On behalf of the Board, I'm pleased to welcome you to Sequoia's Annual Group Annual General Meeting for the financial year ended 30 June 2025. Thank you for your attendance this morning, both those attending in person and those that are watching online. I am Mike Ryan, Chairman of Sequoia. Allow me to begin by introducing those present today: my fellow Board members, Gary Crole, Managing Director and Chief Executive Officer; Lizzie Tan, who's Lizzie at the back; our Company CFO, Natalie Clonmo, our Company Secretary; and fellow Director, Kevin Pattison, Non-Executive Director. Also in attendance today are the Company's auditors, William Buck, represented by Ross Bird. I also welcome Louis Marina. There's Louis. He's out, actually. He's representing the Company's Chair Register, Registry Direct, today. It's past 10:30, and I am advised we do have a quorum and I declare the meeting open. I would like to describe the voting procedures that will apply to this meeting in accordance with the ASX listing rules. I have determined that the votes on each resolution will be taken by way of a poll. As advised in the Notice of Annual General Meeting, those attending online will not be able to vote or ask questions. Only shareholders, Sequoia shareholders, or their duly appointed representatives or proxies are eligible to vote at this meeting. Shareholders and proxy holders would have received on registration a voting card and provides for the holding of a poll resolution put to shareholders. You'll need to complete the card in order for your vote to be counted. If you wish to vote in favor of a resolution, please mark the 'For' box. If you wish to vote against a resolution, please mark the 'Against' box. If you wish to abstain from voting on a resolution, please mark the 'Abstain' box. If you're a proxy holder, you must comply with the direction of the shareholder if you wish to lodge a valid vote. If a shareholder or its proxy holder votes today in relation to a shareholding for which a proxy has already been lodged, the earlier proxy will be revoked in favor of the new one. If you have any questions, please speak to the representative of the company or the share registry before lodging your completed poll card. During considerations of the items of business of the meeting, you will be given time to complete your polling, your poll voting card. The poll voting card will be collected at the end of the meeting and counted by the share registry. The results of the poll will be notified to the ASX and published on the Company's website following the meeting. As I put the resolutions at today's meetings to shareholders, I will offer shareholders the opportunity to ask questions in relation to the resolution. At this meeting, there will be five items of business, including five resolutions. Oh, including four resolutions. Thanks, Kevin. Luckily, I've got a fellow director. There have been proxies received in respect of today's resolutions, which I intend to disclose when those resolutions are considered. As mentioned in the Notice of Meeting, it is intended that any undirected proxies given to the Chair will be voted in favor of the relevant resolution. Before I move to the formal business of today's meeting, I would like first to make some observations regarding the 2025 financial year and some remarks in relation to the Company's outlook. I'll then hand over to Gary, who will update you on the progress of our business in the current period. A copy of my address and Gary's presentation have been lodged with the ASX and will be published in the Investor section of the Company's website. For those of you who are able to attend in person today, we will look forward to talking with you after today's formal meeting. For those shareholders who are joining online, we thank you for attending the meeting virtually. Fiscal year 2025 has been a year of disciplined execution. We continued to simplify the Group, strengthen compliance, governance, and investing in the capabilities that support long-term sustainable growth. Revenue held steady at AUD 124 million, and EBITDA increased 14% as we streamlined the business into two scalable divisions and exited non-core operations without losing momentum. We also invested further in advisor support, technology, and compliance monitoring, and expanded the professional year program to 30 candidates. These investments position the Group well for FY 2026 and beyond. I want to address the ASIC investigation, the related litigation, and the recent decisions by NetWealth and Macquarie regarding Interprac advisors. These are serious matters, and the Board is treating them accordingly. The litigation is not unexpected. Shield and First Guardian have been in the public domain for over a year, and ASIC has devoted substantial resources to its investigation. In that context, formal proceedings reflect the work already undertaken, not any new development. We will defend our position confidently and based on facts. At the same time, our responsibility is to pursue outcomes that are sensible, commercial, and in the best interests of clients, advisors, shareholders, and staff. Regarding NetWealth and Macquarie, who have recently advised they will withdraw platform access for the Interprac advisors early in the new year, these decisions relate to the AFSLs they choose to partner with. We