Hello, everyone, and thank you for joining the Infomedia full year results briefing. We will begin with a presentation by the Infomedia management team, followed by Q&A. During Q&A, please select the Q&A button to submit your text questions at the bottom of your Zoom screen. Questions can be submitted throughout the call. Now, over to the CEO of Infomedia, Jens Monsees. Jens, over to you. Thank you, Kiara. Good morning, everyone. This is a very nice, beautiful spring morning. Welcome to Infomedia's results webcast for FY twenty-four. I'm Jens Monsees, the CEO and Managing Director of Infomedia. Firstly, I would like to acknowledge the traditional owners of the land on which we meet today, the Gadigal people on the Eora Nation. We pay our respect to the elders, past and present, and extend this acknowledgment and respect to the First People in all countries in which we operate. Joining me on the call is my fellow colleague, Chantell Revie, our CFO. She will take you through the detailed financials today. You can follow along on the slides for the presentation, which was released earlier on the ASX. I will refer to the slide numbers as we move through the deck. Please note the legal disclaimer on slide number three. On the agenda for today, on slide number four, I will share the highlights and the business update before handing over to Chantell. For those who are not familiar with our company, the glossary provides definitions of the terms used in the presentation, and the appendix contains further details on our company. We welcome your questions after the presentation. Before I move on to our results highlights, I would like to thank our global team for a very successful and diligent execution of our transformation strategy. Having generated operating leverage in our change phase in FY 23, we set a two-year goal of building muscle memory in our strengthening phase, and the team did exactly that in FY 24. We remain laser-focused and are confident that we will continue with our momentum in FY 25 and drive profitable growth. To take a quote from one of my favorite TV series, The A-Team: "I love it when a plan comes together." We have the right strategy, the right team in place, and we are pleased with the results we achieved for this year. So let's dive into slide number 6. On long-term transformation strategy, our long-term transformation strategy is to drive profitable growth measured in annual recurring revenue, ARR, with a moderate and controlled increase in our annual recurring costs, ARC. Over this year, we have again consistently delivered positive results. We have achieved profitable growth across all products and regions. Total revenue was up 8%, with 99% of it recurring. Our exit ARR in constant currency was up 9%. Underlying cash EBITDA increased by 17%. Year on year, we delivered on a percentage point improvement on underlying cash EBITDA margin. Our net profit after tax was up 32% to AUD 13 million. We have a strong balance sheet position with no debt and AUD 70 million cash on hand, and our dividend is up 5% for the full year. We declared a AUD 0.02 per share dividend in the second half of FY 24, fully franked. In summary, the company is in a very good shape, and the strategy is delivering excellent results. Let's move to slide number 7. We stated we will further enhance our scalable ecosystem and grow our global footprint. Infomedia is focused on the three core areas: revenue growth, operational excellence, and global expansion. First, let's touch on the revenue growth. We accelerated growth in our mature products with SuperService up 14% and Microcat up 5%. This demonstrates the continued strength of our sales pipeline and demand for our mission-critical solutions. Another proof of strength for our mission-critical solutions is the successful renewal of a number of major contracts. This includes significant price increases, which will kick in for the second half of FY 25. These successes are moderated by a customer churn. We are expecting, in SimplePart, in the e-commerce business, which will have a small impact on the first half, FY 25. We will further drive our premium price strategy and hold firm on our ability to generate profitable returns on our superior products. As outlined at the half, we are starting to establish a new solution group with analytics. This will be a driver of further double-digit growth and product diversification for InfoDrive. To touch on how we are strengthening our operational excellence, we have streamlined our systems and processes over the year, including working to enable a future joint data landing, to reduce data handling and further improve efficiencies. Importantly, we strengthen our cybersecurity measures. This includes cyber detection and penetration testing, and we received the ISO 27001 certification. In two years, we have established a global, diverse, and dedicated executive leadership team with five internal promotions and two new appointments. In EMEA, we are working on appointing a new head of region in Continental Europe. I'm very pleased with the progress we have made towards an accountable and data-driven collaborative team, and I could not have done it without the leaders we have now in place. To quote Henry Ford, "Coming together is a beginning, staying together is progress, and working together is success." Finally, on global expansion. Last half, we outlined our progress on increasing our