Thank you, McGregor. Good morning, and thank you for joining us to discuss the Q4 fiscal year 2026 results. I am pleased to be here with McGregor Grant, our CFO. We will be referring to the 4C Quarterly Activity Report and presentation we lodged this morning with the ASX. After our remarks, we will be answering questions. You can lodge questions throughout the presentation using the Investor Hub Q&A function. I will begin on slide three with an overview of the agenda for today's call. I am going to start with a business overview, including key highlights, and take you through an update on each of the three business segments. I will hand over to McGregor to present the financials. I will then finish with some closing remarks and cover our outlook for this quarter before opening up for Q&A. If we turn to slide five, I know many of you will have only had a chance to briefly read the 4C Activities Report. You will notice we made a step change here from previous reports in that I very purposefully added CEO commentary both within the report and in the concluding notes. I understand the market is keen to get my takes on the business, and you will see and hear those themes in the report, in this webinar, and in the Q&A and meetings with you that follow. Number one, a strong foundation. We start from a genuine strong foundation, FDA-cleared, TGA-cleared, CE marked digital health platform, now paired with a new executive leadership team focused on turning that technology into disciplined commercial execution. We are playing in three segments that are all moving in our direction. Cancer Survivorship's shift toward longer-term patient care, the growing clinical and economic burden of heart failure readmissions, and the GLP-1-driven need to actually measure, not just assume, muscle mass and body composition. Lastly, we are leveraging this investment across multiple indications. What makes this a durable platform itself, 642 devices in leading U.S. healthcare systems, 27 IDN partnerships representing over 1,400 hospital opportunities, and an infrastructure we can leverage across BCRL, Heart Health, and Body Composition without rebuilding from scratch for each one. Now as we move to slide six and the financials, McGregor will go through the financials in detail later in the presentation. Clearly there were some positives as well as some areas we would like to do better. The sales metrics are encouraging, but definitely below where we would like to see them. Quarter-on-quarter revenue increased, as did customer receipts. During the quarter, we completed the capital raise, raising AUD 15.3 million, of which AUD 5 million was used to partially repay the loan. Regarding sales, overall unit sales of 40 units was up on the prior quarter, with 36 units sold in the U.S. compared with 30 in the prior quarter. Again, this is not something we as a team were or are satisfied with. One thing worth calling out, and not including the 17-unit rest of world order we received a few short weeks ago, we are already tracking ahead in BCRL and Cancer Survivorship unit sales this month compared to where we were at the same time last quarter. It is an encouraging early signal. I want to be clear, though, the commercial team needs to show they can execute on the pipeline across all three months of a quarter, not just get off to a decent start. It's a good sign, and I wanted to share it. On the reimbursement side, we're very encouraged by the continued increase in reimbursement with National coverage now at 95%, representing 331 million covered lives, up from 94.3% reported in Q3. This level of coverage supports new customer acquisition and re-engagement with existing accounts, giving our clinical and customer success teams a concrete reason to help our customers increase utilization. Turning to slide seven to discuss BCRL and Cancer Survivorship. I have spent a significant amount of time with customers and leading key opinion leaders, which has reinforced for me that Cancer Survivorship is receiving more attention than ever before. Recently, we recruited several highly respected and passionate KOLs who are now working alongside ImpediMed, strengthening our clinical and commercial momentum. It's really important to understand the sales cycle remains complex, involving multiple stakeholders. Breast surgeons, among others, champion the clinical case. Oncology operations and finance leaders own strategic priorities and budgets. Nurse navigators play a critical role in driving program adoption and day-to-day utilization. I am highly confident in our Lymphedema + strategy, which is resonating strongly with both existing and prospective customers as well as our internal team. Interest in body composition data, in addition to prospective surveillance for lymphedema, continues to grow as providers increasingly focus on the overall wellness and long-term outcomes of cancer survivors. This demand is being driven by patient needs, with up to 60% of cancer survivors reporting a fear of cancer recurrence. SOZO is uniquely positioned to support survivorship programs by providing objective assessments for lymphedema screening, serving as a clinical anchor within emerging exercise oncology and survivorship programs, and supporting broader patient wellness initiatives. We see a substantial opportunity to accelerate our land and expand strategy. Our platform enables us to establish deeper partnerships with integrated delivery networks, oncology groups, and health systems. We can tailor programs and pricing to our customers' patient flow and operational requirements, creating greater value and stronger long-term