In our business year. My name is Howard Digby, a non-executive director here at Elsight, and I'll be your host for today's session. I'd also like to extend a warm welcome to a number of our team, our fellow board members who will be joining us today: Ami Shafran, our Chairman, Jim Landau, Non-executive Director, and members of our management team. Following the presentation by our CEO, Yoav Amitai, we'll open the floor for a Q&A session where Yoav and the leadership team will address your questions. Before we begin, I'd like to remind you that today's presentation may include forward-looking statements. These statements are based on our current expectations, assumptions, and projections, and involve risks and uncertainties that could cause actual results to differ materially from those expressed or implied. For a detailed discussion of the risks and uncertainties associated with our business, please refer to your most recent financial reports and disclosures available on our websites. Please also notice that we undertake no obligation to publicly update any forward-looking statements unless required by law. We encourage you to submit your questions at any time during the presentation by clicking on the Q&A button at the bottom of your screen. We'll then address as many as time permits at the end of the session. And now, without further ado, I'll hand over to our CEO, Yoav, to bring in today's presentation. Yoav, over to you. Thank you very much, Howard, and thank you, everyone, for joining today's presentation and talking about the first-quarter results and how the future looks like in Elsight. I think we are in very exciting times in the company, as you all probably saw in our quarterly report and the following announcement that we had after the quarter, which I'm glad to share with you today. Starting with the results in the first quarter, having a revenue of more than $1 million, which equals to about AUD 1.6 million, that's the strongest quarterly revenue we had to date. That's alone equal to about 50% of last year's total revenue, which shows the massive growth that we're currently feeling. All of that is not including the big announcement that we have following the quarter end of $4.2 million revenue contract that we have signed that I will talk about later in the presentation. Another important note to say about this quarter, which was very strong, is about the diversity of the revenue. Working in both the commercial and defense market, seeing the revenue coming from different sources, from 70 different customers out of the more than 100 customers' design wins that we have, and I think that shows a very stable, very steady, and very healthy revenue diversity. We can show that there is no single customer today that is more than 30% of our revenue, and that's a very healthy place to be in in terms of our future expectations and future growth trajectory. In general, looking on what happens to us, I think we can show, and I'll try to stretch during this presentation where we're at in terms of the inflection point, how it looks like, and how the future, both short-term and long-term, should look like in Elsight while we're continuing to execute all our strategy and seeing how the strategy is playing very well with what we're seeing in today's global markets. Like I mentioned, those results are not including a single dime from the $4.2 million that we have signed a contract with the European Defense OEM, and that's in addition to that when we're looking into the revenue and how it will continue through the year. So just to put it on a chart, that's how it looks like. So last year, first quarter was $620,000. This first quarter is more than AUD 1 million, which shows a massive growth, and that's, again, before all everything I mentioned before. The way we structure this chart is to show an actual revenue that's already booked. So the initial, on top of what you see in 2025, this is the order that we already booked and basically started to deliver. As you all know, we put it on the announcement, this order should be delivered until the end of July 2025 and obviously have the potential to grow. So that's a very interesting one opportunity out of many opportunities that I'll discuss during this presentation today. Another point that I want to put even stronger, what I mentioned before, is about the split between defense and commercial market and the diversity there. So while today we're seeing a massive growth in the defense market, and I'll talk about it, we're still seeing a growing market in the commercial market, and for us in Elsight, looking into the future and some of our growth engines is how we grow with the commercial market, which in the long way will definitely be bigger than the defense market we're seeing today, whether it's for drone deliveries, inspection, security, private security, public security, and agriculture, and the list goes on and on. This is one market that we have a very strong footprint there, and now we are getting more and more traction in the defense market as well. But I just want to put the point that we are working hard to make sure that both of those markets are continuing to grow. Once the commercial market will get into its inflection point, which I don't think it's there yet, that will be in addition to everything we're doing in the defense market. So that's a very interesting point. Another point that I want to touch on, we got a lot of questions about, and I just want to be clear about it. This order that we announced on April 9th has nothing to do with the announcement we had in September of last year, which is another big contract that we announced that we have signed there with another prime contractor in the defense sector, which should start to flow revenue into 2025, which is not included in this chart. Again, all those numbers add up together for a very interesting picture of how 2025 will look like, and not only 2025, but also how it will play for the long term for Elsight