footprint across various region. We have achieved a 5% increase in DMS integrations globally. We have grown our revenue and product offerings in Canada and Mexico, and secured new business partnerships, both in Malaysia and Japan. We have rolled out InfoDrive globally, servicing new customers across the globe. We have doubled our Chinese OEM brand partners with the inclusion of LDV and Great Wall Motors, Haval, in addition to Chery and MG. We have also successfully expanded our offerings into light commercial vehicles, a new category where we have signed deals with Isuzu and Hino. Our order books are full. We are now keeping our heads down and focusing on delivering the first half of FY25. With the current momentum, we expect the new revenue to land in Q3 and Q4 FY 25. On slide eight, I will expand further on our achievements over the year. As you know, our strategy is focused on the four Ps: people, product, performance, and processes. This slide highlights what we have completed over the year. I won't go through each of the items, but I will call out a few. On product and innovations, we have upgraded Microcat with innovative features, and we have invested in SuperService Connect to provide a more scalable product across all regions. We are building a payment feature in SuperService to enable a smooth end-to-end customer experience in the service lane from booking to pickup. For the second P, people, I already touched on the ELT, but I wanted to make a note of our improvement in our global employee engagement survey, which is a testament to the positive performance culture we are building. We have further improved our diversity and increased our female representation, and received a certification as family-friendly workplace. On the third P, process, we have improved our speed of backlog implementation, and we have established our BizDevOps operating model, improving the quality of our product releases. Finally, on performance, we have standardized our contracting, which takes into account our frequent product releases, enhanced our ecosystem, and accelerated DMS integrations. On Slide nine, we have listed our global TAM. In a fragmented market of single-point solution providers, Infomedia has successfully built an integrated global ecosystem with significant market potential. The serviceable market offers a lot of white space for our solutions to further enhance our footprint across various automotive markets. For Microcat and SuperService, we see large opportunity to be addressed in each market. We have a strong position in APAC, especially in Australia, with both products, and this region offers huge growth, potentially in and outside Australia. On InfoDrive, we are able to conquer significant proportion of the customer experience market, the data market, and the connected car market. For e-commerce, we are in the early stages of rolling out this product beyond the US market, where it was developed. Global expansion will stay top of the priority list to continue our growth journey. With our three strong beachheads in all major regions and the balanced revenue split, we are well positioned to capture these opportunities. I will now hand over to Chantell to take you through the detailed financial results for FY24. Chantell, over to you. Thank you, Jens, and good morning, everyone. I'm delighted to share with you our outstanding performance in the past year. We have achieved good results in terms of revenue, profit, staff engagement, and customer satisfaction, while continuing to invest in research and development. Turning to slide eleven, here you can see the actual results in annual recurring revenue and annual recurring costs in constant currency from FY 22 through to FY 24. The change phase of our strategy began at the start of FY 23, where the focus was to improve the profitability of the company. During this phase, you can see the gap between the two lines grew, showing the increase in profit margin and positive operating leverage. In FY24, the ARR line continues to steepen as a result of the growth in revenue, and the ARC line remains parallel to it, showing that we have maintained our profit margin. In line with our strategy, we're using annual recurring revenue and annual recurring costs as key metrics to inform business decisions that improve long-term business performance. Moving now to slide twelve. This is a snapshot of note one of the annual report, the operating segment note. In FY24, we delivered recurring revenue growth of 9% from FY23, and total revenue growth of 8%, illustrating that the focus remains on recurring revenue. During the year, three major contracts were renewed, securing another three to five years of revenue. Moving to costs, we contained the cost growth to 6% as a result of the efficiencies from the workflow management system we upgraded, the synergies realized while integrating SimplePart, and the program of work process we implemented, which drives better resource allocation to those workflows that bring the most value to the business. An 8% increase in revenue, created with only a 6% increase in costs, resulted in an additional percentage point on our underlying cash EBITDA margin to 23%, and a growth in the underlying cash EBITDA of 17% from FY23. Let's turn to slide 13. This highlights the strong uplift we achieved in all of our profit measures. Underlying cash EBITDA is up 17%. Underlying EBITDA is up 9%. Net