Thank you very much for joining us today for our full year financial results for FY 2021. My name is Jason Cooper, and I am the CEO of Envirosuite. I'm joined today by my CFO, Matthew Patterson, who's in Sydney. Our time is now. Envirosuite has gone through an amazing year. We want to be able to share those results with you that actually capture the moment that we have. We believe we've got the foundation now to build on this momentum that we created in FY 2021, and we all believe it really is our time today. There's important disclaimers within this. Take your time to read through. I would also like to make a point here around the impacts of COVID, not only to our staff, but certainly to our customers and to people all around the world. There is no doubt that this has been the most significant impact to life and to business in the history, certainly in my history. We have four sections to our presentation today. I will start out with our business update. Matt will run you through the financials. I'll come back and then talk about the outlook for FY 2022, and then we'll have a Q&A session. On that Q&A session, we've actually already had some questions that have come through, which we will start to answer. If you want to add more questions through this presentation, please feel free to go into the online tool and add them through. FY 2021 was a breakout year for Envirosuite. You would have seen some of the releases that we made through here. We had two absolute standout quarters in there, culminating in what a fantastic Q4, which got us to AUD 46.5 million of annual recurring revenue, an 8.1% year-on-year growth. We actually got it to 373 sites, an increase of 13.4% year-on-year. As you can see from the graph below, that was an addition of 44 sites. However, the big strong second half of the year, we added in 33 of those sites. Statutory revenue at AUD 48.6 million, 104% year-on-year growth. Our gross profit was an amazing story. We worked incredibly hard to work through that this year, and we're able to achieve 42.4%. That's coming off a base of 32% last year, a 36.8% year-on-year growth. Finally, our adjusted EBITDA, AUD 4.5 million loss, which actually was a significant improvement. The important milestone here that I want to hit on is in Q4, we did hit EBITDA positive. That is something that we told the market we would do. We were disciplined in the way that we went about it. I think our financial results this year are absolutely a turning point for us as a company and gives us a great platform to build on. When I look at us and what we achieved, it was a significant breakout year. We call that momentum building because each point, each month, each section that we went through, we're able to achieve new records. The second half of the year, we achieved AUD 4.4 million in new ARR. I mean, that's a phenomenal growth from where Envirosuite was before. We implemented in the second half a Land, Expand and Scale process strategy, how we go into our accounts and we get more, which that delivered 56% of that new ARR growth in Q4 alone. You can start to see this starting to seep through our organization. That's coming from existing customers. We were recognized as one of the world's leading software providers in noise monitoring by the selection of NASA's X-59 Supersonic Community testing program. Our core product, EVS Omnis, the environmental intelligence platform, that grew 24% year-on-year. As I said before, we hit our EBITDA positive in Q4, as we said, as we told the market we would. We launched new products. We were innovative. We transformed the product team. I'll go in further depth about that. We launched EVS Water, we launched ANOMS, and we launched Carbon Emissions to help the EVS Aviation build out its capability. We completed a successful capital raise and raised AUD 14 million to support the growth in North America, to drive home the opportunity that we have with water, and to invest into transformation of this product-led organization. The momentum really is now starting to come through the organization. I feel incredibly confident that it sets us up for a very, very strong FY 2022. Let's look back what we did achieve and what we delivered in FY 2021. We set out a strategy back in February. It was a three-year strategy, and we had four key pillars: growth, product, customer, and scalability. These were the areas that we wanted to focus in on and make sure quarter- by- quarter, we were moving through certain milestones to achieve the future state that we wanted. Under the growth banner, we did implement a new sales process, and that was around value-based selling. As you saw in the second half of the year, we started to really get the rewards. We were able to reduce the deal time and increase that deal velocity coming through. Very focused around who we went about for customers. We actually narrowed our focus from February. The point of narrowing the focus is we wanted to build a market. We wanted to gain traction. We wanted the resources behind industries and customers that could see what we could do and we could help them. We launched our Land, Expand and Scale process, and we really put effort into prioritizing those accounts, understanding who our customers are, understanding where that value is created, and working with them more closely. We've invested into new sales functions. We've created a sales effectiveness function. We've actually got closer integration with marketing. We've got better at actually understanding who our customers are. We've added new people into the organization, people who've got that scale-up experience as well. In product, we talk about being a product-led organization. We've launched the EVS Aviation platform of ANOMS X, which is a world-class. We're already number one within commercial aviation. We launched this product, which actually really helps our customers. That's already used in 30 airports, and we will see growth in this product. We created EVS Water on the back of AQmB and also the SeweX integration. We worked to take the best of both EMS and EVS and ingest both technical benefits into this new platform. We added in a new head of product who's come from a scaled organization. Andrew joined back in January and is really starting to unify that product team. We've integrated more closely in what we do and understanding what is that problem statement. From a customer perspective, you would have seen our very, very low churn rates. That's multiple reasons. One is the strong technology, the value that we create, but also the way that we look after our customers. We launched a new customer success program. We started it here in Australia, and then we were able to roll that out around the world. We also launched Environmental Intelligence Services. Their aim is to actually work with our customers to actually use our software more, to integrate it more into