle? Oh, look, it will represent all different sizes of contracts. So our pipeline at any point in time is representative of the sort of announcements that we've done. So there'll be EPR tenders in there, there'll be flow tenders. Yeah, a wide range. So yeah, they will represent. There wouldn't be an average contract size. It'll be depending on how many modules and which type of modules are being tended for. Thanks, Kate. Now, there's one, this is the second to last question before we have our last question. I think this one is for Rebecca. How is the board holding itself and management to account for the execution of the long-term strategy? As a long-term shareholder, I want accountability and visibility over Alcidion's progress in meeting its KPIs and understanding why when goals have not been met. I think you understand the question, Bec. Yeah. Yeah, I do. Sorry. Yep, thanks very much, Matt. So I think the first thing to say is that, you know, we have, you know, KRAs or KPIs in place for both our executive team and Kate that need to meet minimum requirements. Just to give some visibility to that, and it certainly is outlined in our REM report, we actually have a gated process certainly around the STI, where if the sort of minimum financial goals that have been set for the year aren't met, then 70% of any available bonus is not paid, and I can confirm that that did occur this year, so that first 70% was not paid to Kate or anyone else in the leadership team. And for us, then it's really comes down to the setting of appropriate other goals that help us to achieve both our short-term, medium, and longer term objectives. And each of those has very defined metrics that the team is assessed against. And so, you know, this certainly is a very measured approach to it, and as a board, we really need to balance recognizing the important elements that go towards building the foundations to inform and enable our success in the future with recognizing and acknowledging where we've underperformed. You know, which, as Kate has said, you know, we see this year as being underperformance, irrespective of whether that has occurred from an external perspective or things internally in the business. Thanks, Rebecca. And we have run a little bit over, but there is one last question, and this one's for Kate. How can you be confident that the year ahead will be a more positive one? I think there's a lot of elements to that. Many of them I've, you know, I've touched on, hopefully, in the presentation today. But, you know, we do start FY 2025 with a much stronger balance sheet in terms of working capital than we did in 2023 or FY 2024. In the payables, in the prior year, the payables exceeded trade receivables for, you know, by AUD 1.1 million, while we start FY 2025 with the reverse situation, with the trade receivables exceeding payables, and this sets us up for definitely for better cashflow performance in Q1 FY 2025 compared to the prior calendar period, which I'm sure everyone will be grateful for. In terms of revenue, it's really important, you know, whilst we start with AUD 28 million, we already know we expect a reasonable additional contribution from North Cumbria. You know, potentially three to four or even higher than that, depending on how it lands. Historically, we've done new revenue year-on-year in the range of AUD 6 million at the low end, last year and around AUD 10 million in the year prior to that. So if you combine that sort of expected new revenue historical figure with the North Cumbria revenue, the level of sales activity seeing picked up, and the fact that we've adjusted the cost base in the manner in which we have, you know, we are therefore that leaves us confident with them achieving at least the level required to deliver a small EBIT positive result and hopefully better. Oh, you've gone mute, Matt. Apologies. Thank you, Kate. That's the end of our questions. Mm-hmm. Thank you. As Matt said, that brings us to the end of the Q&A session for today. Thanks to Matt and Rebecca. I would like to thank, at this point, all the staff of Alcidion for the hard work and commitment this last year. It's not been an easy year for them, and they have remained loyal and worked hard to ensure that our customers are supported and the commitments that we have are delivered and delivered well. I think it's important to acknowledge them. My personal thanks to the senior leadership of Alcidion and the board for the support they've shown to me and the company during the year. Very importantly, I would like to thank our shareholders who have remained supportive throughout the year. I know it's been a challenging one for you, and I definitely look forward with optimism to the year ahead and keeping you apprise of that as the year progresses. Thank you. Thank you. Thanks, everybody.