Good morning. Good morning, everybody. Welcome to the call. We're gonna work through the results. We'd like, as I said, to welcome everybody to the call. They've been a great six months. We're a very simple business, as we keep saying, to everybody. We're principally an insurance broking business, operating in a number of regions now, Australia, New Zealand, Hong Kong, U.K., EU and Bermuda. We continue to stretch both the size of the business and the capability of the business and the presence of the business. Each of the parts of the business has done well, you know, in the six-month period to the 31st of December. We'll come back and talk a little bit more about that. As you can see from the first slide, underlying revenue up, underlying EBIT, EBITDA up 19%, a little more than the revenue growth that we achieved. Similarly, the underlying net profit after tax and good earnings per share growth. We're lifting the interim dividend by about 16% to AUD 0.052 a share. Before I sort of get into some of the operational parts, I'll hand over to Josh just to talk in a little more detail about the financial results. Thank you so much Tony, hello everybody this morning. We're saying on this slide, it's business as usual in the most positive way. It's been another strong set of results, with continued and dedicated focus on our organic growth and continued incremental and disciplined acquisition growth. This growth prevailed in challenging economic conditions, with rising inflation and interest rates, this demonstrates the resilient business model we've been highlighting for many years now. In particular, with the results, the underlying revenue was up 15% to approximately AUD 138 million. Underlying EBITDA up 19% to approximately AUD 49 million. The standout was underlying NPATA up 27% to approximately AUD 35 million. In particular there, organic EBITDA growth was very strong at 12%, with contributions across all segments and geographic areas. With regard acquisitions, our incremental brick by brick acquisition strategy continued with approximately six acquisitions and investments completed in the period. There was AUD 3.1 million of incremental EBITDA growth in the period with Alan Wilson Insurance Brokers, Charter-Union Insurance Brokers out of Hong Kong, and an annualized performance from PSC Alliance being the largest contributors. Just in terms of a little more detail there in the growth drivers between organic and acquisition. On the acquisition front, I mentioned Alan Wilson Insurance Brokers, that completed in June last year. That is ahead of expectations. We're delighted that team, Alan and the team have joined us. As you recall, they have a fire protection specialty, both direct and wholesale, and that's going very well. I mentioned PSC Alliance. That's the annualized impact of that has come through in the period and that business has settled in very well and again, another great team joining the group. Charter-Union is a Hong Kong-based business. It's our third business in Hong Kong. Hong Kong is performing better than expected. We've got a slide on that later that we'll sort of talk about that a little bit more. Charter-Union Insurance Brokers is an SME broker out of Hong Kong and it's a company of some scale and reputation, so we're delighted to have them on board as well. On the organic growth with the revenue, there was organic revenue growth of 9% or a little over AUD 10 million, and that was across all segments. The distribution businesses, the broking businesses here in Australia at 8% revenue growth. The agency businesses here in Australia had very strong growth of 22%, with very strong performance from Chase and a very strong bounce back of the travel business now that COVID is thankfully behind us. In the U.K., there was 7% revenue growth in Australian dollar terms, but better revenue growth in natural currency. On the EBITDA side, as I said, on the organic side, approximately 12% growth or a little less than AUD 5 million or approximately AUD 5 million, a little less. Macro events, such as increasing interest rates and the FX volatility did aid the result a little in the period due to the client monies that we hold and the U.S. dollar revenues that Paragon have. The period also saw the return of some cost post-COVID, which we had sort of been flagging in previous periods like travel and conferences. The group bulked up a little to capitalize on future organic growth opportunities. Moving to the next slide, the track record. For those that follow us, you know this is a slide that we have in all presentations. It's one of our favorites, mainly because it just shows the successful trend in our business over the years in the key areas of sort of revenue earnings and earnings per share and dividend per share, where the compound annual growth rates have been sort of 25%+. A strong positive in the result this year is the underlying NPATA percentage growth was greater than the underlying EBITDA growth. This reflects the benefits, the annualized benefits of the debt refinance we did, a little while ago. There's also sort of a lower underlying tax rate due to increase in contribution from the U.K. I'll hand