I would now like to hand the conference call over to Mr. Brett Morgan, Chief Executive Officer. Please go ahead. Thanks, Jamie, and good morning, everyone, and thanks for joining us for our full year 2026 results briefing. I am Brett Morgan, MyState's Managing Director and CEO, and with me is Gary Dickson, our CFO. Today, we launched our FY 2026 financial results with the ASX, and these are also available on our website. I will begin with an overview of the annual results and the key execution highlights before Gary takes you through the financials in more detail. I will then return to summarize our priorities before we open the call for questions. Moving to slide 4. FY 2026 was an important year for MyState. It was our first full year operating as a merged group, and I am pleased to report that the merger thesis is translating into results. We delivered strong earnings growth, improved operating leverage, meaningful synergy realization, and a more diversified earnings profile while maintaining a strong capital position and increasing dividends. Underlying NPAT increased 41% to AUD 58.3 million. Underlying earnings per share increased approximately 12%, and we delivered AUD 11.8 million of run rate synergies and remain on track to achieve our FY 2028 synergy target. Our high return businesses, Selfco and TPT Wealth, are making an increasingly important contribution to group earnings and demonstrate the benefit of a more diversified portfolio. We have made excellent progress with the integration of our two retail banks this year, and importantly, execution risk continues to reduce. During the year, we transitioned to a single banking license, made all major strategic integration decisions, and have clear line of sight to the next phase of value creation through further integration milestones. MyState remains well capitalized, giving us flexibility to invest and grow into the future. With this context in mind, the board declared a fully frank final dividend of AUD 12.50 Per share. This has resulted in a full year dividend of AUD 24.50 per share, AUD 3 per share higher than FY 2025. Slide 5 provides a snapshot of some of our key metrics. Pleasingly, retail banking momentum increased in the second half, and our total loan book and customer deposits increased by 7% and 4% respectively for the full year. A good result in what is a highly competitive market. The investment in our high return businesses has delivered an improved earnings mix, with Selfco and TPT contributing over 11% of the group's underlying NPAT. Turning to slide 6. These results reflect the team's strong execution capability. We delivered growth across our key business lines, continued to diversify and improve our earnings mix, and further strengthen the strategic position of the group. Following the move to a single banking license, momentum significantly improved, with our home loan portfolio increasing by nearly 6% to AUD 13.6 billion. Our deposit book grew by 4% on the prior year to AUD 10.6 billion. Customer deposits made up 70% of our total funding. Selfco, our higher margin equipment finance business, continued to grow strongly with the loan book up 134%. The business contributed AUD 3.9 million of the group's underlying NPAT. Our TPT Wealth business also continued to build on recent positive momentum. Trustee services funds under administration increased nearly 18% to AUD 560 million, reflecting the success of our investment in a new trust business line. Overall, TPT's operating income increased nearly 11% to AUD 16.4 million, driven by improved trustee services business performance. Turning to slide seven, as previously mentioned, integration continues to progress well. Since the merger, the team have completed 158 integration initiatives, which has delivered AUD 11.8 million in run rate synergies. A major milestone was achieved in December 2025 when the group transitioned to a single banking license, delivering immediate capital, revenue, and efficiency benefits. All key integration decisions have now been made. Remaining integration initiatives are tracking to plan, including a single loan origination system, a single core banking platform, a single retail banking brand, and operating model optimization. We remain on track to deliver our target run rate synergies of AUD 20 million-AUD 25 million by the end of FY 2028. I'll now hand over to Gary, who will take us through the financial results in more detail. Thanks, Brett, and good morning, everyone. Slide nine contains a summary of this year's financial performance. For comparison purposes, FY 2025 includes a contribution from Auswide and Selfco for approximately four and a half months following the merger in February 2025. Our key financial metrics, including operating income, core earnings, and underlying NPAT, were all well above last year's result, driven by the addition of Auswide and Selfco for a full year, growth in the home loan and equipment finance portfolios, an uplift in net interest margin of three basis points, and realized synergies of AUD 10.7 million. On a pro forma basis, underlying NPAT was up 22% on the prior year. The increase in total operating expenses reflects the addition of Auswide and Selfco for a full year. Costs continue to be well managed, with operating expenses up only 0.8% on FY 2025 on a pro forma