Good morning, everyone. I think the little counter telling me participants is still going up in the corner there, so we might wait just a couple of minutes, so we get everybody on as quickly as we can. Still got a heap of people joining, so I'll give it another minute or two, maybe. Okay, so I guess we should get started. Firstly, welcome. Thank you for giving up your time to get a bit of an update on where we are as a company. I wanna say that I think our company is the-- we're in the best position we have ever been by a very long way. And while we are still, we're, you know, still having the challenge of the construction industry, sometimes they're positive. You know, I was pretty confident that we might have had some project news late last year, and I still think we will get those projects. One is, one is because the scope's increasing, so we'll actually sell them some more stuff, and we're waiting for an engineer report on how much generation they need to get to a NABERS rating. There's a-- I think what I see for the next three months is a real-- we'll start to see the results of our, our work, which I think as you'll see, as we run through this webinar, is, hasn't been insignificant. Again, welcome, and thanks for your time to, to come and, and learn where we're up to, I guess. Since the AGM, what steps have we taken? We've appointed a, a senior manager of strategy and transformation. He is an ex-Deloitte guy and someone senior who we can use to assist us with some of the points you'll see coming through in this presentation. We've recruited two engineers and architects locally to strengthen our bid capability. We talk a bit more about that as we get to our pipeline slide coming up. We've selected a supplier for our Philippine bid desk, and our strategy is to use the two bid team specialists we've just employed. Once we get them trained in all the detail, which will be another probably six weeks, then we will use those guys as a training resource for our Manila bid team. We didn't really have the bandwidth to do everything we're doing without improving our ability to train. We've recruited a sales and business development manager to be based in Hong Kong. This guy has an excellent track record in the market. He has good relationships with most of the major developers. He's done over 100 solar projects in the Hong Kong market. Well, he's employed on a retainer and commission basis. A relatively small retainer, so I think, looking forward to what he's gonna bring to us, and having a full-time presence in Hong Kong is gonna be quite beneficial, I think. We are going to recruit also for a Hong Kong base, a global certification engineer. So I have a slide talking about certification, so we'll talk a little bit more about what that guy is gonna do for us and why we decided to base him in Hong Kong when we get to the certification slide. We've initiated engagement with federal and state governments in Australia. In fact, we're writing a paper for submission to the Victorian government. It all has to be in next week. We've also deepened our engagement in Hong Kong with a focus on go-to-market government support and facilitation of projects in Hong Kong. So I was there a couple of weeks ago, and I think that the level of support we're getting in that area is very, very good indeed. We've successfully implemented a new CRM system, so it gives us much better pipeline visibility and-... follow-up discipline and better execution discipline to bring these projects to where we need them to be. And of course, as we're all using right now for the webinar, we launched the Investor Hub platform to improve our investor communications and engagement. And hopefully, all of you will take the opportunity to access this tool so we can all get the most value out of it. So just wanted to revisit, you know, when we did our first meeting, when we took over the company, we made some commitments of what we were gonna do. So I just wanted to run through where we're up to with that. And probably address in our last 4C that we just published a few weeks ago. This, of course, does not reflect yet the impact of our restructuring and operating cost reductions. Because a lot of the contracts, of course, have tails and notice periods. All of that is now finished, or at least I think we've got one or two things left. That means that the burn rate that you were seeing in the 4C is not reflective of our current burn rate. We've made substantial reductions in that, and I think, in fact, we probably exceeded what we announced to the market. The next 4C will be looking a lot stronger, and you'll see the results of the work we've done in this area. We've also completed a comprehensive portfolio review across our marketing, R&D, IP, and operations. What we're trying to do is to refocus our resources to accelerate the commercialization of the company over the next three or four months. Of course, we have the South African contract with Concept, or purchase order rather, with Concept Business Group. We're a licensee in South Africa. That scope is currently being worked on, and we should be able to report back to the market on that in the coming weeks. So we have a purchase order for the moment for the design and scoping of the project, with a minimum project value specified in the order. Which is in line with what we announced to the market around AUD 1 million, AUD 1 million pricing. I'm hoping that will improve as we finish the scoping. We should hopefully be able to deliver more product to that project. In terms of our fire testing, we've done the design validation and happy with that. What we're doing for the moment is scoping the next testing phase. And why that's important is that what we're