I will be the chair of today's meeting. On behalf of the board, it is my pleasure to welcome you to the Elsight Ltd 2026 Annual General Meeting. My address has been lodged with the ASX today and is available on the ASX platform. I will now proceed to deliver the address. It's a privilege to welcome you to Elsight's 2026 Annual General Meeting and to address you as chair. On behalf of the board of directors, I'm delighted to reflect upon a momentous year for Elsight. 2025 was a defining inflection point. After years of strategic positioning and execution, Elsight transformed from a company with early-stage commercial traction into a globally recognized, profitable, and rapidly scaling defense and commercial connectivity business. It did so against a backdrop purpose-built for our success. Global defense budgets surged in 2025. The United States enacted an approximate $1 trillion military budget, and NATO members committed to spending 5% of GDP. Simultaneously, demand for secure, resilient connectivity in uncrewed systems reached an all-time high. Elsight's technology was well-positioned against a backdrop of accelerating global defense investment, regulatory process, and surging demand for secure and resilient connectivity. Halo's carrier-agnostic multipath bonding architecture, providing 99.9% reliability across cellular, satellite, and RF networks, is no longer viewed as a premium option. It is mission-critical infrastructure. The financial results for 2025 speak for themselves. Elsight delivered four consecutive quarters of record revenue, achieving 11 x year-on-year growth to reach $22.8 million for the full year. Equally significant, the company achieved profitability for the first time in its listed history in Q3 2025, underpinned by software-like gross margins and disciplined operational scaling. Recurring revenue from software licenses, cloud services, and connectivity subscriptions reached $2.8 million, 12% of total revenue and 250% growth year-over-year. We closed the year with $59 million in cash and zero debt, materially strengthened by our AUD 60 million institutional placement in July. The raise attracted strong participation from institutional and strategic investors and provided the capital to invest in our global sales and marketing teams, product development, and organic and inorganic growth opportunities. Strategically, the year was characterized by a series of material contract wins with world-class defense customers. Collectively, these announcements demonstrated that Elsight's Halo platform has crossed the threshold from evaluation and pilot programs to embedded production scale procurement. Elsight advanced to phase III of the Defense Innovation Unit, DIU program, a direct bridge to full-scale U.S. military procurement, and deepened its landmark partnership with Lockheed Martin, whose Indago 4 UAS integrates Halo as its core communications platform. The first deliveries of our Aura product line to a leading defense prime expanded our addressable market beyond uncrewed platforms to dismounted soldier-level communications. In July, the board established a new business unit in stealth mode, targeting a total addressable market exceeding $20 billion. We look forward to providing shareholders with further updates as this business unit matures into its commercialization phase. I would like to thank CEO Yoav Amitai and the entire Elsight team, whose relentless execution throughout 2025 delivered results that exceeded every external expectation and many internal ones. The culture of discipline, innovation, and customer focus that the team has built is the foundation upon which our continued growth rests. We enter 2026 from a position of extraordinary operational and financial strength. We are well capitalized with a cash position of $64 million as at the 31st of March 2026 to fully fund our growth ambitions, combined with a robust backlog and pipeline and a business model that is compounding with scale. The board's conviction is clear. 2025 was the foundation, not the ceiling, of Elsight's growth trajectory. The investments we made in sales, marketing, product, and people throughout 2025 are designed to compound and accelerate in 2026 and beyond. On behalf of the entire board of directors, I want to thank shareholders for your ongoing support, patience, and trust. The journey from early-stage technology company to globally recognized profitable defense connectivity provider is one that we share with you. Today's AGM marks the end of a transformational year and the beginning of what we believe will be an equally compelling period of growth. We are grateful for the confidence you have placed in the board, the management team, and the extraordinary technology at the heart of Elsight's business. Thank you, everybody. We will proceed with the rest of the meeting. I would like to move on to the orders of business. First of all, I want to introduce my fellow directors. Online with us in Israel are Ami Shafran, our Chairman of the company, David Furstenberg, and Jim Landau. I would also like to introduce Yoav