basis, with merger-related synergies largely offsetting inflation-based cost growth, our investment in higher returning businesses, and broader capability across the group. The group's cost-to-income ratio improved by 156 basis points. Underlying return on equity improved 80 basis points to 9.7%. Turning to slide 10, underlying NPAT of AUD 58.3 million was up 41% on the prior period, driven by higher net interest and other banking income, partly offset by increased operating expenditure due to the larger merged group cost base. Underlying NPAT excludes merger-related integration costs and fair value adjustments totaling AUD 2.1 million, which are all included in the statutory NPAT result of AUD 56.2 million. Net interest income increased 37% due to a larger average balance sheet, while other banking income rose 58% on higher lending, transaction and commission fees, and a gain on sale of investments recognized in the first half. Wealth management income rose 11% due to higher trustee services income and loan establishment fees associated with the commercial lending portfolio. Selfco, our equipment finance business, continues to scale and contributed almost 7% of the group's underlying NPAT for the year. Slide 11 provides a more granular breakdown of drivers of the change in net interest margin. NIM improved by three basis points over the year to 1.5% and improved eight basis points in the second half relative to the first half. The uplift in the second half reflects the growing contribution from Selfco, a supportive cash rate profile, and the liquidity and funding benefits following the move to a single banking license in December 2025. We expect retail banking competition to remain robust. For MyState, future retail margin pressure will be partly mitigated by an increasing contribution from Selfco, noting also that exit NIM in the month of June of 1.58% was higher than average NIM for the second half, primarily reflecting the benefit of increases to the cash rate in February, March, and May 2026. Slide 12 provides a breakdown of operating costs for the year. The increase in expenses, including people and technology costs, primarily reflects the inclusion of Auswide and Selfco in the group for the full period. On a pro forma basis, underlying expense growth over the past four halves has been relatively flat. Growth year-on-year was 0.8%, with AUD 10.7 million of realized merger-related synergies, largely offsetting underlying inflation-based cost growth and the investment in our higher returning businesses and capability across the group. Slide 13 provides a summary of the anticipated ranges and timing of synergies and the expected cost of integration on an annual basis through to FY 2028. For the outer years, these represent our current best estimates, and the actual timing may differ. The integration program and the resulting realization of synergies are proceeding as expected. As we've previously disclosed, the merger is expected to yield annual pre-tax cost synergies of AUD 20 million-AUD 25 million on a full run rate basis by the end of FY 2028. The total cost of integration for the period through to June 2028 is now expected to be AUD 32 million. The change from our previously disclosed estimate reflects the decision to implement a modern AI-enabled core banking platform in partnership with MyState's long-term technology provider, Tata Consultancy Services, and a small adjustment for higher inflation across staff and vendor costs. We believe this investment will strengthen the group's long-term competitive position, enhance our operating capabilities, and position us to deliver further productivity and growth over time. Given the move to a new core banking platform, a portion of the investment will now be capitalized, reducing the impact of integration costs over the three years of the program. The resulting capitalized spend will be depreciated over an assumed useful life of 10 years from the go-live date. Turning to slide 14, our home loan portfolio increased by 5.8% to AUD 13.6 billion at 30 June. The group continued to focus on low risk, owner-occupied lending. Loans with an LVR of less than 80% make up 77% of the total book. High LVR lending is generally provided to borrowers eligible to participate in the Australian government's 5% deposit scheme or is covered by lender's mortgage insurance. Applications and settlements were both stronger in the second half, with home loan book growth of approximately 11% on an annualized basis. Following the federal government budget announcements in May, application volumes in June and July were down approximately 7% on the average for the year. The chart at the bottom left of this slide highlights that credit quality across the group remains resilient, with 90-day arrears at 32 basis points, down 12 basis points from June 25, and well below the sector's average. Moving to slide 15. The chart on the bottom right highlights the customer deposit ratio remains stable at 70%, as we continue to gather deposits across our digital, branch, and partnership channels. In December, we launched a new savings product, Hello Saver, to support deposit growth by providing customers with a competitive, digitally offered savings account. Pleasingly, in the second half, this product gathered significant momentum and provided