I would like to advise all participants that this call is being recorded. I would now like to welcome Ian Mackie, Chair of Kyron Capital Group, to begin the presentation. Ian, over to you. Good morning, everyone, and thank you for joining Kyron Capital Group's FY 2026 results briefing. My name is Ian Mackie, and I am Chair of Kyron Capital Group. Joining me today are David McNamara, our Chief Executive Officer, and Symon Simmons, our Chief Financial Officer and Company Secretary. David will take you through the strategic and operational update, and Symon will cover the FY 2026 financial results and capital management position in more detail. FY 2026 remained a challenging year for the group, with financial performance reflecting the continued repositioning of the business and the impact of a smaller funds management platform. During the year, the board maintained a clear focus on strengthening the group's capital position, governance arrangements, and strategic direction. This included completion of the AUD 125 million recapitalization with Rockworth Capital Partners, the establishment of a separate independent managed fund trustee board, the grant of a new Australian Financial Services Licence, the appointment of David McNamara as Chief Executive Officer, and the transition to Kyron Capital Group. These actions have provided a more stable foundation from which management can improve profitability, pursue disciplined growth, and rebuild market confidence. Our priority now is to rebuild confidence through clear strategy, transparent communication, and disciplined execution. Today, we manage approximately AUD 1.8 billion of real estate assets on behalf of our capital partners across retail, office, healthcare, hotels and leisure, and a small non-core industrial exposure. While the platform is smaller following the planned realization program in certain managed funds and the unwinding of legacy mandates, it is now more focused and supported by strengthened governance arrangements. I will now hand over to David to take you through the business update and the opportunity ahead. Thank you, Ian, and good morning, everyone. It is a privilege to speak to you as Chief Executive Officer of Kyron Capital Group. I joined Kyron at a pivotal point in its repositioning. My role is to execute the board's strategy with discipline, improve profitability, and position the business for sustainable growth alongside aligned capital partners. Kyron is now a more stable and focused real estate investment and funds management group operating across four key sectors: retail, office, healthcare, and hotels and leisure. Turning to slide four, t his slide summarizes the execution pathway for Kyron's strategic reset and the major milestones completed through FY 2026 and into the start of FY 2027. The reset began with the stabilization phase, including the expansion of the Rockworth strategic alliance, the announcement of the reset plan, the unwinding of the Challenger Life mandate, and the commencement of governance enhancements. The repair phase then delivered security holder approval of the Rockworth recapitalization, cancellation of the Challenger securities, material debt reduction from asset realizations, completion of the FY 2025 financial statements, and the 2025 AGM. April to June 2026 focused on platform readiness with the completion of the AUD 125 million Rockworth balance sheet recapitalization, reinstatement to ASX quotation, a new CEO being appointed, a new AFSL issued by ASIC, and the independent funds management trustee board being established. The rebrand to Kyron in July and August marked the transition from stabilization and repair to platform readiness, re-engagement, and a clear direction forward. The major elements of the strategic reset have now been implemented. The business enters FY 2027 with a more stable capital structure, strengthened governance, and a clearer strategic direction, while further work remains to improve profitability and position the platform for disciplined growth. Turning to slide six, Kyron is an integrated real estate investment and funds management group operating across four core sectors: retail, office, healthcare, and hotels and leisure. Our strategy is to operate a capital-light, scalable funds management platform and grow funds under management through targeted opportunities alongside aligned capital partners. We source high-quality real estate assets and deliver strong investment returns through active management for both Kyron Funds Management capital partners and Kyron security holders. We originate, acquire, lease, and reposition quality assets, combining local market knowledge with active management to grow income and value for our capital partners and investors. Slide seven sets out what Kyron can deliver as a renewed platform and why the reset matters for future growth. Firstly, Kyron has Australian execution capability with experienced sector teams across origination, underwriting, leasing, and active asset management. Secondly, the platform has been strengthened by institutional investment discipline, including clearer accountability, independent challenge, and a simplified governance structure. Thirdly, Kyron is building a connected capital platform, combining Australian real estate capability with the support of long-term shareholders and growing Pan-Asian capital relationships. The growth focus is both targeted and capital-led. We are focused on opportunities where Kyron has a clear operating edge, aligned investment partners, and the ability to create value through disciplined execution. The key message is that the major reset actions have strengthened the platform, improved governance, and provided a clearer focus for disciplined, sustainable growth over time. At 30th of June 2026, Kyron had approximately AUD 1.8 billion of assets under management across a diversified portfolio of core sectors, including retail, office, healthcare, hotels, and leisure. We have deep sector change, active asset management capability, and an institutional governance model that supports clear separation between the group's interests as manager, and the interests of managed fund investors. In retail, the focus remains on resilient, everyday needs assets where active management can drive