and how it will translate over there. Going a little backwards for those of you who are here for the first time in our webinar, just to say a little bit about who Elsight is and what we're doing. We're in the highly reliable wireless communication systems market. I'll talk a little later in the presentation just as a brief about the technology and what we're developing and what we're offering to the market. Our flagship product is called the Halo, and today most of our revenue is coming from, again, the US market, both in the US, Asia, and the European market. We have a footprint in every continent. Those are the largest markets that we're seeing that are steadily growing and what we can do there in terms of sales and marketing efforts. In terms of our accumulated experience, today we deployed to the field thousands of units already. We have over 340,000 flight and drive hours with our partners, which is an unprecedented number. If you compare it to man years, that's a lot of years to be flying 24/7, and I don't think it's parallel to anyone else in the industry of having so many hours, most of them in beyond visual line of sight or non-line of sight operation, both in the air, on the ground, or over the seas, operation with different platforms, having more than 100 design customers, which means customers that design their product or their solutions around our Halo product, which, again, that set the stage, one of our growth engines, or set the stage of how we will grow together with the industry while all those industries are growing, whether it will be on the defense or the commercial side of the business. Talking a little bit about what's happened to us and what happened in the global market, let's call it, and how it impacts our industry in general, so I don't need to speak, I assume I don't need to speak a lot about the geopolitical environment today and all the trade issues that are currently happening globally, whether it's between the U.S. and Europe and the U.S. and China and the Europe threat that they have there coming from what you're seeing, the Russia-Ukraine conflict. All of those together are creating a massive surge in demand, and more importantly, when we're looking on where the Department of Defense or ministries of defense globally are looking to spend their budget, we're seeing a big shift going towards unmanned systems, and again, that includes ground vehicles, that includes aerial vehicles, includes maritime vehicles, and we're seeing it all over the globe. Here, we just put some titles from Australia, from the U.S., how they see that the drone has become very meaningful in the modern military strategy, how Germany did a historic boost in their defense and infrastructure spend by an order of magnitude, same in South Korea and Sweden. Again, those are just examples of what we're seeing and how we're seeing this market growing, and that's in parallel to the growth of the commercial market. But for us, looking at the current opportunity we have in front of us, while we're making sure that we are enhancing our footprint in the commercial market, it's clear that in the short-medium term, most of our revenue will come from the defense market just because of everything going on around us and create kind of the perfect storm that we came or we are there with the right product at the right time, and then all the stars starting to align towards the direction that we wanted to go. And again, continuing to execute our strategy and making sure that we are there and making our product better and our customers more satisfied and broaden our customer base. A little bit about the challenge we're solving and what is our product about. When we're talking about uncrewed systems, those systems require highly reliable communication, and it doesn't matter if those are for drone delivery or for inspection for grid lines or railroads, or this is for ISR mission in defense or other types of missions that are happening in defense and homeland security for public safety and police or you name it. All of those systems are either remote-controlled or fully autonomous, but all of those types require highly reliable communication, and wireless communication is a big challenge when we're talking about spectrum issues, jamming issues, loss of line of sight, and so on. The communication is something that is not yet solved in the best way. Again, that's only in the uncrewed sector. I will talk later in the presentation how it can be also affecting other types of markets and sectors once we are starting to broaden our view and look into additional sectors once we feel that that's the right time to do that. So the challenge is, how do we create the most reliable link for communication between operators, control centers, and platforms that are deployed in the field? Platforms mean drones, fixed-wing, quads, ground vehicles, robots, maritime vehicles, and again, the list goes on and on for different kinds of applications. The way we are solving it, so the way the Halo solves it, is kind of a disruptive approach to all the approaches that we're seeing in the market today. So there are a lot of different communication elements or components that are today offered in the field. Some of them are for line-of-sight application, some of them are satellite communication, some of them are cellular communication, but our approach says that there is no single infrastructure or spectrum piece that is good enough to provide the availability necessary for those platforms to be connected to their operators. So our approach is what the Halo does is essentially taking all those different infrastructures together and creating one big pipeline of data that is reliant on all of those different technologies. So that includes, like I said, cellular, private and public, sorry, LTE and 5G. That includes different types of satellite links from Starlink through Iridium, Viasat, and so on. That includes kind of point-to-point communication like the Silvus of the