additional flexibility to run off more price sensitive, higher cost deposits. In April 26, MyState issued its largest ever senior unsecured floating rate note for AUD 250 million, which contributed to a lengthening of the tenor of our wholesale funding. Securitization remains both an important source of funding and capital management tool, and MyState will continue to be a programmatic issuer in this market. Turning to slide 16. The group remains well capitalized with strong organic capital generation. Pleasingly, the move to a single banking license in December improved our ability to optimize the deployment of capital and supported accelerated loan book growth. The total capital ratio was managed down to 15.8%, following Tier 2 capital redemptions of AUD 52 million during the year. MyState's strong capital position provides the flexibility to continue to invest in key initiatives and grow our home loan and equipment finance books. Turning to slide 17. TPT Wealth's operating income increased 11% to AUD 16.4 million, driven by strong growth in trustee services revenue. Trustee services funds under administration grew by 18% to AUD 560 million, due to growth in our newer compensation trust business line. Managed funds FUM and revenue were steady, and pleasingly, TPT's NPAT was up 12% on last year. Slide 18 provides a snapshot of our equipment finance business, Selfco. Selfco's target market is Australian small businesses seeking to purchase business-critical assets used to generate income. The portfolio is diversified across a range of asset categories, with an average loan size of approximately AUD 80,000. Selfco originates loans nationally via the broker channel, supported by BDMs on the ground in key states. During the year, we prioritized investment in Selfco to take advantage of its strength as a fast-growing, higher margin business. The loan book has grown 235% since the merger, and its revenue and cost profile continue to improve as the book grows. Overall credit quality remains sound, with credit loss provisioning in line with historical loss rates. The business contributed 7% to the group's underlying NPAT in FY 2026, up from AUD 0.6 million in the prior year. Finally, moving to slide 19. As Brett mentioned, the board has declared a fully franked final dividend of AUD 12.50 per share, payable on the 22nd of September. The full year payout ratio was 71.5% of underlying NPAT and 74.1% of statutory NPAT, both close to the midpoint of the board's target range. The dividend reinvestment plan will be offered to shareholders at a discount of 1.5%. The growth in dividends over the past four halves reflects the benefits of increased scale, the contribution from higher returning businesses, and the realization of merger-related synergies. I'll now hand you back to Brett, who will summarize our key priorities as we look ahead. Thanks, Gary. Looking ahead, our priorities remain unchanged and are centered on driving sustainable shareholder value. We will continue to execute our integration program and deliver the benefits of the merger, while maintaining a disciplined focus on growth, efficiency, and capital management. We see further opportunities to grow our retail bank, scale our equipment finance business, and expand our funds and trustee services franchises. We will also assess and pursue inorganic opportunities where they create value. We enter FY 2027 with clear priorities, good momentum, and a strong platform from which to deliver the next phase of value creation. Turning to slide 22, and to close, MyState's investment case remains clear. FY 2026 demonstrates that the merger thesis is delivering. Earnings have grown, integration execution is on track, the earnings mix has improved, and the next phase of value creation is visible. We have a diversified source of earnings across retail banking, equipment finance, managed funds, and trustee services. We have delivered AUD 11.8 million of run rate synergies with the FY 2028 target run rate unchanged. Higher returning businesses now contribute around 11% of NPAT, and our capital position gives us flexibility to invest and grow. We have a track record of profitability, an attractive fully franked dividend yield, and a strong team focused on executing a clear strategy that will deliver long-term value. Gary and I will now answer any questions you may have. Over to you, Jamie, to moderate. Thank you. If you wish to ask a question, please press star and then one on your telephones and wait for your name to be announced. If you wish to cancel your request, you may press star and two. If you are on a speakerphone, we do ask that you please pick up the handset prior to asking your question. Our first question today comes from Alastair Hunter from Ord Minnett. Please go ahead with your question. Thank you very much for the opportunity to ask the questions. Can I start with just on the new technology platform that you're putting in for the core system. Can you give us a feel for when you expect the go live date to be? I presume the synergies that one would expect from that consolidation of the two to one system are going to be outside the envelope that you've provided for the AUD 20 million to AUD 25 million. So I'm just interested in what quantum of benefits we would expect once you do hit go live with the