profit after tax adjusted is up 26%, reported NPAT is up 32%, and EPS is up 33%. Net profit after tax adjusted, or NPAT A, is a new measure we introduced during the year. It is calculated by taking the reported NPAT and adjusting it for acquisition expenses, purchase price, accounting impacts, such as the amortization of acquired intangible assets and earnouts. It provides a true reflection of the company's performance before the impact of any M&A. As a result, the company no longer discloses underlying NPAT, which excluded all accounting adjustments, such as AASB 16 and share-based payment expenses, but included the acquired intangible asset impact. However, we have provided a reconciliation of what underlying NPAT would have been for FY 24 versus FY 23 in the appendix of the slide deck, and this shows the underlying NPAT increased 35% on FY 23. Looking at the capitalization of development costs, this declined slightly from FY23 to 14% of revenue, in line with the guidance given at the half year. Amortization remained relatively flat on FY23 and is higher than capitalized development costs in FY24. This has negatively impacted NPAT A by AUD 6 million for the year. There was a decline in the share-based payments expense, or LTI costs for the year, as a result of the release of the FY22 LTI performance rights, which did not vest. Business restructuring costs are made up of the costs incurred to set up the offshoring pilots and other redundancies during the year, the ELT restructure. Acquisition costs of AUD 324,000 in FY24 are for M&A due diligence activities undertaken during the year. Finally, EPS increased from 2.55 cents per share to 3.38 cents per share, an increase of 33%. Moving now to slide 14. This highlights Infomedia's revenue diversity and strong revenue contribution from each region across the globe. Revenue and profit are split approximately a third between each of our three regions. This diversity is a key strength of the business, showing Infomedia's global reach and reduced regional concentration risk. In FY24, the strongest growth was seen in APAC, with a 14% increase in revenue and underlying cash EBITDA on FY23. The largest product contributing to the growth was SuperService, the accelerated delivery driving the earlier revenue recognition. In EMEA, revenue grew 9% in AUD and 3% in local currency from FY23. Underlying cash EBITDA grew 8% in Australian dollars and 2% in local currency. In America, revenues grew 3% in Australian dollars and 1% in local currency, and underlying cash EBITDA grew 6% in Australian dollars and 3% in local currency. The majority of SimplePart integration synergies being seen in this region. Turning to slide 15, Infomedia has a robust balance sheet with AUD 70 million in cash and zero debt, which provides flexibility for continued growth. We continue to prudently allocate capital between organic investment, strategic growth opportunities, including M&A, and to ensure sustainable returns to shareholders. Looking at current liabilities, the employee benefits liability grew by AUD 3.3 million during the year as a result of the final earn-out for the acquisition of SimplePart. This is expected to be paid in September. Now turning to slide 16. This slide shows the cash movement for the year. Underlying free cash flow of $27.2 million declined by $1.7 million on FY23. This was impacted by an increase in the tax paid of $3.5 million during the year. In FY23, the company received a tax refund, which reduced the overall tax payment in that year. Free cash flow was impacted by one-off cash outflows for business restructuring and system upgrade costs of $2.9 million. Free cash flow increased by 31% from FY23, resulting in the cash balance growing to $70 million. I'll now hand back to Jens. Thank you. Thank you, Chantell. It's an impressive set of results. You and the finance team have done a fantastic job in supporting the profitable growth of our business. On slide 18, I will now touch on some key automotive industry trends and macroeconomic developments that are positively impacting Infomedia's results in the long term. We anticipated the change over the years within the industry, and it's working well in our favor. For OEMs, as revenue and margins come under continued pressure, with lower new vehicle sales and aging customer vehicles, they have now an attention to their core operations and turning back to just the moving metal and not building IT. This is creating further demand for our products that improve efficiency, increase productivity, and deliver improvements in the service lane to optimize operations at the dealership level. We continue to observe a slowdown in the sale of e-vehicles, EV vehicles, and increasing complexity in the powertrain mix. Coupled with the rise of the Chinese EV OEMs, we are seeing overcapacity, rebates, and pressure on the OEM's bottom line. This is driving demand for our solutions that are fit for purpose and addressing the customer's needs. Scalable offerings from Infomedia are going to win over a customized in-house solution, especially when we consider the ongoing investment, maintenance, and technical know-how required to keep the in-house products up to date. The focus for dealerships is changing from new car sales to aftersales, particularly in the agency model, increasing the importance of aftersales services to retain older vehicle customers in their value chain. Staff shortage