their organizations so that they are extracting the maximum value. It was never more relevant than last year when our customers were going through significant challenges, certainly within the aviation sector. We did consolidate our regions, and we actually got closer to our customers by doing so. We streamlined our operations by going from five down to three. From a scalability perspective, we are now on one single platform. We are moving to AWS for all environments. That doesn't mean they're all the same software, but it's on the same environment. That gives us strong synergies in actually training our software team, but also the tools that we can leverage. We've actually transformed one of the regions, in APAC. We're able to drive significant change and improve the bottom line in our China operation to now actually have a cash-positive situation there. From a gross profit perspective, we focused and focused and focused. Something that I brought in as CEO is around focus and discipline. We set ourself an objective, and each month, each week, we were focused on improving that. As you would have seen from our great result, we achieved that. We're not done, and there's more to come. That focus and discipline, as I spoke about, is really the cornerstone of where we are today. From a people perspective within Envirosuite, we really did come back into and recognize we are a people company because we employ people. It is the culture that we set, which is a differentiator of how we're going to be successful today, tomorrow, and in many years to come. We really invested into our people and culture. We drove change within our corporate social responsibility. We actually accelerated our gender target to 40% by 30th June 2023. We were supportive of our teams in a COVID-19 environment. We increased the level of communication and the support through that. FY 2021 was probably the most significant year in Envirosuite's history from the macro drivers. We saw ESG gain greater traction for our customers and importance. The role that we played in supporting our customers to achieve those ESG best practices is really strong and has come to the fore. The UN's Sustainable Development Goals are clearly driving improvements, both from a societal level, but also from a climate change perspective. We're really strongly focused on making sure that we are supporting in those SDG goals that we make an impact to. You would have seen in our latest release on the U.S. stimulus, so the $1 trillion bipartisan infrastructure plan. We've identified that there's $97 billion of that funding is absolutely attributed to our sectors and supports our $4 billion SAM that we've put in place. As we go through this transition, though, to this really new Envirosuite about who we are, what we want to be, how we want to perform, it's important to reflect back on where we've come from. There's a good message in here from Robin, who's the co-founder of Envirosuite, but it does talk about the fact that it really is strongly in tune. Investors out in the market today are increasingly seeking opportunities to satisfy their ESG goals. That's not just for us, but that's actually for our customers. They want to see that these industrial companies who are the backbone of employment and the backbone of driving a strong GDP are actually supporting those ESG drivers. We can really see that steeping through in the conversations. You may have seen our new logo that we've started to go through. It's a good time to now introduce a new brand. We're reimagining what Envirosuite is. We are a technology company. We're a leading-edge scientific company. The reason we went down this is to reflect on where we are today on our journey and where we're going to go to. We are on an evolution. We know that. We're proud of that as well, and we're really driving that forward. We feel our brand is a way that we communicate. I think you'll agree with the way that our presentation is today and the report, it actually is some of the best quality of any company on the ASX. We've actually set out a microsite on there, which you'll see, which I'd encourage you to go on, which talks about the journey of how we've got this brand. Let me talk for a moment around our growth. From a global expansion perspective, you know that we now have three areas, Americas, EMEA, and APAC. Roughly, they're similar revenue. We saw the strongest growth last year between the Americas and APAC. In the Americas, we've now got 120 solutions using an environmental intelligence platform in 23 states and seven provinces in Canada. As I said on the U.S., passing a $1 trillion investment. We have started to use the capital that we raised back in June to invest into that growth into that North American market through new hires, new focus, new marketing initiatives. In EMEA, we had a very, very tough economic environment. Europe was hit incredibly hard with COVID. We supported our customers through that, and we had very, very strong renewals. In fact, the strongest renewals came out of EMEA. We've built out now the sales capability in Europe and invested into new talent. In APAC, we grew one of our most significant government customer contracts, and that was a really good milestone for us. Really backs in about what we're doing. We consolidated China in under APAC, and we made some really strong decisions to get that to a profitable position. Importantly, as a milestone for EVS Water, we were selected part of the Singapore Public Utilities Board on a coagulation optimization. 104 companies competed for that, and we were selected, which really hits home the value of EVS Water. We have three product lines, as you know, aviation, Omnis, and water. I'm going to step through each one from a results perspective. From an Omnis, we achieved AUD 14.6 million annual recurring revenue, a 24.2% increase on our prior year. Interestingly, if you look at the number of sites now, 207 sites, this actually resulted in 22.5% on prior year increase. You'll see that there's strong synergies in what that annual average revenue per site is starting to come through. Quite often in these presentations in the last 12 months, I've used mining as an example, but I'm going to step away from mining as an example from a case study. We were asked from some of our investors to talk about what we do to a customer and how we make a positive impact and why that's relevant. While we can't name the company due to some of the environmental issues that they're dealing with, we can talk about this exact case study. This is a large, globally significant steel company based in Europe. They employ around 4,000 people for this site, and they're embedded into the local community. This is an old facility, hasn't been invested into, and it does have dust emissions. It does have iron ore issues from high winds. When they're running the smelter, it obviously produces