Okay. Great. Sorry about that. A couple of technical issues, but I appreciate everybody hanging on, waiting their time. Welcome to the presentation regarding the acquisition of Force Technology. There'll be a number of questions around this, I'm sure, in regards to its fit and its opportunity for our organisation to be able to take that forward. Sharing? Okay. Okay. Why'd it go? Okay. We'll try again. Okay. Acquisition. A couple of technical issues, so I apologise. The standard, obviously, disclaimers to apply for this. Just making our way forward. I guess what this acquisition has done is a number of things, which I'll take you through. The Stealth Group Holdings organisation today really has a conglomerate strategy. It operates a diverse portfolio in Australia spanning multiple sectors across industrial, retail, and the trade industries. There are two main themes that we push and promote towards that. One is suppliers and solutions for every workplace. I guess with the acquisition of Force Technology, it will be for every person as well. We do have an ambition to be Australia's number one market leading alternative to the majors across those sectors. With Force, it is an AUD 159 million combined pro forma revenue for FY2024, with about an AUD 8.5 million EBITDA. The organization structure, which I will walk you through, essentially facilitates really good management or strong leadership across that, but also penetration through different business units. The key messages, I guess, are this: Force is a wholesale distributor. It has its own private label range. It has exclusive distribution rights. It also has brands that it distributes across multiple channels. There are 3,310-odd outlets that it distributes today through retail resellers. The adjacencies to be able to take that business will increase our revenue, our margin, our profit in the business and trade sector. All the Force products will be ranged across the Stealth organisation in terms of the business and trade operations in the near future, and we'll be utilising the retail infrastructure of Force to be able to sell products to those customers. It adds significant firepower to us and also provides a differentiated offer. I guess the most simplistic tagline that we've put in this is that mobile accessories are needed anyway. Key messages: every workplace needs a mobile accessory, has cords, and there's a number of different products that we have here from sort of Bluetooth speakers to phone cases. We've got charging cables. Every office, every environment that is covered has a multitude of cords and a multitude of Bluetooth and audio and cases that obviously get protected or need protection from an organization perspective because it's a high cost. It does provide immediate expansion opportunities through new adjacencies, and I'll walk you through that. It is immediately value accretive. The transaction, 100% acquisition of the shares in Force for roughly AUD 9.5 million. It is less than four times enterprise value over EBITDA for FY2024 and FY2023. There is an outperformance payment in FY2026 based on the strategies that the vendors and also ourselves within Stealth today are looking to achieve in that period. It is a script offer as well as taking over the working capital facilities that are in place for Force today. There is no immediate cash outlay. The shareholders of Force today will become new shareholders in the Stealth organization, both holding about 12.52% of the total script within the company. Immediately, it's EPS accretive about 43%, 26% we're forecasting conservatively in FY2025. From a balance sheet perspective, there's net leverage of 1.3 today on a pro forma basis. In 12 months' time, we're expecting that down to roughly just over one time. There are a number of synergies from a cost point of view. We've identified AUD 1.2 million worth of immediate cost savings. There's about AUD 2.3 million of profit gains from new adjacencies, and that's only what's been identified in the short term. The effective date was 1st June. The completion date we expect to see over the course of the next 10 or so working days. Collectively, as I said, AUD 159 million in pro forma revenue and AUD 8.5 million in EBITDA, and that's before transaction costs or before synergies or any other growth opportunities. There are 61 existing store locations within the Stealth network today Australia-wide, and that combines the assets of company-owned as well as independent operators. The reseller network, which this is new to the Stealth organisation, of about 3,310 stores are Australia-wide as well. Most of those are 7 days a week, 24 hours a day in a lot of cases, in some cases between 12 and 14 hours a day. To be able to provide a product to our customers, we're really covering every aspect. 