income, occupancy, and long-term value. In office, we are focused on selective high-quality opportunities and value creation through leasing, repositioning, and disciplined capital management. In healthcare, the portfolio remains supported by defensive sector characteristics and important out-of-hospital healthcare infrastructure. In hotels and leisure, the focus is on improving operating performance, optimizing asset value, and supporting the ongoing realization strategy within the Hotel Accommodation Fund. We acknowledge that the performance in a number of our funds has been below expectation. I commit to you that the management team and I will continue to focus on driving fund performance and investor returns. Slide seven talks to our governance. Our growth ambition is capital-led. We are re-engaging with domestic investors and global partners while expanding our Pan-Asian capital partnerships alongside Rockworth. The opportunity ahead is to use Kyron's sector expertise, active management capability, and strengthened governance platform to originate disciplined investment opportunities and grow assets under management over time. Our priority is not growth for growth's sake. It is measured, disciplined growth that improves platform profitability, strengthens recurring income, and creates long-term value for security holders and capital partners. The opportunity is supported by the expanded Rockworth alliance and the group's developing Pan-Asian capital relationships. The timing and conversion of potential opportunities will depend on capital alignment, asset selection, and disciplined execution. Turning to slide 15. During 2026, the group continued to execute an orderly asset realization program across managed funds and mandates. The divestment of the Attic mandate assets, Bankstown Central, Paradise Centre, and Novotel Surfers Paradise, represented approximately AUD 675 million of transactions. Together with further realizations across the office, retail, and hotel portfolios, total asset realizations through FY 2026 were approximately AUD 1.115 billion. The realization program simplified the platform and supported capital management across the relevant funds. Where the group held balance sheet exposure, realizations also released capital and supported debt reduction. As a result, Kyron's assets under management reduced from AUD 5.5 billion at 30th of June 2025 to approximately AUD 1.8 billion at 30th of June 2026. This reflected the orderly unwinding of the Challenger mandate, the sale and transition of the management of the Elanor Commercial Property Fund, the divestment of the Attic mandate assets, and other planned managed fund realizations. The change was driven by the deliberate unwinding of legacy mandates, elimination of management rights, and planned managed fund realizations, rather than a loss of strategic direction. Importantly, the remaining platform is smaller but more focused and better aligned to core sectors where Kyron has demonstrated capabilities. I will now hand over to Symon to take you through the FY 2026 financial results and capital management position. Thank you, David. I will now take you through the FY 2026 results, the balance sheet, and the group's capital management position, starting on slide 21 of the presentation pack. As David touched on earlier, FY 2026 was a transition year focused on stabilizing the business through the balance sheet recapitalization and the execution of planned managed fund asset realizations. As such, the group's financial results for FY 2026 should be understood in that context. The recapitalization was fundamental to stabilizing the group. This has simplified the funding structure and provides greater financial flexibility as we continue to execute the group's capital management strategy. Funds management income for the year was AUD 27.1 million, including AUD 1 million of transaction-related earnings. Recurring funds management income, excluding transaction fees, was AUD 26.1 million. The reduction in funds management earnings from FY 2025 reflects the reduced AUM from mandate unwinding, asset realizations, and the termination of ECF management rights in February this year. We have worked hard to reduce the group's corporate costs by 33%, from AUD 37.1 million in FY 2025 to AUD 25 million, reflecting cost management initiatives implemented during the year. While meaningful progress has been made, further work is ongoing to improve operating leverage and return the recurring funds management business to sustainable profitability. Core earnings for FY 2026 was a loss of AUD 30.3 million. This result was significantly impacted by one-off strategic reset costs, provisions and impairments related to managed fund loans and receivables, and legacy financing costs associated with the group's bridging finance structure prior to the Rockworth recapitalization. As a result, and consistent with our capital management strategy, the group did not make a security holder distribution for FY 2026. Driving profitability in our funds management platform is our priority. It will require continued cost discipline and stabilization of our recurring funds management income as the asset realization program progresses and the platform pursues targeted growth while benefiting from a stronger balance sheet with a materially lower cost of capital. Turning to slide 24 of the deck. The group's capital management initiatives are a critical element of our broader business stabilization and growth strategy. During the second half of FY 2026, working capital was impacted by material one-off costs relating to the recapitalization and costs associated with the establishment of the group's enhanced governance arrangements and leadership transition. Critically, during FY 2026, approximately AUD 39 million of balance sheet capital was released from planned managed fund asset realizations. This included capital released from co-investments, the repayment of historical fees, and other realized amounts, and was used to repay debt and other liabilities and support working capital. In May this year, the group made a voluntary AUD 4 million repayment of the loan notes. That amount remains available for redraw under the facility, preserving financial flexibility to support the group's capital