smoke. It employs 4,000 people. It's a really strong supporter of the community. They were proactive in actually understanding how they need to live with the community, how they deal with community. At one point in time, they were getting over 1,000 complaints a year coming in, and they could not keep up with that demand, but they took a forward view. Health and safety led that. They actually got to know us through a sister. This is a Land, Expand and Scale, a sister site elsewhere in Europe. They introduced them to us. We put our platform in. Now what we've seen in the last 12 months is this platform grow in significance, grow in use, and expand out. Now, if an event happens, they can actually run an automatic report to understand what, based on the exact weather parameters and the environmental parameters, who that, what that impact will have on the community. They're able to proactively communicate with them. If there is an event or a complaint that comes through, they're automatically able to track it through our platform and then do reverse trajectory modeling to say, was it actually our site that caused the issue here, or was it another site? They're using this now in their planning to understand how they actually can drive their operations so that you keep the output of the facility, but importantly, not make the negative impact on the site. From an aviation perspective, we achieved AUD 31.8 million annual recurring revenue, so 1.8% on prior. You'll say that that's not a strong result. I would differ. If you look at what the impact is on airport revenues, we saw that airports were hit hard globally. No airport was left untouched, yet we were able to protect that revenue stream through a good, solid revenue stream, a recurring revenue stream. We really did dig deep with our customers. We communicated to our customers, and they could understand the value that we were providing, and they wanted to make sure that, A, they kept it on from a compliance perspective, but also from a community engagement. We saw a shift this year in the way that the communities are dealing with noise-related issues. We had a small increase in client sites, but that is also reflective of, obviously, of this is not a growing part last year. Toronto Pearson is a great example here. For those of you who have been through, this is an airport in the outskirts of Toronto. As a result of the way that they wanted to proactively work with the community, they took onboard our InsightFull product. They knew that they've got ANOMS in place and that tracks their flights. What they wanted to do was how do we proactively work with the community, plan with the community, understand what the impact is with the community? Through the launch of our InsightFull platform, Toronto Pearson have created a much stronger link with the community. Toronto Pearson is well and truly a thought leader in the space, but they can see the opportunity last year to really invest into working with the communities. As we will see an increase in traffic next year, or this current year, and the years beyond, we will see that this community engagement is actually an incredibly strong part of allowing air traffic to return back to normal. I think Toronto Pearson really led from the front on this story. From a water perspective, we're early, but we've been working hard. We did the capital raise to invest into people, invest into technology. What we've now done is we've got dedicated sales experts, people with strong water domain expertise who understand selling, who understand how to scale up businesses. So in each of the three regions, we've got dedicated salespeople. They're out there, they're driving that demand. SeweX is some IP that we acquired through The University of Queensland. This is groundbreaking technology. We now have got an indication from a large water utility that they want to proceed with a 1st implementation. It's not contract yet. There's some very, very strong signals. We're going to see increased traffic through this. Our Water Plant Designer can achieve 70% reduction in design time. We've actually set up a website. People are actually going on to that. We're driving traffic. We're now getting licenses sold through this. This is a touch-free, cloud-deployed designer software aimed at consultants. We're working with several very large companies now around the engagement model. This will help us accelerate. This is actually working with them from a strategic partnerships perspective. We're building domain expertise internally on our projects that we have got to make sure that this now is highly repeatable and scalable all through the world. We know that our reference project is incredibly important. We're working very hard with our customer. That pipeline now is growing, and six weeks into FY 2022, we already have 70% of the target sites identified within the sales funnel and having active engagements. Some of those are more progressed than others, but we will start to release that information through this year. We are now actively investing into growing that product development team to help take this world-class product out. The industry is faced with higher regulation. We understand that water needs to do something. In climate change, EVS Water is a very strong play. It is helping reduce the energy consumption as well as the chemical dosage and the utilization of water. We will continue to push this and release more case studies as this comes out. This is a game changer. We were busy in the news from NASA to Jacksonville, where we got very popular within Twitter, to supporting Dublin Airport, building on our Cerrejón position, PUB, UrbanV in Paris and Camden County, just to name a few. These are our clients actually talking about us in the news. At this point, I'm going to hand over to Matt to go through our financials. Great. Thanks, Jason, good morning to everyone. Just going through some of the financial highlights here. In terms of the income statement revenue, as Jason said, AUD 48.6 million of total revenue, which is an increase of 104% year-on-year. Also important to note that of that total revenue of AUD 48.6, 83% of that was recurring revenue. Gross profits, 42.4%. Again, as Jason mentioned, a real big improvement off the prior year of 32%. That is driven off a bit of revenue mix, focused more on the recurring, which is a higher margin, as well as the product portfolio. As we shift more to Omnis and more pure SaaS-type solutions, those margin we expect to continue to improve. On the operating expense side, as we announced last year, we really tried to go through and take out a lot of the cost, try to find some of the synergies from the acquisition of EMS, which occurred in February of 2020. That's actually translated now into the operating expenses being reduced to only 66% revenue, whereas last year it was 107%. Obviously, that