Sure. I'm gonna start by running through a few background, information, and position about DXN and what we do. We are, as you can see on the deck, that you see here, I think the little slide that you see here, we've had three divisions. Just to summarize for those, who may not have already, understood this from our last presentation, we have three divisions: modular division, which is essentially 85% of our revenue. This is as of FY 25. We have the data center operations divisions, which is roughly 12%, as of FY 25, and, and the DCAS division was, a small 3% of the FY 25 revenue. Essentially, our Modular Division is the largest market segment that we've got, and this is where we do everything from the design, engineering, manufacturing, the deployment to site. And this is all about prefabricating solutions, various different products, and the market's always evolving when it comes to new products in this division. At the moment, we are looking at 85% of our revenue within this division, and we, you know, foresee that that's, that's round about where it's always gonna be, except the, the pie just gets bigger. The data center division is our data centers in Darwin and Hobart, and this is 12% at the moment. And the DCAS division, we expect that FY 2026 is gonna be bigger, and it's gonna keep growing. And this is where we've got where we combine our Modular Division skill sets, which is, you know, the design, engineering, manufacturing, the deployment of capital-like infrastructure ourselves, at the moment, you know, purely on balance sheet, deploy it to our customer site. And at the moment, we're looking at. We've already deployed one particular site for a satellite operator in Northern Territory, and that is effectively everything from prefabricating, designing, engineering, deploying, acquiring the site, ensuring that we've got adequate and correct design in the fiber infrastructure, the power, and all of that from start to finish, and then thereafter, doing all of the maintenance and operations for that particular site as well. So it kind of takes all of the skill sets with that we've got in the Modular Division, as well as the data center division, and brings it all together. And that's what we've just commenced, in the last financial year, and we expect that market segment to grow. Part of the unique value proposition in this particular division, especially when we, when it comes to deploying, in the satellite industry, we are very well positioned to grow this because, if you look at where the market's headed, the data center industry, you know, we're talking about multi-megawatt-type builds, whereas in the satellite industry, we're talking about anything between sort of 5-2 MW, which is very much in our sweet spot. It is too small for some of the larger operators to be operationally cost-efficient and effective. And for us as a company, from start to finish, we can actually deploy quickly. We can respond, you know, quickly as well. And from an efficiency point of view, from an operational efficiency point of view, it is exactly what the customers look for. So we're well positioned to continue growing that market segment. Next slide. Just a little bit more on the various core offerings that we have. So if you look at this slide here, the Modular Division has historically been, the core offering has been sort of between 2-500 racks. So anything sort of between, if you know, if anyone is 20 kW right up to 0.5 MW. We're starting to see quite a lot of the larger deployments, much, much larger, 2 MW - 10 MW, and even bigger than that in some of the new quadrants with hyperscale, and that's the sort of typical customer model that you've got. This is purely a turnkey business model. We build it for our customer, and we hand it over, and we do everything from design engineering in-house, and we deploy it to site. We hand it over to them, and that project, you know, is between 6 and 12 months, depending on the size and complexity of the project. The data center operations, this is subscription and usage fee-based. We won't go into too much detail on that. That's our Darwin and Tasmania data centers at the moment. These are telcos, cloud providers, enterprise, government, are all hosted within these two data centers. Data center as a service, very often satellite operators. There are market segments, and these are—we're talking about the various smart, satellite operators. That's the democratization of the LEO satellite operators means there are smaller operators that are highly funded, typically US operators, exploring, and going out into the world and deploying sites and earth stations that we can then own and operate and manage for them. That's our target market, and that's, and that would be a subscription-based or a recurring revenue model. Whereas the, the fourth segment there is the operation and maintenance, and this is typically on the Modular Division, as well as, of course, the data center division, which is subscription-based. All our customers would have this as an ongoing, a requirement for us. Next slide. So in terms of growth now, we have had, today we have a manufacturing facility in Perth, and we're doing everything we can, in order to ensure that we have, a second facility in, in Jakarta. We have announced a joint venture, which I'll talk about later, but that is the next market that we will have, a manufacturing facility to cater for the local market segment. And then we also have plans in on foot for an expansion into the, the rest of Asia Pacific as well, with another facility. That is moving forward, but where we've got facility