and the demand for high-paid technicians at the dealerships are further driving the need for our products that are delivering increased productivity for the dealerships. Lastly, we are seeing increased demand from car owners for digital-first communication. InfoDrive solutions are in high demand to enable data-driven marketing, marketing-as-a-service, and leveraging connected car data for seamless customer experience at the dealership. Our innovative and integrated solutions are winning, and we are well placed to see ongoing demand for our products from these trends over the coming years. In this next section, we will share our strategic priorities and outlook for FY 25. Let's move to slide number 20 to recap where we are on our transformation journey. As Chantell mentioned, we successfully completed the change phase in FY 23 and generated operating leverage. In FY24, we started the strengthen phase, and with the good progress we have made, we are now looking at a much stronger and more scalable business. And there's still further work to be done in FY25 to continue the strengthening of the business. In many ways, we can compare Infomedia's journey since 2022 to being an athlete that builds muscle memory. As we moved through our first phase, we put ourselves on a diet and went through a boot camp with a very disciplined approach, driving results, and they came quickly. In FY24, we've practiced our new ways of working and are building muscle memory while accelerating growth at the top line. We benefit from our consistent training and strengthening of our team. In FY25, we are better in shape, and now we are preparing for the scale phase. That means during the second part of the strengthen phase, we will train hard to invest in our energy and scaling our tech stack, rolling out a new go-to-market approach in EMEA and Americas, and doubling down on our global market presence, and at the same time, maintaining our margins. On slide 21, you see our strong improvement of Infomedia's organic revenue growth that is seen here in the bar chart, moving from 6.7% in the first three years to now 8.3% since 2022. The line graph shows the growth in the underlying cash EBITDA. Since 2022, we have accelerated our profitability with 15% CAGR. We have delivered strong and profitable annual growth on both revenue and cash EBITDA in the last three years, and we will continue to do so. On slide 22, you can see the movement over time towards a global and diversified portfolio. These achievements can be seen in three dimensions: customers, products, and regions. Our revenue by customer is distributed with over 62% sitting outside the top 20 customers. In our product portfolio, we developed from a single solution to a strong and integrated ecosystem. We have increased our product mix and expanded our global footprint. Our truly global revenue streams and high profitability has positioned us well for the future and for success. On slide 23, I have listed our main focus areas for the next 12 months. For people, we are focused on strengthening our global talent suite with a hub-and-spoke model in the regions. As mentioned, we are working on strengthening the EMEA team, which will include appointing a new head of region soon. We continue to bolster our data, software, and AI development capabilities while maintaining strong margins. For processes, we will continue to upgrade and strengthen our enterprise systems, integrate our joint data landing for SimplePart and Microcat, and strengthening our cybersecurity to protect our valuable data assets. For product, we are investing in InfoDrive to prepare for global scalability. We are expanding our existing products into new markets and segments, and we are focused on monetizing of our analytics, data, and AI projects. On performance, we will focus on increasing sales productivity in EMEA and Americas, we will accelerate our global expansion, and we will complete our global rollout of our customer success team. We have achieved a lot in FY24 and will continue to deliver shareholder value in FY25. The next part of the strengthen phase is clearly defined. On our outlook, we expect our total revenue for financial year 2025 to be between AUD 140 million and AUD 154 million. The board has also declared a dividend of AUD 0.02 per share, which is fully franked. We expect margins to be stable and have provided the above guidance subject to unchanged macroeconomic environment. Turning to slide 24. I want to reiterate, based on the strong results in FY24, how Infomedia is consistently creating value for our shareholders. We are leveraging our leading global market position. We are delivering on our strong track record of profitable growth and driving recurring revenue. We are deepening our global partnerships with our customers across the ecosystem based on our scalable solutions, and we have established a dynamic leadership team with exceptional domain knowledge across the globe. I want to thank the entire Infomedia team. Together, we can be proud of what we have achieved and be confident that we have the right focus for the future. I want to thank our shareholders and the board for the trust and the continued support. Finally, I would like to express my appreciation to our valued customers for their continued trust and business. I'm looking forward to an exciting journey ahead. Thank you. I now hand back to Kiara to open the line for any