included some transitional costs, still there were some decent cost out initiatives being put through there. Let's go to the next slide. In terms of the new ARR sales, we did AUD 6.6 million in FY 2021. Again, it's important to note that the vast majority of that, about two-thirds, came in the second half. Again, we really feel the momentum now is coming. We're quite excited about what we can now take that forward to, that momentum going into FY 2022. If you look at the product portfolio mix, aviation 2%, it's actually 5% when you remove the effects of FX. As we've highlighted before, the appreciation of the U.S. dollar against the USD that occurred throughout FY 2021 had a negative impact on the revenue we reported. When you take that out, it's 5% growth for aviation, 26% growth of ARR for Omnis. Even including the FX, it's still a pretty decent result. Aviation continued to grow, as well as Omnis at 24%. We think that really sets us up well going into the next year again. Next slide. In terms of trying to explain the gap between the recurring revenue reported versus that ARR number, it gives you maybe a bit of insight where we are heading into for the following year. FY 2021 recurring revenue of AUD 40.4 million. If you went through and just took the month of June and multiplied that by 12, that'd be additional AUD 1.8 million of revenue that comes on the top. Obviously some of the deals we book throughout the year, we didn't get the full year revenue. If you take the month of June of what was turned on, it's an additional AUD 1.8 million on top. That'll flow through to 2022. AUD 0.8 million of contracts are just awaiting renewal. We take a conservative position that we don't book anything until the contract is actually signed, even renewal contracts. Some customers just take a little bit longer in the documentation. No concerns around that. That should come through. Once it does, we start to book that revenue coming in as well. There's another AUD 3.4 million from the new deals that we won in Q3, Q4, where we're just going through the project work now of actually doing the installation, getting the system turned on. Once those systems are turned on, that then flows through into revenue going into next year. That's how we bridge our FY 2021 recurring revenue of AUD 40.4 million to where you get to for annual recurring revenue of AUD 46.5 million. Again, that gives you a bit of insight where we think we can start heading to the following year. Next slide. Looking at our key metrics by the product groups. Some of these things we've reported before. We like to keep it going. We mentioned some capital raise. Looking at aviation, we have a serviceable addressable market of about AUD 194 million, and we're recording right now annual recurring revenue of AUD 31.8 million. It shows you a really good market share in aviation. That's a great product where we are a leader. Important to note that AUD 194 million is just based off commercial aircraft, airports, and the likes that we currently can service. It doesn't take into account all the departments of defense around the world. It doesn't take into account the new opening opportunities around things we're doing with NASA. It doesn't take into account even the stuff we're doing in Paris about what the future of travel is in terms of helicopter traffic and drones and the like. That's where that serviceable addressable market we could see increase over the coming years. In terms of number of sites for aviation, 163, and the average revenue per site of AUD 195,000. You can see that the customers we have in aviation buy lots of the additional modules and product offerings we have within that, which translates into a higher average recurring revenue per site. A very low churn. As Jason said, once the customer typically selects Envirosuite, they stay with Envirosuite. That translates into a low churn rate and into a high contract lifetime value of about AUD 5.8 million. In terms of ARR growth, again, it's 2% and 5% on the constant currency basis. The revenue there you can see of which AUD 29 million, or AUD 32 million in total, 91% of that is recurring revenue. It's very high. If we go into Omnis, we think actually the market potential is even bigger. It's about AUD 1.2 billion serviceable addressable market. The ARR of AUD 14.6 just shows we're just scratching the surface, and we see a lot more opportunity for growth in that product set. We think we're well set up for that. Number of sites at 207. It's a good increase over where we were the prior year. The average revenue per site is AUD 71,000. That's lower than aviation just because of the maturity of the market and the modules and how we bring people into that. If you were to break that average revenue per site split by different industry groups, you would see quite a bit of difference. Mine customers seem to go a bit further with the solution. They have high revenue per site, versus the waste facilities which take maybe less of the modules, lower revenue per site, but it's a quicker turnaround in terms of sale. Churn at 4.2% is higher than aviation, but still pretty good. All that translates into a contract lifetime value of about AUD 716,000. Very solid ARR growth, 24%, or 26% on a constant currency basis. Again, we believe that will translate well into the following year. Recurring revenue of AUD 11.3 million, total of AUD 16.4 million. Showing that 69% of the revenue is recurring. That is up from where we were last year, we expect that percentage recurring to continue to increase as we go into 2022. Water is the really big potential for us, we think. AUD 2.8 billion serviceable addressable market. We've only got about AUD 65,000 annual recurring. We've just really set this up with three customers. The average revenue per site of AUD 22,000, it's important to give context on that. There are two or really three products that fit within the EVS Water solution. You look at the SeweX solution and the Optimiser solution, your average revenue per site there is probably about AUD 60,000-AUD 70,000. You get into Designer, it's really sold on a per-seat basis, and very low customer sign costs. A lot of these are sold just over the web. We click on pretty quick. If you sign up someone like a GHD Australia, they buy lots of seats. We can go through and get a good revenue per customer for that. If you get a smaller house, then they don't buy as many seats, but it's a pretty quick sale. That does have an impact on the average revenue per site. Again, Optimiser, SeweX, AUD 60,000-AUD 70,000. Designer, it all depends on how many seats they pick up, which does kind of skew the results there. The recurring revenue of AUD 43,000, non-recurring at AUD 3,000, so 93% recurring. We expect that percentage should hold relatively stable as we go in the future. There's not as much of the upfront deployment and project work when it comes