Amitai, Chief Executive Officer, Oz Segal, Director of Finance, Dan Hilerowitz, Chief Financial Officer, Sandra McIntosh, Company Secretary, and also Emma Collins from our share registry, Automic, who will act as the Returning Officer. I also welcome Jen Ling Ung from RSM Australia Audit Partners, the company's auditor, who will be able to respond to any questions relating to the 2025 audit. With regard to the format of today's meeting, we'll run through the formal aspects of the agenda as set out of the notice of meeting, followed by a presentation from our CEO, Yoav Amitai. All resolutions will be voted on by way of poll today and be conducted after all resolutions have been put to the meeting. If anyone here is present to vote, but their votes will be received today. As advised in the letter of shareholders, online voting will not be facilitated for this meeting. I would like to highlight that where undirected proxies have been given in favor of the Chairman, I will be voting those favors in favor of all resolutions being put to the meeting, except for Resolution 9. The poll will be held at the end of the meeting with the results of the AGM announced to the ASX as soon as practicable thereafter. Let's move on to the items of business. If you are attending, if you're in the room, you can ask questions directly. If you're online and would like to ask a question, please type your Q&A, your question in that Q&A function on Zoom. Finally, I note that shareholders are afforded the opportunity to submit written questions to the company and the auditor by 3:00 P.M. Australian Western Standard Time on Friday, the 22nd of May. I advise that the company has received questions from proxy advisors and shareholders who submitted them prior to this meeting, and these have been directly and appropriately addressed. A letter of shareholders regarding arrangements for the meeting in lieu of the notice of meeting was sent to shareholders on the 28th of April, 2026, and lodged with the ASX on the same day. I propose that the notice of meeting and the explanatory statement be taken as read. The voting exclusions. Resolutions 1, 3, 4, 5, 6, 7A, 7B, 7C, and 7D are all subject to voting exclusions and prohibitions as outlined in the notice of annual general meeting. On the financial statements, I refer you to the first item of business as set out in the notice of meeting, which is to receive and consider the annual financial report, including the director's report and the auditor's report for the year ended 31st of December, 2025. Are there any questions or comments on the financial statements? We have a question on Resolution 1, which is the financial statements. Which proxy advisors released reports ahead of today's AGM? It was disappointing you didn't disclose the proxy votes earlier to the ASX along with the formal addresses, meaning questions like this have to be asked. Did any of the proxy advisors recommend against any of today's 12 resolutions, including this remuneration report item? Have there been material votes against any of the board's recommendations? If not, just like last year, well done. Please disclose the proxy votes ahead of the AGM next year. Thank you for your feedback. We will note that for future meetings. We did receive questions from proxy advisors. Proxy advisors. I don't know about everyone, but the ones that commented and responded to us. According to those advisors, we did not get the rights to share those reports, so we couldn't put them online. We will put the proxy vault votes on the screen as received. We'll do that resolution by resolution. There were some recommendations against some of the resolutions, such as Resolution 9 and some of the resolutions under seven with regard to directors. You will be able to see now the results of the final proxy votes as we put them on the screen. Are there any other questions about Resolution 1? The financial statement. Sorry, that question was about Resolution 1. Are there any questions about the financial statements, which we received a number of months ago? Okay, let's move to Resolution 1, and I'll read this out. It relates to the adoption of the Remuneration Report. Are there any questions or comments on Resolution 1? That was the question we just handled, and thank you for that question. You can see on the screen, the resolution, the instructions, the proxy votes received prior to the meeting are displayed on the screen. Now we will move to the next resolution. As the next resolution relates to my re-election, I will hand over to Ami Shafran to chair the meeting. Thank you, Howard. As I will say, our Resolution 2 relates to the re-election of Howard Digby as a director of the company. Are there any question or comment on this resolution or Resolution 2? Instruction in respect of the proxies received prior to the meeting are displayed on the screen right now. Okay. Thank you. I am handing it back to Howard to continue. Cool. Thank you, Ami. We'll move to the next resolution, Resolution 3, approval of the new equity incentive plan. You can see the resolution on the screen. We