Those of you that have met my team. Safeguard the integrity of corporate reporting. This, of course, we've done also. Although I will say I believe that was historically reasonable. Make timely and balanced disclosures. Well, I think we've done that. Respect the rights of the shareholders. We've certainly done that, and we're certainly still today, even as we speak, trying to act in the shareholders' best interests on a daily basis. Recognize and manage risk. Well, we've certainly done that too. In fact, some of our restructuring goes directly to that. Remunerate fairly and responsibly. This I think we also have done. I would like to remind everybody that the whole team, including myself, are still getting paid much lower than our predecessors because we set the bar at a 30-day VWAP of AUD 0.35 before that changes. The team's working very hard for less money than our prior management team. I think this is best illustrated by our 4C result, which we'll talk about a little bit more further in this webinar. Suffice to say that not only have we reduced the company's operating cost, but we've also improved the company's capability. This, I think, is really important in terms of delivering to our clients and to drive what we all know is the most important thing, which is the revenue. I just want to talk a little bit about the board structure as part of this welcome as well. Someone gave me a question last night, and I guess sometimes I'm guilty of assuming that people understand why we're looking at things a certain way. I wanted to focus on the board changes that we've made, and to explain why we made those board changes and why did we select those particular people. In the first case, we added Liang Ji. Liang Ji knowledge of solar and knowledge of electronics and certification is a real benefit to us. We have a R&D session with him monthly, and he is doing the job of challenging us in terms of our R&D direction and giving us advice on certification and stuff, and really adds a great deal of value to this company, let alone in terms of our company reputation, having a man like him on the board. Andrew Lau, who joined us this month, who we'll talk about a little bit later. Suffice to say, he is very experienced in all aspects of project delivery, green building, and actually doing stuff physically. He was an appointment we made not only from a reputational standpoint, which obviously that's massively beneficial, but also because he can challenge us on deployment strategies, and his knowledge of the path you've got to walk to get stuff done in Asia-Pacific in particular, is very valuable to us. What we're trying to do, and I guess we still have a little bit of board building to do, but the overriding thinking is that we want to have people who can assist us in getting from A to B, and as well as improving our credibility as a company, which I can tell you is everything in construction. I think all these things are good evidence that we've improved the governance of the company substantially. The most visible improvement, of course, is the 4C. In any event, let's continue with the webinar. Q3 FY 2026 has really been the first quarter where we can start to see the impact of the new management of this business. As you would have read in the 4C, if you guys have had time to read that, we achieved a 52.7% reduction in our quarterly cash burn, which was AUD 6.9 million annualized, which was a bit over double what we estimated to the market when we did our initial review. This goes directly to time. The time and capital mix is important as we try to close the sales transactions we're working on. It gives us more time for a given amount of capital. This, I think, is a really good illustration compared to our historical results of the work that's been done by our current team to reposition the business to go forward. Technology leadership. Our fire testing design validation has progressed. We're on track to do the major testing in July. Certifications have progressed for our Generation 3 Vision Glass. We have the solar certifications now. We've got the certification for Helios. Cell management junction box, we should finally have the certificate on Friday. We had to modify the mold slightly because they have writing on the side it came down to. Anyway, we had to change the writing on the side and so that's delayed a little bit, but as I said, should be finalized on Friday. We've got product testing underway. There's glass installed currently on the BCA in Singapore. Some of you guys may be familiar with our prior testing results. The first part of that test is to compare the performance of our new Version 3 glass compared to the old Version 2 glass. I expect that, my hypothesis is, shall we say, because the Version 3 glass is so much more efficient and because we are turning infrared photons into electrons and exporting them out of the glass, I'm expecting to see. Well, I guess, to contrast it, in our Version 2 panel, in the exactly same test, we achieved an 8% cooling load reduction. I believe that this window will deliver us around 12% due to the extra efficiency of the solar cells. What does that actually mean? I was in a meeting last week with a big property fund, and 80% of a tower's energy use is its air conditioning and HVAC. If we can cut that by 12% by installing better glass, that is a big number and a big saving, and will go directly to our paybacks. I also should say that