management and appropriately assessed growth initiatives. Looking ahead, our capital management strategy is focused on strengthening the balance sheet, growing assets under management, and improving profitability. We expect to release further capital through planned managed fund asset realizations, recovery of historical management fees, improved distributions from co-investments through active asset management, and retaining access to the loan note redraw capacity. Alongside this, targeted growth in assets under management should support future revenue while the normalization of business operations and further sustainable cost reductions are expected to improve profitability. Turning to the balance sheet on slide 27. At 30 June 2026, NTA per security was AUD 0.26, including the AUD 55 million in perpetual notes. NTA per security to ordinary equity was AUD -0.17 after deducting the perpetual notes, which rank ahead of ordinary stapled security holders with respect to distributions and capital returns. This is why the perpetual notes are deducted in calculating NTAs for ordinary equity. Gearing reduced to 54.2% at 30 June 2026, compared to 72.4% at 30 June 2025, reflecting the balance sheet recapitalization, asset realizations, and debt repayment activity through the year. While gearing remains elevated, the group's capital structure now provides a clearer pathway for reduction over time through further planned asset realizations, recovery of receivables, and disciplined capital management. The group continues to focus on the recovery of all managed fund receivables, including from the Hotel Accommodation Fund, or EHAF. Expected recovery pathway is through planned asset realizations and the improving performance across the core hotel portfolio, noting that the timing and amount recovered will depend on asset sale outcomes and fund performance. As a 32.5% investor in EHAF, the group is aligned with fund investors in continuing to drive improved performance of the hotel portfolio, growing the fund's distribution to investors, and growing the capital value of our investment in the fund to further strengthen the group's balance sheet. In time, we expect to realize our investment alongside the other investors in the fund. Other managed fund receivables are expected to be recovered through the ordinary course of business or asset realization activity. Supporting execution of the group's capital management and growth initiatives, and with the acquisition of the Firmus business no longer proceeding, the loan note facility covenants have also been amended with the first effective date for financial covenants set to 30 June 2027, with the gearing covenant set at 70% and the ICR set at 1.1x. This variation reflects the strength of the alignment between the capital structure of the group and our strategic growth objectives as we reset and focus on growing the platform. Looking forward, the group's financial priorities are clear: f urther strengthen the balance sheet through continued disciplined capital management, r elease further balance sheet capital and manage fund receivables to reduce debt and capital notes, and r estore platform profitability through stabilized recurring income and continued cost discipline. Together, these financial priorities provide a solid foundation to support the strategy that David has outlined. I will now hand back to David. Thank you, Symon. Kyron enters FY 2027 with a stronger platform, a clearer strategy, and a more disciplined operating model. Slide 30 talks to our environmental, social, and governance credentials. Responsible investment remains embedded in how we operate. During FY 2026, the ESG management committee continued to support implementation of environmental, social, and governance initiatives across the business with oversight from the board's sustainability committee. We also completed an independently assured controls report under guidance statement GS007 for our investment management services. Our focus is now on sharpening the ESG strategy around the sectors and communities where Kyron can have a meaningful and measurable impact while integrating climate-related risks and opportunities into investment and asset management decisions. I will now turn to slide 34. Kyron enters FY 2027 with a more stable capital structure, strengthened governance, and a clearer strategic direction. The foundations have been strengthened, but the work is not finished. We recognize that confidence is earned over time. Our priorities are to improve profitability, maintain disciplined capital management, and pursue targeted growth alongside aligned capital partners. We will remain selective in how we grow, transparent in how we communicate, and disciplined in how we allocate capital. On behalf of Ian, Symon, and the broader Kyron team, thank you for joining today's briefing and for your continued engagement with the group. We will now open up the line for questions. Thank you, David. As mentioned, we will now begin the Q&A session. For those listening by phone and would like to ask a question, please press star, followed by one on your telephone keypad to raise your hand and join the queue. To withdraw your question, simply press star one again. When called upon, please use your handset, ensure your line is unmuted, and be ready to ask your question. Today, we kindly ask that you limit your questions to one and one follow-up per person. Again, that is star one to raise your hand and join the queue, and we will pause briefly for any questions. A final call-out, if you would like to join the queue, to please press star one now, and we will pause for any questions. There are no questions on the line. I would like to turn the call back over to David for closing remarks. Thank you, operator. Thank you to our investors who have joined today's call. We genuinely appreciate the opportunity to present our strategy and our results to you for FY 2026. I would say if anyone does have any questions, please feel free to reach out to either myself or Symon Simmons, and we'd be happy to take that call, take that question, or indeed meet you for a follow-up meeting. With that, we will end the meeting. Thank you, operator. This concludes today's conference call. Thank you all for joining us. You may now disconnect.