back to you, Tony. Thanks. Thanks, Josh. As we always say to the, our shareholders, you know, it is a simple business. You know, it's principally a broking business. We've got some great underwriting agencies, run by, Adam Burgess, who does a fantastic job. The broking businesses, both, our authorized rep businesses and the broader broking businesses, are here and, in New Zealand and Hong Kong, Bermuda, U.K. and the EU. You know, They are simple businesses. They're, you know, the people at the front of the business, servicing clients and building the client base. You know, our role, you know, is to ensure that we've got the, you know, the right leadership of, those businesses and the right structure to help foster that leadership. It's those individuals throughout the group who, you know, who both at the front of the business and the leadership parts of those businesses that drive this performance. The complexity in the business is actually that it's a people-based business, and, you know, people are complex. You know, they've all got, you know, different needs and different aspirations, and you're trying to create a common, you know, a common goal, you know, to see the business progress and move forward. The economics of the business, as I said, are incredibly simple. The complexity is in the fact that it is a people-based business, and we spend all our time on how do we make them better at their job? How do we simplify the processes to allow them to be better at their job? How do we ensure that we're continuing to build the leadership capability and the capability at the front of, at the front of the business? All of that is focused on providing an outstanding service to our client. If we get all of that right, we deliver great results to our shareholders, and we've done that, we think again, you know, this period. We have seen costs come back into the business that were taken out by COVID. We're back in front of clients. That means we're traveling more. We're trying to increase the capability of the business, so we've managed to fill some vacant spots and also increase the strength of the team through the organization. We're very much on the front foot about that because we believe being first to be and actively doing that gives us our best chance of seeing the growth in the balance of the year and 2024 through to 2025, the organic growth being optimized. We're really comfortable that we've got a good acquisition, you know, pipeline. We've started to shift the focus a little bit, as acquisitions have got more expensive, so we've looked to find opportunities that provide really strong organic growth but are smaller and therefore require less capital or a bit more capital efficient. We found a couple of those, you know, and invested in a couple of those in that period and are looking for other opportunities that are similar to that, but have also completed some good acquisitions through that period. As I said, we continue to build both in size and capability and geographic spread. The acquisitions, you can see that on the next slide, that we've made another investment into Hong Kong. We've said that we'll now sort of sit for a period and see how they perform, but they are it's a business that is doing well and it's surprising on the upside, which is wonderful. We've recently had a conference for the whole of the business, so people into Sydney from all over Australia and the other regions. We had quite a few people out of Hong Kong and, you know, again, it just goes to reinforce that, you know, insurance brokers around the world are very similar. They're a great group of people and really pleased to have them as part of the group. We bought a trade credit risk business and have also bought a broking business in New South Wales, and we'll talk a little bit more about that a little later on. The two investments we've made in the period are Bay Builders. We think that's got really strong organic growth opportunities. We've also made that investment, because we believe it's important to foster the growth of capabilities in that industry because it is an industry that's being stretched to provide the service that's needed for our customers. We're also incredibly excited about the growth prospects, the organic profit growth prospects, of that business, and Eldon Risk in the U.K., the individual we're backing in that business has successfully built a business inside Macquarie, to a considerable size and, he's now looking to do that on his own and we're very comfortable that'll produce great results, you know, over the, you know, over the near term. Maybe talk a little bit about strategy at work, which is the next slide. You know, we're always very consistent about our, you know, our what we're trying to achieve and the strategy to achieve that. To achieve that goal, we're trying to build a great broking business. Part of our strategy is to look at new regions, but we do it in a very considered way. You know, we take a small sort of footprint and get a small footprint into a region. If that's successful, we grow a little bit. If that's successful, we start to accelerate the growth. That's the same approach we've taken in