are engaging directly with both Groups and are working closely with the advisors to ensure seamless continuity for clients. Despite the external issues, the business continues to perform strongly, and we expect the momentum to continue into FY 2026. Good governance remains central to how we operate. We have strengthened governance with the establishment of a new AFSL Governance Committee led by Danielle Press. These issues will take time to work through, but the Board remains confident in our people, our governance, and the Group's direction. Capital Management and Outlook. We maintain disciplined capital management throughout the year, delivering fully franked dividends of AUD 0.04 per share while preserving balance sheet flexibility to invest internally, pursue opportunities, and return capital where appropriate. The environment continues to play to our strengths. Demand for quality financial advice is rising, advisor supply remains constrained, and the value of trusted, well-governed networks is increasing. Our legal and administration business also continue to benefit from structural demand, regulatory change, and strong recurring revenue characteristics. Our focus over the next 12 months is execution, consistency, ensuring quality of our business is recognized in the market. Today's meeting will follow the usual order. Gary will now give a CEO's address, will then go through the financial statements and auditor discussion, formal resolutions, and then general Q&A. I ask that the questions relating to financial statements or individual resolutions be held until we reach those agenda items. Broader strategic or operational questions can be raised during the general Q&A at the end. Before I hand over to Gary, I want to express my appreciation. To our staff, thank you for your professionalism, resilience, and commitment during what has been a demanding year. To our advisors and clients, thank you for your trust and the partnership we continue to build. To my fellow directors, thank you for your counsel, independence, and the standards you uphold. To our shareholders, thank you for your support and patience as we navigate complex issues while positioning the Group for long-term value. Thank you, I will invite Gary, our CEO, to deliver his address. Thank you, Mike. I would also like to, before I start, thank Mike, the Chair, and Kevin, and all our staff and shareholders that Mike just touched on. I would like to start with talking about the full year 2025 results. As Mike touched on, revenue was quite similar to the previous year at AUD 124.1 million. Operating profit of AUD 9.9 million was a good result, considering the number of businesses that we have divested over the last three years, and the operating cash flow after tax was AUD 6.1 million. That allowed us to pay out at the ratio that the Board has established for its longevity at a payout ratio that allows us to increase cash but use that operating cash flow after tax to distribute dividends. Last year, we distributed AUD 4.9 million of dividends per share at AUD 0.04. As the table shows, we generated AUD 6.1 million of cash. We are paying a AUD 0.04 dividend and growing cash. The balance sheet is very strong. We have AUD 20.3 million of cash and listed company investments at 30 June 2025, which, if you do look at our market cap, is a significant amount of cash and listed investments on a balance sheet of our size. It is something that I am proud of. That has come as a result of the last five years of generating net profit before tax of AUD 55 million over the last five years, which is a big number. We have been able to distribute strong dividends to our shareholders throughout that period, and we continue to do so, and we continue to have a payout ratio that the Board has set for the long term that is now fixed. At the start of that five-year period, we talked about slowly increasing our dividend payout ratio to a particular level as we matured. We're now at that sort of medium part of that cycle, and we're going to continue to look to pay dividends at that payout ratio. Sequoia Financial Group has two operating divisions, as Mike talked to. One of the businesses that's getting the most attention, obviously, over the last 12 months has been the Interprac Financial Planning business, which sits in our licensee and advisor services business. It's the licensee for hire business. We have two licensee for hire businesses. One is Interprac Financial Planning, which looks after traditional retail financial advisors for personal advice. The other business is stockbrokers and corporate advice, and that's Sequoia Wealth Management. We have 18 businesses. We have been able to diversify our earnings from lower margin licensee for hire services to higher margin businesses in salaried advice, which covers many areas. It covers family office business, which is high net worth investors. It covers corporate finance, which is typical of a corporate finance business. It covers salaried financial advice. One of the financial planning groups within that licensee for hire is a salaried financial planning business that we own with in excess of 10 staff. That is a much higher margin business than the licensee for hire business, and it is something that we have said over the years that we are looking to increase, and we will continue to increase