trying to do is to cross as many of the fire regulations globally as possible in one test. We expect to receive the scoping document in the next week or so, and after that, it will undergo a multinational peer review in the major international markets, to make sure that that scope of testing is gonna deliver what we need to be able to sell this product globally. Junction box certifications. The testing is completed for the IEC certification. The certificate is slightly delayed because we will certify these products with both IEC and UL, and the UL certification is a slightly different standard, and there was an adjustment that we had to make. We had to add two millimeters more material, and we've submitted a new drawing to TÜV for them to sign off. This will mean that we only need to have one model that will comply to both standards. So there's a small delay in that, and we will make an announcement to the market once we receive the certificate, which should be in the coming days. That we've commenced testing on the double-glazed junction box. So that's just in the beginning of its testing process. The testing process for junction boxes is not super long, so this is only, that certification is months, is only a few months away, I think. We talked about Manila Bid Desk already. We're still very comfortable in the 36 to 48 month cash flow positive target. I think we will achieve that. Everything we're seeing at the moment, there's nothing that makes me think we're not gonna be able to hit that, that, that timing. We're gonna talk about certification in a little bit more detail in a, in a-- We've done a slide specifically on that so that everybody knows where we are in terms of our product sets. So Jen, we'll come back to that one, probably. But suffice to say that in terms of what we, what our commitments were to the market at the AGM, we are at least on track and maybe ahead in some areas of where we said we were gonna be. So I think that hopefully everyone can take away from that, that our management team is being very effective in terms of delivering these key things that we need to be able to commercialize the business. So we have some slides on the other things. I'm not gonna dwell too much on, on this other stuff in a bit more detail, so we'll flick to those and, and we can talk about that. One of the things I wanted to talk about when we're talking about product design and certification, is that the certification process takes a lot of work, and one of the reasons it takes a lot of work is because a lot of the things that we're doing have not been done before... So if we were making a standard solar panel, for example, and we, solar panels are usually made in two sizes. So this is a very simple process, there's very established protocols. But with our things, because we are, our goal is to be a building material, projects have many, many sizes. So we've had to negotiate the protocols with the testing bodies to make sure that the amount of testing we have to do for the relevant certifications does not. Maybe to use an example is the best way of explaining it. So, for the Tattersalls project, there's around 30 sizes, and we have designed that based around 13 product families. The certification requirement could have been that we have to certify 13 different panels because of size differences. We've managed to negotiate with that, and we need to test a small one, the smallest one, and the biggest one. So this was a major step that we achieved last month in terms of how we present our products to the market and how we can integrate into existing building designs. And what we've also done since the AGM is we've upgraded the silicon into our products to improve the generation. So we were using PERC cells previously, and now we're using tunnel oxide passivated cells, which increase the generation. We basically get around about 7 to 10 watts per square meter, depending on the configuration and the. And of course, this increased power output at the same cost means we've improved our payback. All of those certifications for IEC are now complete, so all of these new cell products have now been certified. Gen 3 Vision Glass. Single glazed Gen 3 product testing to IEC standards is underway, and we should have that completed in the next 4 or 5 weeks. Double glazed Gen 3 products are currently in the chamber for thermal cycling and accelerated aging. These tests take longer because in the case of the IGCC testing, this is a six-month process. There's 5,000 cycles of 80 degrees to minus 40. In the case of EN 1279, this is about a four-and-a-half-month process. As we go through the coming three or four months, these results will be available, and we will announce to market once we have achieved the certifications. We've also arranged for a further BCA SkyLab test, which is currently scheduled in May. What we want to do that for is we want to quantify the improvements in the thermal performance that Generation 3 will deliver. What we expect to be able to see from that is that, Generation three will be significantly better in terms of solar heat gain performance, and that measure is critical, particularly in the Asian and Middle Eastern markets. So, we can look forward to those results coming at the end of May, early June. Junction boxes, we talked a little bit about that already. So the single-glazed junction box testing is completed. The double-glazed junction box testing will commence after Chinese New Year. And in terms of the ClearVue Helios product, testing has also been completed for the steel and aluminum-backed roof panels, and we will have the certificate in the coming, probably week to two weeks. Once we have that certificate, we will commence the CEC listing to