That we could be connected. I started on the 2nd of March, this is about 98 days into my tenure as CEO, I had the privilege of support of the Staff and Board in my review. It's been really exciting to be part of the team, especially as we found established customer relationships with meaningful revenue for the company in the last few months. We also have a differentiated 3base Technology, solid product, and instrument pool, which we can use for our existing and future customers. Most excitingly, we've got a trained and talented workforce in molecular diagnostics. Perhaps the organization wasn't ideally structured, we did not see the productivity otherwise we'd have expected. We did see underperformance in the U.S. market, perhaps a reason for that was a scalable business model that was lacking. In terms of our product portfolio, we have very strong and well-performing products in our portfolio. However, in terms of product development, historically, there wasn't the right geographical and regulatory focus. Finally, we looked at the cost structure of the organization, which was misaligned in terms of the revenue that was generated. What we've done in the last three months in response to that is we've restructured the organization and implemented a AUD 5 million cost reduction. It's an annualized figure, it will transpire fully in the FY 2027 year. In terms of restructuring the organization, we've also reset leadership accountabilities, we set the organization up for higher productivity. We looked at our product and instrumentation strategy, I'll talk to you a little bit further downstream about that. Secured our long-term strategically significant contracts, also implemented product upgrades which addressed supply chain issues and also some of the workflow issues that we've experienced. Where we're going from here is we really want to implement a profitability-first commercial model in our future contracts. Not to say that our current contracts aren't profitable. It's more around really figuring out and setting in stone a margin discipline that will actually deliver a long-term profitability. We're looking to grow Australia and EMEA, which is showing really good promise, we will be pursuing APAC as the next growth opportunity for the company. We will be pausing the U.S. until further development of a scalable business model, we will be also evaluating strategic partnerships to scale the company efficiently. We have already started an AI program. We've got the beginnings of implementing AI tools for productivity. Of course, we are currently working on, we expect to come back later on this year to the market with a board-endorsed comprehensive product IP and corporate strategy. Thank you, Michael. I'll spend a little bit of time on each of these, I'll start with what we found, particularly around the 3base Technology, which has been the cornerstone of the business for the last 15 + years. It was quite clear early on when I looked at the technology that the 3base chemistry is a genuinely defensible scientific differentiator. It does perform superior to others in terms of sensitivity in infectious diseases, it does have application potential in other areas. Our current EasyScreen assays produce really good results, I think it's really important to note, it's quite remarkable, that they also perform to regulatory standards in multiple jurisdictions, both in Europe, U.S., and also in Australia. I guess, when you look at how they perform in the commercial environment, we already know that we've got long-term sustainable contracts, they perform very well and create great value proposition in hospital environment. The one thing that we also noted as whilst the 3base Technology does have all these advantages, it probably has not been fully exploited in all its applications or potential applications. There is an opportunity for us to review where we've been and develop a comprehensive IP and product strategy for the next generation EasyScreen assays. Thank you, Michael. The other area I wanted to spend a couple of minutes on is our revenue and existing supply agreements. I think it's not trivial, it's quite remarkable that the company currently supplies about 500,000 tests a year to the market. We're in the infectious disease diagnostics area, this is truly remarkable for a company of our size. However, our revenue diversity is limited. We really are focused on a few key customers, that does represent an organizational risk. We also noted that amongst the smaller supply agreements, we had agreements that were legacy agreements that may have outlived their economic value. However, the opportunity arose out of this, that is really focus on our existing customers and enrich the relationship, but also really apply strict margin discipline with new subsequent supply agreements. Thank you, Michael. Another area that we looked at is organizational and cost structure, as it was previously announced, we have addressed the misalignment in the cost and revenue base. I think what's really important, in every business, the key asset is our human resources, Genetic Signatures has a very deep talent pool in molecular diagnostics. Not only that, we've got long-term, loyal, committed employees, that has become apparent during the restructure. Any restructure that attacks or addresses 30% of the employee base would be quite traumatic for any organization. We have been able to implement a restructure and retain key employees, our talent pool has actually remained very strong. In terms of the opportunity to reduce costs, we've already implemented an annualized AUD 5 million cost reduction, we do believe that there are other opportunities for operational cost reduction. Part of it will come from productivity. In part, it will come from a deeper rollout of our AI productivity tools. Thank you, Michael. In terms of our product portfolio, as I mentioned before, we've got a very strong existing product portfolio, which performed very well in infectious disease pathogen detection. What we do feel is that we can actually build on this existing portfolio and roll out new products in the coming medium term, certainly. I'll talk a little bit about that in our product strategy section. In terms of the U.S. market, I'm sure that many of you are very interested in what we found, I have to state first and most of all is that getting a 510(k) clearance from the FDA is not easy, our EasyScreen Parasite Detection Kit was cleared by the FDA, it's a genuine milestone for the company. The fact that the U.S. market hasn't taken up quite so fast and had limited success so far had multiple and complex reasoning. We've identified at least four areas where we think