that business. We also have our media home loans business. The licensee for hire business does generate more of the profit than the legal administration services. However, that legal and administration service business, which covers six brands or six businesses, is legal documents under four separate brands and two brands where we're doing self-managed super fund administration. The revenue is much lower, but the margin is much higher. We're talking about a business that generates 45%-50% of its EBITDA from revenue, and it's a very, very sticky business. We have a 95% retention rate on clients in the legal document business, and we're growing market share. We've gone—I might move to the next slide. I will talk about that a little bit later. The Sequoia Financial Group consolidated numbers are showing growth. From 2023, our revenue has gone from AUD 98 million to AUD 124 million. Very importantly, the story of that growth is much larger than that. In 2023, we had a Morrisons business, which was a high revenue business. We used to sell a lot more structured products, which again is a high margin business, a high revenue business, and that occurred in 2023 completely and some in 2024. If you look at the revenue on a like-for-like basis, the revenue growth of the existing 18 businesses is actually very strong. More importantly, though, is what do we generate in cash and earnings. Over that three-year period, we've gone from AUD 4.6 million after the cost back of head office to AUD 9.9 million of operating profit. I think that's a good result. If you look at that 9.9, more and more of it is coming from businesses outside of that Interprac business, and it's coming from higher margin areas. Some of it, in this particular year, did come from investment portfolio gains, which will continue, but it's not our core. The core businesses themselves, salaried advice, legal documents, licensee for hire to some degree, and other parts of our businesses are where we're growing. There are some exciting opportunities in APAC that we're working on. In the next few weeks, you'll see another director join us, and that will be looking to play out a strategy in APAC. If we look at the two divisions in isolation, the legal and administration business, in particular, is a very high margin business. You can see by looking at the 2025 results, you've got AUD 9.7 million of revenue and EBITDA before your head office cost allocation, which we're saying is 40% of our head office allocation is going to this particular business area, with 60% of our head office costs going to the licensee services business. That's purely based on the number of staff in each. We're just allocating them back out that way. The net margin or the operating profit margin of that business in isolation is very high, over 40%. That business is growing. We've seen the number of accountants that use us. Basically, what we do to explain it very simply is an accountancy practice on behalf of their clients looks to buy a company trust super fund, some form of legal structure. They go to a provider on behalf of their client and purchase it. We are the provider, and we have 1,400 accountancy firms and tax agents that use our brand, one of those four brands that we talked about, on behalf of their clients. It's a software-as-a-service business. We've spent a lot of money on IT over the last five years, building out a system that allows accountants to go online, acquire legal documents businesses for their clients, and we're winning market share. Fourteen hundred accountants out of approximately 13,000 accountancy firms in Australia talks to our market share. We've talked about, or I have talked about, over the last few years that we would like to go from a 10% market share in this particular business to a 15% market share in this business. Two thousand twenty-six has started really well in that particular area, and I'll talk to that towards the end of the presentation. The good thing about this particular business is that the barrier of entry is difficult because to build the system and employ the people and get the documents, etc., is expensive. Once you get to a level of around about 100 new documents per day, your costs are covered. Then the growth really starts to expand. We're well past that. We're doing something like 220-230 legal documents per day now based on these numbers. That's the sort of exciting upside that I don't think is reflected in the capital value of the company at present. If you look at our half-year result to December 2031 and you look at our June 2030 results, you would have seen it was a tale of two halves. The second half in licensee services and the second half in legal and admin shows that we're winning. We continue to win, and that has continued into the first half of 2026. It is not a seasonal half-year; one half-year is better than the other, even though to some degree it is. The market share numbers clearly show we are winning. And the 1,400 accountancy firms that are now using us are very sticky, and that is exciting. On the licensee for service advisor services business, the Interprac license, without any doubt, has been impacted by Shield and First Guardian. The advisor network is, to some degree, nervous. Nobody likes having an ASIC investigation. Nobody likes NetWealth or Macquarie restricting access for new