90% of all the products that we sell, and inclusive of the Force products, are really a non-discretionary item. We're definitely a stronger business today. There are lots of growth opportunities ahead. We're well positioned to take advantage of that. We're really excited about what this can bring. The combination together really brings manufacturing capabilities in our own private label range. That's skills that we don't have in our business today. That's new abilities, and there's lots of opportunities for us to be able to grow in that area within the existing industrials part of our business. I talked about a consumer division, which is providing these new range of products to new sectors and new channels. We've also got a large distribution network that obviously, from a business trade and retail perspective, we can immediately penetrate. Those products currently today are not in those Stealth parts of the business. There is no dominant player that supplies to the business and trade sectors, so we see that as a reason to be able to attract customers to our stores, but also be able to provide the customers of Force today with new opportunities that will present itself. That's not about putting the Stealth products into those reseller environments. It's about providing opportunities and products for the workforce, for the facilities that they operate, for the warehouses, the transportation, and the offices that they have. Simply people and movable bits of equipment, which is exactly what sits into the Stealth business string today. We are operating now two key business units. Those business units are essentially split into industrials and consumer. The theme of everyday products is still consistent, and we obviously have a traditional market of industrials, remembering that when we started this business some 10 years ago, we were a procurement company. We then moved into the safety area. We then moved into the healthcare environment, selling first aid products. We then moved into the tooling area, and all of those consumables were needed across every different workplace environment. We then moved into the retail environment by acquiring C&L Tools and also Skipper Transport Parts. That created an automotive element as well as a hardware component and construction materials and so on, both online and in store. Our evolution, I guess, as a conglomerate strategy, which is consistent historically and also demonstrates that we are consistent with our future strategy, is that the products that Force offers today not only create new channels for us to be able to provide solutions into those areas, but also provides an opportunity for us to be able to be the dominant player of these types of accessories within the business, trade, and commercial area. We can do a bespoke solution to anybody from a large organization with 10,000-plus workers. We can provide a dedicated solution to government, education, police force. These are where we see every office block that sits in main city areas uses all the products that I quickly showed you earlier. This is a consumable product that has an everyday need. Everybody's got a mobile phone. Most people have a tablet. Most people have the need to be able to charge their power, whether that be portable or putting it into a wall. Also, screen protection, particularly in the education sector, where the average repairs are about AUD 500 to repair a unit. It takes two to five days. We know kids drop them. The protection space for us to be able to provide that, as well as all the accessories that go within telco, are a massive opportunity. Where I see our divisions then being able to penetrate, from a wholesale perspective, our supplier and manufacturers, about distributor brands, exclusive own label and private label, that is the distribution go-to-market offering. Our two key channels, as I've said, are industrial and consumer. They'll cover business, trade, commercial, and pro. In the consumer side, retail resellers, in-store online marketplaces, and other resellers. Our distribution channel is about combining the products that are available on offer in our portfolio, the industrials and consumer channel, being able to push those products into those particular market streams. As we continue to build our competency in terms of our products and ranging, we'll be able to merchandise those across those key areas. Let me give you a bit of an overview of Force Technology. Firstly, starting off with the market, it is a AUD 2.2 billion retail market. In Australia, it is a AUD 1 billion wholesale market in Australia, which Force currently holds about 5% market share. Our ambition is obviously to grow that quite significantly. I think we can do that quickly to hold more than 10% market share over the course of the next two years. The population, interestingly, 123% of the population, based on source research, has mobile phone subscriptions. There's about 32 million phone connections and 23-odd million smartphone users. It is quite a significant use and range, and they're getting damaged, and there's new versions, and cords are always needing replacing. There's a whole host of accessory items that are coming out not only in the past, but also in the new. It is an evolution of evergreen type of product mix. From a global perspective, it is a massive, massive market and continues to grow. Obviously, as the new iPhones, the new iPads, the new Samsung products that are coming out, the Google phones, there's a whole host of different phones and iPads. When you think about traders who are working on building sites or construction sites, operators or transport yards or mine sites or people working out in market gardens, there's just a whole gambit of growth areas for us that we'll be able to take those products into. We're really excited about where that can take us. Force today, AUD 44 million in terms of its revenue. It has about 44 staff, and it was established in 1992. It's the same founders for 32 years. Over the time, they've had a number of approaches for people wanting to acquire their business. We actually first started this discussion with Michael D'Arcy and also Jayden McNeill about five years