questions. Thanks a lot. Back to you, Kiara. Thank you, Jens. We will now begin the Q&A session. As a reminder, if you'd like to ask a question, please select the Q&A button to submit any text questions at the bottom of your Zoom screen. We have a limited time for Q&A, so please keep your questions to the point. Our first question comes from Tim Plumbe. Tim asks: Can you talk to geographic expansion opportunities? Do you drive further into Latin America in FY25? And can you talk to the opportunities in China, please? ... Yeah, so let's focus, Tim, on LATAM first. So we have a very good momentum in Mexico, and then we will go further down in Latin America, because there's also a big country called Brazil and also Peru. We have done our work for the DMS integrations for InfoDrive, with 17 new integrations for the Mexican DMS. And we are quite confident that we will win further business there. For me, Mexico is an interesting place because the Chinese, and this is a bridge to your second part of the question, the Chinese OEMs are seeing Mexico as a hub to enter North America. To avoid some very heavy import tax, they are starting to build plants into Mexico, and they obviously are rolling out their current brands into Mexico, and they are looking for a very strong solution provider, which we are, as Infomedia, and therefore, there are further partnerships on the horizon. For China itself, it's the biggest auto market in the world, obviously. But the operations in mainland China seems to be quite difficult. And also, we have to be careful that we can protect our IP, our data, and our value assets. Because when you are operating in China, you are not always 100% sure that you can protect your software and the data the way you would like to do it in other regions. Therefore, our strategy is very simple and actually quite successful. We are meeting the Chinese brands that have, as I said earlier, over capacities, and they need to export. We are meeting them in Mexico, in India, in South Asia, in Australia, and demonstrating the strong use and productivity of our products, and then we are pulled into China. That is currently the way that we see the China business further growing. We also need to be careful, because not every one of the 95 OEMs that we see currently in China will survive the consolidation process. Thank you. We have a follow-up from Tim, who asks: Can you talk to your sales pipeline, what you're seeing in terms of conversation and slash time to revenue generation? Any major, larger than usual EPC contracts up for renewal in FY 25, either within your portfolio or competitors? Yeah, we are very pleased, Tim. Currently, we have renewed quite major contracts with a very strong price increase. We have to deliver the innovative features now, and also, some of our clients were asking not for a weekly update of all the catalogs and data, but a daily. That's what we are currently building. So I would see or suggest that we get the upside of the increased revenues in the second half of FY25, when we have done our work. Thank you. And one more from Tim, who's asking: Thinking about the moving parts, can you give us a sense of a headwind in rev terms from the customer loss? And what sort of percentage price increases are you getting in this straight away or over three years? Typical revenue skew is 49%-51%. How much do these factor in the change for the usual skew, please? Yeah. So the major contracts that we were renewing for another three to five years have an increased spend between 5% and 17%. Obviously, there's not one number. We have to adapt to some requests from our partners, and as I described, we are currently building towards these requirements to be then on top of the game, and again, being scalable. I see a very strong partnership. I also see that there might be other OEMs from China understanding more and more how much more value we deliver, especially in a very complex environment. We have the hybrids in the market, we have the ICE engines in the market, and we obviously have the EVs in the market. That makes our catalogs bigger and richer and more complex, and therefore we can also ask for superior price compared to any other solution. Our next question comes from Robert Bruce. Can you please elaborate on the customer churn event in the first half, FY25, please? What were the reasons for churn, price, and/or functionality? Yeah, Robert, thank you. So we are not yet 100% sure. We said we expect a churn that is at least three months out. There is a renewal, a contract renewal in our e-commerce business, which is sitting in Americas, and the current negotiations are very much towards price. We believe in the superior strengths of our e-commerce solutions. If there is one competitor that is loss-making and trying to undercut because some desperate people want to sell their business, then it is not the right strategy to follow them down to the ground. So we are also prepared to walk away if the price is too low. As I said, it's a, it's a, you know, careful holding pattern. We have not lost the business. We will see if the competitor's able to deliver and when, but for the moment, we stay at our premium price strategy. Thank you. Our next question comes from Olivia Bullen, who asks: Can you please comment on how you are balancing customer retention and achieving required returns, particularly in SimplePart? And we have a follow-up question on SimplePart