be able to supply these panels in Australia. That is usually only a three or four-week process. All the major work on bringing that new product to market has happened. I've said before that we have the best products in the world, but even as it stands right now, we may be in that position, but of course, we have to continue to innovate. I thought the best way of communicating this and giving you guys some confidence in the future of the company was, I really didn't want to talk about the specific product, what it does, or what we expect it to deliver, because I don't want to telegraph to our competitors what our R&D plan is. I've named these four products and just wanted to give you some idea of where we're up to with it. Product Alpha, for example, we have completed the initial prototypes. Final product design testing is scheduled in April, and certification will commence in June 2026. I should imagine we will be able to announce that product to the market once we put the product into certification. Product Bravo is, we've-- we need to make a second prototype. We expect to do that next month, and we will put that into certification in May. A little bit depends on how the second prototype goes, which is what I mean by subject to performance outcomes. We are pretty confident that we have solved the, there was one problem with the first prototype. We're pretty confident that we have, well, we're very confident that we've solved that in the second one. So given that we can prove that, then, that will go to certification testing in May. So product Zulu, in this one, we've completed the design validation test. We will produce the samples for testing in April. The testing will begin in July, and we target early calendar quarter three for to be able to announce that particular product. And then the final one, we are in the design phase. This product is in combination with one of our partners and forms part of the research that we announced to the market we would be doing in Hong Kong. Design phase. We're in the design phase on this at the moment. We hope that we will produce the first prototype, July, August, and then we hope to be able to put that into certification testing in Q4 of this year. So these products, all 4 of them, have not been made before by our competitors and have been specific salable market advantage. So this is a lot to look forward to on the product side, I think, in the coming six to nine months. So sales pipeline. So in this case, we left the slide alone from the AGM. So this slide you have seen before. But what I can say is that since the AGM, and even given we had the Christmas shutdown, which in the construction industry in Australia is very long, right? Most people don't come back from holidays until after Australia Day. We've had 10 new proposal inquiries, which we're working on at the moment. So this is a very strong inquiry rate given the amount of actual work weeks that we've had. So I'm very, very happy with that. And we continue to engage with clients in the pre-proposal stage, shall we say, in the exploration stage. So I'm very happy where we are in terms of business development for the moment. It is sort of going at least as well as expected and maybe better. So licensee growth remains a priority focus area. So of course, in the agreements we've signed in the last few months, now we have version 3, we're ready to train and roll the licensees out. So Viridian Glass will be trained and launched in March. Emirates Glass will be trained and launched in April, as will Alutec, as will My Glass Projects in the UK, and Kook-Young in South Korea will be launched in July 2026. And there's a reason that Kook-Young want to do it in July, that's their timing more than ours. We would like to have done a little bit faster, but I think that as these licensees come on stream, the inquiry level should go up diametrically, and particularly if we're following the Alutec model. We already have very good project engagement with Alutec, and I think we're working on four or five projects with them currently. We expect to be able to grow the licensee base in the next six months. We expect to be able to finalize two to three major license partner agreements, which will expand our geographical coverage into markets where we don't have representation, and particularly in Europe and in Asia. So that's, I also think is gonna be some nice news flow to look forward to. So what's the update on our current order book? Hundreds and George's installation is now completed. Wel beck in Nigeria is completed. Tattersalls, we have sent final pre-production samples to the client. So these will be produced most likely in April, the panels for that building. And the Prefabulous installation, which has taken a long time due to the siting of the unit and stuff, should be completed next month, and, hopefully, we'll be able to get some images of these completed installations. We are doing our best to do that, but it depends on permissions we can get from the clients, et cetera, et cetera. But suffice to say that the projects are being ticked off, which I think is the most important thing. So one of the things that we have to do is refocus our marketing, and unfortunately, Lisa will be leaving us on the twenty-eighth of February. And that probably gives us an opportunity to refocus on exactly how our marketing plan is. And I think this is one of the thing. There's certainly a fair bit of feedback around, about, and we've decided we're gonna go a little bit differently to what we were doing before. So we're going to employ a marketing manager-level person. We've been conducting interviews this last couple of weeks, this last week, and we intend to support that with an industry-leading