and manufacturing today is in Australia, in Perth. We also have, quite a few dots around the world, and this reflects the modular data center deployment. So within this financial year, once we've deployed quite a few of our new customers that we've contracted, that number will continue to increase once the deployment and on-site deployment is completed, we will have a number that's larger than what we've deployed to date. Just to sort of, you know, step back and look at why these infrastructure builds are growing exponentially, the demand for this continues to grow around the world. And this is because, you know, the number one pain point that we solve is speed to market. And it is not necessarily, you know, the cost of deploying brick-and-mortar or stick build- Some customers call it stick build, in comparison to prefabricating in a data center and deploying to site. A big part of it is speed to deployment, and, secondly, a lot of it is to do with limited know-how and on-site capability of resources, or availability of resources on-site to work on-site. So a lot of customers, more and more customers in various market segments are looking prefab, and that's a big part of, why the infrastructure build continues to grow, with prefab solutions. I'll just talk about the next... and expand on that on the next slide. So okay, so this, I just wanted to spend a couple of minutes on this one. It is quite important for, investors to sort of understand what is actually the tailwinds in the industry. The industry, as far as, you know, myself and my team are concerned, is starting to speak quite loudly for the need for prefabrication. I'm talking about not just the edge data centers or satellite operators that we currently deploy, but also the hyperscale side of things as well. The industry needs it because the number of requirements, the number of deployments, the speed of deployment in some markets are going from, you know, sort of 12, traditionally 12 months for a brick-and-mortar deployment to now 2-3 years, which renders a lot of these sort of projects unviable. There is, in very, very often in markets, there is no other option other than going prefab or if not completely prefabricating a greenfield site, what you call a brownfield site. So you might have a combination of certain parts of the data center that can be prefabricated in order to expedite the project deployment back down to, you know, the sweet spot of 12 months deployment from start to finish. And that's where a lot of our customers are coming in and saying: "What can we do differently?" Now, it's also important to remember that because every deployment is quite different, you can't sort of sit back and say, "Okay, a large vendor who's got a, you know, a billion-dollar market cap with plenty of, you know, products sitting on a website to actually produce something at scale overnight," it doesn't work like that. It would have to be custom-designed for the location, for the specific customer requirement, you know, whether it's Microsoft, AWS, Google, Meta, any of those clients will have very different requirements. So a lot of these sites end up being custom-designed. Hence, back to the original, you know, position where we sit, which is the customization of solutions on the edge now is starting to, starting to not just around data centers at the edge, but also large hyperscale requirements. Parts of the hyperscale requirements are now needing to be prefabricated. So that's sort of, you know, that's the sort of reason why the demand for data centers, the modular data centers are starting to increase, and that's what we see across, across the world, across definitely our market segment. What we also find is most of these customers are, you know, global customers. They are customers who actually have very similar requirements in different parts of the world. But what you can do is standardize the solution with one customer and then replicate that in different markets, but that for that particular global internet customer as well. And these are traditionally blue-chip customers, and what then happens is, when we sit down, there is actually a know-how that we actually gain from the process, which then enables us to then go into the next phase and the next phase of expansion with them. So I think from that point of view, that's where we see the industry moving, and that's where we think we're well-positioned. And the simple fact is that we have an in-house team who've done this for a long time, who've done this for smaller sites, obviously, but we're well positioned to do this at scale for these larger deployments, and that's what we're trying to leverage. Next slide. So just to sort of continue on to what it is that I've highlighted here. Traditionally, we've always operated in the edge market segment, so that's why today we have quite a few deployments. So we've got cable landing stations, satellite operators who are deploying sites, Globalstar being one of them. That's an announced deal from last year. We have mining modules that we've deployed across the globe, edge data centers, defense, government. This is one-offs, you know, the standard deals that you've seen to date. Now, what I'm talking about as well, where the global, you know, market is headed and the tailwinds that we're starting to see is in quadrant five and six, and this is where, you know, we're talking about builds at scale, customized builds at scale. And not necessarily the entire solution is prefabricated. A lot of build is actually on-prem, on-site, but there are parts of it, like powertrain units, chiller rooms, pump