relationships. As customers continue building comprehensive survivorship programs, SOZO can become a core component and trusted platform within those pathways. This represents a significant growth opportunity for ImpediMed and is a key reason why our new customer success leadership role includes a strong focus on strategic accounts. Importantly, this is a commercial growth playbook I know how to execute and one I believe positions the company well for future expansion. I want to turn to slide eight that helps illustrate the patient cancer journey and why we have so much opportunity for growth. I mentioned a moment ago how many different stakeholders are involved in a complex sale like this, I want to actually show you what that looks like. This is the kind of map I want our commercial team working from on every strategic account. Real clarity on who the champions are, who influences the decision, who is key for a very successful implementation, and who controls the budget. It's exactly why we built our customer success and strategic accounts function the way we did. Winning here isn't about one relationship, it's about coordinated engagement across clinical, operational, financial, and executive stakeholders all at once. This is what allows us to work within a customer's own framework towards programmatic solutions, positioning SOZO as a critical service line in the cancer patients' journey. Now on to slide nine to discuss the progress we're making in Heart Health. We continue to build the commercial infrastructure required to scale the Heart Health segment. We've established a dedicated clinical sales territory structure and completed state-by-state reimbursement mapping for HF-Dex. We have also engaged directly with cardiologists to refine HF-Dex positioning within clinical workflows. SOZO Pro remains the only FDA-cleared bioimpedance spectroscopy device for patients with cardiac implantable devices, and the Medicare National Coverage Determination currently supports access for approximately 75% of Medicare heart failure patients. We believe the indication is important for us to continue as a key catalyst that convert early health system interest into scalable commercial pipeline. The U.S. outpatient heart failure monitoring market represents an estimated $600 million opportunity. This market need is driven by the urgent focus by hospitals on reducing readmissions and improving fluid monitoring. There are approximately 6.7 million heart failure patients in the U.S., with about 1 million new diagnoses annually. Our focus today is on building the foundation for scalable growth, including infrastructure, reimbursement pathways, and clinical engagement. Feedback from clinicians and major heart failure conferences continues to reinforce strong enthusiasm for the technology. Our long-term vision is for HF-Dex to become the objective clinical standard for heart failure management, similar to where SOZO's leadership position is in oncology. Let's turn to slide 10 to discuss Body Comp and Weight Management. We're seeing strong momentum in the Weight Management segment with a growing pipeline of convertible opportunities across primary care, sports medicine and research aesthetics, and med spa, and dedicated weight loss clinics. The rapid growth of GLP-1 therapies is expanding demand for body composition monitoring, as clinicians recognize that weight alone is not an adequate measure of treatment success. SOZO provides the clinical-grade body composition data needed to assess outcomes such as muscle preservation, fat loss, and overall patient health. Providers increasingly want more than a one-time scan. They are looking for data-driven platforms that improve patient engagement, inform treatment decisions, and supports long-term retention and ongoing care. SOZO is meeting this need through precise longitudinal data that helps providers track progress and optimize patient outcomes over time. We are seeing tangible commercial wins across our priority segments, particularly in GLP-1 and medically managed weight loss programs. Our strategy remains focused on disciplined execution rather than hype, ensuring sustainable growth as the market develops. To accelerate adoption, we have introduced greater pricing flexibility, including third-party financing options, reducing upfront capital barriers for this customer base. During the quarter, we established a partnership with a globally recognized physician who has successfully integrated traditional internal medicine with cash pay aesthetics. This partnership further validates the value of SOZO as a tool for delivering personalized, evidence-based patient care. While still early in the market opportunity, we're encouraged by the trends we are seeing and remain focused on delivering results as momentum builds over the coming quarters. We can now go to slide 12, and McGregor will go through the financials. Thanks, Erik. From the cash flow summary, you can see the total operating cash outflow for the quarter came in at AUD 4.9 million, which was in line with our expectations. Factors impacting the quarter's operating cash flow included higher cash receipts, which were a record AUD 4.3 million and included two large receipts from customers that paid the full contract value upfront. Product-related costs were up AUD 600,000 compared with quarter three, and this was mostly driven by inventory purchases. Staff costs are the largest component of the business and were AUD 4.9 million for the quarter, up AUD 400,000 versus quarter three. This increase mostly relates to one-off costs associated with the organizational changes that we have