common core new system. Thanks, Alastair, and good to chat. It's Brett. We're targeting for us to be operating on our new core banking platform before the end of FY 2028. That's the current timeline. So no change to when we think the integration will be completed. Then in terms of the benefits, you're right, we haven't considered additional benefits from moving to a more modern AI-enabled core banking platform as part of the synergies. Those long into the future will be more productive business, able to serve our customers better, have a better platform for growth. So we see that separate to the integration, the delivery of the synergies through the integration. In terms of quantum, that just supports us to scale efficiently along into the future, is how we see it. The original, out of the AUD 20 million to AUD 25 million, you had AUD 6 million to AUD 7 million of technology savings identified. That is still your expectation of the consolidation of two to one systems. Yeah, that's correct. Then you'll get these longer term. Yeah. Okay. Yeah, longer term benefits. Yeah. If I can ask about Selfco appetite, obviously that's been an exceptionally accretive acquisition as part of the Auswide Bank deal. In terms of the current operating environment from a risk-return perspective, are you moderating sort of growth rate, or I think you identified a AUD 40 billion market opportunity. Are you still foot flat down in terms of pacing or pursuing profitable growth in Selfco? Yeah. Obviously, with the geopolitical challenges that exist in the market today, through the year, we took a deliberate decision to slow it down a little bit, particularly in the transport and logistics sectors. We put in additional controls for new customers, which meant we missed some business, but that is okay. We were comfortable taking a more conservative approach in terms of going forward. You can see the quality with 90-day arrears in the 20-something basis points. In terms of go forward, our appetite is to broadly grow at about the same absolute pace that we have been, rate that we have been growing it at to date. As we bring it into our organization and embed it well and build the efficiencies and the processes out that we want. We think it is going to be a very good part of our business, but we are conscious at growing it at about the same absolute rate that we have been growing it at. Just to clarify absolute rate, you are talking AUD millions, not percentages. Is that right? Correct. Yep. On provisioning, probably one for Gary. In terms of your slide 30, in terms of your forward risk adjustment overlay, you have increased your overlay, then your mix of split between the buckets. The change in your forward outlook seems to be an improvement in economic recovery rather than a decrease in the economy. So it seems a little bit conflicting. Conservative to put the money away, so I think that is good. I am not quite sure I understand the bucket allocation that you have given on slide 30. Yeah. So I suppose there are two things. If you have a look at slide 29, you can see the forward overlay as a percentage of the, oh, sorry. The forward overlay as a total has increased by AUD 1.7 million. So from the AUD 2 million to AUD 3.7 million. Probably just highlight that as a percentage of the total collective provision, that is an increase from 17% to 26%. When we turn to slide 30, in terms of our assessment of the macro environment as we look forward, relative to June 2025, one thing to call out is that our base case assumptions are more, I will call it pessimistic, if you like, relative to what we had assumed in June 2025. You can see there that whilst it looks like the weightings, the probability of a moderate recession has decreased. It is all off a base case that assumes a more pessimistic outlook. For example, you can see the base case assumptions for house prices, for example, minus 5% and then flat. I think from memory last year, we had that as either zero and up 5% or 5% and 5%. So we have certainly taken a more cautious approach in terms of the way we have thought about the overlay, and that has resulted in the increase that you are seeing. Thank you. Finally, just on volume margin sort of trade-off as we look forward. Obviously, a very strong fourth quarter margin and exit performance. You had very strong second half volume growth, and our expectation is you are probably going to see system housing growth trail back towards 4% for the June 2027 year. What is sort of your macro settings and where would you guide us in terms of the head and tailwinds around a full year NIM for 2027, please? Well, I might just firstly go to growth, Alastair. Broadly, we would agree with your assessment of where system credit growth is going to go. Clearly, it is going to slow off the back of the announcements that we have seen towards the end of May or mid-May. We are sort of broadly aligned around system growth of 4%, and what we are endeavoring to do is to grow sort of around system, maybe slightly quicker than system, depending on how strong system growth is. From a NIM perspective, we sort of flagged that our exit NIM in the month of June was higher than our average NIM for the second half. As I have sort of flagged, certainly retail banking competition remains robust. Looking at that side of the