business. They are not restricting business in any regard for existing business. We have about AUD 1.3 billion of funds under management at NetWealth. The ongoing service fees and the ongoing support continue. We have about AUD 1 billion of funds under advice and management at Macquarie. The ongoing service for those advisors within the network continues. There's no change whatsoever to their income. There's no change to being able to service their clients. They just can't use that particular platform currently until we hopefully address the situation over time for the future. We have looked to engage with both Macquarie and NetWealth for the basis for those decisions. As yet, we don't have an answer to their basis for making those decisions. We have some suspicions, but suspicions and factors Mike pointed out, we would prefer to deal in fact, not assumptions. We're going to continue to talk to them about those things. We have a 20-year relationship with both organizations. I respect both organizations highly. I think they're very highly competent investment platforms. We were delighted when Macquarie made the decision to remediate their members and pay back the Shield money to the client's capital. We asked for that in offer and wrote to APRA, ASIC, and them, and we were delighted when they met their decision. We would like to continue to deal with them. We're looking to try and talk to them about it, and hopefully, over time, that relationship can recommence. The salaried advice business, we've streamlined that, and we're going to continue to streamline that. The APAC opportunities are very significant opportunities, so we're likely to merge the Sequoia Family Office business with Sequoia Financial Advice and part of the Sequoia Family Office business with Sequoia Corporate Finance. Sophie Chen will lead that APAC strategy and complement the Sequoia Financial Advice business and the Sequoia Corporate Finance team because there should be significant opportunities in that particular area over the next three years. You won't see it in the next six months, but I think you will see it steadily over the next three years, and we are very, very excited about that. For comparative purposes, if you look at the AUD 89 million-AUD 113 million growth in this particular area, a number of the existing businesses—sorry, a number of the discontinued businesses—sit in that AUD 89.3 million. Morrisons sat in there. Sequoia Specialist Investments sat in there. The growth is actually far, far higher within the continued businesses than those numbers actually reflect. The corporate information, which I think is important for those of us that like to do statistical valuations on what our shares should be worth and why, etc., we've been very proactive in believing that the shares have been undervalued, and we've actively reduced the amount of shares from 135 million shares in 2023 to 123 million shares at June 30. This week, we also reduced it further by doing some buyback when the shares fell. The top 20 shareholders have been extremely supportive. Our top 20 shareholders control 55% of the shares on register. I'd like to thank them for their continued support, and that talks to a register that is very much behind us. Believes in this strategy. The noise is disappointing. The share price drop is disappointing. The support that I've got from the major shareholders is very loud, and I thank them for that. We have 894 different shareholders. Again, whilst the top 20 own a very significant amount, we have a lot of you, and I appreciate every one of you for the support. The dividend policy that we talked about is very important to pay back. The great thing about our balance sheet is that we have AUD 16.7 million of franking credits left. Now, that AUD 55 million net profit before tax that we've generated over the last five years meant we paid a lot of tax. That means we've got a lot of franking credits. When we distribute our earnings in the future, expect them to be fully franked. I think that's an important thing from an investor's point of view. At AUD 0.23, which is where the share price was when we put this publication together yesterday, updated, the market cap was AUD 28.4 million. I talked about the cash unlisted shares being at AUD 20.3 million. We also have investments in unlisted assets, unlisted investments. We own 20% of Yuri. We own 20% of Morrisons. They sit on our balance sheet at AUD 10.7 million. If you total up the AUD 20.3 million and the AUD 10.7 million, you come up with a figure of AUD 31 million. Market cap is AUD 28.4 million. The enterprise value of those 18 businesses that are generating AUD 9 million of operating earnings is nil. I think the shareholders and I are very disappointed in that, but I think it does talk to you about there is value in us and there is opportunity for the future. I'll be working very, very hard with the board to extract that and continue to deliver operating earnings, paying dividends, and growing those 18 businesses. We just look ahead very quickly. There's no point running away. The disruption from the licensee for hire business has caused a lot of grief. The share price is very hurt. The brand is damaged, and we expect to see advisor losses. In my conversations with the advisors, they don't want to go anywhere. They love us. They believe that our compliance