what we can actually address. One is reimbursement challenges for the full pathogen portfolio. We know that at this stage, only five of the eight pathogens in our EasyScreen assay are covered by reimbursement, and we really need to address that. We need to look at differentiating clinical value proposition whilst we have a very solid and well-performing and competitive parasite detection kit. When patients present with enteric symptoms, they also will have to be tested for bacterial and viral infections. At this stage, our test does not provide that. In a clinical environment, they still have to use other assays. The other thing that we noted is that our workflow is probably not fully automated and certainly not enough to fit in with large throughput labs. The final area where we looked at is the competitive landscape, which has evolved significantly since the product was launched in 2024. We see all of this as opportunities to pause the U.S. market entry at this stage and maintain our existing relationships with the three reference labs that we've already have set up. However, make sure that when we actually start spending money on the market, we will have a very strong value proposition, and we would have addressed the root causes of why the market entry to the U.S. was slow. Thanks, Michael. In terms of our instrumentation strategy, in part flows from our pausing the U.S. market. The Optimus Prime project was announced largely to address the high throughput environment that we were hoping our EasyScreen pathogen detection assay will go into. The Optimus Prime project was to resolve the workflow-related issues and make our test truly high throughput. As we pause the U.S. market entry, we're pausing the Optimus Prime project to ensure that we have appropriate time to reassess what would be the right strategy in both in terms of reentering the U.S. market, but also instrumentation in the long term. The pausing of the Optimus Prime project is also supported by the fact that our current instrumentation pool is sufficient to service our current customers and certainly entering into new markets and even in Europe, and EMEA, with the current instrumentation pool. We won't have to invest in new instrument development to pursue those markets. Now I go into a little bit of detail about what we've done. In terms of resetting the organization and cost structure, I've already mentioned the savings we've already seen and implemented and which we expect to fully materialize in next financial year. Part of that, we also established purchasing processes and controls, which we expect will result in further operational savings. A major part of the cost savings was restructuring the organizational structure. That was important because we did have overlapping functions, and that ultimately resulted in accountabilities being mixed up. Now that we've simplified the organization, really focused on core capabilities, and looked at an outsource business model where non-core capabilities can be conducted by contract research organization, we expect that we will be much more efficient in delivering our current programs, but as well as our new products into the market. We have also established our AI policy and began the AI enablement of the organization. We started with administrative and certain product development functions, and we're already seeing the benefits of these, but we expect that this will flow through further as our current software agreements continue to expire, and we can replace them with much more cost-effective and more tailor-made AI-developed tools. Overall, all this resulted in the fact that we've extended the runway for the company that will allow us for delivery of the key strategic objectives we set out. When we looked at long-term supply agreements, what we've been able to achieve in the last 90 days, and you've seen this in our announcement. We've signed a supply agreement with Hvidovre Hospital in Denmark, that is not only relevant because it's a material amount of revenue, but it's also significant strategically, because it demonstrates the clear value proposition we provide to hospital labs, and that is we improve patient flow, and we reduce hospital ward closures. This really opens up new opportunities in the EMEA market for us, both direct but also through our distribution relationships. We have also secured long-term supply agreement in relation to our gastrointestinal and respiratory detection kits in Australia, and we've completed those critical product upgrades that removed our supply chain risk going forward, in addition to improving lab workflow. Thanks, Michael. In terms of our product and instrumentation strategy, we completed the review of our existing instrument pool, and it's become apparent that we've got sufficient instrumentation to service our growth objectives in EMEA, also, we can potentially pursue the APAC market with the current instrument pool. In terms of new product development, we really focused on upgrading our existing products so that they comply with updated regulatory requirements. We want to broaden up pathogen detection so that we actually can provide better value proposition to our customers. We've mentioned the upgraded product flow and improving supply chain risk or addressing supply chain risks. In terms of instrumentation pool, again, I want to emphasize that our current instrument pool is sufficient to serve our growth objectives in EMEA, APAC, and in Australia. Also, we have reserves in our instrumentation pool, certainly, we don't anticipate major capital expenditure as we expand into these markets in the near term. Where are we going? We've developed a strategic framework on three horizons. The first horizon is stabilize, second is optimize, the third one is to scale for the next 24 months. By and large, our Horizon 1 activities have been completed, we've planned that for the first six months, we're a little bit ahead of that. We also have already commenced some of the optimization horizon activities. I don't want to run through what we've already done, but the one thing that I wanted to emphasize that we already started to review our market access strategy outside of EMEA and U.S. and AU, in addition to reviewing what we're currently doing there. In terms of the optimization, which is our Horizon 2, this is our next stage of the strategic framework we would like to implement, is we would like to complete a Board-endorsed IP regulatory and corporate strategy, we expect to come back to the market with that towards the AGM. Very importantly, as an immediate priority, we want to grow the Australian and EMEA markets, also, we have already paused the Optimus Prime