we've been working very much on this phenomenon in terms of SHGC improvement with... The IEC, the International Electrotechnical Commission, is doing similar research, and I believe that standard will be out in the next couple of months. That will enable us to impute these thermal savings into our proposals, which for the moment ignore those. This will significantly reduce our already pretty competitive paybacks. As I said, I think I said before, in Australia, typically our paybacks are 3.7 years installed. Once we impute the thermal calculation, that number should come down substantially. Commercial momentum, we have an active pipeline with over 80 projects with 64 proposals submitted. We talk about that a little bit more when we get to that slide coming forward. The construction is completed at 100 St Georges Terrace. That glass is now fitted, and it isn't commissioned yet electrically as they have an annual turn off of the building in June. When they turn the power off in the building, that will be connected and commissioned, and we'll start to get some data, hopefully. Measurement and verification studies. We have two more phases going in Singapore after we do the Version 3 comparative. What we'll be doing there in the next two phases is comparing the actual glass that's on two projects in Asia. It'll give us a cooling load comparative between a normal solar IGU and the building's existing glass, and then also a VIG or vacuum glass IGU and the building's existing glass for two projects. This will be really, really interesting data. I'm expecting that those results are going to be significant. The outcome of this test and the numbers that we get back will go directly into the thermal calculation and the payback calculation for these two projects in Asia. I think that's very good news for us as they're significant projects. Government and its capabilities. We've put a new director, Andrew Lau, as we said. We'll talk about that a little bit further as we go down. We've, I think, improved our internal capability significantly, which again, we'll talk about a little bit more as we go through the slides. We've started to focus on our shop window a little bit more, and we're going to talk about that as we go through the slides as well. I think excuse me. I think in terms of a quarter's work, we've made a pretty good start. Delivering on our business transformation, going back to our August meeting when we made all the management change. Restructure and operating cost reduction measures are now complete. Tail payments are finished, as evidenced by [Alais 4C], which I think we already talked about. [SuperV] secured our purchase order for South Africa, and we've got engineering design and M&V for potential projects ongoing, and I think that we're not too far away from getting where we need to be on a number of projects. We'll have to talk about that more when we get to that particular slide. Fire testing, I guess we've talked about as well. We're at the moment in the final design phase for the framing rig to do the big test in. We should commence to build the rig in July, I think. Junction box certification we talked about. We originally discussed going to make a build team in Manila, and we've sort of put that on hold for the moment, mostly because of our inability to roll out our major Middle Eastern licensees. It seems like not to make sense until we do that. I'll talk a little bit more until that issue is resolved and we can roll them out properly. I'll talk a little bit more about that when we get further along as well. We're still on target, I think, for cash flow positive in the 36-48 month period that we talked about at that time. Gen 3 product testing is almost finished. SkyLab testing, we've talked about. Sales samples have been produced for our license partners, and materials produced to train licensees and assembly. The development is progressing. We still have more testing and stuff to do, but I think we're on track for that with the right timing. We've also upgraded the cells in our products. I think we already announced that to the market, where we improved the cell. Of course, one of the advantages of our product range is that should there be a significant advance in cell technology, it's pretty easy to incorporate that into our products. We are usually one generation behind. The reason for that is that what we're trying to do is make sure that we fully understand the degradation of new cell technologies. By this time next year, I suspect we will recertify with back-contact cells, which will further increase the efficiency without increasing the cost. We like to be a little bit conservative because of the type of market that we're operating in. We want to be sure that when we deliver against our proposals, that what we say in our proposals we can deliver in real life, and that the degradation rate of new technologies is in the right area for buildings. Of course, we've achieved the IEC testing for Helios products. CEC listing is underway, and I think we're probably two to three weeks away from getting that. Recruitment. We've added some key roles across the business, which I'll talk about when we get to that particular slide. Marketing activity, we've tried to be a little bit more focused, but I want to talk about this a lot in the upcoming slides. I wanted to give you guys an update of where we are first and all of our other stuff. With our product families, the