made. The actions to reduce the annualized operating cost base by AUD 5 million have been made with the reduction in operating costs effective from 1 July 2026. As we've highlighted on numerous occasions, financial discipline continues to be a core goal of the business. We will maintain an ongoing program of cost control as part of our target to reach cash flow breakeven. The company's cash balance at 30 June was AUD 15.3 million, equating to 3.1 quarters of operating cash flow. During the quarter, the company raised AUD 15.3 million for an institutional placement and an oversubscribed share purchase plan. AUD 5 million of the proceeds from the capital raise were applied towards the partial loan repayment of the company's loan facility, which has been reduced by AUD 3.5 million to AUD 11.5 million. Moving over to the next slide on TCV and ARR. TCV for the quarter was AUD 5.4 million. In constant currency, quarter four TCV was up 2% versus quarter three. As a reminder, TCV includes the revenue associated with new device sales, as well as the revenue associated with renewals. On average, there was a 6.7% price increase for renewed contracts during the quarter. As previously mentioned, we sold 40 SOZO units in the quarter, of which 36 were in the U.S. Pleasingly, in the first week of July, our Australian distributor placed an order for 17 units, getting this quarter off to a good start. Regarding annual recurring revenue, contracts in place as at 30 June 2026 are expected to generate annual recurring revenue of AUD 14.4 million for the 12 months to 30 June 2027. On a constant currency basis compared with quarter three of FY 2026, Q4 ARR would've been AUD 4.6 million, representing a 4% increase. And compared with Q4 FY 2025, ARR would've been AUD 15.8 million, equating to a 13% year-on-year increase. Turning to the next slide. As Erik has already discussed the unit sales, and as you can see, the installed base is now over 1,230 units, with 642 units installed in the United States. Patient testing continues to trend upward, up 6% on the prior quarter, with a three-year compound growth rate of 16%. I'll now pass back to Erik. Thank you, McGregor. Let's go over to slide 15. Before I review the Q1 outlook, I'd like to offer some additional thoughts. After just over four months in the role and spending that time deeply engaged with our team, customers, partners, and our strategy, my confidence in the business has only increased. Today, I'm even more excited about the company's potential than I was when I first stepped into the role. One of the key themes I've always focused on throughout my career is people, performance, and culture. As I stated in the 4C, these are not buzzwords to me. Since joining the company, I've been relentlessly focused on understanding and strengthening our talent base, building a scoreboard-driven performance culture, and ensuring goals are tightly aligned with individual roles and responsibilities. As part of that focus, we've strengthened our leadership team with two key executive appointments, both reporting directly to me. They are already making an impact. Our Head of Commercial Operations is responsible for building the infrastructure required to support scalable commercial growth and is hyper-focused on forecasting and commercial analytics, territory design and market segmentation, CRM integrity and data quality, sales quota architecture, and scalable operating processes. All of this provides the visibility and discipline needed for stronger decision-making and execution. Our Senior Director, Customer Success & Strategic Accounts, leads the customer success and clinical organization. This role is focused on driving customer utilization and outcomes, expanding relationships with strategic IDN customers, and partnering with the sales teams to grow footprint and patient reach. I'm convinced that tight alignment between commercial, clinical, and customer success teams will drive stronger customer outcomes, deeper partnerships, and improved growth opportunities. As part of building a performance-oriented culture, we've recently made changes across several frontline sales roles, as well as select positions in other functions. These changes create opportunities to bring in exceptional talent that is fully aligned with our focus on execution and winning. We've also made solid progress on headcount optimization and cost management while maintaining alignment around our highest priority growth initiatives. Aligning the organization around common goals has clarified where we should invest to generate the strongest returns. While I'm encouraged by our progress, I know there's still significant work ahead. My priorities remain clear: the right talent, disciplined processes and execution, and relentless focus on results. My responsibility is to set the strategic direction and build a championship caliber team capable of delivering on that vision. Executed with urgency, I see the clear pathway to cash flow breakeven. I also see growing opportunities for strategic partnerships across all three business segments as healthcare continues to consolidate. I remain confident in the path we're on. I'm excited about the opportunities ahead. For the next quarter, we remain focused on building out and growing each of the market segments, maintaining cost discipline, and leveraging our talented team. Thank you to our investors for your continued support and to our employees around the world for your commitment to achieving our shared goals. We'll now open the webinar for questions. Thanks, Erik. Just as a reminder, to ask a question, use the Q&A function on the