do have a question. Are there any questions? Please forward any questions or ask any questions on Resolution 3. We do have one question here. Question on Resolution 5. By seeking to refresh the 50% placement capacity today, you're signaling a potential intention to do yet another discounted institutional placement. Why did you do this? If there is another placement going forward, will the chair undertake that retail shareholders won't be excluded this time, and instead you offer a long overdue share purchase plan to retail shareholders? Indeed, shouldn't you do a stand-alone SPP to make up for past retail dilution caused by discounted institutional placements? There's a lot behind that. If I may be able to address it right here. The raise that was being referred to was done in July 2025. It was done at roughly no premium to discount to VWAP, 20-day VWAP at the time, and a small discount to the price on the day. Shareholders, if we had done an SPP, that would've been extra capital that we did not consider we needed to raise. However, in terms of shareholders having an opportunity to buy shares, there were plenty of opportunities to buy shares at that price and even lower without a cap, as would be imposed by an SPP. SPPs are capped, as you know, shareholders could buy on market at that price or lower in a number of months during the rest of 2025. Any shareholders who had shares at the time, if you look at the share price now and the share price then, I don't know any shareholders that aren't completely delighted with the performance of the company. Dilution is a thing, but when you calculate dilution, but you calculate the net impact of the value accretion, which is share price growth, I think the board considers and I believe many third-party observers would consider a significant positive impact on the shares of this company. We're very proud of that performance, and it's something that you're not going to see very often on the ASX. In terms of the future, yes, we take this very seriously. It's a very good point, and thank you for raising it. We will consider this issue in future placements. The other part of the question I have not answered yet is that in signaling, are we signaling that we're doing future capital raises? We're not in a position right now to discuss that in detail. If you look at the cash balance that we have, there is no need for Elsight to raise capital at this time. Refreshing capacity is pretty much a standard thing that is done at most AGMs you'll find. It gives some kind of optionality. You don't know what opportunities might present themselves in terms of M&A for the benefit of our shareholders. The board considered it to be a prudent thing to do. There is no thought or canvassing of capital raising at the moment. Are there any other questions about Resolution 2? You can see the proxy voting results on the screen for Resolution 3. You can see the proxy voting results on the screen there. I'll move to Resolution 4, which is the approval to raise securities under the equity incentive plan. The issued securities under the equity incentive plan. Displayed on the screen. Are there any questions or comments on Resolution 4? All right. I don't have any more questions on Resolution 4. The proxy voting is displayed on the screen. Let's move to Resolution 5, which is the ratification of placement shares. Are there any questions about Resolution 5? There was another question here about capital raising that I've missed, and I apologize. This is probably relevant when it comes to a question regarding reelection. I'll address that at that time, although Ami will be the chair of the meeting. Let's just finish Resolution 5, and you can see the proxy votes on the screen. We'll now move to Resolution 6, which is the maximum aggregate non-executive director remuneration. Just for the avoidance of doubt, this is the total sum of all director compensation, not what an individual director is paid. You can see and read the resolution as displayed on the screen. Are there any questions about that? Okay, you can see the votes received on that resolution on the screen in a minute. We'll move to Resolution 7, which is the approval to issue unlisted options to Ami Shafran, an ordinary resolution, which is displayed on the screen. Are there any questions about this resolution? Okay. Please look at the proxy instructions received for that resolution. Now we'll move to the next resolution, Resolution 7B, which is an ordinary resolution. Approval to issue unlisted options to David Furstenberg, which you can read on the screen. Please ask if there are any questions about that resolution. You can see the proxy votes received by the company. Can we now move to Resolution 7C? Before I hand over to Ami Shafran to cover the voting, I'll answer the question raised earlier because it also relates to this. I'll ask the question because it actually is quite a direct question to myself. Could the only incumbent director up for election today, Chair Howard Digby, please summarize his capital raising record as a public company director? Over