marketing agency that supports brand campaign execution. We will also appoint a corporate communications and public relations firm. When I was running Europcar, I had a very good corporate communications and PR firm, and that is something that we've been missing, and we just haven't been able to find the right one. I believe that we've done that now, and I think you guys will, or the market, as well as our shareholders, will start to see a big change in the way that we're executing in the next short while. The first step will be that we're gonna do a creative audit, and we're gonna have a look at how the brand's perceived and what we should do with our look and feel. Website refresh, of course, is underway. However, we will probably delay that slightly while we take into account the creative audit feedback. Then the last thing, which I think is really important, we're having some product explainer benefit videos done. And what we're trying to do there is that we talk about, you know, probably because this is the construction industry, and we sort of, like, have to, but we talk about many technical things about our products. You know, why are our products the best in the world? One of the difficult things, because of the technical nature of that, is to be able to explain it properly so that all of our stakeholders and the market, more broadly, can understand the value of the engineering that we've created. I'd like to say, we need to do it, like, on a feature advantage benefit, sort of explanation. While I can obviously talk to that and have done to many times, I think that having videos of explainers as to why our key differentiators deliver such a better result for the end user is something that we'll be able to use not only in our presentations, but also in our investor presentations and for our shareholder engagement more broadly. So that we can get more color and more understanding of the value of the patents that we have developed, that we currently hold. I think this is really important, and this is not too far away from being delivered. So the last thing is the governance and board refresh. So we plan to add two to three more independent directors, all of whom will bring some strong industry credibility, and you guys should see that over the next 90 days. We're strengthening our governance standards by embarking on some training, which will start in Q2, 2026. That will not only be for board members, but also will be for our executives. I think you'll see improved reporting discipline, and you'll start to see that where we're deploying money, we're hoping that these deployments are gonna show quick results, and I think that we'll be able to report that to you guys in the next quarterly webinar. So our plan will be to run one of these webinars after each quarterly reporting period, and we will also run a webinar, most likely, after we make some major announcements, to allow shareholder Q&A on those announcements. So you guys can get a much better understanding of where we are when we make a significant announcement. So I think that's it, as far as the presentation is concerned. There were some questions that were submitted, so I'd like to take some time to sort of address those. First one is, "What's going on with the Synrock partnership and the Barra Factories announcement?" So this was an announcement that was done some time ago with a Korean company called Synrock. Because of the agreement with Kook-Young, as really the key player in that or the key player for us in the Korean market, given their size and given their their client list and so on, we've engaged Synrock with Kook-Young. And in terms of the Barra project, I think the obstacle to that project was that Korean government subsidies need to be to get them, you need to have local content, which was one of the reasons that the Kook-Young licensing agreement was so important to us. So I think that engagement is still continuing with Synrock, and we'll be much better placed to take advantage of any further opportunities because of the Kook-Young arrangement. But the Barra project itself, the lack of subsidies, I believe, would have made them uncompetitive. This is a good question. So the question I've got here is: "Regarding early commercialization, is ClearVue intentionally positioning its offering as a premium price product? And how do you balancing that with the risk of putting yourselves out of projects during market adoption?" Well, that actually the answer to that question is actually really, really good because we actually are not a premium price product. Generally, our products are cheaper than our international competitors, actually. And so far, we haven't lost. A project to an international competitor when we've been competing. Because typically, when you look at the engineering and our materials and what we've been able to deliver, we do have significant advantages in terms of the product specification and stuff, and we are typically cheaper. Because the way that we have organized our supply lines and the way that we've done our OEM agreements and stuff, we really are able to deliver the best products in the world at a very competitive number. So, as I said, there's a lot of projects that happen that we don't currently get a bid on. But when we are on the project, we very rarely, well, we've never, to my knowledge, lost to another solar supplier. So I think that is something that we're definitely not positioning this as a premium over other BIPV. We certainly. There is certainly a price premium over a standard building material, but our paybacks with what we've done in terms of product development, as we talked about the TOPCon solar cells, for example, our paybacks are improving