Hong Kong. We're feeling very confident about what we've done in Hong Kong. We've got some great businesses and some great people in there. It was from a very small starting point where we gave ourselves the opportunity to look at the individuals and to look at the marketplace. Have now, as I said, taken that next small step, and we'll, we will sit on our investment now for a period and make sure that it is performing. As I said, the early signs of that are really positive. Strategy at work, the second slide for strategy at work is one that I'll let John Dwyer talk to. I think you're on the line, John. Sorry, and I think John might be muted. The reason we've decided to include this one, focus on this one, is that it's something that we think is an illustration of the strength of PSC, as a product of its capabilities in the broking marketplace. This is a situation where we've had a business, we've been involved in a business, that is been an authorized rep, under Connect. It's an individual we know and think is really capable. It's too small for it to have been something that we could bring into the business and start to cause to be another freestanding branch. We found something that we could marry in with it, the compatible people and compatible client bases, but also a part of it that we thought could be grown a little more quickly if it was brought in and married up with its with another opportunity. We have now successfully executed that to create a new branch in New South Wales. Now, they're incredibly complex things to do. Again, they're simple businesses, but the complexity comes from the people and making sure that when you're bringing those businesses together, that they're compatible and that they've, you know, quickly attached to a common goal. You know, the agenda of building that branch is part of helping to build PSC. You know, getting people familiar with each other and comfortable with each other, and working out who's gonna be the leader of that branch and getting that individual to be comfortable with that broader leadership role. That's the complexity, you know, of our business, the complexity of people. As I said, a simple business, but, you know, because it's a people-based business, it's the complexity of people. Being able to execute on that has seen us create a branch that, you know, should deliver more than AUD 1.5 million of EBITDA at a very reasonable capital price for the business. The last slide, you know, on general performance, the just segment results. I'll hand back to Josh to pick up from here. The point we're trying to make here is that we do have, you know, we're in a simple business, the simple economics of it, as I said, the complexity of it is in the fact that it's a people-based business. It's not just a simple business. It's a great business. You know, it's got all the attributes that we keep talking to people about. That it's recurring revenue. It's a business essential. As long as you're servicing your clients well, you've got a really high retention, a high retention rate. Even in difficult times, the, you know, there's often tailwinds for our business that, you know, would be headwinds for other businesses. We've seen that again, you know, in this period, and the results reflect that. Josh, do you wanna talk a little bit about the segment results? Thank you. Yeah. We'll just go into a little more detail on some of the results we spoke about earlier. With regard to the distribution businesses, the EBITDA growth there was 15%. There was good acquisition-based growth, as I've touched on earlier, and good organic revenue growth of 8%. Rates have continued to assist in the broking businesses generally, but in our experience, at a slower pace. In the network businesses, the numbers of ARs continue to grow, and the network continues to be a good source of acquisition activity. On the agency side, I sort of touched on before, that's grown very strongly, driven by Chase Underwriting, where market conditions remain favorable and the team are doing a great job there. And I mentioned, too, the travel business in a post-COVID world has bounced back strongly, and very strongly in that it's looking like it's gonna be certainly larger and more profitable than pre-COVID, which is a great credit to the team to keep that business together when it was in hibernation. We're pleased, very pleased with that result. As it relates to the U.K., a few parts there that we'll touch on. Paragon had a strong performance, in particular, Cyber, the E&O and E&O/PI team and healthcare teams had very strong performances. There was a flat performance in the D&O or Executive Risks team, as rates have reduced in that marketplace. There was a lower result from the M&A team on sort of lower transaction activity in the market over there. They're very well placed for an upturn in that market. There was constant currency growth of around 5% of revenue and about 7% EBITDA on a constant currency level. Additionally, they had a strong USD was a good tailwind for Paragon in the period. As it relates to Carrolls, which is the domestic wholesale business, in sterling terms, there was 13% revenue growth on improved