world or the Doodle Labs or the Domo Tactical of the world. All of those are names for companies that are offering their great solutions. Those solutions are only part of the spectrum that is utilized, and our approach is if you want to have a reliability to do the more sophisticated missions, you want to rely on all of them and not on a single one of them to create, again, the reliability that is required for those systems to operate and to perform their missions. So the bottom line or the impact, like we call it here in this presentation, of all of the challenge in our solution and taking into consideration, again, what we're currently seeing, the tailwinds that we're seeing coming from the geopolitical environment and what's happening in defense today and what's happening in the commercial market today with our solution that is kind of platform agnostic. We're doing everything seamlessly, so the experience the customer has once it's on board, start using our product, it's pretty amazing, having a lot of aha moments that are still providing nice experiences for us and for our team in Elsight, understanding how big is the value that we are providing to our customers that are doing different types of missions in the field. And all of that together, like I said, set the perfect stage for us to have an even faster growth, and I'll talk about it in the following slides about what we're seeing looking forward and what our strategy and what we're about to do forward-looking. Before I'm going to there, I want to talk a little bit about the growth opportunities. We have the obvious growth engines of adding more customers, basically, into our customer base, expanding with our customers as they expand their business based on the design concept that I mentioned before, providing more features to those types of customers as an add-on or as an upsell, providing them with more technology or more technological solutions to some of their challenges, and by that, increasing what we call in the SaaS world the average revenue per unit or per user. And again, that plays in both markets, both in the commercial and the defense market, which is the same. The fourth growth engine, which is maybe the less obvious for Elsight, is looking into other sectors. While we are currently focused on uncrewed systems, even though I must say that the announcement we put out last September is not only related to uncrewed systems, it's also related to standard communication devices. Speaking about a highly reliable communication device that proves itself in different environments, in some of the most challenging environments in the world, both from EW, electronic warfare perspective, and also a real-world example in commercial challenges, that can provide us with a lot of interesting growth trajectories in other markets, which are either adjacent markets or completely parallel markets to where we are today. I deeply believe in focus, and I think that what makes us provide our customers today with the best solution they're looking for to have this aha moment that I mentioned before. The only way to get there is if we are laser-focused. We are the most professional people that, today, a person that wants to build a drone for whatever reason or their robots for whatever reason, we are the perfect go-to for them for communication because of our experience, because of our focus. Once we will feel that this part of the business is getting into a steady state of understanding how we're growing that dramatically and continue to grow there, and once we will feel that this market is too small for us, which today we're not anything close to that, then we will start to broaden our umbrella and start to look into different markets and to see how we do the same cookie-cutter, same strategy that we run in the uncrewed systems, unmanned systems, and taking it into other types of markets. Here in the slides, we have just a few examples of adjacent markets that are relevant, and we can talk about many more in today's connected world. You can think about endless numbers of features or applications or use cases that require highly reliable communication systems. A little bit about our current financial strengths and positions. So in terms of cash, we have everything we need to execute our strategy. Some of the contracts we have signed have very good and healthy payment terms. So in terms of working capital, it put us in a very good place to take us to where we need and even allow us to invest in the business growth, in sales and marketing effort, and so on. We implemented an expense strategy, I will call it, to make sure that we are not starting to spread but being very focused on where we are putting our dollars and how those dollars are translated into more dollars on the other side of it. So that's something that we are working all along to make sure that we're taking ourselves to profitability and start generating cash. In terms of our operational scale, that's also an important part. I don't think that it's something that investors or customers should take for granted that we were able to deliver in full on time all the different demands that we had. Even when we had a massive surge there in the demand, we were still able to provide all our deliveries in full on time thanks to our great operation teams and technical teams with Shlomi, our VP of Operations, who is not here on the call, but I must give a big shout-out. It's not something we should take for granted in today's challenging lead times and supply chain market. I think part of it is because we built super robust systems that can provide any type of scale, and today, I would just mention that we're not anything close to our production capacity. So we can bring in many more sales and being able to deliver them in full on time and making sure that our customers are satisfied not only with the product and the technology, but also with, they call it, customer experience that having everything as they should. I will