regime is very, very strong. They believe that the support they get from our staff, the support they get from our state managers, is at the top end. What's happening is in the media, in the competitive market, is the noise is just so loud. The fear campaigns that are coming at our client base, our advisors, is very loud. It is very challenging for them to just say, "Look, we're just going to stay." Most of them will, but there is no doubt we will see some advisor losses in our Interprac for hire business, license for hire business over the next 12-18 months as this plays out. It is very disappointing. We are doing everything we can. We have got a great team. We have got a great compliance regime. We are best of breed. Unfortunately, some of the advisors are fearful, and they read a lot of the false press and a lot of the false allegations that are coming from our competitors to create that press, and they will leave. I hate it, but it is the fact, and I do not want to run away from that. We will defend, as Mike pointed out, the ASIC Federal Court proceedings. We believe we do have some blame, and we believe there may be a potential fine, and there may be some restraints put on us in the form of things like an enforceable undertaking or other actions that we have to do to maintain the license and grow the business. That is expected. What we do not expect is that Interprac will look to close, will look to run away from its obligations, will look to do anything other than that. We continue to call for member remediation through ORFA. ORFA is something I've talked about for the last 12 months. It may have been the reason that Macquarie settled. We wrote to ASIC. We wrote to APRA. We wrote to ministers about what ORFA is. I might just discuss it very quickly once again. ORFA was introduced in 2013 by the federal government under the Gillard government. What ORFA was meant to do was many things, but basically what it was meant to do is protect members of superannuation funds regulated by APRA if there was a fraud or if there was a systemic issue that created member loss. Superannuation members have been paying 0.025%-0.03% of their fund balance for 13 years. This ORFA balance in accounts like NetWealth, Macquarie, Equity Trustees, Diversa, a pool has been building, which is the members' money. The purpose of ORFA was to protect members in events such as we have just seen with First Guardian and Shield, amongst other things. We got advice on this. I wasn't the only person who suggested ORFA was the solution. We got advice from former senior APRA staff. We got advice from legal. We got advice from all sorts of people. My experience came from I was on the board of Diversa in 2013. Diversa is a trustee when ORFA was introduced. I remember very well why it was introduced. It was introduced for this sole purpose in case another Trio Capital event occurred where a superannuation trustee put a particular fund on its platform and it failed for fraudulent activities. That is what it was there for. That is what it should be used for. That is what we are calling on the government, AFCA, APRA, to remediate the members. We care about the members. This is the solution. There are other solutions such as NetWealth call for Section 23 of the SIS Act, where the government, the minister has powers to make a payment. I personally believe it should be an ORFA payment with Section 23 used to top up ORFA shortfall and member remediation. We will continue to discuss that in the market and lobby to government to ensure the members get their capital back. I touched on before, the salaried advice business has started really well in full year 2026. We have consolidated a number of brands, and we continue to do that. The legal document business has performed really strongly in the second half of full year 2025. EBITDA is up more than 20% for the prior corresponding period in full year 2026. The numbers are very good in that particular part of our business. The self-managed super fund part of our business that sits within legal documents has been consolidated back to a single office in Melbourne, and that is now performing much better. We expect that to make a larger contribution. The media business, which I've been criticized for a very bad decision to acquire Share Cafe two or three years ago, and I accept that I made a bad call on that one and we paid too much, has been a drag on our earnings in 2023 and 2024, but it's now profitable. It's now making a very positive contribution to the business. The team who are here today filming this are making excellent contributions to the Interprac advisors. They're making excellent contributions to our salaried advice team. They're making excellent contributions to a number of product providers in the market to introduce them to our very large client base. All operating businesses, excluding Interprac, which obviously is going through some challenges on the prior corresponding period year to date, are significantly improved. We have started the year very well in respect to those 17 entities. I'm excited about the future, and I'll pass back to Mike, but thank you for taking the time to listen. Great. Thanks, Gary, and thanks for a fairly comprehensive rundown. Now, for the formal business of the meeting, in which the only items of business to come before the meeting today