rooms, the hot aisle containment, HAC there stands for hot aisle containment. These are starting to be needing to be prefabricated because the number of electricians that you need to actually build AI servers, which is really the demand of where the industry is headed, is too high, and too risky for it to all happen on-site and on-prem. So everyone in the industry is stepping back and thinking: "How do we do this better?" So DXN has actually already developed some standard designs for this, for our, for our Ventia project, and this is called the StructCore solution. And so StructCore HAC that you see there in the, in, in quadrant number five, is actually an extension of that. It is, it is, of course, what we do in an indoor solution, but at much larger superstructure levels. That is essentially the, the market that we're targeting. And, at the moment, you know, we are looking at various designs that we're building out to customers, so we're actually doing and deploying design solutions out there. So that's the first step, and historically, what that means is, you know, there will be module demand on the back of that. Next slide. Describes in a little more detail. You have seen this in the last presentation that we did, but we wanted to sort of highlight again the various sort of customer base that you would have in each of these market segments. So, most of you that I can see on the call would be very familiar with the top market segments there, so cable landing stations, mining, prefab edge, and defense government. That is what we've always been doing and deploying for customers in the Modular Division. But when it comes to the hyperscale prefab, we're talking about the global internet companies as the end customer, and a lot of times our customer, so our customer, we're part of an ecosystem of suppliers that actually supply to the end customer, and very often you might have, sort of, you know, big on-prem builders that actually pull it all together, and they are looking at various modular and prefab solutions for the stuff that we're talking about, you know, data halls, StructCore HAC, so hot aisle containment that are prefabricated and brought to site. So we have a specialization, we have a role in this space, and there are many in the ecosystem would have a role in this space, and that's where, some, you know, a big part of our team and time and investment moving forward is looking to get into that part of the business. Next slide. This gives you a little bit more of a snapshot. This, you've seen most of it before. We just update, you know, a couple of new customers as we announce them. So, you know, in terms of data centers, we are looking at various applications directly. So bearing in mind that very often, you know, the quadrant four and five that I mentioned earlier tend to not be a direct deal, but heavily involved with, global internet companies and hyperscalers. But very often it is carved out into the, the manufacturers or the on-site or on-prem builders of the world, and that's how the contracts would be actually announced, as it goes. Next slide. Yeah, I'm going to just hand over now to Laila for the next couple of slides, before then I will discuss DCAS a little bit. Laila? Unmute. Can you hear me? Wonderful. Hi, everyone. I guess for the quarter, we, as expected, our revenue was softer than, originally or prior years, and they were impacted by the delays in a small number of, contracts leading on from Q1. So we were expecting this, and, it's no surprise. Our cash balance, as of December 25, it was AUD 1.7. Now, the movement in cash for the quarter was, driven by planned year-to-date capital expenditure on, SDC and TAS data centers. So it's, we needed to invest in a DC to support the operational integrity and, ensure that the assets' performance. Cash was also impacted due to the milestone receipts. The projects, being delayed resulted in milestones not being, achieved. So the cash is just deferred, it's not lost. We do expect the cash to come in as the projects progress in second half of the year. We closed the quarter off. Oh, sorry, December, with a backlog of AUD 14.5 million. That provides us with a real strong revenue visibility, which really reinforces the underlying strength of our contract position, and the cash receipts for the quarter was AUD 2.2 million. Like I mentioned, the revenue for the quarter was AUD 1.7 million. Now, this was a decrease year-on-year by 63%. So again, it was predominantly driven by the delays in the progress of the existing contracts. So it's not really comparable because we are predominantly a project-driven business. Encouragingly, though, as the projects have actively resumed, we're seeing, you know, progress occurring, so the revenue will start being delivered in Q3 and Q4. Our backlog stands at, like I said, AUD 14.5. We will expect to deliver 65% of that revenue in FY 2026. But again, you know, it is an estimation. We do have a, you know, a healthy pipeline, I should say, of 80 projects that are currently being, you know, explored. So when we say 65% of our backlog will be delivered in FY 2026, you know, this is considering that, you know, we're not-- I should say, we are not considering any new contracts being closed. So, you know, we still do have six months left in the year that we're going to be closing contracts, and a few of them are looking quite promising. Well, can we move it? DCAS. The DCAS, our first site has been completed, and our recurring service fees have commenced. We received AUD 80,000 in the quarter. Now, partially, that was driven partially by service fees as