from Sinclair Currie, who asks: What is the process to secure new business for SimplePart, and what does this imply for the timing of global expansion? Yeah, many questions, where do I start? We are currently developing against assigned backlog of new contracts in the US, in Mexico, as well as in Canada, and also one in Europe. This work is ongoing. We believe that we will be finishing the implementation at the end of the first half. So there are new contracts coming in. The data is sitting partly already in Microcat, so not that heavy lifting. The competitiveness of our e-commerce solution is, I think, without any doubt, because every year we are growing our GMV, and we have more traffic on our platform. The expected churn that I was talking about is towards an undercut in price from somebody who is quite desperate to win business and to sell them the business. I don't wanna reveal here any names, but I think it is obviously the right thing to do, that we don't you know raise the price to the bottom. Thank you. And we have a follow-up from Olivia, who asks: When do you expect SuperService payment functionality as being in market? How do you see materials for this driving growth in this under-penetrated market, i.e., U.S. SuperService? Yes. SuperService is especially in America demanded as a end-to-end solution. That means the payment part or the payment feature is absolutely necessary to have an end-to-end solution. Actually, we are working also on a chat function because we see that more and more digital natives would like to, you know, interact with the dealerships on digital terms, which are driving our demand in the dealership. We are done, from my perspective, with the blueprint of the payment solution, and now it is just implementation with and for our clients to get this working. But you can see already prototypes in some of the U.S. dealerships. It is very important that we have an end-to-end solution in the U.S., and therefore, we are implementing the payment solution at the moment. But not only for the U.S. that's important, but also for other markets, we can have a competitive edge, and therefore it's a global, scalable feature that we integrate in SuperService. And as I said, we are very pleased with the current development. SuperService is up 12% versus last year, so it seems we are on the right track. What was the other question? The other question? On SuperService, or was that it? That was it. That was it on SuperService. All right. So we do have another question from Olivia, who asks: When do you expect new EMEA leadership to accelerate the top line there? Are you already down to a preferred candidate? Yes, we are very close. Obviously, I wish I could already announce something, but that is down to now some non-compete clause and, you know, some final negotiations. We have seen very strong candidates. We are not fixed on one, but I think in the next, you know, four, six weeks, we are able to appoint somebody. And then this person will probably be invited very soon into beautiful Sydney to have a boot camp and an onboarding procedure. And then, you know, every good candidate has a notice period, and therefore would be, I think, very confident of getting somebody in before the first half is ending. That means in December somewhere. Thank you. Our next question comes from Tim, who asks: "Can you talk to us about DMS integration? How meaningful is this towards accelerating growth? Did this generate incremental sales in the second half of 2024, or is this an FY 2025 story? Yeah, the DMS integration, Tim, is not an FY 24 or FY 25 story. It's an ongoing rollout for our ecosystem. We need bidirectional integrations into the DMSs in various fields. In Australia, we have done a few more. In Europe, we have done a lot more. In the U.S. and in Mexico, we have done much more. But you also need to then consider what product lines because we need integrations not only for InfoDrive, but also for SuperService. So we are very pleased. You know, when we came here, we could do one or two DMS integration per year. Now, if you put a zero behind the one or two, then you maybe are at half of what we have achieved this year. Just as a reminder to the audience, if you did want to submit a question today, please use the Q&A box at the bottom of your Zoom screen to submit any text questions. Our next question comes from Tim, who asks, "My question was around North America, the major DMS providers. Are there any more on the cards for FY25, please? Yeah. Currently, we have a coverage roughly around the 50% mark. We are in deep discussions with some other big providers. And yeah, it's a question under what commercial agreement we are coming to terms, but I don't wanna put any pressure on the current ongoing negotiations, so it will be rather sooner than later, Tim. Thank you. I'll just take a brief pause to see if there are any additional questions from our attendees. Just as another reminder, if you would like to ask a question, please submit any questions through the Q&A box. We do have an email from Wei Sim, who asks, if you could talk to your confidence in completing the strengthening phase, and how that can set Infomedia up for, the scale phase, please. Yes. We are very confident. I mean, when we started, Chantell and me, we were discussing the support if we put out such a long and very ambitious strategy to the market, because normally, Infomedia is just, you