business in isolation, we are certainly cautious from a NIM perspective and making sure that we are managing that volume margin trade-off. On the retail side, I think margin remains under pressure. One of the offsetting tailwinds that we will see is the increase in contribution from the Selfco business. But overall, I think exit NIM in June has also sort of benefited from the full month effect of the increase in the official cash rate in May. Yeah, I guess that is the other bit of important context. Thanks, Gary. I will pause there and let someone else ask questions. Thank you. Once again, if you would like to ask a question, please press star and then one to join the question queue. To withdraw yourself from the queue, you may press star and two. Again, that is star and then one to join the question queue. Gentlemen, it is showing no further questions at this time. We do have a follow-up from Alastair Hunter. Please go ahead with your follow-up. Alastair Hunter, your line is live. Please proceed with your follow-up. Thanks. I will continue asking questions if no one else is wishing to ask questions and keep the bots happy. In terms of competitive conditions on the deposit side, just interested in how you have seen your newer initiatives on the more online savings accounts and the competitive dynamics. Obviously, Macquarie has been very competitive there, Revolut coming in and targeting. What, I suppose, dynamics you expect to see in terms of competition on the margin of what is one of the higher growth lines or channels of deposits at the moment, please? Yeah. Thanks, Alastair. On the basis that credit slows a little bit, we expect competition for deposits to become a bit softer as well, given the demand for money be a bit less. But we are pretty excited by the momentum we have got in our Hello Saver, the digital part of the business. We have also got partnership channels and our branch network. So we have got a nice amount of distribution, which supports our deposit gathering. So from a competition perspective, we see if the competition on lending strengthens a little bit, we expect the competition on deposits to loosen a little bit given the demand for money. So overall, I guess I am pointing to what Gary talked about around NIM. That, yeah, we expect to continue, but are comfortable that we can continue to grow, particularly our high returning businesses to support profitable growth in the future. Thank you. Just continue on the funding mix side, appetite for securitization. Also interested in terms of the Auswide Bank business Elders relationship that started slowly in deposits as to whether you have started to see some momentum in that intermediary channel with deposit flows, please. Yeah. So I guess as we flag on slide 15, Alastair, certainly securitization remains that important funding source for us. As you know, we also use it as a capital management tool. I sort of flagged in my comments that we will continue to be a programmatic issuer into the RMBS market. Generally, what that has meant historically is one term transaction per annum, and it is normally around the September, October, November timeframe. So, I think you could use that history as a good guide as any as to our intentions as we look forward, certainly in the short term. In terms of the partnerships business, we have got about 10 different partnerships. One of the key more recent ones, as you note, Alastair, is the partnership with Elders, where they distribute our product under their brand. That has continued to grow that part of the portfolio. I guess one of the key things for us was growing our branded deposits as well through Hello Saver. So our requirements for additional funding have been reduced given we have been out of branded deposit products. So yeah, still growing. So an important partnership for us. But most importantly is our branded deposit growth has been stronger than and with great momentum. So then final question from me, if that's okay, just around the branding, as to when you're kicking off the change in branding to the MyState across the Auswide business. We've been slowly introducing the MyState brand to the Auswide customers and broader business across a number of fronts. We're moving, for our broker distributed mortgages, moving quickly towards using solely a MyState brand. Some things are accelerated. On other parts, like the branches in Queensland that are Auswide branded and some other important things, we will only rename the business. I just want to be clear, the brand won't change. We're very customer centric in delivering great service. But in terms of the name change, that will be somewhat correlated to the core banking change. When we move the customers over onto the new core banking platform, that's the time when we change the name. The shorter answer is, it's probably 12 months away for the whole business to rebrand. Good. Thank you. No more questions. Thanks, Alastair. At this time, showing no additional questions, I would like to turn the floor back over to Mr. Morgan for closing remarks. Thanks, Jamie. Thanks, everyone, for joining the call today. Gary and I look forward to catching up with some of you over the weeks ahead. Thank you. That does conclude our conference for today. We thank you for participating. You may now disconnect your lines.