end up and open the floor for questions with how we see the future or what is our strategy looking into the future. Obviously, seeing the perfect storm that we have around us, what we need to make sure is that we are enhancing the Halo position in the market as the standard for uncrewed. Again, it doesn't matter what's the use case, if it's for drone delivery in commercial, if it's for inspection, if it's for ISR mission, for drones as first responders, for police forces and fire departments. The Halo needs to be positioned, and we are working hard to position it as the standard go-to for those types of needs in communication for uncrewed systems. Seeing the current success that we have and seeing the current a lot of change that is happening in today's governments and defense entities, we're seeing a lot of RFIs, requests for information, a lot of tenders that are going out, and what it's translated to us is that we need to be more aggressive, mainly in the U.S. and European market, just because that's where the budgets are increasing, and that's where we are going to put our focus. Again, that doesn't mean that we're not continuing to press the pedal to the metal in the commercial market globally, but seeing the big opportunities and where we can be even more aggressive, those are the places where we're positioning ourselves, making sure both on the technical level, on the sales and marketing level, technology level, and sales and marketing level, that we're not staying behind and we are in the front continuing to enhance our product, to enhance our go-to-market strategy, and make sure we expand all market. Again, just to set the stage that the commercial market will get to its inflection point, which I don't think it's very far away, we will be one of the biggest beneficiaries because we will grow with our customers. So all of it happening concurrently, and I think you will see the results coming in once we are continuing our operation and once we are continuing where we are today and enlarging or increasing or growing the business in a steady and healthy way. With that, I will give the stage back to Howard for the Q&A session. Howard? Well done, Yoav. Thank you. I've already got questions here. Please type your questions in, and I'll read them out for Yoav to answer. I've already got a question. I've got a number of questions. Yoav, do people compare Elsight to DroneShield? That's ASX DRO. Yeah, that's a great question. Obviously, we're getting this comparison all the time. I would say we're quite different businesses, but both of us have something to do with drones. By the way, we are from different sides of the aisle, let's call it. DroneShield is protecting against drones. We're enabling drones to fly, so that's an interesting comparison there. But I would say we do have some similarities if you're looking on DroneShield DRO history when they just started to grow the revenue pretty much where we are today when it was unknown for most of the ASX investor community for different reasons, and that's where Elsight is today. We're putting a lot of effort to seeing how we can increase this exposure and get into a larger audience. I think part of the challenge is that Elsight is a result of the clean IPO. We don't have many shares on issue, and we didn't do a lot of large capital raising, but again, that's a lot of the work we're doing today of going to the more larger audience, whether it's retail or institutions, making sure that they know the story. I think that this quarter that we presented in the first quarter and the result that we're about to have in the next quarter, that will bring it in. We do have the patience, and we are focused. While we are completely focused on growing the business and making sure we have a stable growing business in a very healthy way, I think that result in driving the share price in the right direction and making the investors also happy. So while we're focusing on the business, we're now starting also to invest on exposure and make sure that the story is getting to all the places that it should get, having more coverage from different entities in Australia and outside of Australia, and I think that's the right time to be part of the story because, like I said, we're only scratching the surface, and it's just the beginning. Yoav, you have a number of questions. You kind of answered that in advance about the disconnect between the very good operational achievements but the muted response in the market, so I guess there was a number of questions already coming in about what we're doing to promote more proactively. If you have anything else to add, I think you've already covered it, but up to you. Sure, so the way we're doing it is obviously, or what we do to make sure that the story is getting to everything it needs to get to, so we are today meeting, doing a lot of meetings and making sure that we'll start to have analyst coverage, which we don't have at the moment. I was talking about exposure to new entities that we haven't done and investing a lot of our time, effort, and thinking about how to get it and how to promote it into different areas, and there are several steps to strengthening it, and that's what we are doing from refining our core messaging, basically making sure that it's clear and investors get it, increasing the direct engagement, like I said before, with both institutional and retail investors, and also expect, as we're continuing the growth and have more exciting news, to have more and more, sorry, media coverage and started to talk with bigger megaphones, let's call it, or louder megaphones. Obviously, the goal is to ensure that the market is fully understanding our story and the potential, and as I said, as the business grows, I do believe that the share price will react accordingly. I've got some questions here, a number of questions about the same topic. Your thoughts on fiber optic cable drones, and does Halo actually make fiber optic drones redundant? Fiber optic