well as setup fees. We are expecting the remaining setup fee of 30% milestone to be recognized in Q3. It was purely, it wasn't signed off by the client to be recognized in December, but all the contractual conditions have been met. We're expecting the ongoing quarterly service revenue to be approximately between AUD 80,000-AUD 100,000 in the short term. Of course, this could increase as, you know, power and service increases. We have had positive feedback from our US-based client, and at the moment, we're getting early indications that they are, you know, it's looking promising that they want us to work with them on additional sites. Our cash and revenue position. So we received AUD 2.2 million in cash receipts. Like we mentioned in prior presentations, our revenue and cash are occasionally misaligned purely because of the projects, but we do have strong backlog, which will drive those milestones into the second half of FY 2026. I'll pass back over to Shalini. Yeah. Okay, thank you. So we announced a joint venture about a week or so ago. And this is actually with a company in Indonesia called Super Sistem Indonesia. They're actually our customer, and we've been talking to them for quite a while. They are a subsea operator in Indonesia and currently are looking at a deployment across the archipelago of Indonesia. So originally, the intention was for them to just buy modular data centers because their end customer, being a U.S. global internet company, operators, tend to make sure that, you know, there's a geopolitical divide. And so when you are looking at subsea operations across the globe, you tend to have options of solutions. So whether it's subsea cables that are being built, typically it's companies like SubCom or Alcatel-Lucent that are building the undersea cables, whereas if it's the cable landing stations, it's DXN and a few other U.S. companies. That's it. That's the market, that's the vendor list that you would... And people who've actually done it and deployed it. There are lots of companies that haven't, are not in the market segment, but these are the sort of, you know, global options that are available to companies who are wanting to target the U.S. hyperscaler- ... for undersea data. So what then, we then worked out is while pricing-wise, we're on the ball- ... you know, in fact, from a $1 per kW deployment point of view, into markets like Indonesia, it's actually higher than comparable places like Australia or developed markets. So there were markets actually willing to pay more for high-quality infrastructure. But because of import taxes, so anything exported out of Australia into Indonesia attracts, by default, over 40% in import taxes. It just renders the business case impossible for any viable solution that way. So this was when we decided that, you know, frankly, if we can't sell into our customers in Indonesia, we need to build locally with them, and it makes sense. They're not the only customers who are asking for this. There are hyperscalers, there are edge data center companies. There are our existing operator customers who deploy in other markets who are getting into Indonesia, because Indonesia is a big market for digital infrastructure over the coming decade. It makes sense for us to partner up with a friendly party who is on the right side of the geopolitical arena, and attack that market together. So it was actually that. That's how that whole opportunity popped up. So that, what that means is essentially, with this partnership, we are, and it's a Singapore-based joint venture. We're able to then, underneath that umbrella, build a factory very similar to a factory that we've got in Indonesia. It is, you know, it's not capital-intensive at all. It is all about just renting a space where our systems and processes, including our ability to cookie-cut what we've already built in terms of design, and our design know-how, right from design to build, is parked within that joint venture and replicate it for ourselves in that part of the market. And it also meant that we kick off that opportunity together with the customer who's going to be parking a purchase order for their requirements into that joint venture. In this way, you know, we can be very competitive for ourselves, and our other markets, and the usual markets that you've seen in the other deck that I've presented. So all the edge data center stuff. So I'm not even talking about the hyperscale. So all of the usual customers that we currently sell into, including, you know, satellite operators, edge data centers, cable landing station operators, as well as mining customers, all become a target market for us locally in Indonesia. And that's the, I think, the reasoning and the intent behind the joint venture. We're very excited about partnering SSI. They are young and dynamic and are very similar from a cultural point of view to DXN and our team. And you know, super excited about not just, you know, delivering for the contracts that they have themselves for SSI, but. And the joint venture, to be clear, is independent, so it will have its own sort of design team over time. It will have localization in terms of resources and delivery of product and solutions that is customized for the local market. And it will be, you know, locally driven. And it becomes an additional source of revenue for DXN, and a source of revenue we would otherwise not have. That's... I'm gonna just pause there, and we can take questions later. But that's, that's a summary of what we're doing there. Can we go to the next slide? Yep. So this is the number of projects that... This is across the