will be those specified in the notice of meeting. Only questions relating to that particular business will be taken during this time. The first item of the meeting is consideration of the audited financial statements and related reports for the year ended 30th of June 2025. The Corporations Act requires that audited financial statements and related reports for the 2025 financial year be considered at the meeting. Although shareholders are not required to formally vote on the company's financial and related reports, I welcome any discussion or questions on the reports. As I mentioned previously, the company's auditors, William Buck and Ross Bird, are present at the meeting today and are willing and able to answer any questions on the conduct of the audit or the content of the auditor's report. I'm advised by the auditors that no relevant questions for their attention have been received prior to the meeting. Are there any questions or comments on the financial report or the directors' and auditors' reports for the year ended 30th of June 2025? Take that as a no. If there's no further questions, I ask the Company Secretary to record that the financial report for the company and its controlled entities for the year ended 30th of June 2025, together with the directors' report and auditors' report, have been received and considered by the shareholders. Great. Resolution one. The next item of business, resolution one, is a non-binding resolution to adopt Sequoia's remuneration report, which is set out in the company's annual report. The vote on this resolution is advisory only and does not bind the directors. However, the board will take into account any discussion on this resolution and the outcome of the vote when considering the future remuneration policies and practices of the company. There have been proxy votes received in relation to this resolution. The details are on the slide on the screen. Are there any questions in relation to the resolution? No. I formally put this resolution to the meeting and ask that you complete your polling voting card for resolution one. Great. Resolution two. Resolution two. The next item of business, resolution two, relates to the election of Kevin Pattison as a director. Kevin's qualifications, background, and experience are summarized in the notice of meeting. Kevin would like to say a few words about your experience and role as Non-Executive Director of the company. Kevin. Yeah, thanks, Mike. Morning, everyone. I'm really pleased to say how much I've enjoyed my tenure at Sequoia. We're working as a board. We're working with such a professional and capable both board and executive team headed up by Gary Crole. There's also a very professional, loyal, and fun-loving culture across the entire staff. As we walk around the staff, they're always so terrific to deal with and open to questions. It's a great place to be part of. Since joining the group six years ago, we've moved from what I would say was a conglomerate of somewhat disparate businesses, working within a very complex business model, to now four key businesses operating within two divisions, all of which have great prospects for further growth and profitability. I'm really confident about the group's future. I've always greatly appreciated the support of our shareholders, and now I trust you'll continue to support me as we guide the group over what will undoubtedly be a very crucial period of our ongoing journey. Great. Thank you, Kevin. There have been proxy votes received in relation to this resolution. The details are on the slide on the screen. Are there any questions in relation to this resolution? No. I formally put this resolution to the meeting and ask that you complete your poll voting card for resolution two. Moving to resolution three. Resolution three relates to the approval of an additional 10% placement facility under the Listing Rule 7.1a. There have been proxy votes received in relation to this resolution. The details are on the slide on the screen. Are there any questions in relation to this resolution? No. I formally put this resolution to the meeting and ask that you complete your poll voting card for resolution three. Moving on to resolution four. Resolution four relates to the increase of total aggregate non-executive director remuneration. There have been proxy votes received in relation to this resolution. The details are on the slide on the screen. Are there any questions in relation to this resolution? No. I formally put this resolution to the meeting and ask that you complete your polling card for resolution four. Great. Poll procedure from here. I now point and request Louis Marina, representative of the company's share registry, Registry Direct, who has examined and prepared summaries of the proxy forms received to act as the returning officer and to conduct the poll. Once you've completed your poll voting card, please place your card in the poll box, which will be brought around by the staff or Louis. Great. Looks as if everybody has put their vote in. It appears that the voting process has now been completed, and I therefore declare the poll closed. The results of the poll will be notified, as I said, by the ASX following this meeting. We now move to Q&A. Is there any questions from shareholders attending today in person on the CEO presentation or my address? Come