his career, how many standalone placements has he done, which weren't accompanied by a share placement plan similar to Elsight's $150 million big end of town placement at $ 1.70 in July last year, which wasn't accompanied by an SPP for our 2,497 retail shareholders. How many SPPs has Howard been involved with over his board career, and how many pro rata offers has he done? What is his overall attitude to the fair treatment of retail shareholders in capital raising? Well, I am strongly in favor of supporting our retail shareholders and all shareholders. As a director, our first duty is to shareholders. That is our job. I've just already explained that the way the raise was done in July was not a disadvantage to shareholders in the eyes of the board, especially when you look at the opportunities that shareholders had to buy shares at that price or even lower without a cap imposed by an SPP. However, the questioner is right. During my career, I have done many placements. I'd say about 1/3 of them that have been accompanied by an SPP. This is my first placement at this scale. This is my first board position in an ASX 300 company. That is part of the beauty of this journey. We listed this company at a market cap of $18 million. Now it is worth $1.5 billion. Obviously it's only an ASX 300 company recently. During my career in Elsight and other companies, I've done numerous capital raisings. I can't tell you offhand how many. At various levels, I've done rights issues. We did a rights issue at Elsight. The only true non-dilutive issue for retail shareholders is actually, if you look at the math, a non-renounceable rights issue, which we have done in the past, which shows our track record of caring for the dilution of minority and all shareholders. In the case of the raise just done recently, I've already explained with backup and numbers how that has not been disadvantage to shareholders, and any dilutory effect has more than been made up in the opinion of the board, and you'll find many third-party observers, by the profound increase in shareholder value caused by the rise in the share price. There was another question about the options. Before I hand over to Ami to address this resolution. What happens if these option grants are defeated? These are huge protest votes. What's going on? I'll take that as a bit of a comment because I'm not qualified to comment on what that means. We take the votes that are received, including votes that have been submitted in person. The returning officer will do a poll, and the results will be released to the market. Ami, I'll hand over to Ami Shafran as this resolution relates to me. Yeah. Thank you very much, Howard. I'm talking about Resolution 7C, which relate to the approval of issue of unlisted option to Howard Digby. Are there any question or comment on this resolution in any way? Instruction in respect of this, the proxy received prior to the meeting are displayed right now on the screen. Okay. With that, I'm handing back the chair to Howard. Go ahead, please, Howard. Thank you, Ami. We'll now move to Resolution 7D, which is the ordinary resolution and approval of issues of unlisted options to Jim Landau. Which is displayed on the screen. You can see the proxy voting instructions received from shareholders. Let's move to the next resolution, which is Resolution 9. The next resolution concerns the election of a. Resolution 8. Sorry. Does anyone have any questions on Resolution 8, which is to amend the constitution? You can see the proxy votes received for this resolution. We will now move to Resolution 9. The next resolution concerns the election of a director candidate who has nominated themselves for election and is not endorsed by the board, Mr. Stephen Mayne. The board has assessed the candidate against the company's skill matrix and strategic requirements, and domain experience, and does not recommend their election for the reasons set out in the notice of meeting. Are there any further questions? There's another question. There was a question here about why was the constitution change defeated? Again, I do not know. Yoav, I'll pass to you a chance to answer this question. Yoav, you've requested you would like to answer this question? No. Sorry. No. I mean, I can. Pressed the wrong button there, Yoav. Yeah. Yeah. Sorry. These constitutional changes are needed as we grow and as we become an ASX 300 member. It is a puzzle to the board too. To the questioner, why was this constitutional change defeated? I really cannot tell you. Howard, can I step in here? Yeah. Come in, Sandra. I say that the only reason the constitution was updated or proposed to be updated was to come in line with the latest legislation of ASIC and ASX. Thank you, Sandra. Yeah, I'm sorry that we have no other information on that. Let's move to Resolution 9, and you can see the proxy votes received for Resolution 9. Then we'll address, put everything else to a poll after any other items of business. There are no items of business that have been received or for which notice has been received. That concludes the