ago. It is really a five-year deal in the making, I guess, and the time for Jayden and Mike because of where they are in their life and their ambitions to go forward, but also they liked the fact about what we could bring together. This is nothing new. We have not jumped on it overnight. We are not taking a punt on it. There is some suggesting there has been some change in the telco market, and that is not the core business in terms of its distribution footprint. Its massive upside is about utilizing a really solid business that has been operating for 32 years and gone through the trials and tribulations of a whole host of different market forces and market changes. They have a CEO in place. He's been with the company for 10 years, five years as CEO, with a really strong management team that underpins that that has spread Australia-wide. There is a distribution centre within Perth, and it's been here for 32 years, and that services the market need very, very well. Obviously, that is the main distribution point. I take a very simplistic view. You've got to have product on the shelf to be able to sell it. Having product sitting in a distribution centre doesn't do anything. The spread across the sales platform in terms of people in every state of Australia linking in with the existing Stealth network is absolutely complementary. In terms of its brand mix, own label products are about 30% of total sales. Private label or bespoke products are almost 19%. Excluded distribution brands that they hold, taking a mark, is 36% of all sales. There is a balance of various brands to fill in the mix. It is a really well-balanced distribution portfolio. From a channel perspective, telco is 21% odd. FMCG is 20%, consumer electronics are 39%, and the independent space and online marketplace are about 20%. I will take you into who those customers are. It actually has a really good spread. There is no other business of its type that is a publicly listed company. We are the first to bring that back into the fold and on the market today. Clearly, there are opportunities to be able to continue to penetrate in those markets. In terms of, I guess, verticals, from a telco point of view, Vodafone, Optus, and Telstra have been long-serving customers. Optus has just gone through a whole host of management changes, and their business model is altering a bit as Telstra did three or so years ago. That seems to be an evolution of change. Hence, it's diversified itself into the independent space where a lot of those places sit within shopping centres. FMCG, within Coles with a private label brand that is on the Coles shelf, 7-Eleven stores as well as BW. From a consumer electronics, JB HiFi, Good Guys, fantastic supporters, and the product is ranged in all those stores as well as within Officeworks and Retrovision. It has a really nice spread across those consumer electronics industries and then equally on the online sector. There are about 3,310 reseller stores within that. Part of that is also removing some of the Optus where the change or product mix is altering in the near future. Quality brands, leading businesses, a lot of those are open every day of the week, get a massive amount of traffic that go through there. Force will continue to expand its range within those, bring out new offerings, new brands, exclusive distribution rights to be able to penetrate those channels. Putting more product in more stores across more locations is going to be important and is something that we're investing in. If you look at Coles, JB HiFi, The Good Guys, BW, Officeworks, all of those companies run big distribution centers. They all have people who wear uniforms. They all require head-to-toe protection. They have trucks. They have vehicles that need to be repaired and maintained. Obviously, the products that we sell within those environments absolutely fits in. We're not actually going to be putting our products in their stores. We're going to be providing our products on the Stealth industrial side into their workplaces. Be able to provide their people and their environments and their facilities with the types of products that we sell. That is where the penetration obviously comes from. Essentially, fantastic brands to be able to leverage and solidify where our product offering and our growth strategy is going to come from. In terms of its brands, it has its own private label brand, which is EFM. EFM has been involved in a whole host of different evolutions in terms of its brand. It is, for example, in JB HiFi, as well as all those other product brands that I mentioned, sorry, resellers that I mentioned. It's a high product with 30% of the sales. It's high margin. Obviously, in the business environment, one of the key catalysts would be when we are selling that through our own existing business network, the opportunity to be able to make an extra 30-50 percentage points on our margin is one of the key catalysts of being able to go in there. We're not going to compete against our key customers. For example, JB HiFi and Good Guys have a commercial area. We will actually go and support them and help grow those channels for them. Clearly, they don't operate in some of the markets that Heat Leaves does today or C&L Tools or United Tools. It's about being able to put an offering in those environments as well. With those brands, OtterBox is about a billion-dollar US business and is a very prominent brand as is PopSocket. These brands cover, I guess, anything from a lifestyle