IEC certification is complete for the new cells. As I said, we've commenced the process for South Korean standard certification, and we've commenced the process for [audio distortion] Authority certification, which are two of the local certs of course we need. Both of those processes are underway. The Vision Glass, as I said, we've achieved the IEC 61730 and IEC 61215 certifications. Double glazed Gen3 product is, at the moment, doing seal testing, which takes a long time, but at least we've started. The BCA SkyLab testing is underway ahead of schedule, which we've spoken about that a little bit already, I guess. Double glazed junction box testing program has commenced, and we are currently making some changes to design to make it more effective and cheaper to produce. That will go into the final testing probably in three or four weeks, I think. Yeah, we've spoken about Helios already, I think. World first products in development. First product Alpha, which we talked about in the last webinar, we're on track for that. We will make the final production versions in early June, and then they will go for certification testing. Hopefully we'll be able to announce what that product is and exactly its benefits and stuff to the market in June or July. The second prototype we have completed for product Bravo. We are now manufacturing molds and dies, which we need for injection molding and for metal stamping for this product. We expect that the final pre-production testing, so the testing of the production units will complete in July 2026, and then they will go for certification. [Product Zulu], design validation we've completed. Sample production commencing soon. Testing program to begin in July, and we hope to certify that by the end of quarter three. Then final product, this is the one that we've really just started detailed work on. I think will be a very significant product for this business, particularly in the Asian markets. We hope that we'll be able to put that into testing in Q4 2026. That one is a joint development with one of our partners. Since our last webinar in February, we've continued to have strong proposal flow globally, which is quite good really, in particular, given that the construction industry is usually relatively quiet in quarter one. Feeling pretty good about where we are with that. I think, as I said, that we'll start to see some real traction in this area in the coming weeks. I suppose that is the reason that we did our R&D debt facility to try to deliver these sales and stuff before we have to make any other capital decisions. I think that really is another illustration about how we're trying to act in our shareholders' interest. Licensee growth remains a priority focus area. We have done the training for Viridian Glass New Zealand, and in fact, we're working on a proposal that they've given us as we speak. We plan to do My Glass Projects in May. There will be product training and a launch at Kukyoung in South Korea in July 2026. Unfortunately, Emirates Glass and Alutec, the stuff we expected to do with them, we currently can't. Hence our delay of the bid team. We were discussing in the last webinar, we expect to have 2-3 major license agreements. We will have one signed in the next month, I think. The European ones are delayed a little bit. I still expect that they will come in the next three to four months. These require certain things of ours to be produced and to be tested on their production lines. That is the reason we've delayed that a little bit. Plus the geographic coverage, I think, will expand a bit more in Asia with our next one. That should be quite good. Marketing refocus. What have we done here? First, of course, we appointed new Marketing Manager, Sarah Wilson. Then what we did, we wanted to have, or I wanted to have at least, or the board and I wanted to have, I think, more accurately. We wanted to have an outside view, looking at the history of the company, looking at where we are as a company product-wise, looking at all the things that should go into calculating a new marketing strategy. To help us with that, we engaged Communications Collective, who are a public relations company, and we engaged Studio White Noise to deliver us jointly a marketing communication strategy. That strategy will be presented to us, I think it's the 13th or 14th of March. We will look at, provided we like it, I guess, but I'm pretty confident these guys know what they're doing. We will start to drive that change in our look and feel and branding strategy. There will be a further light update to the website with some new images, new product galleries and stuff like that in the interim. I think that should be in the next week or so. We really want to try to keep the powder dry as much as possible. If we make a comprehensive brand strategy, I think we want to see that make a big impact in the market. That is really, I think, a very key part of what we've got to do. We've got to make sure we get on every BIPV quote, and we need to be driving our marketing to make sure that we see that. The other thing that I think is massively important, and one of the reasons I keep saying our company is so undervalued, is I think we need to explain the features and benefits of the technology that is our assets. Why is a junction box so important? Why is the ability to work with standard framing so important? All these things. We're developing explainer video content