margins. A great result, as they sort of pushed out new products on digital platforms, which has been, which has been a key driver of that. Foreign exchange was a headwind for that business as it's purely sterling-based business. The MGAs being Breeze and Chase, again, performing well, approximately up 11% in sterling terms, and improved margins. On the Chase side, which is our underwriting, Chase, construction underwriting business in the U.K., it's taking a little while for regulatory reasons, but we're looking to complete the Ensurance U.K. soon, which will be greatly improve the scale of Chase Underwriting in the U.K. On the U.K. retail side, there's been steady performance there, and the integration is complete with the new IT platform, and we're well positioned for growth there. Moving forward. Thanks. There's just some of the detail on the segment results that we've touched on. This next one. Thanks, Patricia. Just the reconciliation between the underlying results and the statutory results. They're the usual adjustments here, nothing particularly unusual. As, as you all know, we sort of adjust out any fair value change, which is principally driven by BP Marsh, which was flat in the period in terms of its value, noting that it's up over 10% since the balance date. In terms of the charges, the main one is the fair value changes in our deferred consideration liabilities for acquisitions. They were up AUD 4 million. That's basically code for the acquisitions are doing well. That needs to go through the P&L. On top of that, there were some non-cash costs regarding our LTI plan, and some costs largely driven by the acquisition activity across the group. Probably a really pleasing result in all of that, probably haven't touched on enough, is the underlying earnings per share growth period on period of 17%. Moving forward. Thanks, Patricia. On cash flow, again, good cash conversion for the period, up 13% to AUD 57 million. Noting that the first half of the financial period is the seasonally stronger cash period for the group. Just a reminder on that. Cash flow has been good in the period. Moving forward again. Thanks, Patricia. Just having a look at the balance sheet. Look, the balance sheet's in a very strong position. As you would all know, in March 2022, we did an AUD 80 million raising, and we're pleased to say that 75% of that is either deployed or committed in our incremental acquisition strategy that I think all of you are pretty clear on. Tony has discussed some of those, and, you know, the acquisition pipeline continues to be good. Those acquisitions have been cash funded, but do remind everyone that in our debt package, there is AUD 83 million of undrawn debt limits. Sort of moving forward a little bit, just touching on that and funding capacity. One way of sort of showing that is the balance date leverage ratio, as we define it, is a comfortable, if you can use that term, of 1.4 x, which sort of shows the ability or the capacity we have for future acquisitions. We've put in a scenario there, if you like, of a hypothetical AUD 125 million in acquisitions, that if we were to complete that, would see us, you know, broadly at the midpoint of our gearing range. Again, which sort of shows the funding capacity that we've got there in front of us. I will say, just on the Tysers retail JV, we're continuing to work with AUB on that. That's, I'll hand back to Tony to wrap up and talk about the outlook. Thanks, Josh. What we've given here is guidance for the full year. We're upgrading both EBIT and net profit after tax. That reflects our confidence, you know, in the second half. As we've said before, these are really good businesses, and we believe that the outlook, you know, is really positive. These numbers are pre-Tysers. Josh has just mentioned that we're comfortable that we're on track to commence that, getting the benefit of that joint venture from the 1st of April. It has been a long gestation period for a number of understandable reasons, but it has meant we've sat on cash a bit longer than we would like. It'll be good when that's done. As I said, that's targeted for the 1st of April. These numbers are pre any contribution from Tysers. We continue to be really positive about the growth opportunities for the business, both other acquisition opportunities but more important, you know, really good uses of capital. You know, in the illustration being, you know, Bay Builders, which is obviously, you know, a smaller version of Johns Lyng does the same as Johns Lyng. As I said, we're principally investing in it to foster the service that our clients can get access to when they're, you know, in the situation of needing those services. We also believe that it's got really good organic growth opportunity, and we've bought it at a really capital efficient price and believe that we'll get a, you know, phenomenal organic growth out of that, and same with Eldon. You know, we're in a situation where we put a modest amount of money at risk in there and believe that it'll generate really good profits going forward. So we've got good acquisition opportunities. We're starting to find good investment opportunities in, you