to EVS Water, but that also means that the turnaround time for the sale is actually much faster. It doesn't require any kind of hardware. It's a pure kind of SaaS solution. If we continue on. Going to the gross profit, I know there's been a real big focus from the investor group just to understand how a SaaS business, if we look at last year, was reporting a gross margin of, say, 31%. We did try to explain before, and we continue to try to explain that when we look at our three product groups, aviation is really a solution as a service. We provide the noise monitoring terminals, as well as connection to the software is the whole solution the customer wants to buy from us. That translates into a higher average revenue per site, and depends on where they do it on the CapEx model, where they'll buy the monitoring terminals from us and then just pay us to do the maintenance on the terminals as well as the software. If it's done more of an OpEx model where they have to lease the terminals from us, as well as paying for the software. That does have an impact on margin. If you look at Omnis, it's a bit more of a mix between people looking for a solution and people who just want a SaaS solution, just the software, and then EVS Water, which is pure SaaS. Some of the improvement of that margin that you see going through, not just overall for FY 2021 versus FY 2020, but actually even look at the halves and getting better each half. As we push more and grow on the Omnis solution side, in particular as we grow more on the water side, we believe that margin will continue to improve. We've also been taking initiatives to go through and take cost out to improve that gross margin. Those initiatives, as we've outlined before, just include around looking at the right kind of service delivery setup. It includes the location of where services are provided. We have offices in Chile and Colombia where the cost of labor is actually much cheaper than what you'd have in other jurisdictions. Also looking at how we've set up the IT infrastructure. As outlined before, the previous model we provided a solution for whatever the customer wanted, and that would include we put things into data center in Australia, a data center in the U.S. We had AWS to comply with GDPR in Europe. We had a lot of customers who just wanted solutions actually be on-site at their premises. Managing all those different types of solutions is quite expensive. It required the product development team basically to manage almost 20 different versions of the same software. We went through a big initiative last year, where we started to set up our own kind of consolidated AWS infrastructure, and we are slowly bringing things out of the data centers into that AWS infrastructure and to try to encourage customers to get off of their on-site premises and into that AWS infrastructure to maintain a much far reduced number of versions of the software, which is much easier to maintain, much cheaper to maintain, faster to deploy the solution. It also means that where people have things on site, we might have to go out and visit to do an upgraded software. We now do that all remotely in a much lower cost. That is something we will continue to work through and get our customers encouraged to come onto that new platform in 2022 and 2023. We believe that will continue to translate into some margin improvement. When we break down the margin, we talked before about contribution margin and then gross margin or gross profit. The graph we try to show you here is what's in that number to get into the gross profit and how does that compare to last year. If you see, you break it out, 17% of our revenue in FY 2021 went to hardware-related cost. That includes the cost or depreciation of the hardware. It includes sending subcontractors out into the field to go through and perform maintenance on the hardware, calibration cost, things like that. That's the 17%. There's 2% of other things that might come in, not overly material. If you take just those two pieces out, those are really the variable costs around servicing a new customer. Really for every new revenue dollar, I actually am achieving about 81% contribution margin that is there to go through and actually fund my more fixed overhead cost base. Once in that fixed overhead cost base within gross profit, there's data center and cloud costs, which do fluctuate a bit, obviously based on new data coming through, but are broadly more stable. They don't directly go up dollar for dollar when a new customer comes in. There's a lot of the indirect overheads. The field services team that we employ, the customer support teams that we employ to go through and provide that great service to our customers, and very highly valued. The rest of that is 42%, which is our gross profit. You can see over the course of FY 2020 versus FY 2021, where the improvement came through is by actually reducing that hardware-related cost percentage of revenue. That was really being driven by the product mix that we'll continue to go through and focus on. We see that we can continue to improve gross profit. The indirect overhead's at 34%. That's where we continue to go through, invest in technology, look at cost of labor and location of labor to ensure that that 34% can actually be reduced. That's where we think we'll see the big uptick in the gross profit over the coming years. That's where we're certainly focusing on to see how we can go through and leverage our existing teams to ensure that as we add on new customers, that indirect overhead cost is not going up directly by the same magnitude as the increase in revenue. Cool. Let's go to the next slide. Going on to EBITDA and adjusted EBITDA. Just to remind everyone, we talk the EBITDA result, but we also try to report an adjusted EBITDA. That was really brought in last year to show that there's a lot of items that sit within EBITDA. They're either non-recurring, and therefore you shouldn't think about them as reflective of the underlying operations of the business, or they're non-cash. Trying to give the cash burn, they're not relevant to have in there. There are some things that can be brought back in. Last year, we had EBITDA of AUD 15 million loss. We brought back in depreciation interest related to leases, like leases of our data center or leases of offices that are pushed outside of EBITDA, even though we think of them as OpEx, bring that back in. We backed out share-based payments of AUD 3 million, excluded FX gains and losses, sometimes just accounting translations. Then we took out the cost in relation to the integration of the EMS business, that got from AUD 15 million EBITDA to AUD 10.2 million. Doing the same measurements for FY 2021, we get to about AUD 4.7 million EBITDA and then AUD 4.5 million adjusted EBITDA. You can see the gap between EBITDA and adjusted EBITDA is actually reducing quite a bit