to do that, and you should see that over the coming quarter. We're trying to improve our image quality and stuff as well. This is really a whole project. Hopefully, all of you are engaging in Investor Hub. I think that's been a really good place to interface, and I hope that the feedback from you guys, I guess, is what I'm asking for. If anyone wants to drop us some feedback on that would be appreciated. The projects that we already are doing, 100 St Georges Terrace, as I said, the install is now completed. This is a shot of the rooftop of that building. Of course, all the black area there is our product. The area is, of course, complete. We will commence manufacturing for the Tattersalls building probably in the next four weeks. The prefabricated installation of Helios. They've positioned that. We had a lot of trouble finding an installer because it's in the middle of nowhere in rural Victoria. I think we've now resolved that, and that should be fitted in the next week or so. We have been paid for that, and the commercial part of it's all done. We just need to actually put the metal parts on the roof. The other project probably you should talk about here is the South African one. The South African project, we are engaged in the engineering for that. I think we will have a further announcement to the market. Probably in two months, I think. There's still quite a bit of work to do on that project before we finalize the scope. That work is underway. Okay. Talking about board refresh and new staff members. First, of course, Andrew Lau. Andrew has a wonderful reputation in Hong Kong and is effectively the head engineer for Colliers. I don't think that's his proper title, but that's what he really is over Southeast Asia. He's a man who has extensive experience, particularly in retrofitting. He is probably the most green qualified engineer in Hong Kong and has a wonderful reputation, and I'm very pleased that he was able to join us. I think this is a really good indication of validation for our products, because a man like Andrew wouldn't be joining our board, as I think I may have said the same thing about Liang Ji, if our products were not what they're cracked up to be. I hope, as shareholders, you can all take confidence that a man of his caliber would not be part of this if he didn't think our engineering was good. We talked about Sarah. She has a good resume. She's made a big difference already, I think. There's work coming. She's probably got the biggest work over the next quarter once we receive the feedback from our consultants. Mr. Wei Xuan Tan. Wei is ex Deloitte and Mercer in Singapore. He has good operational and finance experience, good government consulting experience, and he is leading our governmental interface on a couple of fronts. He has really improved our capacity to deliver in these areas and was a resource we really needed. [Edward Hoi], we've put on as a business development manager in Hong Kong. He's completed over 100 rooftop projects in Hong Kong. He's got vast experience in terms of business development and corporate governance. We have a retainer and commission agreement with Edward, and I'm really looking forward to what he's going to be able to deliver out of that market. We also have upgraded our ability to deliver proposals. Meaningfully, one of the reasons that we delayed our Manila bid desk rollout, other than the obvious explosive ones, is we needed bandwidth to train them properly. I don't think we had the bandwidth in our current team to be able to go and train to the level of detail that was required. Also, of course, we had quite big demand in terms of proposals, and we couldn't really wait for that. We decided to employ two young architects, Miguel and Isabelle, to improve our ability to deliver those proposals to our clients. Really smart, hardworking young people. I'm very pleased to have them. Then I also added probably the lady with the hardest job. [Vanya] is my executive assistant. I decided that I needed to be able to free up time, and Vanya's been pivotal in that. As we get busier and busier and I need to be more places at once, Vanya will be really important to make sure that we don't drop the ball communicating and making sure that I'm maximizing my time in front of clients and stakeholders. That brings us to the Q&A. Just a second. I'm going to work out how to get the questions up. Questions. These are some of the questions that we've had so far. I think maybe we've updated a little bit. New Zealand is complete. They've had the manufacturing training on Version 3. Chris did that I think three or four weeks ago. As I said, we have our first project for them already, so that's nice. Middle East, we clearly have a delay. Hopefully, that shooting will finish. As soon as it finishes, we will have people there to do the training. I intend to make a trip myself to meet with the [CFO of ATech] again, because there's a few things we're working on together. I also would like to meet the CEO of Emirates Glass, so I will probably make a trip as well once the gunshots stop. I've got a question here about am I comfortable with the short-term forecast and confident there will be an uptick in booked orders? The answer to that is yes. In the question, it said that projects in this industry often face long delays. Well, that's also true. But a lot of this stuff, a lot of the projects that we're close to now, we've been working on for some time. I