perspective as well as a direct necessity. Lifeproof, Belkin, Case-Mate, and Samsung are great brands to be able to penetrate. People know them. People want them. Even in the Coles private label or black and gold label strategy, the NRG product sits in their stores, as does a brand exclusively for 7-Eleven. That allows us to be the manufacturers and the solution providers of that right through to our own label, which we take to market, and then representing key brands to be able to penetrate our channels. They are not all competing brands. They actually complement each other and build better-best strategy. A whole host of different products for not only the retail but the industrial side. Portable power banks, wall chargers, charging cables, automotive is a massive opportunity for our business. Particularly, our whole strategy is about being able to attract the customer. This is not just about the product. It starts with the customer first and foremost. It is everything from head to toe, everything that is portable, everything that is mobile. That can be a vehicle. That can be personal protection. It can actually be accessible. We are more accessible today than ever in terms of all the devices that we have. No matter where you are, you need the support. You need the protection. You need the technology. You need the audio. You also need the power contribution to that. A lot of those particular products are obviously becoming an absolute necessity. Whether it is at home or you are outdoors or you are in a school or every workplace, all these products are absolutely used every single day. Just to show you some of the other range. From a business point of view, there is a solid product mix. Obviously, it needs to be strong for a work environment, particularly if you're outdoors or you're on a mine site. You're in a truck in an office environment. You've got cords galore, and you've got devices galore. Within the work warehouse environment, you obviously have portable mobile phones, but also used in forklifts or different areas of the warehouse whereby you've got a power-up. You've got the scanning technology today. There's a whole host of usage that fits that environment. These are products designed specifically for the business environment. I mentioned outdoors, and I mentioned obviously from an automotive perspective in the education space, which we have played in previously. From a workplace perspective, these cases are obviously covering it quite well from a tablet perspective. From a wireless perspective, there is a whole host of these ranged, both at home and both in the workplace and buying from any retail store that is available as well. This is obviously from a wireless point of view, a product mix that is continuing to evolve in itself. One of the questions that came up recently was, with all this new evolution of product, what happens with the older product? Do you get stuck with obsolete products? The answer is no, because our kids all have the older version of phones in most cases, and obviously not everybody can afford a brand new phone. The old cases and the old cables and the old power requirements are all mixed in and never-ending almost. Whether you're in a truck, whether you're a police force out and about, whether you're in healthcare, which is a massive market in itself, or a doctor's surgery or a pharmacy, or you're a delivery driver, the products that Force has available suits all that environment. It's a new adjacency. It's something that we're absolutely going to penetrate, and we will be the most dominant player within that space. From a product perspective, it absolutely is complementary to what we do today. It's an accessory item. It fits within our strategy. There's a whole host of strategic and operational synergies that are available within mixing those together, and the cross-sell opportunities are absolutely enormous. When it starts with the customer and taking a product or a solution to a customer, that's what our organisation is about. We have 8,000 business account customers today that we plan to be selling these products to over the next 60-90 days. We'll be ranging this product in every store location that we have available, and we'll be doing marketing campaigns to that. Equally, there's some exciting opportunities coming forth in terms of new product range, new exclusive rights that will be announced in the near future. Obviously, from a distribution point of view, new ranging in new customers. There's about four or five new customers that are in the pipeline that we'll announce in the coming future. Collectively, the business over the last two years in terms of the Stealth and the Force combined has been consistent in its revenue and consistent with its profitability. That's from a continuous point of view. Stealth has continued to right-size, and Force has obviously continued to look at how it best right-sizes its business. Clearly, there's consistency as a baseline moving into FY2025 and beyond, where we're looking to build on top of that. From a synergies point of view, we've already outlined it's about AUD 1.2 million in cost. It's about AUD 2.3 million in margin improvement, and that's just scratching the surface. None of what I've just taken you through in its large scale has been factored into our upside we're all looking at from a baseline point of view. Just taking you back, 61 store locations will have 90% of the products that we sell today collectively are non-discretionary items. We