all the time. And in fact, we were looking at a project yesterday, which was in Asia, and the payback before government subsidies on that project was about 2.7 years. So that's lower than we've had previously, and all of these things that we're doing are improving our commercial offering to the client. I think with a product with a 30-year life and a 2.7-year payback, these are numbers that people are going to adopt the product because the numbers make sense. So I think we spoke to this. The next one is a question on the 4C, and it shows 0.98 quarters of funding. And so they also talked about Kook-Young and Emirates. I think we've covered that. And I think we've covered the actively selling part. The selling has commenced pretty much with all our partners, with the possible exception of Kook-Young. There are brochures on Emirates Glass website. Alutec is actively doing their work for us, which is great. I think that that will continue to improve, and certainly by June 30, other than Kook-Young, everyone will be pushing our barrow. But talk to the 4C. As I said before, the issue with the 4C we just published is that the results of our work are not yet visible. Because of the notice periods, and all the things that the exit fees, if you like, because of all of that has happened in—happens when you make those changes, right? So the next 4C will be a much better indicator of our burn rate. But I can tell you that our burn rate is now far less than it was before. And so the calculation based on the 4C number is not really accurate. In terms of engage, investor engagement, yes, we're doing that. But what I want to talk to you here maybe is that our approach this time to this will be, we want to make—we want to do this in a non... Whatever we do, capital-wise, we will be trying to make sure that it minimizes dilution. Right now, the position of this company is that the crops are sort of like high in the field. We've done a lot of work. We've put on the, we've plowed it, we've put on the fertilizer, we've grown them, and we are just about at the harvest point. I think it's in our sh-- and we as a management team are certainly focused on making sure that we don't try to sort of sell the farm just before we're going to make a, we're gonna make a, a, where we, where we can, before we can see that confirmed path to commercialization. I think that you can be reassured this is a major focus of management and what we're doing in this area, I think will, well, I don't think, I know, we'll make sure that we're not gonna dilute existing shareholders too much. The next question was: Could you explain why the film in ClearVue can stand such high temperatures? Well, actually, it isn't the film that, where our technology lies in the fire. The technology around the fire is stuff that we've developed for the product's survivability, which is thing, which is-- there's a lot of moving parts in that. I don't really want to talk about that in too much detail, but there are maybe five aspects to the product that we have to manage to be able to get the appropriate performance. When we announce the product to the market after it's certified, we can be more transparent about how we did it. Suffice to say that there is a lot of technology in that product. It is just not one thing. It is a combination of different engineering that delivers the result, and it's that combination that's really important. I think that's probably the best way to answer that, I think. When do you expect to generate regular, significant revenue? Well, I think we're gonna start seeing that in the next three to four months. We'll start to see the beginnings of that. So in the end of the day, building is a tricky thing to time. You know, when engineers are discussing a product deployment, and parts of the building design have to be signed off, you know, often they're sort of like: "Oh, what about this?" And when someone says, "What about this?" That can take weeks to resolve. So it's the construction industry is very difficult to time, but the preponderance of inquiry we have at the moment and the visibility we have on projects that are getting towards the time where we're going to get our purchase orders. There's a significant number of those. I think that what we're going to see this year is the beginning of the ramp up. I think once we have the first 3 or 4 projects this year, that will sort of really make an impact on the company, because I think that's the commercial validation that the market's been looking for. I really think that we're gonna see the beginnings of that in the next 90-120 days, and we'll continue to see that for the balance of the year, in my opinion. And, as our licensees come online and our inquiry level increases, that should only get better and better, in 2027. Yeah, so partnership with Emirates Glass. So in Emirates Glass, we haven't quoted a project yet, although I believe we're gonna have our first one in the next few weeks. But we expect that UAE market is gonna be quite strong. The Middle Eastern market, as we're seeing from Alutec already, is really one of great interest. And I think you will see from us in the coming months, some really cool announcements that involve our partners. So, I can't say too much about that, but I think there's a lot of good news to come in that area. Okay, further, sorry, I think we've covered the junction box. As I said in the last time we talked about that, I did say I expected to see it within 10 days, but then we decided to harmonize it with the UL standard, so that's why it's taking slightly longer. But, you know, it's not too many sleeps away. "What will be the near-term catalysts, in your opinion?" is a question that I have here. So I think the