feel like, one in particular, our scope is increasing. This would've been a value of x, now we're probably at 1.5x or 1.8x because the work that we're doing and the hours we're doing in the building are increasing, and that's giving us delay. We sort of know that we're going to win these projects, and I think we should start to see some of that fruit drop very shortly. What would a breakthrough project look like for ClearVue? I think that the breakthrough project will be when we can make a building net zero or close to net zero. In fact, we have a project on our books where we can make the building net zero. In terms of sale size, I think this is around about AUD 3 million. It's really that ability to use the combination of ClearVue products, the different glazing products, the cladding products, the skylight products, the car park, all of those things to integrate on a single building to get a result. Does ClearVue have the ability to deliver multiple projects at that scale simultaneously? The answer, I think, is yes. If everything goes according to plan and we win some of these larger projects in the coming months, then we will need to resource up a little bit because we'll need some dedicated project managers. Other than that, yes, from a manufacturing perspective and from a delivery perspective, that we can do. What we need to be able to resource is the communication on a daily basis with the project. There's so many details in a project. Unfortunately, the details are the really important thing and make the difference between a project that is successful and a project that isn't. These are things like how do we run the cables, cable tray systems, where do we need perforations? There's so many things that are involved in delivering this. One of the projects we're working on for the moment, for example, involves a balustrading system that's in a garden. We developed a bespoke framing system for that balustrading that waterproofs the cables from the garden reticulation and stuff. There's a lot of detail in this, and as we start to grow and we start to win some of these larger projects, then we will need to resource with a couple of project managers. Other than that, I think we're in a good position to be able to deliver today. Then Helios product. Well, the final certifications are signed off there. The CEC is really like a checkbox scenario where we provide those certificates, we provide the installation manuals, the warranty details, all of the detail around that. That certificate though is the major testing that's required for the market. Junction box, as I said, should be Friday, everything going well. I think we're now through that. If there's any other questions. I don't know whether I see the questions live, but I don't know if somebody wants to type a question and see if I can see it. If there's no other questions, I think I just want to close by saying that I think that there is a real contrast between what has happened historically and what's happening now. There's so many things that I wish that I could communicate to you guys, but I can't for commercial reasons. The only thing that I will say is that the interfaces that we are having as a business now with major players in the property industry in Australia, we are dining at the top table, and it's taken some of these relationships, myself and Tao have built. That is expanding pretty dramatically now, and I'm feeling very confident about the future of this company. I still believe that we will be the game-changing force in this industry, in this area, and I believe that we have the technical ability and the product to be able to do that. We've got to improve our marketing. We probably need to invest a bit more in business development here and there. These things we'll do over the coming months. I think that we've positioned the company quite well now to be able to look at that sort of reinvestment, and I'm hoping that all of you guys will stay with us on the journey, and that we'll be able to deliver for all of us as the ClearVue family. Thanks for taking the time to join. Always feel free to communicate with us via Investor Hub. Let's hope in our next quarterly, we can show you some more evidence of delivery. More questions. Okay. What are our plans to enter the market in India? Well, I can't really talk about that at the moment, but I'm pretty sure you will see something soon that will make you very happy if you're thinking about the Indian market. Then, are you confident of a share price increase? Well, the market is something which is pretty hard to predict. That much is certain. When people ask me that question, I think what we have to look at is the basics of the business. Do we have a good product? The answer to that is yes. Do we have a payback that people are going to buy? The answer to that is yes. What are the macro conditions? Everybody knows, I guess, and certainly there's a lot of data out there about data centers. I don't know whether people fully appreciate the impact of these data centers. There's a report that I was reading this morning from the Australian Energy Market Operator, which is predicting a 26% rise in electricity prices by 2030. That's four years. I was watching something at Davos with Elon Musk and the guy who runs, not Blackstone, BlackRock. By the middle of next year, there is not enough electricity on the planet to power the number of AI chips that NVIDIA are producing. When