as kind of the EMS integration is now complete. Those kinds of costs come out. Share-based payments were broadly offset by including the IFRS 16 depreciation interest. The big story, though, I think with EBITDA is we have continued to go through and focus on the cash burn and the EBITDA, and actually were able to achieve positive adjusted EBITDA in Q4. We're actually quite happy with that. Shows kind of the cost discipline we're able to introduce into the business and shows that we think that this is a model and a product group that actually can make money. It's not just a thematic, it's actually a great product set and potentially a very profitable business. Obviously, we've raised capital to try to accelerate on the growth, and really ramp up kind of the product development, particularly around EVS Water and ramp up sales, particularly around North America. We still think that this shows that this is a business model that actually can work, and we're quite excited about what the future holds. Okay, go to the next slide. A quick review of the balance sheet. Key thing to hold here has been pretty stable. Obviously, we did the capital raise during the year. Really beyond that factor, the balance sheet's held broadly in line with last year. The only exception being trading up the payables, which last year had the amount that we owed to Macquarie/Spectris for the final settlement of the EMS business, and provisions which had kind of determination benefits that we had accrued last year. Beyond that, it's broadly stable when you look at the balance sheet. We have started to include things like the current ratio and quick ratio, which we haven't shown in the past, but just to show what we think is the stability of the balance sheet and good liquidity ratios that we have, and why we're quite comfortable with our liquidity position at this point in time. Cool. There's probably nothing else to call on balance sheets, so we'll move on. Looking at the cash flow, probably the first thing I just wanted to note, if you just looked at what we did on 30 June 2020 and where we are today, factoring the capital raise, it probably looks like a big movement. The important thing to call out, just remind people who were there for the annual results presentation last year, in the AUD 24.4 million of cash we started with, there's a lot of things we knew were going to come out in relation to the integration of EMS and the final acquisition of EMS. That included the AUD 4.2 million final payment to Macquarie/Spectris. It included three and a half million of redundancy costs, which include annual leave, long service leave payouts, and the like. We knew we were pretty much getting close to buying AQmB, and that's going to be AUD 1.2 million that came out. Really, we think if we start with about AUD 15.5 million of true cash to fund operations. We did do the AUD 13.1 million capital raise, if you take out the transaction costs, and then the adjusting operating cash flow was about AUD 9 million cash invested into the business on those operations, and about AUD 2 million of other, so acquisition of PP&E, inventory, fixed assets, and the like. That gets us to the AUD 17.6 million of cash at the end. Go to the next slide. Where is that adjusted operating cash flow going? First, just to define what we call it when we say adjusted operating cash flow. That is taking the cash that you see in operating activities straight from the statement of cash flows. We took out that transaction cost. I think that's not just an ongoing kind of cash burn, so we call that out separately in the waterfall in the previous slide. We try to be a bit conservative and say we need to add in those product development costs we capitalize, which the accounting rules require us to put into investing cash flows. We think of that's our product development team that we have, that we do capitalize our costs for accounting, but let's think of that as a true OpEx-type cash flow. We say IFRS 16 lease repayments, which the accounting standards requires to put under financing activities. We say, well, let's bring that in and say that's actually operating cash flow. We think that's a more fair reflection of what our true adjusted operating cash flow is. While you might see AUD 2 million in second half of just the cash used in operating activities, we would say, well, think of that more like AUD 4 million. Still, if you go through and look at the trend, we have been reducing the cash burn, cash spent into the business each half. We continue to focus quite heavily on that, to go through and make sure this is a great business and very stable as we go forward. The next slide. Cool. That's it for me on the financial overview. Thank you very much everyone for your continued support of Envirosuite, particularly as we did the cap raise this year. Like I said, we're very excited about the future and what it might hold. With that, I might hand it back to Jason just to go through a bit of the outlook. Jason. Thanks, Matt, for that. Great coverage on the financial. I think you'll all agree the way that Matthew's presented that and gone through in good detail gives you a really strong understanding that we're committed. We're really matured this business. We understand what we're doing and what we're driving towards. The future does look very, very positive for Envirosuite. Conscious now of time. There's 15 minutes left on this. I'll spend five minutes talking about our strategic outlook. Our focus here is really top-line growth. Let's be very clear. We have an enormous opportunity ahead of us in FY 2022. We want to invest into some strategic partnerships. Those discussions are already well and truly entrenched at the moment. You will start to see a series of these releases come through. We want to do the strategic partnerships, though, that drive revenue or drive market share or drive some sort of technology advantage. We're investing more into data science and understanding what are the problem statements out there and actually gleaning EPA reports, blogs, Facebook, et cetera, to understand where the community issues are and to proactively going. We're launching a new sales style called MEDDIC, which is talking about certain metric-based selling. You can see the new brand. We want to really invest into this. We want to build a market. We want people to understand who Envirosuite is here in Australia. We want Australians to know about Envirosuite, that is part of the new brand launch. Our product is going to really transform this year. Some of the funds that we raised is going to go through accelerating that. You will see greater release on technology innovation this year. We're going to go deeper within science and have much stronger alliances. We want to instill the best practices that are in there. That's one of the reasons that Andrew's come in to really transform this product