know, informing the market once a year. But, we are ahead of our strategy also this year, FY24, in terms of margin points. We did another margin point, which is a great result, because we were talking about stable margins. We are now going in the second part of the strengthen phase. We still, you know, work to do, which is good, but also then preparing for the scale phase that starts in FY26. That's what we are committed to, and that's what we are also confident about. It's a great new team. It's much more collaboration, more, scalable products, more footprint globally, more integrated solution, more data. So yeah, I'm very, very, very happy. Actually, the team is celebrating a little bit, and, for the first time that I'm here, we had some applause in the boardroom when we presented our results. So we are very happy with where we are. Our next question comes from Patrick, who asks: "Are you able to discuss the net revenue retention expectations for the group for FY25 and the medium term, given consideration for the strategic R&D being undertaken and the ability to reprice customers on renewal? Yeah. I think Infomedia historically was always very high and we, you know, always targeting the 95% mark overall. Thank you. A follow-up from Tim Plumbe, who asks, "Bottom end guidance for suggestions on no growth on ARR, what conditions would you see this eventuate to? We have, as far as I know, 85% of our revenue outside the Australian dollar, and we see some volatility in the different currencies and markets, especially now with the change of inflation and the change of the interest hikes. I feel that we had that discussion last year when we put out our guidance. We obviously don't want to put something out in the market that we have to catch later, so we feel very confident with the current guidance and the midpoint. The lower end is obviously then with some unexpected, you know, influences happening in our revenue streams, and there's a higher end, which is then a very positive side, so that's why we give a corridor. If you are assuming somewhere the midpoint in the corridor, then you are under the current condition on the right track. Thank you. Our next question comes from Sinclair Currie, who asks: Can you please highlight the product development priorities for the upcoming year, in particular, which are the most linked to near-term revenue opportunities? Yeah. So we have a lot of backlog, signed contracts sitting in InfoDrive, which is great. We are entering a new segment, a new category, which is the light vehicles. If you envision the e-commerce growth and the demand of digital transporters who are delivering packages to end customers, it's a huge market and a strong growing market. We have successfully signed up now with Isuzu and with Hino. Both are now starting to develop together with us, these new and again, scalable solution groups. And we see that we can drive that opportunity much further than with the two brands and also much further into other regions. There's a lot of demand for it, because the commercial vehicle needs to be on the road and not waiting for a part or for a service. I think it's a great development for the light vehicles, and it's also further driving our profitable growth. But we first have to develop that, and we have to deliver on that, so don't overtake yourself. I think that will come into billing and revenue in the second half o 25, and then it kicks in strongly. InfoDrive is one of our key priorities, because when we took over the business, it was more consulting business and a consulting nature of the business. Currently, the team is working twofold. One is on delivering all the signed deals and the backlog, and on the other side, we are also rewriting the core code base of that product to make it more scalable. So they are all hands on deck. We were successfully doing the same thing with Connect a year ago, and now, the team, especially towards the new BizDevOps agile operating model, we are able to shift resources quickly, and, InfoDrive is one of the big focus areas in, FY25. The other area is more in the data and in the back end. We are, thinking about having one catalog for both, for Microcat and for SimplePart, which is a big undertaking, but we see already some very good results and some pilots. So I think the data landing for InfoDrive and Microcat, joint data landing, will show further efficiencies and synergies over time. But then, it is needed to rewrite part of the current data landing software into a more, integrated and compelling solution. We do have one question from Tim, that's just come in, who asks: How should we think about the CapEx and R&D investment in FY 2025 versus FY 2024, please? Yeah. Hi, Tim. So the FY25 CapEx, we're suggesting it will remain relatively the same, may increase slightly. We don't expect it to further decrease. We have started to invest, as Jens mentioned, in further product features and abilities, and that will surely drive the CapEx up slightly. That brings our Q&A session to a close. I'll hand back to Jens for closing remarks. So it's a great year, heavy lifting, but I'm very pleased that we have now a very enthusiastic, dynamic, and collaborative team. We have streamlined our ELT and, Chantell and me, we are very happy where we are. So let's go into the next year. Thank you. Thank you, Kiara. Thank you very much. That brings our call to a close. You may now disconnect.