haven't seen around about 250 people collectively and 3,300 odd outlets today. We are penetrating the markets of business customers, traders, as well as the retail environment. Most importantly, our baseline level from an EBITDA perspective has the opportunity to grow. That is something that we have always promised that we will deliver on. Just breaking that down a little bit, company-wide, there are 14 company stores and 47 independent locations, and there are six distribution centers that sit within that infrastructure. Obviously, we are able to cater for distribution throughout the whole Australian market. The benefits are really about market expansion, product expansion, the synergies that come with it, and the customer experience. As I said, there are 8,000 odd business customers today that we are going to tackle. There are 3,300 retail store outlets from a reseller point of view. Clearly, all those environments require the products that Heat Leaves and United Tools sell us today. We're going to be able to offer those, not to put on the shelf for end consumers, just reiterating, it's actually for those businesses that require the solutions for their people and for the facilities in which they operate in. From an outlook point of view, where Force sits today in its primary market is obviously clearly in the retail space, and we'll be moving the business and trade. Clearly, we could add the existing Stealth businesses into that and flip that the other way. It is complementary to be able to penetrate horizontally and vertically within those market segments. The immediate growth opportunities is about reaching customers everywhere. For Stealth today, the network volume is important. Its own private label products are really important. That's something that is really less than 2% of our total sales. When we're looking for an extra 15, 16, 17 percentage points on our offering in terms of our margin uplift, we can get that through own label product. Our higher services, which we've highlighted previously, are in the process of getting launched in the very near future. We're just trialling or testing our technology platform that sits with that. From a Force point of view, our focus is putting more range in the existing stores, more exclusive distribution rights, the business and trade channels, as I've mentioned, and ranging in the Stealth network. The synergies are cross-sell, upsell, almost like the McDonald's strategy, digital and automation to get efficiencies. As the business grows, clearly, our cost to serve will come down. From a supply chain point of view, both organizations utilize supply chain from procurement, from procurement teams, that is, from transportation and freight, from vendor refill, from sales teams, from finance in the background, from human resources. The ability to be able to consolidate and rationalize those is going to be important, as well as bringing new range to market. All that's going to generate, obviously, profit uplift. Our key, I guess, growth and our strategy that's now moving in the high gear, we've said that our target was AUD 200 million by 2025. Clearly, we're AUD 160 million now. I'm really more focused on ensuring that our profitability gets up whilst there's a pipeline of about AUD 60 million that we've indicated previously. That for me is really the focus, is getting our profitability increasing as a growth company. From a gross profit perspective and from a revenue perspective, we obviously see that increasing. By 2028, we've got to put out a target back in February of about AUD 300 million. That's obviously conservative. One of the things is that we started off in FY 2018, we were at AUD 24 million. We're a AUD 160 million business today in a bit over five and a half odd years. It's a great testament to the companies that we've acquired, seven of those, but also to the existing people within our business to be able to continue to grow in an environment that, in a lot of places, in a lot of areas, is obviously struggling from inflation. They talk about retail sentiment. They talk about interest rate rises. They talk about a whole host of costs going up. We're not foreign to that. However, one of the things that we have demonstrated, Simon's Farm again, is a growing business year on year in our profit, in our revenue, and also winning new contracts and making sure that we right-size our business and not doing business that's not profitable or incentives that obviously we can't get the maximum return on our investment. I think the key three pivots for us is growth in all areas. Our cash flow is growing. Our fixed debt has reduced again so far this year by AUD 1.2 million. Our fixed debt has just under AUD 1 million left that's available. We have also indicated previously that we're looking to provide an ordinal dividend for the company in FY24. I'm pleased to say that that's absolutely our target. More to come, obviously, as our results come out. That obviously is a really important milestone for our organization, not just the acquisition, but also the in-order dividend. Lastly, in terms of wrapping this up, there's a whole host of different products that sort of sit here, from Bluetooth to wireless to devices such as wireless mouse. From a rolling square perspective, there's a whole host of new products that are available that are coming to market. We've even got really cool water bottles that are available that you can hook your phone onto. Most importantly, from a business point of