near-term catalyst, like, I gave an interview, a few days ago, to Capitalist, and I think the comment I made there was that, if we're thinking about the macro part of this business, what we are going to see, without question, due to the significant investment in data centers and what that actually means to our electricity grids. The law of supply and demand says that power prices are gonna continue to increase. Every time that the power price increases, our products become more viable. And a good example of that would be the U.K. market, where although it's a very dark country, they don't get a lot of sun, the payback on BIPV in the U.K. is still very good because their power price is so high. And I think that that electricity demand is gonna be a catalyst. What I can see already, and it, you know, it, it's really interesting, we're building that. A very good story is something that I was discussing with somebody in Hong Kong. So in Hong Kong, there's a building called The Henderson. And The Henderson is a really, really modern, lovely building. It's Platinum LEED. It has some really tricky glass on it, which is done by a company that we work with very closely, in fact. In any event, this building is running a 91% occupancy. There's a building which is about 250-300 meters away, that was built almost exactly the same time, but it wasn't built to Platinum LEED, so its green credentials are very poor. Even though the rent is a lot cheaper, that building has 20%-25% occupancy rate. And this is mirroring what we see in the Australian market as well, where NABERS ratings of buildings are now such a key determinant of the occupancy rate. And this is what's going to drive adoption and is driving adoption, I would say, already. In Australia, like, as I said, the project delay we had on one project that I thought we were gonna finish by now, is because the scope is changing because the NABERS target is the key determinant. So they want the building to be a five-and-a-half-star NABERS rating, and we have to match our scope to what generation is required to achieve that five-and-a-half-star NABERS. That's just indicative, I think, of where the market's going, and I think once our product is a bit more known, we've done a few more projects, the waterfall, the snowball will roll pretty quickly, in my opinion. And what we're trying to do as a management team for the moment, is to contemplate our allocation of capital in relation to that growth rate. We don't want to go too fast and make our burn rate unpalatable and have it, having to dilute everybody because we've spent too much money. But on the other hand, we need to be very careful that as the demand increases that we're able to service that and to do what we need to do as a company to make that work. And I think that the balance we're striking at the moment is the correct one. And, but I think we're going to see, we're going to see those macro catalysts. We're gonna see the catalysts of our license partners this year. They're gonna start to provide us with project opportunities. And I think, generally speaking, as I said at the beginning of the webinar, we are the best placed that this company has ever been. We have a full suite of certified products. We've got more R&D coming that's gonna do it will, it'll enable us to do stuff that nobody else can do. And those things are not necessarily gonna be something that we sell thousands of square meters of, in some respects. But what it does do is give us immense engineering credibility. And the fact that we'll be able to do things that other things can't, other people can't, is really good validation of our ability to deliver quality certified products. So I think that all of those things are in our favor for the coming, the coming, period. The last prior question I had is one about BlueScope Steel, the roofing people. So we haven't thought about it in that way. How we've sort of thought about Helios, and we will once we have the CEC approval, we will consider how we're gonna resource this. But Helios is much a product that is much more like our traditional rooftop. So the good news about that is that project lead times are far, far less than traditional building. But it's also, I think, will be sold much more like a traditional solar panel. So our approach with that is going to be to have big commercial inst and at the moment, traditional solar panels are sold effectively by the installer. Like, I don't know if you guys have had solar put in your house, but you're typically buying it from the installer. So our job will be to distribute that product through credible installers who have big commercial portfolios, and that is something we'll commence to do, probably in quarter three this year, once we have our certifications completed. And I don't know if anyone's put any questions up. Maybe I just need to look in the chat so I can answer them. One second. Okay. If you were looking to sell the company, do you believe it is currently undervalued by the market? Well, the answer to that is 100%, I believe it is well undervalued by the market. And part of that, I think, has been our communication strategy. That is one of the big reasons that I feel like we have to be able to produce these product videos, to be able to communicate exactly why our products are so much better and what are the advantages. You know, we can say, for example, if I use the junction box, we can say that it's a, it's, you know, thermal bridge junction box. You know, wonderful. What does that actually mean? We need to be able to explain that that affects how we can deploy the panels, that that affects, that enables us to deploy BIPV in the same way that normal building products are deployed. We haven't