top of the webinar page. We'll endeavor to get through as many questions as possible. If we don't get to answer your question, we will follow up with you offline. We've received a few questions from Andrew Hewitt. I'll just touch on those. Those are mostly for you, Erik, I'd say. First question is, "AUD 5 million cost saving is a good start. Can we expect more cost savings in the future?" Yeah, Andrew, I think we're looking at that closely. I think right now it's really minor. The majority of the cost where we're focused on not trying to cut too much from or cut from, frankly, is on the commercial side. We're taking a real disciplined approach in the other two segments, Body Comp and Heart Health. We don't want to overspend there. We want to learn as much as we can and be disciplined there while we know we have tremendous technology. Then as I think about how do we maximize all of our customer-facing roles, when we think about sales and the clinical teams and how we can divide and conquer as teams and partner together. Some of the things we've even tweaked is the sales commission plan, driven far more by results versus activity. I want to be cautious on the cost profile, knowing that it was a tremendous effort by McGregor and team, with a lot of things that have moved from the U.S. to Australia, some things to the Philippines, to get where we are today. We're always going to be looking at ways to drive more leverage. For right now, I really want to get that top line cranking, and I'm not asking us to go back on that and spend more to do that. We're just trying to maximize everything we have now. Hope that helps, Andrew. The next question is in relation to our pipeline, which Andrew suggests that there seems to be little progress in converting them to sales. What's the hold-up? Initially, we were told the conversion was six months. We should be starting to see a growth by now. It's a good question. A lot of things, going back to the Head of Commercial Operations, we've been able to get so much better visibility into the pipeline, and it's a cleanup. It's the hygiene of the pipeline and where these deals are at in the process and what else we're doing to drive that, going back to that stakeholder map. Certainly, you can go back and look at historicals on how long some deals take to close. We've had some come in this year that were originated a year ago, and then some go faster than others. Agree the pipeline's there, and we're constantly looking at ways to accelerate. That's part of the reason why I showed that stakeholder map, not as a reason or an excuse why these things take longer, but if we're not leveraging all those players, and we're not getting ahead of things. Even with our implementation team, Andrew, thinking ahead, partnering with the customer on what to expect and get IT involved earlier and often versus them being a gating factor that can add one month to a deal because there's a bunch of other things on IT's plate from a cybersecurity standpoint. It's just us continuing to get better, sharper, more disciplined, and I'm pleased with just so much better visibility of the pipeline now and even just rigorous discipline, like forecast calls and where are the teams at with the forecast. I was just on one this morning at 6:00 A.M. Australia time with our sales team. Thanks, Erik. The last question is in relation to churn. What is the current churn rate? Churn has continued to go down quarter -on -quarter, and how I look at churn, and I get a detailed list, and I want to know everything that's happening and what's the reason. There's no major red flags of some of the churn we've had. A lot of times it's a facility closes, a breast surgeon that was a private clinic retires. We've also seen other things. We saw one where a system is going to churn because a surgeon is moving and part of the surgeons at her new office, where we don't have SOZO, has mandated it was part of her negotiation with the new site that SOZO is installed. The other thing I would say that's exciting to me, going back to the customer success team and our clinical team working together with sales, we had a deal that's come in this month where it was a churned unit that had been collecting dust for over a year that is now turned back on. That's the team going back to these customers, telling the reimbursement story, telling the broader picture story, talking about Lymphedema +. We see some encouraging trends there. I'll say, as I think about churn, the new leader has implemented goals with his team to how do we stop the churn? How do we look at everything that could possibly churn? It's encouraging to see the goals and even the commissions plans and comp plans for our clinical team, where they're able to flag an account or a customer that maybe has slowed their utilization down at a significant rate versus this time last year or even this time last quarter, and really dig into what's potentially going on here. Maybe that's some staff turnover, some changes, new doctors, and what do we do to get them back going? It's on our mind, but there's no major issues than out of the past with churn. Thanks, Erik. We've just received another question from Paul Buckle regarding the difference between revenue and receipts from customers. The revenue recognition does not match the cash flow that we receive. As we mentioned in the announcement, we did receive payments from two customers where they paid the full contract value upfront. The cash receipts number will be considerably higher than the revenue, but the revenue on the contracts that we received the cash upfront will be recognized over the