view, we've got rugged and tough coverage for products that are actually for the workplace. Tablet cases as well as phone cases, as I mentioned, and also power. I see a big uplift in the automotive space. That is something that absolutely we get requests for every day. This is about attracting customers to our stores, to our business as a destination, increasing our brand profile, maximizing our profitability, and all that, obviously, we're looking forward to delivering in the near future. With that, I know there are four or five questions that have come through. Obviously, Jessica Rich-Walkin, who's our Head of Corporate Affairs, is just going to raise those questions, and then I'll answer those in time. Have a drink of water. Thanks, Mike. This one's from Anonymous, but I do believe you've answered it quite extensively. What elements of Stealth range do you expect to be able to sell through the Force store footprint? Yeah. Obviously, I think I've covered that. The second question is also from Anonymous. It has been reported in the media that Force lost a contract with Optus. What proportion of Force revenue did this contract speak for? Force is still delivering to Optus and continues to do so. There is some product that is in ranging that will change. It is about AUD 4.5 million a year. However, the new contracts that we have won is about AUD 7 million a year. It is well and truly catered, and it is not in the telco space. As I mentioned, three or four years ago, Telstra bought back 122 odd licensed stores. Licensees changed back to company stores, went to one single provider. Force was the supplier in that. They worked their way through that. They supplied Telstra to a smaller degree today. However, they worked through that, and their business is robust. We see exactly the same thing within Optus. I actually see our growth area more in the companies who want to offer a complete range rather than a selective range. That's been the success of our business so far. If you see all the verticals that we've mentioned from consumer electronics, which I failed to mention that on the 21st of May, there were media reports where Macquarie had come out and shifted the JB HiFi business from a hold strategy to a buy and outperformance program for investors. We're pleased to say that we're obviously a part of that journey. On the back of that, we see growth in that sector. We have two questions from Thomas Collins. What is the working capital demand in adding Force, and how do you see it changing over the next few years as the business is integrated and grows? The working capital requirement is AUD 6 million that we've said within our announcements. It's got a high return on capital deployed. I think it's about mid-30% within that business. We won't need a lot more working capital to be able to grow that business unless something sizable pops out that requires an additional amount. Our existing working capital facilities are able to accommodate a growth of at least 50%, I would have thought, based on our modelling in the near future. Now, 50% is the current business that we have within Stealth and our existing operations, as well as the Force business. Just a second question from Thomas. What is the estimate of transaction costs and the split between FY24 and FY25? Transaction costs, they're not finalised yet, so I can't give you what that number will be. We're finalizing our arrangements with Commonwealth Bank, and there's obviously some legal costs that go with that. It's not a significant binding stretch, but there's obviously a cost that's associated with any transaction this time. Okay, last question. One more thing that I should mention is within the existing, so Force comes with a really strong CEO and a management group, and the two vendors will be around in an advisory capacity for the next couple of years. They're helping on strategic activities. The other key areas are one of my fellow directors, John Brockley, is the former chair of Retrovision Western Australia, but was a dominant business. Consumer electronics in the space that I've just mentioned is obviously a long history of things since about the 1990s with John. He also owned a business that sold to the Myers, David Jones, JB HiFi, Retrovision, Good Guys of the world. He understands that environment really, really well. Our Group Financial Controller, Brendan Rossitt, is the former CFO of Retrovision in Western Australia. He clearly understands that environment exceptionally well. From my own perspective, I built a company, a logistics company that was the largest distributor of consumer electronics across Australia. Whirlpool, Philips, Neff, Fisher & Paykel—all these products were distributed to the consumer electronics environment. We have a number of, I guess, core competencies within our existing business of understanding what the end users are. From a Force point of view, we naturally gravitated to understanding how that works. It's not a new area for us. Equally, as I said, it's been five years in the making. We finally have got to a point where we've got there. I look forward to working with the vendors and also taking this business forward in the future. With the business doing AUD 160 million in revenue, with a share price sitting today at AUD 0.23, we're clearly cheap. I encourage everybody to go and buy more. Thank you. There will be further presentation that we released on the ASX with more information that will be available out of the presentation today. Thank you.