group. He's already making great inroads. We'll see that. We're going to drive this culture of innovation. We want to be seen and recognized as a world leader, which we are. Obviously the launch then of EVS Water. From a customer perspective, we're launching analytics into our tools, which we haven't done before, to understand how we get that engagement moving forward and drive that high-value differentiation. As well as launching a new ticketing system to actually streamline our operations and support and actually put more of the tools back in our customers' hands. As Matt has hit on multiple times, we are focusing on scale. We have a target to get to 50% gross margin at the end of FY 2022, and we'll work incredibly hard to get there. We want to continue to optimize this business at every part, and we will drive this focus and discipline that we've instilled into the organization. Look, I want to come back onto this theme. Our time is now. There is no time that Envirosuite has been positioned for growth. We put in some big solid yards last year. We saw the results in the second half of the year. We now believe that momentum is with us. The inbound opportunities are increasing. The message statement is resonating. We are actually working on the deployment time. We've got three key areas. Omnis, which is the backbone of Envirosuite, and this is the broadest EI platform. It's predictive, it's incredibly accurate, and it's accessible. EVS Aviation is talking about engagement with the community, and that is going to be the piece in the next 12 months. As air traffic picks up, we'll start to add more features in. EVS Water, every major town in the world is a potential customer for Optimiser and SeweX. It's up to us now to take that message out. I want to close out just with one statement. Our time is now. As CEO of this company, I'm proud of what the Envirosuite, as we call them, Environauts, have achieved this year in FY 2021, and so well-positioned now to continue this achievement in FY 2022. With that, we'll go to questions. Thank you, Jason and Matt. I have some questions for you. First one, great to see that new ARR has been above AUD 2 million in the last two quarters. Do you anticipate similar sort of quarterly growth in FY 2022? Broadly speaking, yes. We have to take into consideration, because we're a global business, we are exposed to some of the seasonality that is experienced. As you appreciate in Europe, Europeans do like taking their holidays, which God bless them, may continue. Europe, you may see some fluctuations through that. Broadly speaking, we're wanting to see a fairly linear growth this year about that upward trend, and we want to continue on that good foundation that we have got in the second half of FY 2021. Thank you. Next one is, it's good to see you've had an EBITDA positive result in Q4. Do you see the EBITDA becoming negative in FY 2022 with the investment in product development and sales? I'll go first and then let Matt chime in. One of the reasons that we did do the capital raise is to invest into EVS Water, into invest into product, and to grab hold of the huge opportunity in North America. Some of those funds will be used, obviously, to invest into new people, new technology to drive that. Whilst we see the story should be around the top line growth, we will see an investment cycle through FY 2022. Matt, do you want to add anything to that? Yeah. Thanks, Jason. I think that's all exactly right. I think we've shown that we can be quite disciplined and that this model works, as shown by the positive Q4 EBITDA result. As Jason said, we noted during the capital raise that we see a great opportunity. We think now is the time to go through and act on it, take advantage of our first-mover advantage, and really see if we can accelerate the revenue growth. We think that will deliver some really meaningful results to our investors. Thank you. Now, next one. Congratulations on your results. A year ago in the results presentation, a three-year aspiration target was presented for FY 2023 revenue of AUD 100 million. Considering in FY 2021 you didn't approach that figure of AUD 65 million, does this mean that the FY 2023 target has changed? We still believe there's considerable upside with this business, right? That AUD 100 million was set with context of maybe the, not the impacts of COVID having on airports. Whilst that AUD 100 million is still an absolute goal of ours, it may have slid out slightly on that FY 2023, but still AUD 100 million is in our crosshairs. We will work towards that and then go well beyond the AUD 100 million in the years after. We can see that with that market penetration and the size of the addressable market, that that is actually a fairly low conservative number over, in that future forecast. Yeah. The only thing I'd add on that is, when we go through and look at it, I think the recurring revenue is the big piece we're kind of focusing on. When we talk about AUD 100 million, some of that included non-recurring, and some of that included stuff coming out of China, non-recurring side. We are very heavily focused on that recurring revenue model, which we think will drive much more value for investors as we go forward. Again, we see that there is just fantastic opportunities. I think beyond this growth, 24%-26% in a difficult market condition, I think shows that we've got the momentum behind us now and we can do some great things going to 2023. I have a platform question. When will EVS have a single IT platform? As I said in the presentation, we've now got all three products within the AWS environment. What does that do for us? One is when our software developers are coming in, it's a platform that breeds familiarity and then there's cost synergies that we actually start to see. There's also technology innovation, because if you're going to build out an ML, machine learning model, we can leverage AWS. We don't have to do that through our multi-platforms. If you now take it to the customer buying platform, it has a slightly different connotation. From the aviation business, it's around a specific use case to track flights and planes landing. That doesn't have any application to EVS Water. EVS Water has a very, very particular application to connect into SCADA systems and how those water treatment systems are used. We need to make it usable, we need to make it based on the credentials of that person who's going to use the information to drive decisions, and make it segment-specific. Now take mining. It needs to be suitable for a mining company to get the right insights out of it. What we will do is we will invest into common blocks, common blocks of code, common applications, which the different applications may want to use. What that does is speeds up innovation, reduces our software cost to deploy, and gets a tighter level of integration. EVS Omnis, though, is the