is one of the methods that today is in use. Obviously, it has its own drawbacks. Think about it. The drone actually needs to be wired to the operator, so how far it can go or how maneuverable it can get if it gets into a building or needs to do, I don't know what. So it is a method. I won't say that Elsight is making these methods redundant, but definitely a lot of the use cases that might have been one, I mean, might have been solved with fiber optic drones today are solved with Halo. I won't look at it as a competition because it's a completely different solution for a completely different use case where we are currently not playing. So it's not something that we're seeing as a threat or even a competition. It's more of another offering in the market that is just there. Okay. I've got a question about the September contract that we got last year. When do you expect further orders from this contract, as previously mentioned, and what dollar value is expected? So as we put in the announcement there, we do expect this contract to grow dramatically over the course of 2025 and 2026. By the way, only a small part of this revenue was already recognized in the first quarter. So we still have a lot to do there from the order we've got. And also for the future orders that we're discussing with the customers, that they discuss with their customers. Again, remind you all, our customers there is a prime contractor in the defense space. So that's where we are today. It's going based on the schedule. We're still finalizing all the design and deliveries there, making sure we have the first order shipped to them. And we do expect during this year to start to talk about the higher numbers, which should translate into multi-million dollars in revenue. Okay. I've got a question about the total addressable market provided in the material. What is the term you estimate you address? What does a sales cycle look like, and how long does it typically take? With the focus of the markets on trade wars globally, can you provide an overview of your supply chain? There's a lot of questions here. Are you placing any other solutions or competitors? What is important to customers? And then the last question in that package there is in defense, is there a jamming solution to your Halo connectivity solution? There's a number there. I think you can see the question in the list. Yeah. I'll try to start to answer them one by one. So in terms of the TAM, the way we're calculating the TAM, what you see on the slide there is the addressable market in the drone space. That includes commercial application, defense application, and drones, by the way, also include ground vehicles and so on. The way we're looking at that and how it's translated into the communication element, because those markets are huge, obviously, and the communication part of it is a subset of the overall market. I would say that today, on average, it's really have a wide range, but on average, the communication piece of the entire drone cost is about between 10%-20% of the overall cost. So looking on the overall TAM, the total addressable market of the all uncrewed system market and looking something between 10%-20%, that's the right number to look at in terms of Elsight total addressable market and total serviceable market, not only TAM, but also SAM, Serviceable Addressable Market. So that's just to answer the TAM question. You have, by the way, in previous presentations, we have the actual sources. We just it's split out, slipped out, sorry, from this presentation, but have all the sources of those are all researchers or credited researchers that was done. Speaking about the sales cycle, so a typical sales cycle looks like customers buying the first unit for evaluation. Those cycles are ranging between one day and two months, depends on where it sits on the customer's priority. Once they have the evaluation kit, like I said before, we kind of productize the onboarding experience for our customers. So from the time they got the unit on their table until we're completing what we called POV, proof of value, that's relatively fast. But again, it really depends on where is it in the priority on the customer side, which some elements there, it's not stuff that we can control if it's low in the priority. But I would say that this can take between a month and six months. We saw it also in big organizations, but sometimes it happens super quick. I will give the example of the contract that we just signed recently that we announced, the $4.2 million. It started with the customers buying units for evaluation. That was in October of 2024. Then in December, they placed the first material order, which was a couple of hundreds of thousands of dollars. Another one we announced in March. And then in April, we have the contract signed. So that's how usually a sales cycle looks like and what are the different milestones that we have there within this process. The focus of the question. Yeah. So the next one is about the supply chain and how we make sure with all the global wars, trade wars, sorry, that our supply chains are steady. First of all, I would say that Elsight is not exposed at all to Chinese manufacturing. Our product is FDA compliant for obvious reasons, so we're not exposed to that. Having said that, because of all the tariff issues that are going on, we do see an interesting, let's call it an interesting move in supply chain and lead times and so on. The way we're protecting ourselves, what we started to do in the COVID and still doing, is making sure that we have a good forecast for the inventory required and also have access with our vendors to make sure that if we have peak points, we'll be able to deliver those as well. As I said during the presentation, we're not anything close to our production capacity. We're not doing, by the way, for those of you who don't know, we're using contract manufacturing for the production part. So we have a lot of room to scale there. We feel pretty good