formal business of the meeting. As there are no other items of general business of which notice has been received, we will now move to the conducting of the poll on all resolutions. I will now hand over to Emma Collins from Automic, who will manage the process of the poll. When the voting has been collated, the results will be declared on each resolution and released to the ASX markets announcement platform. All other votes will be added to, or received votes will be added to the proxy votes received online and announcements will be made. That now concludes the formal meeting of the part of the business, and I hereby declare the formal meeting closed. When then we will hand over to the CEO. I thank you for your attendance and interest. We look forward to your continued support in the coming year. For those of you that want to stay for the meeting, for the presentation, I now hand over to Yoav Amitai for his presentation. Over to you, Yoav. Thank you very much, Howard. I want to start with take the opportunity and thank the board for the ongoing support and the governance we're getting from the board. I think that progress that the company have done the last 12 months, like Howard spread throughout his opening could not been done without this support and the ongoing challenging that we're getting from the board. I would like to start with that just to take the opportunity in this AGM. I will share my screen here with a presentation. That will be a short one. I want to direct all the shareholders and everyone on the line, if you would like to see a longer presentation about Elsight and what we do and everything, first of all, I want to say that we're doing it on a quarterly basis. Every quarter, once we have the quarterly out, we're also doing an investor webinar to go through business questions, corporate questions and stuff. It's all recorded on our website. You can go to elsight.com/investor-relations and find all the recording and all the disclosures that we're doing. I will run briefly here on what the business was done in the last 12 months and what is our plan moving forward. Very quickly, I want to start with an important disclaimer saying that none of what I'm saying or we're saying is financial or product advice. This presentation might include forward-looking statements and want all of you to take it in the right way. Speaking about Elsight and what is the highlights of Elsight in the last 18 months, I think that seeing what's going on around us in the world and seeing that we have so strong tailwinds that are currently happening in our industry, I'll talk about it briefly. I think that Elsight had the fortune to be in the right place in the right time with the right product, with a lot of experience coming from commercial market, doing everything we do. That's played very well into our strategy and created super strong tailwinds that resulted in actual revenue growth, rapid revenue growth, and what we're doing. There, like Howard mentioned during his presentation, was the 2025 calendar year was the first year that Elsight was becoming profitable and cash flow positive. I think we were able to show a very interesting business model, which is high-margin business model, which in super-efficient organization, relatively small organization, but that can deliver high expectations and high results, basically. I'll talk through both the technology and the results. I want to start with, again, something we showed after the last quarter, the first quarter that we put out as part of our presentation. The numbers here are U.S. dollars, and you can see the constant growth that we're doing quarter-over-quarter into pretty meaningful numbers. As I said, in a super high-margin business model, which when we're looking forward, we're also seeing the same trend continues because of the tailwinds that I will stretch in a second. I think that Elsight today is in a super interesting point in time in terms of the inflection point that is happening, not only for us as a business, but for our ecosystem and everything happening around us. That creates a lot of opportunities of what we can do there. Speak a little bit about what those tailwinds are. There are three or four main trends that we're seeing that plays directly into our strategy. First one is, as you all know, today, Elsight is highly exposed to the defense market. A lot of our system is being used for aerial vehicle, ground vehicle, maritime robotics in different parts of the world. What we're seeing are three main trends. The first one is the budgets or the amount of money that governments today are investing into defense forces or into secure their borders. The chart that you see on the top left here is NATO investment as a percentage of GDP of each country of the NATO nations. You can see an interesting comparison between 2014 and 2024. The light blue is 2014, the dark blue is 2024, and the orange line on the top there, that's increase of the target from 2% to 5% that should happen around 2032, depend on which country we're talking about. That trend is not only happening in