one platform which we take EMS and EVS, put it together, and that is the broadest environmental intelligence platform in the world. Hopefully, that answers your question Thank you. Next question: Can you please explain more about your competitive positioning? Yeah, sure. If you look at it from the three different product suites, we'll start with aviation. We are number one in commercial aviation globally by some distance. When we have lost a site on the rare occasion, those customers have actually come back to us within a couple of years because of the technology leadership. From that, we are very strong. As Matt alluded to, though, there are new emerging areas that we want to be considering growth in, which is supersonic travel. Being selected by NASA, I think proves our technology leadership and may open the doors up to accelerate in that, which we think it will. In Omnis, we are quite often told from a customer's perspective, "Your software is absolutely fantastic. We love it. We love what it can do. There's no one else really that sort of does match us in that part at the moment. It's really our opportunity to drive forward. At a sensor part, anyone can come in and provide a sensor, so we don't want to be differentiating at the IoT level, and we want to be agnostic for that. I would suggest that EVS Water, we are the only platform that uses artificial intelligence, machine learning, and deterministic modeling to do this. The SeweX solution is absolutely world unique. I think we've got a strong competitive advantage. Next question kind of follows that one, and it is: What are the key risks for growth in the next two to three years? Matt, do you want to take that one? Sure. I think risk to growth on the aviation is just the timing of when, really, travel returns back to normal levels. We've tried having a go at predicting that previously. I think we've kind of given up, as probably many of you have on the call. Aviation has been proven to be a very resilient business model even with COVID, so that's good. On the Omnis, we don't see what's real impediment to go through and matching or improving on the result we did in 2022. There's always a threat of a competitor coming in and matching the solution. There's always the risk that the customer base that we deal with just sees it as a nice-to-have, not need-to-have. Now, again, our thesis, and we believe this, we're seeing this happen right now in the market, is that that ability to say, "Well, I can just do something on my own, or I don't need a solution to do that," is really fading away. The expectations of community and government for companies to really take their ESG compliance seriously has really accelerated over last year and even really more so in the second half. The ability to use technology to go through and really give those better insights, we think we've got the right products there for them. Yeah, I don't see too many threats there. EVS Water, again, we see some great growth opportunities, the reality is it's early days. We need to have more customer sites that we can reference as we go through and sell to new customers around the world. Having that one customer that you can kind of reference is just so powerful to be able to go through and accelerate on revenue growth. That is a new space, so there's plenty of risks around the water side. Again, we think it's also a huge market potential. We're excited about it. Thank you. I think we have time for two more questions. The first one is related to the presentation, and it is: What is EVS doing to appeal to ESG investors? You want that one, Jason, or you want me to cover it? You go first. Okay. Yeah, we've actually been trying to go through and identify and target funds and investor groups that are really out there looking for ESG investment plays. I think we have not done as much in the past about really touting our ESG credentials. We notice that there's plenty of other companies who do tout their ESG credentials who probably aren't touching on it as much. Whereas we feel that if you go through and look at what those values are, our solution really does go through and benefit. The solutions we offer actually do have a health benefit. We've seen from research around the impact that noise has on individuals' health. The insights we can give and predictive modeling to allow industry to kind of coexist with those communities and actually give them the insights to take relevant actions to reduce the impact they have on communities. It's a very good question. We need to do more. I think we need to celebrate a bit more about the great ESG credentials we have and make sure we continue to target those investor groups to make sure they're aware of we are an opportunity on the ASX they maybe didn't realize was there, and to get on board. Yeah, I think that's [crosstalk]. Is it? Absolutely agree. I think it is our opportunity to get out and to talk about it and to demonstrate it. I think that's it to us. I think the other part is to attract the growing voice of people who want to support climate change companies, ESG companies, who are actually making a real impact. It's evidence that we are making a substantial impact to people, planet, and to companies and to employment. Yeah, I think it's incumbent on us to be more aggressive in our communication based on that moving forward. Last questions for today: What opportunities exist for pricing increase, and does EVS have pricing power? Price in a SaaS model, it's a strength, right? To be able to have a good, solid value base, the value that we give to customers, and the ability then to scale that up so they know with confidence what they're moving forward. As we start to build out more features in the product, I think it gives us an opportunity to do upsell. As we saw with that steel plant that I spoke about, that actually started off relatively small annual recurring revenue. Over the last 12 months, it's significantly increased. Also is the value there. I think water in the early days, we want to get market traction. As we prove out the return on investment with multitude of sites in different environmental parameters around the world and geographic locations and understanding energy costs, chemical costs, more inherently, I think that also gives us that opportunity. We're certainly looking at it, but we really want to drive client attraction to the platform. Our focus is get as many clients onto this platform as possible and help them on their journey. Thank you. Thank you everyone who submitted questions today. We have run out of time, unfortunately, but we will endeavor to respond to you as soon as possible. Okay. Thank you. Just in closing, Anne, just want to say one thing to all of the Envirosuite staff around the world. Thank you very much for a fantastic FY 2021, and we look forward to a fantastic starting FY 2022. Thank you. Thanks, everyone.