industry, and just bearing in mind, this does not include the Indonesia project. This is purely what we've got on within our own pipeline. So this has grown significantly in the past three months. you know, the combination of opportunities with the data center as a service, which is that recurring revenue satellite customer and other customers that we're looking at. StructCore, StructCore HAC, which is the hyperscale opportunities, has been growing. Satellite opportunities has been growing, and so has cable landing stations, especially across the Pacific and other parts of the world where some of our customers are operating as well. Next slide. Yeah, so, now, we're, we have about AUD 14.5 million in backlog, today. I think, I was trying to figure out what, where we were this time last year in terms of backlog. I think, we have, essentially, started building a backlog, but that does not mean we, you know, do not continue to, work on the closes that we've got in the pipeline. We've got, a healthy pipeline, new pipeline that we're, we're working to close. But yeah, in terms of, what we're speaking about with, backlog, you know, the estimate is that 65% should be converted in the second half. So we've got a big second half, definitely. But we are also definitely actively looking at closing out some of the major deals we've got in our pipeline. But I think further than that, you know, if you sort of look at big picture, the Data Center as a Service offering improves our revenue profile and diversifies it. It actually leverages our existing core, core competency on both sides of the business. So that's one part of the business that I feel, you know, continuing to grow that is going to give us a lot more stability in the peaks and troughs that we see in revenue profiles in the future, and that's why I'm, you know, laser-sharp focused on making sure that we continue growing the DCAS business no matter what. And, I think one of the things that I have to say, in terms of looking at our revenue profile over the last few years, we think that, you know, if you look at our pipeline globally, while our customers may be located in Singapore, or Australia, or any of the OECD countries, our deployments are decision-making may be here, but a lot of the deployments are in places like Southeast Asia. So where we actually deploy is in these parts of the world. And so using and leveraging partners, signing joint ventures with friendly customers who are on the same ecosystem and the same side of the geopolitical arena as us, is beneficial for us. It means that our end customers who need these type of ecosystems out there, compared to what's out there in the world, as an alternative, is needed. So we are being asked to look at all these different partnerships so that we can actually scale into these markets. And because we are actually talking to a lot of these hyperscalers, looking at innovation and looking at how do we actually modularize hyperscale data centers all the time, we have to always keep our eye on innovation. And that means that and we've got a great team for that. Absolutely great team, and that is what that is experience we've brought to the table. Enabling that infrastructure with innovation is really important as we go into the next phase. So a big part of what I'm trying to do is make sure that our team, who have the core competency, who have the credibility to have these conversations, in order for us to scale, and that's really important that we continue to keep the right people on the team. And because these are the conversations that we have an opportunity to have, which we otherwise would not have. So in sort of summary there, Mel, before I hand back over to you and questions, I'm extremely bullish. And while, you know, recognizing the market is tumultuous and the share price goes all over the place, we are, the eye is on the ball, for as far as, you know, I and the board is concerned. We are doing what we can to find alternative options out there. So that includes, you know, like I said, with the joint venture, we will have alternative sources of funding for joint ventures that we are looking at, in order to make sure that we continue focusing on delivering what we've got in our pipeline and in terms of revenue conversion from sales to revenue. But at the same time, you know, the reason why we're all doing this is to ensure that we are able to scale in a very, very clear opportunity that's out there for us with much, much larger customers. Great. Thanks, Shalini. Laila, we might start with some financial questions. The first one is in regards to staff payments and specifically bonuses. Could you just talk to what drove the costs up when revenue was seemingly on a full year run rate basis is looking like at this stage, AUD 12 million down on PCP? What triggered the bonuses, and what KPIs were hit to pay out those bonuses? Oh, you're just on mute. Sorry, Laila. Sorry. The bonuses that were paid in the first half of FY 26 actually relate to KPIs for FY 25. So it was the revenue bonuses for the sales team, as well as, you know, the KPIs for our growth for the executive team as well. So they actually relate to FY 25, not FY 26. Thanks, Laila. Shalini, you just touched on this in your closing statements in terms of alternate funding options, but we've got a question that says: "Given the current share price, what is the board thinking regarding with the low cash position and the trade-off between raising money at this level versus not doing so, and whether that hampers your growth ability and prospects?" Could you just reiterate some of those closing