with our vendors and their capability of providing us with units to fulfill our best wishes type of revenue levels in terms of deliveries and inventory. That's not something that it is always a risk, but I won't consider it as high in our overall risk matrix. We covered that. Competitors. Competitors, yeah. Like I said, again, during the presentation, we are not seeing any competition that is of providing or offering exactly the same approach we're doing. Obviously, for the system integrator who now needs to choose what communication system they're using, they have many different alternatives, and all of them we consider as competition because in the end of the day, the system integrator or the system engineer will have to choose what they're using. Again, seeing the solution we are providing today, we're not aware of anyone that actually provides a working solution like the one we do in an optimal SWaP. SWaP stands for size, weight, power consumption that can sit on every drone. So while we do have competition, just to give you an example, each one of our customers can buy a solar module off the shelf and integrate it into their drone, and that will cost them, I don't know, $40 pretty much or something like that. For our product, they're paying in two orders of magnitude higher than that just to give you a high-level numbers. So I think that shows the level of value we are providing and the product-market fit that we have in this market. And it also plays, by the way, into our profit margins. If you will, the gross profit, it's part of the presentation. I didn't present it, but you can see it on the presentation we put out to the market. We have a super healthy gross margins. Part of the reason is because we are not in the race to the bottom in terms of pricing with our competitors. And last question about jamming solution. Obviously, it's a chicken-and-egg game. While the jamming solutions are constantly improving themselves, our system and system like ours need to provide solutions for those, I'll call it, threats or challenges. Today, I don't think the customer will continue buying from us if they saw that the product is just not working. And as I said, without getting into details over the line here, the Halo is currently working in the most sophisticated, hard electronic warfare environment. So it's required us to continue and invest in R&D. But at the current time, we are very satisfied with the result and the performance of the product, and our customers are the same. Another question is partly answered about the competition. What are the origins of the technology, and what are the approximate unit economics of the product? The origin and what was the second part? Sorry. What are the origins of the technology? Are there any competitors? What are the approximate unit economics of the product? So speaking about the origin, everything, if it's for those of you who didn't participate in previous webinars, I would say that Elsight owns the entire IP chain of our product, including the hardware, the software, and everything in between, including all the patents that protected it, and everything is and was developed in-house. The origin, the company has started a long time ago, founded by Nir Gabay, the former CEO, and Roee Kashi, our current CTO. That's where we started from various needs coming from the field based out of Israel, so from the Israeli needs, let's call it, again, with trying not to get into sensitive details, but that's how it started, where the idea came from, and how we look at it into the future, how we can make it better, faster, and more efficient and productive, basically, so that's about that and there was another part of the question, the unit economics. Yeah. Maybe, you know what, let me, I will share another slide that, again, it's in the part of the presentation. It just wasn't part of the presenting today, but it's part of the presentation we released just because there were many questions about it. The business model or the unit economics looks like the following. First, we have the hardware sale, which, as you can see, has a super healthy gross margin for hardware between 74% and 82% gross margin, depending on the flavor. I won't get into specific numbers for, I assume, understandable reasons, but I would say that that's in the low thousands of dollars per unit for the hardware. Then we have our cloud service and SLA, which are all together in a bundle, which have also a good gross margin there. I would say that that's a question of scale. As we scale the business, the gross margin for those services will grow accordingly because many of those expenses there are fixed expenses. But that's basically for every unit we're shipping out, we have the long tail of the sale of the recurrent revenue coming from every unit, and that's in the hundreds of dollars per annum per unit. And in addition to that, another part of our business model or the unit economics is the actual data use. Like I said during the presentation, we're working with many different types of infrastructure, and working with those infrastructures requires SIM cards, whether it's the Optus and Telstra of the world, or require the airtime from the satellite, whether it's Starlink or different types of satellites. So today, we are offering it as a full package of how we provide all of these in one-stop shop, in one invoice to the customer. And those are the three main elements of our revenue stream. Obviously, in addition to that, we have professional services and add-on features, but those are the main elements in the unit economics of a single unit. Okay. We've got a number of questions about the revenue figure or what sort of revenue you would be happy with or what do you expect for the financial year or calendar year 2025. Bearing in mind that Elsight does not give formal guidance apart from projections from our announcements and what we update in the quarterly, what would you be estimating as the commercial revenue for calendar