life of the contract for those customers. That's why you get that disconnect between the revenue and the cash receipts. That's it for the questions that I am seeing online. Oh, here we go. Here's another question. Please talk about what's happening with hospital systems, cost pressures, and how IPD is focused to push through sales. Yeah, great question. I think any medical device company, anything is dealing with hospitals having their value analysis committees and just how many more things have to go through a process to get signed off on. We see it every day. Again, going back to that stakeholder map, sometimes we think of finance, we think of budget, we think of the supply chain team as a barrier. If we get with them early and coordinate with the clinical champions, we almost become it's alongside with them because we're showing the ROI. I've watched the team, some really great moments of brilliance where we leverage one of our current KOLs, and they're willing to talk about how they're billing, how they're doing, how much revenue they're doing, and how the process flows for their patients. I think there's no major step change or changes in the U.S. hospital landscape as far as budgets. We all know they operate on razor-thin margins, and your product better have a good clinical story to tell as well as a good financial story to tell. We can keep fine-tuning on our sales process and our sales training with our team, but we feel good about that. We've had a follow-up question in relation to cost reduction, which is specifically what level of cost reduction can we expect next quarter? I'll answer that one. We've indicated that the annualized cost savings of AUD 5 million per year have been implemented, and we expect to see that flow in fairly evenly quarter-on-quarter over the next 12 months. Around about AUD 1 million-AUD 1.5 million worth of savings per quarter for the remainder of the year. In total, it'll be an AUD 5 million year-on-year cost saving. Next question: how do you align your enthusiasm with the share price performance? I would say it's more motivating for me. I understand the history here. I understand the long-suffering and the incredibly, I think we've got incredibly patient shareholders that I know there's a healthy level of impatience there, too. I think for me, again, I go back to when I first started talking to you all, and you asked me why I took this, why I came here. Those reasons remain. I'm excited about it. I know we can build a hell of a story. It starts with talent and discipline and getting the foundation right. I see it as motivation. That's where my enthusiasm comes from. A follow-up question in relation to the 17 units rest of world sales that we made in July. The question is: what is the value of those sales? The selling or the commercial model outside of the U.S. is generally a capital sale with generally a three-year contract for licenses, which is quite different to the U.S. model. We sell through a distributor in Australia, so the in-market price for the SOZO is say north of AUD 10,000. We're selling at a distributor price to the distributor. Okay. That seems to be it for the questions for now. I'll hand back to you. Nope, sorry. One more question here. All right. Okay. Australian market seems quite strong. Why do you think the U.S. lags in comparison? I would say that, as I was just explaining, we have an installed base in the rest of world of around about just under 600 units, compared with 640 units in the U.S. The majority of the 642 units are in Australia and New Zealand. This is where the company first started selling the product. As I mentioned, it's a capital sale, compared with the U.S. where it's essentially a SaaS model where we're selling on three-year contracts on a monthly license fee. The U.S. market is commercially the most attractive market for us, and it's the one that we're pursuing the most. I think if you're asking about adoption, I think it's obviously two separate worlds in terms of, I don't have to tell you, in terms of the healthcare model in Australia versus in the U.S. from a private insurers and what's going on there. I would give tremendous credit to, in the U.S., you have so many different thought leaders and almost different siloed approaches, whether it's community oncology institutions, academic centers, cancer centers, breast centers, and there's so much of a mix there. That adoption, when we think of these programs and survivorship programs, no two are exactly the same. Whereas you have someone in Australia here, Louise Koelmeyer, who I'll see later this week, has left such an indelible footprint here and on patients. I would say this, the people getting lymphedema in Australia, breast cancer-related lymphedema especially, is massively less than in the U.S. because Australia has implemented this given the way things are set up. I think we see that as an opportunity. We want the U.S. to get to that point where the SOZO becomes an anchor in that Cancer Survivorship line. I'd add one more point in relation to the U.S. market. We're in the relatively early days of penetrating that market, and we see the opportunity for it to be substantially larger than the Australian market. That is what we're pursuing and where most of our resources are focused. I think that's it for the questions we have right now. Back to you, Erik, for closing comments. Thank you. Look forward to seeing and talking to many of you, thank you for your questions and continued support. As I hope you've seen, I'm very optimistic about the outlook for ImpediMed and look forward to providing an update next quarter. Thank you.