know, either related areas or directly in broking, which is what, you know, Eldon is. We believe that the strength of the business will go on seeing us delivering good organic growth through the balance of 2023 and 2024 and, you know, and so on into the future. That's the benefit of us being, you know, very focused on what we do, which is, which we are a broking business. It's a business with simple economics. It's got very robust economics, you know, in the things that we've pointed to previously with recurring revenue and the, you know, good, you know, tailwinds of, you know, interest rates are a benefit to us where they aren't to others and rising premiums. You know, all of that means that very positive outlook for the, you know, for the future. That's all we've got to say. Any, any questions? Can we unmute and take any questions, Farisha? All right. Just give me one sec. They should be unmuted because my system says I've unmuted everybody. Okay. If there's any... Why are you guiding to the lower 2H 2023 EBITDA growth? There's a question from Jason Palmer. Sorry, why are we what? Why are you guiding to lower 2H 23 EBITDA growth? Sorry, guys. Can you hear us? Could anyone? Yes, we can hear you. Any questions from anyone? Jason Palmer. Just give me one sec. I'll just unmute Jason Palmer because I've got people on... Sorry, just bear with me. Mr. Palmer, you're unmuted. Can you please ask the question? Hello, Jason. Um. Jason, you can hear us, but we can't hear you. Do you wanna text your message through to me? He says, "I'm on a computer. Right. I've got a message here. I mean, Josh, did you wanna read it? Okay. Does anyone else have any other, have any other questions while we're sorting out Jason's? Why are you guiding to lower second half 2023 EBITDA growth? We're not. We're not. Yeah. I'm not... Jason's asking, why we're guiding to lower... Not sure how you're coming to that conclusion. Jason, yeah. We'll give us a call afterwards, and we'll talk through. Yeah, we're not, certainly not doing that. Any other questions from anyone else? Can you hear this? Hello. Guys, it's Anup. Could you just give us a feel for what you think Tysers is gonna contribute this year, in the 4 months, and also what an annualized contribution from Tysers looks like now, please? Well, I'm in the U.K. in the first two weeks of March, and I'll catch up with the Tysers retail guys while I'm there and have a better sense of an answer to that. You know, at the moment, we're still thinking that it's, you know, modest growth off the, you know, the original sort of expectations. You know, there's no change to, you know, the contribution expectations that we gave originally, which I think was AUD 4 million-AUD 5 million for a half. We'll now have a quarter rather than a half. Yeah. I think that's right. I know. The annualized number is still around GBP 9 million. Of, We get half and then convert that into- That's right. We're hoping that they're better than that, but we're not informed enough to at this stage to make any other guidance. I've got an explanation of what Jason's asking, which is that Jason, someone's interpretation of Jason's question is the organic growth, the growth rate for the second half is less than the first half or implicit in it is a less growth rate in the second half than the first half. We just think being able to continue to repeat 19% growth, you know, is, you know, is appealing. We'd be delighted to deliver that. We've certainly not got an expectation, you know, of that amount. Has anyone else got any other questions? No, no other questions from anyone? I've got nothing else coming from here. All right. Well, guys, as I said, I hope you're as excited about the result, you know, as we are. It really is an outstanding result. You know, it's been a product of a lot of work at the leadership of those, you know, individuals. We continue to build that capability in the business. We're seeing that across all of the parts of the business we are in. The ability to continue to do that, you know, is. You can see that we should and can do that both by the growing presence that we've got, you know, the regions that we're operating in, but also the depth of the management capability and leadership capability in, you know, in the business and the size of the front end of the business. There's no headwinds that would see us, you know, needing to do more than we've done, you know, over the last few years to be able to deliver great results going forward, particularly in the second half. Josh, do you want to add anything to that? No. No, I think that's fair. Because we always feel a little bit guys that it's such a simple business that we should be out, you know, giving you a sense of more complexity or needing to unbundle it a bit more. It is, as I keep saying, it's a complex business to manage. It's a simple business to understand and delivering exactly as you'd expect that sort of business to do. We expect to do that going forward. Unless there are any other questions, well I'm now starting to repeat myself, we'll end the call. Any other questions? Thanks everyone for your time and interest and involvement. Thanks, guys. Thank you.