program together with pausing the major U.S. market spending. Currently, we're in the process of looking at the APAC market strategy, we've just hired a head of sales for the APAC, who's going to commence on the 1st of July and will be a key driver of that strategy. We are in a process, we're working very hard with the team to settle the culture after a major restructure we implemented. We're very pleased to report that so far so good. Our teams are working wonderfully together under a new structure. Although nothing is perfect in a company, you always can improve things. I'm very grateful for our staff for picking up the tools and just getting on with the work after the restructure. The final thing that we are focused on, we've already started that process, is really identify and evaluate potential partnerships. We understand that to scale, we need to look at product and corporate partnerships in the future. In terms of our next horizon, that's in the next up to 24 months, is we want to look at the APAC rollout. This is subject to an approved market access strategy to drive our revenue. We've got new products that we're currently developing, we expect to launch these within the next 12 months- 24 months in Europe as well as in Australia. We want to grow our European and EMEA business generally on the back of the recent strategic milestone with Hvidovre Hospital, we also want to use that to go deeper into our distribution network. Whilst we've got instrumentation certainly secured for the next four to five years, we really need to look at instrumentation strategy beyond, because actual development times are two to three years for this area. We want to start that process towards the back end of Horizon 3 activities. We want to look at a potential U.S. re-entry, possibly as an LDT option, also evaluate potential partnerships. How are we going to do that, do we have the skills? I'm very pleased to report that we've got a wonderful and capable professional Senior Management team. We've got our CTO, Sanna Petersen, who has got more than 20 years experience in molecular diagnostics product development, she's been amazing at taking our development program further ahead, as well as looking over our technology team supporting our existing customers. We have recently appointed Angela Wang as Head of Finance after serving the company for four years of financial controller. We've got John Buckles, who runs our sales in Europe and EMEA, he's been with the company for several years, has more than 15 years experience and very deep contacts in that market. We've got Peter Njuguna, who's looking after our customers, who's got a technical experience, he's more than capable on looking after bringing together systems integration, customer service, and quality assurance. As I mentioned earlier, we have recently appointed Head of Sales for APAC with a view to develop a sustainable APAC strategy. Thank you, Michael. Let me summarize by pointing out that we've stabilized the company, and we are now looking to optimizing and scaling the assets that we have. We've got the right cost base. We've got established, strong customer relationships. We realigned the organization structure and established sustainable controls and reporting systems and increased our runway. That was critical for us to set up the company for future growth. We will focus on in the future, as by the way, we are focused on right now, on contracts that are economically feasible. Large contracts will remain very important to improve our unit economics, but contracts will have to stand alone on margin discipline. We are pursuing an outsourced business model. We have recently engaged our first major outsource contractor who will facilitate and assist with completing our major product development. We will focus on what our strengths are, and that is developing and delivering to our customers a 3base Technology that actually ultimately performs better than competition in infectious disease diagnostics. We have also implemented capital allocation discipline within the organization. I think there's just a mindset shift that has been happening on a daily basis from an activity-based spending to an outcome-based capital allocation in everything we do on every single level within the organization. We're very much focused on growth. This is an immediate priority for us to focus on EMEA, Australia, and then build an APAC strategy, whilst the U.S. will remain a medium-term prize. We're focused on resolving the issues that we have identified while we looked at the U.S. market, and we're making sure that we're addressing those before returning. Finally, we are already in the process of utilizing partnerships with manufacturers, service providers, OEMs, instrument players within the market to actively pursue synergistic product and corporate partnerships. Thank you, Michael. Thank you very much for your attention, and I will open up for questions right now. Okay. I'm going to go through the questions, so if you give me a couple of moments, that would be appreciated. There is a question on, are the estimated AUD 5 million in savings inclusive of the outsourced research and development costs? What are the estimated outsourced costs? How much has already been committed? When we've established a AUD 5 million savings, we've allocated capital for outsource product development activities. Everything that we've currently planned in our product development program is already calculated into our current budgets and includes that AUD 5 million savings. The AUD 5 million savings is outside of that. We've got another question on potential U.S. re-entry with LDT. What settings do you see potential advantages of the 3base? I think, certainly the 3base Technology provides us improved sensitivity. I think the syndromic testing area is still where we want to remain, and we would like to look at a broader pathogen detection kit there, similar to what we've got in the European market where we've got bacterial, viral, and parasitic testing in a single assay. We have next question. Reporting the U.S. market, what is the impact on revenue, please? We haven't released a split of revenue, and also we haven't released any revenue forecast in the past. In terms of what we've reported to the market, there is no impact on that. There's a company. I think that's the list of questions. Let me see whether there's any new questions that come up. I can't see any other questions. I don't see any questions. Thank you very much for all of you who participated. If there are no other questions, then I would like to close the meeting. Thank you, Maria, and thank you everyone for attending today. We will now close the web.