NATO. We're seeing it across the board, obviously because of the macro geopolitical environment that we have around us globally at the moment. The second trend, which even stronger for Elsight, is what portion of those budgets are invested in uncrewed systems. We're seeing a growing number there. Just to get some numbers to, sorry that I'm putting a lot of numbers here, just to give you an example, I think that the three main example for that is one in the U.S., I'll talk about it in a different slide. One of their main entities for uncrewed systems, called the DAWG. That's the entity within the DoD that is in charge for uncrewed system. Their budget is growing between 2026 and 2027. The budget is growing from $226 million to $54 billion. It's not a mistake. It's 20 x increase in the addressable market, that's only one example. I'll talk about the U.K., which haven't passed yet their budget request, they have what they call 2040 doctrine, which means that 80% of the new procurement of equipment will be for uncrewed systems, 80%. We're seeing the same trend in Germany, in Poland, all the Nordic countries. We're seeing the same in different parts of Asia as well, like India, Singapore, Japan. We are seeing some movement there in Australia, which is not exactly in the same trend, but also moving in this direction. That's the second interesting trend that is happening. The third one is that a lot of those governments today, or a lot of those defense forces today, are looking for commercial off-the-shelf good. It's also called COTS, C-O-T-S. Elsight has been fortunate to be in this area of having commercial off-the-shelf goods that can be adapted and then be used for different purposes, both commercial use and defense. I think that if any of you have seen today's announcement that we put out about a new contract in the U.S., that's exactly shown how both the defense market and the commercial market are moving in a very interesting direction, and that's just one example literally from today, this morning, that we released the announcement to the market. Those three trends are playing very well into Elsight strategy. Like I mentioned before, we're coming with the right product. We're here in the right time. We have vast experience, and from here we have a lot of plans moving forward. Speak a little bit about the technology and where we at. Elsight started as a communication company. That's where most of the sales are today, and now expanding into different pillars which are highly connected between each other. We are expanding our product portfolio from being only connectivity to a combination of communication, connectivity, positioning, video and sensor processing, and autonomy, and that will create part of the growth engines that we're seeing moving forward. We are seeing that as the OEMs are focused on building their platforms, we want to be focused on providing them the technical tools or the technical stack that they will be able to build on that and to basically create a better product for their end users, for their customers. We're positioning ourselves to become the backbone of uncrewed systems. Again, doesn't matter if we're talking about commercial application or defense application, doesn't matter in which domain we're speaking about, whether it's in the air, on the ground, or overseas. That's where we are building Elsight to be. With our exposure to the market, with our customer base, with the experience we accumulated of more than 500,000 flight and drive hours, we feel and see that we have the right tools and the right resources now to be able to execute on that, both organically and inorganically, like Howard mentioned during his presentation. Pipeline figure, and again, those pipeline are as of end of the first quarter. We haven't put out new numbers just because this presentation was done just couple of weeks ago. In terms of pipeline back in the time, we have a total of $156 million worth of pipeline in different maturity level. Some of them obviously are in identified opportunities that are still qualified. Some others are actually in commercial discussions or already contracted as a backlog. We expect them to happen as we deploy more system. If I'm looking on this pipeline, just to make things clear, this pipeline are tangible opportunities. We're not putting out numbers that are wishful thinking of contract that we saw or programs that we saw that we might fit. Each dollar here have a name behind it, have meetings that we're doing with customers, have evaluation that we're doing with prospects, and new programs that we're doing with existing customers. We are seeing, based on the expansion that we're doing for the team, for the business development and go-to-market team, both in the U.S. and Europe, we are seeing an acceleration of the top line of the funnel, meaning increase the pipeline, and also the bottom line on how fast we convert those opportunities into actual revenues. That's where we're focusing in terms of on the business side. We'll talk in a bit on the product side. Like I mentioned, when we're