statements you made? Sure. Yeah, so this time last year, we looked at the company. I would say around March last year, we looked at where we are. And we looked and we said: "No matter what we do, you know, the digital infrastructure space is raising. Every one of our customers, as well as competitors, are raising hundreds of millions of dollars around digital infrastructure deployments, growth, you know, whether or not it's a PowerPoint deck that they've got versus deployments. There is a lot of money in the industry." And it became very obvious to us that we have to diversify, you know, our sources of revenue, predominantly also because a lot of our customer deployments are in Southeast Asia. So we are looking at various options, which is why we went ahead and set up a holding company in Singapore, which we also set up customer contract entities where we can actually sign international contracts with our existing customers, not necessarily different customers, but with our existing customers in these parts of the world. Where that which enables us then to capitalize those entities offshore with investment. Whether it's joint venture, like we've actually done for SSI, and that, what that means is then we can go into various, you know, funds that are out there, and there's plenty of them, whether it's, you know, the export finance, Australian EFIC, the National Reconstruction Fund. There is plenty of money out there for digital infrastructure. There's plenty of money out there for manufacturing, Australian manufacturing internationally. That is the sort of reason. That is why we decided that we've got to at least set the structure up and work towards it, and we did that, you know, openly, with open eyes, close to a year ago. And there are multiple streams of that, and I think that is the key. For the board, you know, if we were to just focus on the first four market segments that I've presented, we... we continue delivering on that, and educate the market on raising capital on the four market segments, we will stay within our lane, and you know, we will not have any issues. In terms of cash, revenue, we manage customer profile with upfront payments. We make sure that the project is pro-cash flow positive at all times, and we stay within that. But we can't grow, and in this industry, growth is everything. Adaptation and, you know, making sure that we're out there, innovating and going after where the market is headed, which is quadrant five and six, is a big part of our job. There is no reason, absolutely no reason for us not to be winning in that space, other than being able to fund ourselves. So because of that, we are looking at various options, and we will continue to keep the market appraised on that. Shalini. I guess just continuing on from that, we had a few questions on the JV, so maybe that's the right segue. So with the JV, what would be the timing of the factory opening in Jakarta? Yeah. So we are looking at crystallizing the MOU into an order as soon as possible would be the time frame that we're looking at. Now, whether or not that turns into any revenue, I think that will be the next question. I really can't say, because we have to, we have to make sure that we've got the factory up and running, and that means, you know, some basic investment in terms of on both parties, in terms of you know, a headcount or two, as well as as well as a lease option for a site, which all of which we have in our, in our minds in terms of where the location is and so on. So, in the meantime, you know, we've got the, we've got Austrade hugely supportive of this project. So, you know, there's a delegation next week to Indonesia, and we're getting quite a bit of attention for what we're trying to achieve there, including, you know, intros to other customers, and so on. In terms of timing, at this time, I don't have a time frame that I can actually share on what date we're going to be opening the factory. But from our perspective, the purpose of doing it this way, it enables us to leverage the customer's purchase order for down payment for us to kick things off, and that, you know, reduces the need for massive investment upfront and then sort of wait for the first deal, bringing on salespeople. So we've done the sale. The way we're doing it is we've done the sale, we get that all locked in, we get the money, we build. That's the sequence. Shalini, and just on from that, you discussed what brought about the JV. We've had a question also on the estimated pipeline. I think you had indicated around $7 million for the first three years. Is there anything else you would like to add in terms of that estimated pipeline? Sure. So $7 million would be effectively, you know, the absolute need for the BTI cable, which is the Super Sistem requirement, which is a funded cable, with customer requirements. So that's, you know, everywhere from landing stations into places like Batam and other parts of the Indonesian archipelago, including Jakarta and so on. So that would be what that covers effectively. We've not considered other customers, so other customers include some of our existing global internet companies that obviously are delighted we're there. And it also includes data center companies who are looking at... There's been plenty of announcements around Jakarta, hyperscale build in the last even one month, and, we're targeting them all, directly. A lot of these clients, you know, we don't need a sales force over there to actually attack these markets, these customer target markets. They are existing clients who are global, and the same ones we're chasing