explained that to the market well enough, in my opinion, and I think we need some explanation of the world-leading stuff that we've developed. So I think that the current share price is really, really under, undervaluing our business. I think that with where we are now and where we are from a technology point of view going forward, we are definitely well undervalued, in my opinion, based on our patent pool alone. Yeah. From a corporate viability standpoint, does the current share price of AUD 0.12 per share reflect or indicate much about the overall financial health of ClearVue? In other words, you have a pay... Ah, okay. Yeah, so, Paul, thanks for that question. So my, so yes, it is. We I don't have any concerns about the solvency of the company. We do have access to capital and, but, you know, and some, and there are many ways that could be done. I've had some offers from funds and stuff, but what I'm really trying to do for the moment, you know, I think when we took this in August, when we took this business over, I think I said that, you know, we're all in this together. So, you know, it's not just the management team, you know... Of course, we're trying to show alignment from the shareholder perspective. Like, you know, there's been a lot of work done. I mean, what, those slides that I was, you know, a lot of the things we've done, I can't talk about. Our people have been working very long hours, and at the moment, our management team are still taking less money than their predecessors until, I think you may remember, we said until the shares get to a 30-day VWAP at AUD 0.35. What our focus is and why, and the work that we've been doing, particularly in the last few weeks, is to make sure that, as I said, we're not gonna sell the farm just before the harvest. I think whatever we're doing on capital-wise, we really are gonna do something that minimizes dilution and that makes commercial sense. I think a lot of our current share price level is driven by the history and not about the future. Because from where I sit, I mean, I'm looking at it on a daily basis, and I'm interfacing with government people, with major with big developers, with superannuation funds, with all of those communications are going exactly where we want them to go. So I think that really is not difficult for us to raise. The difficulty is doing it in such a way that we don't have any dilution, and that is our entire or at least minimal dilution, and that's our entire focus for the moment. Because I think the next three to four months are gonna be fundamentally game-changing for this business, and I want all of the shareholders that have stood behind this company for so many years to get those rewards. Oh, is there any news on the LandGlass joint venture? One of the products that we spoke about in that product slide, the new ones, part of that is working with LandGlass. And LandGlass are already doing stuff for us in China in terms of promoting the product on projects. We also have made some other key strategic, or we've had key strategic discussions with very large global glass players as well, which are going pretty well. So, I think the outlook on the LandGlass JV is very good. One of the products that I feel very confident of, that will be completely game-changing, is something that we're developing with LandGlass. And this, hopefully we'll have done by the end of the year. I feel pretty-- As I said, I think from a inquiry, sales inquiry perspective, government engagement perspective, client engagement perspective, macro perspective in terms of how we perceive the energy market and what's gonna happen going forward, and how we perceive the property market, all of these things are in this company's favor. What we need to do is be able to position ourselves and have the right assets in place, and have the right execution to be able to use those, all of those benefits to our advantage. I think that the work that we've done since August is positioning the company very well to take advantage of that. Someone just asked me a question, where are the questions shown? In my case, it's on the chat window. I think you have to click in the bottom right-hand corner. Yeah. So another question is, "Is it likely to impact you talking on a day-to-day basis?" No, the answer to that is no. And in fact, I would say that it's really difficult for us to focus on the share price on a day-to-day basis. What we have to focus on is the long-term value creation. You know, since I came back to Perth 10 years ago, this will be, like, the fifth sort of company turnaround or restructuring I've been involved in, in that time. And, you know, all the ones I've done, you know, some are quicker than others, but, in the end, what we need to focus on is long-term value. I know it's very difficult, given the history, to ask people for patience, and I got that. In this business in particular, because of the product lead times and stuff, you know, we need bandwidth to be able to deliver. But I am supremely confident that you will start to see the good news start to flow in the coming months. With that, if there's no more questions on the chat, all that remains is to say thank you for listening. I hope all of that was valuable. And, you know, please use Investor Hub to reach out to us anytime if you've got questions, or you're not sure of something. We really are. Our management team is here for our shareholders, and we're here to create shareholder value for you guys. And if you've got queries or something, please feel free to reach out to us, 'cause that's what we're here for, as well as try to make this business work. So thanks very much, everybody. Have a great weekend, and I look forward to seeing you on the next one.