looking on markets today, we're seeing mostly the European, the U.S. market as the biggest market. Those are the numbers that I just said before about the progress that is currently happening in the U.S. Elsight has recently received the Blue UAS approval basically for our Halo device, which means that now we are part of a catalog that every end users in the DoD, DIU can do purchasing or can procure our products. Even more interesting on that, Elsight or the Halo is the only device in its section. If you go online to the Blue UAS website, everything is public there. You can see that there are different radios components, there are different navigation components and so on. Elsight Halo is the only one in its sector, which shows how good we at in terms of where we at against the competition or the alternatives that are available in the market. Not only that we're the only one, we were also being funded by the U.S. DIU, Defense Innovation Unit, to go through the Blue UAS process, which usually companies pay for it. We've been funded by the DIU to go through this process, I think it shows the value of the product that we're bringing and what we're doing, and what we are providing to the end users. A little bit about our business model, just to run through it real quickly. Today, we have three main revenue stream from every sale that we're doing. We're starting with a hardware sale, which is a perpetual sale of couple of thousands of dollars per unit for every drone that want to use our system. On top of that, another mandatory part of the business model is to actually what we call the Elsight Cloud service, which is not necessarily on cloud, but that's something that every unit, every system that is being used must pay for it. Basically, if you don't pay for the service, you have a piece of hardware, you have nothing to do with it. Those two are mandatory, and that's recurrent revenue as long as the customers are using our product. The third one is the data usage, which by definition or by architecture, the way our product works is utilizing the entire spectrum with a lot of different type of links. We're utilizing cellular, we're utilizing satellite, we're utilizing point-to-point networks. As part of what we have seen from our customers, they want to have one-stop shop. Not today, but in the last two years, we're also offering the actual airtime. That means the SIM cards from the Telstra and Optus of the world, for example, or the airtime from the satellite provider, like the Starlink or the Viasat of the world, and so on. We kind of come to the customer or to the end user with a whole product approach saying, "We can be a one-stop shop for you and provide everything you need." In terms of operation and supply chain, it's a question that always comes in, so I'll just address the question of how do we keep our supply chain and our production lines? I would say that Elsight is using only contract manufacturer. We don't have our own production lines. For us to expand our production capacity is basically to go to the contract manufacturer and say, "We need more capacity," or open a new contract manufacturer. I want to say that it does not involve in any additional CapEx investment on production line. Basically, every investment we're doing there result in actual goods that we can sell on the other side. Today, or based on this presentation, which was a month ago, like I said, our capacity is $150 million worth of goods per annum. Obviously it's not one of our bottlenecks looking forward. We are opening new manufacturer facilities both in Europe and in the U.S., not because of production capacity, more so because of production diversification and because of trends that we're seeing that governments want to control their supply chain and have a local production. We are opening contract manufacturers, like I said, both in the U.S. and Europe based on demand that we have from these markets. I will conclude here before moving back to the questions. I would say that looking backwards on everything we have done, like our strategy and these openings, so I won't get back to it. I think that we were able to show that Elsight knows how to execute. We've been able to show how we can execute in new field, going to new regions, releasing, launching a new products to the market, getting after new design win customer that we're having, and looking on all our plans moving forward and everything we're doing, we're feeling that we have everything we need to continue this hypergrowth that we're currently doing with the face forward and taking over the opportunity that is currently available in the market. With that, I will hand it back to Howard, and happy to answer any question. Thank you, Yoav. Are there any questions about the CEO report? Well, if there are no questions, please tune in for our quarterly webinar updates, and we look forward to an excellent year ahead, which has already started with a terrific first quarter. Thank you again for your support, and good afternoon and good morning, everybody. Thank you very much. Thank you, everyone.