everywhere else will be present locally as well. Thanks, Shalini. Laila, we've just had a follow-up question on the staff bonuses. If you could just clarify, we've been asked, given it was a cash payment, wouldn't have this been captured in the P&L last year? Can you just provide some more clarity on what this investor is missing? ... It was captured in the P&L last year. It was accrued, and the cash payment happened in FY 2026. So you've got the P&L and cash occurring at different times. So it was recorded in the P&L for FY 2025, but it was physically paid in FY 2026. Thanks, Laila. If we can just talk to the backlog and some of the project delays. Does the delay and backlog impact your capacity to bring in new projects this year? And have you got the staff capabilities to complete both the existing and new work? The backlog doesn't impact us in regards to winning additional contracts. We ramp up and using third-party labor to build our modules. So as we get more orders in, we will bring in more resources as required. The team's quite good in scheduling and making sure that we can get the modules out through the facility. Sorry, what was the second part of the question? It just disappeared off my screen here. Oh, have you, have you got the staff capabilities to complete both existing and new work? Yeah. Like I said, we ramp up and downgrade the amount of resources that we require based on the projects that are active. So, we definitely can win. It doesn't hinder our ability to win new work. Thanks. And just following on from that, based on your current revenue and project timelines, will you require external funding, or can it be self-funded from cash flow from operations? So these projects, we contract our milestone payments to as best we can to ensure each project runs cash flow positive and funds itself. So for the business as usual, we shouldn't be requiring any funding. It's growth that requires, you know, consideration as to what we do. If, you know, if it's BAU and we keep doing what we're doing, the projects will fund themselves. Yep. When you say BAU, you mean the four edge market segments are self-funding projects? Correct. Yeah. Yeah. In terms of the sales team, the new headcount, I mean, we highlighted that last quarter. Have they delivered what you would hope so far since joining? Are there any bottlenecks to that sales team? Maybe that's a question for you, Shalini. Sure. Yeah. Yeah, we've got a great team, for sure. You know, I mean, we're talking about a couple of months of time so far. So, but in terms of pipeline, in terms of going after markets that we otherwise do not have capacity for, especially satellite. So, you know, despite ourselves, we have one earth station satellite opportunities, and that's the market segment that we wanted to grow. And so, the new headcount was for expanding into that segment, and that's starting to show some results, both in DCAS, data center as a service, as well as modular data centers. So there is, you know, some growth there. So we're starting to see, despite, you know, just a couple of months of having people on. But the other thing, the other market, of course, is government, and that's where we've got... You know, I'm talking about domestic government. So we actually do quite a bit of deployments already for export. So whether it's the U.S., you know, offshore deployments or, you know, projects funded through DFAT, East Micronesia, Timor-Leste, a lot of the Pacific deployments, a lot of the multiple cables that are being built across the Pacific are very much Australian government supported as well. That we have a lot of that covered as it is, but where, you know, I think we have some capacity constraints is trying to enter or crack into places like Canberra. That requires a lot of lobbying and, you know, focused people. Now, whether or not that market is sort of significant enough for us to put a lot of time and effort, I think we've we'll take that opportunistically. We're getting a lot more traction now, indirectly. That would be one market that we shouldn't, you know, take our eye off the ball. But by and large, if you look at some of the pipeline that's coming through, where the growth opportunity for us is really if, you know, we crack into one of the five or six, number five or six quadrant, all it takes is just one, and then they'll all come. That's for me is much larger than any other opportunity, and so that requires everyone, the board, DXN executives, the DXN engineering team currently to be involved. So it's not a single salesperson thing, it is across the company. ... Thanks, Shalini. James from PAC has a question: "The subsea segment seems to be a very slow-moving segment in terms of its evolution from a low base and a revenue contribution. Is it realistic to still think that it could be a meaningful contributor in the near term, or is it more of a longer-term revenue vertical? Yeah. So the subsea segment takes a long time for it to go from concept, inception, for, you know, the cables to come in, for the consortium parties to actually sign contracts and show that they've got capacity for the build, for them to get cable ships and lock cable ships in before deployment. There is one major customer in that market segment at the moment, and they have probably cornered 70% of the market, and that's our focus, and that will continue to be our focus. I think that a lot of the hard work is in the pre-setting up of the consortiums are behind us now. So I would see definitely that is a big contribution to the short term. Moving forward, cable landing stations are definitely, you