you use ChatGPT compared to Google, you are using 10 times the energy. Every time you google something on ChatGPT or your phone comes up with a ChatGPT thing, that is using 10 times the energy that an old-fashioned Google search used to use. There was a project announced in Sydney a couple of weeks ago that was using 28 diesel generators to drive a data center. There's a 50 MW data center planned in Victoria, which is using 57 diesel generators. What I think is, if we consider the macro outlook for electricity, and there's so much out there on this, if you guys want to google it, that is one factor that is going to drive this business. The second factor is, I was at a conference in Melbourne with a lot of BIPV type luminaries and property owners, and the contention is that we certainly see this in occupancies. If we look at Melbourne occupancies, I think I've said this before, that a four or three star property in Melbourne, the occupancies, NABERS rating I'm talking about is in the 60s. Five star NABERS-rated buildings, four and fives, the occupancy is in the 90s. At this meeting, the guy was telling me he reckons they're getting a 19% better rental yield on five star properties. Now, the mandatory carbon reporting levels, the amount of revenue you have to have to manage or report your carbon use is dropping significantly over the next two or three years, down to about AUD 50 million. That is a huge driver as well. We're seeing that not only in Australia, but also in Hong Kong. There are two buildings in Hong Kong in particular, which are a case study, and one of them is called The Henderson. The Henderson was glazed by one of our partners in Switzerland, Glas Trösch. It's a very advanced building. It's a Platinum LEED, all the green credentials. At the same time, there's a building about 300 m away from that wasn't built to green standards. The reason that I know about this is that colleagues came to us and asked us what we could do with this building to improve it. Basically, the rental factor in the Henderson is double the price of this other building. The Henderson's occupancy rate is 91%. The other building's occupancy is in the 20s. I think it's pretty obvious globally that a lot of this stuff is being driven by the client demand, the actual people who are leasing the building. In fact, there are a number of discussions that we've been having with some big property holders in terms of trying to do small jobs on their current portfolios to improve the NABERS rating. The share price question is really about, is there a market here to grow into? I think that there is. A lot of the innovations we've been working on, for the last two years, we've been ticking off all of the barriers to BIPV, all the reasons that people don't use it. We've been ticking those off from an engineering perspective, and I think we're well-positioned to be able to expand into that growing market. If you look at the demand for electricity coming and what that is going to do to the price, you'd have to think that as time goes on, our products are going to be more and more and more competitive. With our engineering progression, it enables us to be easier to deploy and enables if we can be the wall of a building in every engineering sense, this is going to be quite game-changing in this area. I believe we have a really good and rosy future. I've got another question here. The question is about the warranty on the Helios panel being 10 years and 25 years performance, and yes, we are actually working on that at the moment. We're going to do some extended chamber testing, and hopefully we'll be able to improve that warranty. What I'd like to have is the whole gamut of our products having the same warranty. That is a 12-year product and 30 years output. It's worth saying when we're talking about roofing materials, from the steel roof guys, when you read the T&C of the warranties, it'd be pretty difficult to claim on. In our case, the product warranties are really important. We're engaging with one of the more famous engineers in Australia at the moment. We already do several things different to our competitors. When we test our products, if the standard calls for 400 thermal cycles, we do 800. If it calls for 1,000 hours in a damp heat chamber, we do 2,000 hours. All these go to the reliability of the product. One of the requests I've had recently from a big engineering company in Australia is destructive testing. We're about to test some of our cladding pieces in glass to destruction. That means we keep making them hot and cold until they delaminate, and that will be a very interesting number. At the moment, the doubling of the tests means that the product life should be 50 years from an engineering perspective. It'll be interesting to see how many cycles we can get to before we experience that delamination. I'm looking forward to that, actually. We're going to do that in the coming months, and maybe I can comment on that in the next quarterly. I think that's all the questions. Thank you very much for your time. I hope it's given you a bit of an insight into what we've all been working so hard on. I really want just to say again that we, as a management team and as a board, are really committed to trying to maximize the value for you, our shareholders. I'm hoping that we're going to be able to illustrate that more effectively in the next three months. Thanks again. Have a good day, everybody.