year? Yeah. So since we are not providing forecasts like you mentioned, Howard, I would say I think I provide enough details during this presentation for people who want to do the math to understand where our revenue figures will be at. Obviously, we are already in much higher than double the revenue of last year, even closer to triple the revenue. That's what we already announced and what you have on the numbers in this presentation, and I think that during this presentation, I gave some it's part of the presentation. I gave it verbally part of the contract and program and pipelines that we have and ones that we announced that weren't recognized yet as a revenue, and people can do the math, again, without getting into specifics. Sometimes you deal with minimums, so you're saying that even the minimum revenue that we'll do is over sort of based on contracts that you see and revenue booked is over $5 million, and then people can extrapolate based on some assumptions or what we expect for the year. I'm right in paraphrasing that are about four questions about the same thing about how's your expectation? How's your satisfaction with the DJI retrofitting product? And how's the sales momentum? And what do you expect from that? Yeah. So the product name D6, DroneCommX, that's an aftermarket kit for DJI. For those who don't know, DJI is the largest company in the world today for drone manufacturing based out of China. I would say that looking on all the trade wars that were mentioned before, sorry, we are seeing a lot of changes in terms of how people are using those drones, if they use them at all. So the overall market is where it is, I will say. Having said all that, we do have deliveries for customers, like I mentioned in our previous quarter. We do see an interesting growth there. I'll say that, again, without getting into the specific numbers, that we hit our numbers in terms of targets of what we wanted to sell in the first quarter of this year, and all of those sales are mainly for POCs, evaluations, so from there, it should grow, whether it's through sales channels or direct customers, so we definitely see it as an interesting growth engine as part of what we're doing. We've got a tandem question to the simple question about the revenue expectation, but more about the path to scaling revenues. Can you provide more color on the path to scaling revenues and achieving profitability, and what key milestones should investors be watching over the next 12 months? Yeah, sure. I'll be happy to do so. So, looking into, like I mentioned, without getting into specific numbers because of how we present the numbers today, I think when we're looking on achieving profitability, it's built around three main pillars that we're looking at. First of all, expanding the business by expanding our customer base, like I said, our product portfolio, and making sure that we can expand on the top line. Second, making sure that we are growing the adoption with existing product or the existing account, sorry, that they're growing their business, and as a result, we are growing ours. Like I said, also as part of this presentation, make sure that we're maintaining a disciplined cost management just to make sure that our cost structure is right. So as I can expand on each one of those pillars, I would say that with all of them together, that should show us a very interesting growth trajectory and a path to profitability. Again, if you look at our numbers and seeing our burn rate in the previous quarters and where we are today, I think that we are showing the way to profitability and start generating cash, basically. So ultimately, like I said, currently, we're focusing on building the sustainable, profitable growth engines. And we believe that in the coming 12 months, and as I said, we have what we need to get there, we will demonstrate a clearer progress to getting to profitability and start to generate cash. Okay. I don't have any more questions. If any more questions, I'll say at this point, start to thank you all for attending. But can I please encourage you to invite other people to these webinars? So we get a lot of questions from people. Oh, there's some more questions coming up. We get a lot of questions that are in our materials or misunderstandings. We're always available. We make ourselves very available. These opportunities are always there to engage with the company. And a couple more questions here. What range would you personally be happy with revenue for 2025? I'm not going to get into specific numbers. So as I said, I'm not going to, since we don't give structured guidance about forecast revenue, I'm not going to do it in this call. If we will start doing it, it will be through our quarterly and half-year and yearly reports. Obviously, it's not something we will do only verbally over a presentation. So forgive me for not getting there, but yeah. Yeah. Yeah, so we can consider things like other companies do, sort of ranges and minimums, and we can discuss that as a board and present that to the market. Obviously, we can't do selective disclosure. Absolutely. Okay. So I hope everybody got their questions answered. But please encourage, thank you for attending, and encourage others to attend. And we will see, I hope, that we're making strong progress in building a leading position in the rapidly growing uncrewed connectivity market. And we're very excited about the opportunities ahead. We remain focused on executing our strategy, expanding our customer base, and delivering sustainable, profitable growth. If you have additional questions or would like follow-up, please don't hesitate to reach out through our investor relations contact listed on our website. And make sure you're receiving our emails and updates. On behalf of the board, Yoav, and the entire Elsight team, thank you again for your support. And we look forward to updating you on our continued progress in the months ahead. Have a great evening. Thank you, everyone. Bye-bye.