know, we are... We're always sort of looking at our pipeline and going, what are the ones that, once we're getting into sort of 50%-60% stage of the pipeline, we always win them, and cable landing stations are exactly that. So I think that you're right, that from the time we actually see something in the pipeline that we've quoted for, for instance, to the time that it actually closes, there is a pretty time gap, and then after that, the actual deployment very often it is not actually the build. The build's fine. When it goes to site, the actual site acquisition and, you know, the various issues that we have. But I don't quite agree that that market segment is small. I think, all of the announcements you would have seen, and PTC is one event where all the subsea operators get together, and we actually see and hear the plans for the next 10 years, with what's imminent over the next year and 2 years. There is plenty of that. There's the announcements are actually increasing exponentially, of new cables coming in, and that's purely driven by AI workloads. So the bigger the data center is, the more number of data centers in each market, that is being announced, the more the domestic infrastructure cable-fiber needs to be built. So Telstra InfraCo is building a lot. You have plenty of other, cable and local operators that are being built, building domestic cable as well. But all that needs to be underpinned by international capacity and subsea, and also having them build resilience in diversified locations, and that's why the subsea industry is just very hot at the moment because of that. Thanks, Shalini. We've just got a few questions on growth prospects here. So would you say the market cap of DXN is hindering your growth as DXN appears small compared to peers? Or what is DXN's particular strength in this space? Would it be better to be acquired by a larger player? That's a bit of a loaded question, but, yeah, I think... Look, the simple answer is, definitely, I think the market cap hinders opportunities, but we're not letting that, you know, stop us. We have opportunities to scale through joint venture partnerships, and that's exactly what we're doing, and that's how we're going to be doing it, initially. Whether or not, you know, we're better off listed or private, I think that's a very long conversation. There are various, you know, very successful companies who are with a market cap that I think we should be at, who've done it, so there's no reason why we can't. But at the same time, there are plenty of competition that we've got in the industry, not quite in our market segment yet, but more sort of on the other side of the geopolitical arena, like, for example, EPG. They announced raising $100 million yesterday. They deal with... and we've known that, you know, they're going to do that for a while. They're actually a Chinese modular manufacturer. They have actually deployed to DayOne, which is a very large data center company, again, Chinese, in Asia Pacific. They would be an example of where we should be being able to raise that level of infrastructure investment into that part of the world for our customers. And our customers are looking at, you know, desperately looking at solutions where that can be innovated because you can't sort of. They, there's no way they can buy from the Chinese. We know that, you know, this is the geopolitical storm that's happening in the world, and this is very well openly spoken about in every event that I've ever attended, in every forum I've ever attended. And so it is important as DXN, in where we are and the opportunities we have, to actually cater to that market and to focus, and find a way to enter and find solutions for that market. So whether or not, you know, we're going to do this, you know. I mean, not at the moment with where we are with the market cap, definitely. That's not a capital raise, is gonna be highly dilutive. That's not an option. But what we have as an option is partnership, infrastructure partners who are interested in partnering us, providing a balance sheet that customers look at and go, "Right, okay, that's how we're gonna do the significant deals." That's the focus of me and my team. Thanks, Shalini. We might leave it there. If anyone has any additional questions, my details are at the bottom of the announcements. Feel free to email me, and I'll aim to get back to you as soon as possible. Shalini, I might pass to you for closing statements. Thanks, Mel. Thank you everybody for listening in. Thank you for all the questions, and I appreciate the continued interest in the company. From my point of view, I was actually in PTC at an event last week, and I've actually never seen the industry where it is in terms of growth and in terms of excitement and bullishness. And it is ironic that, you know, we have been. I have been personally in the modular data center industry, specifically when it was on the fringes of business. And it's on the fringes of deployments out there. But all of a sudden, we're the flavor in town, at least in the global markets we are. It is interesting that, you know, the number of companies, the number of very large, international operators that are looking to continually, continually invest in prefabricated modular data centers, it just shows that what we believe, is, has always, was always gonna happen, is happening. And all the demand that we know is coming is, is definitely there. It's 'cause, you know, you start seeing some of the very big names starting to invest in, in prefabrication and prefabricated modular data centers. That's, that's it. Mel, thank you.