on, guys. You've got to have some questions. It's okay. There's got to be some questions, guys. My goal is so sweet. Thank you, guys. Yeah. Just in Gary's presentation, thanks for that very detailed. I'm just wondering, the businesses have also been lumped into categories with a number of different businesses. It might be handy for shareholders to know at some stage in the future, the movement of the existing business, those 18 businesses individually, just to see who's contributing to the total revenue. I know it's handy just to put them into two or three business units. But 18 businesses, probably some that are forming to lead others. It'd be great just to see where the strength of the business is lying and where it's trending and see where the sole horses are. It's more just a space for a bit more of a comment than anything else. Yeah. Do you want to comment on that, Gary? I'm happy to do that because I think that's important because it does get lost in the noise, and it is important. We are seeing a number of businesses perform really well that get not much credit. What I will do in the half year, I will look to address that breakup a lot more, particularly across the talk more about what the salaried advice business is and there's five or six entities in there and who's contributing what. The licensee for hire business is quite obvious because there's only two. The legal document brand, again, as an example, we acquired Panther Corp, not sure, three or four years ago in Perth, and that business is doing really well, that particular brand. We could talk to about where we're gaining market share in particular states, etc. I'll take that on board. It's very good. Yeah. We'll explore that a bit because the revenue numbers from 2024 to 2025 look on the surface to have been flat. I'm aware that the more recent numbers don't contain businesses that have been discontinued, which means that the remaining businesses actually perform better than flat. Shareholders might be mistaken for thinking that the businesses aren't improving as they are. It would be nice to see those remaining businesses that are actually improving now set out separately. Thank you. Yep. Will do. Great. I suppose Gary, just following up on that question about business units. Is there any chance of giving us a little bit more color about what the future holds for APAC? Because you've mentioned it a few times before. Obviously, without giving too much away, what do you see contributing to revenue and how it will kind of strategically fit into the business? Yeah. I'll give you some color. We're in negotiations on a number of opportunities at present. When Sophie joins the board, we'll be able to talk to that a lot more. Generally speaking, over the last three years working with Sophie, we've had this plan for more than three years. Sophie came to us from a licensee that specialized in this prior. Prior to that, she worked at CBA as a family office high-net-worth financial advisor. Going back three years, we talked about the opportunities for the very large Chinese and Asian community in Australia and also the overseas opportunity for those overseas wishing to invest in Australia. We set up a relationship with Oztrade, which has been going now for two years. We have a relationship with China Construction Bank that has been going for 18 months, where we have an arrangement to assist clients wanting to invest cross-border. The larger opportunity is ongoing, but basically, it talks to three things. That is providing financial advice to the Asian community that are in Australia, particularly the high-net-worth families with children here who are wanting to make investments in Australian funds management opportunities. Secondly is the corporate finance opportunity where Australian companies are wanting to access China and other Asian jurisdictions, and likewise in reverse. The third one is to actually provide education and financial services into the Asian market because of the expertise of the Australian system. That is really the three things. It is going to emerge over a long period, and there will be potentially opportunities that make it easier to read. In theory, that is something we have been talking to the market over the last couple of years. The great thing about it is it has taken a long time to get to where we have, and now we are really going to focus on that. I would like to add to a really unique opportunity as well. We are very fortunate that all the work has been done over the last three years. A lot of the hard yards, if you like, is done. We obviously have some estimates on what we think it could add to the business. We're not going to share them now. Fair to say this is a very significant opportunity for our group. Any more questions? No. We have lots of cakes, and we have lots of sandwiches, and we have lots of orange juice upstairs on the 20th floor. We would really like everyone to come so all our staff don't eat all your cakes. I'd like to thank you. Please come up. As that concludes the business of the meeting, I'd like to thank members for the attendance. I now declare the meeting closed. As Gary has mentioned, please join the directors and staff upstairs for refreshments, and we'll be happy to talk to you there as well. Thank you. Level 20, Gary? Level 20. Yeah. Yeah. Thank you, everybody. Thank you.