Okay. Good afternoon to everyone who has joined us today. My name is Linda Jenkinson, and it is my pleasure as Chair to welcome you to this annual meeting of Arbitr Group Limited, our seventh year as a publicly listed company. Thank you for your attendance. It being 2:00 P.M. Australian Eastern Standard Time and 4:00 P.M. New Zealand Standard Time, the nominated time for the meeting, and having been informed that a quorum is present, I now formally declare the meeting open. I will now take a few moments to explain the virtual meeting and voting procedures we are using today. If you experience any issues with connectivity to the online platform for this meeting, please revisit the instructions provided on the webpage for the meeting. You can also refer to Link's online guide, available on the platform under downloads, as this will assist you with the processes for voting and asking questions. For online voting, you can cast your vote via the online platform using the electronic voting card that you received when you validated your registration. To cast your vote, scroll to the bottom of the voting card and click the blue button, Cast Vote. If you change your mind, simply select the Edit Card button. You can change your vote as many times as you wish up until the close of the poll, which is 15 minutes after the end of the meeting. Please ensure you submit your votes before this time, as once voting closes, all voting cards, whether submitted or not, are automatically submitted and cannot be changed. You can vote at any time during the proceedings. I will close the voting after all resolutions have been considered and once we have concluded the Q&A section. At the conclusion of the meeting, you will also see a red bar with a countdown timer at the top of the webcast and slide windows advising the remaining time left for you to submit your votes. Please note that only shareholders, proxy holders, or shareholder representatives may vote. I now declare voting is open and will close after the Q&A session. Regarding questions, we will provide shareholders with the opportunity to ask questions as we consider each resolution before the meeting. If you wish to ask a question online, click on the Ask a Question box at the top or bottom of the webpage for proxy voting. Select a category or a resolution to which the question relates, type your question, and click the blue Submit Question button. This will send the question through to the CEO and Company Secretary. I would like to begin the meeting by introducing my fellow directors and executives who will be presenting today. Joining us online are Mr. Steve Bayliss, Independent Non-Executive Director and Chair of our People and Culture Committee, Mr. Ron Heinz, Independent Non-Executive Director, Ms. Yushra Haniff, our Company Secretary, Mr. David Sowerby, our Co-CEO, Mr. Indy Nagpal, our Co-CEO, and Ms. Amanda Cribb, our CFO. I would like to also acknowledge the online attendance of Mr. Mark Nicholson, who is representing our auditors, BDO, Ms. Louisa Di Bella from Talbot Sayer, our Australian lawyers, and Mr. Dean Oppenhuis from Bell Gully, our New Zealand lawyers. Today's agenda will include a short address from me, followed by a presentation from David Sowerby, Co-CEO, during which he will provide an update on the business. At the conclusion of David's presentation, we will respond to shareholders' questions which have been submitted via the online platform. Following the response session, we will deal with the formal business of the meeting, including considering the resolutions as set out in the notice of meeting. Each resolution will be considered in turn, and we will allow time to respond to questions regarding each resolution. The meeting will conclude at the end of the formal business. Before we move to the formal business of the meeting, I will make some brief remarks on the year to March 31st, 2026 and on the period since, before handing over to our Co-Executive Officers. FY 2026 was a difficult year for the company, and I want to address this directly. In late May of 2026, we identified irregular transactions in the bank accounts of our U.S. subsidiary. The board acted immediately to secure the affected accounts, notify U.S. law enforcement, and engage our banks, insurers, and external advisors. The board also took direct oversight of all payments and financial matters while the investigation proceeded. The independent forensic investigation is now complete. It confirms that a former U.S. employee misappropriated approximately $5.2 million, which equates to NZD 9 million, over the period from FY 2023 to the early months of FY 2027. We continue to cooperate with U.S. authorities. At this stage, we are not able to say to what extent the funds can be recovered. On behalf of the board, I want to acknowledge the impact that this has had on shareholders. The losses. The cost of the investigation and the suspension of our shares while the accounts were reconstructed and audited have all been real. We recognize that confidence in the company has been affected and that rebuilding it would take more than one set of results. The accounts have been fully reconstructed, and our auditors issued an unmodified audit opinion on the FY 2026 financial statements. Since then, we have strengthened our controls, including revising banking mandates, improved segregation of duties, and tighter access to our finance systems. The board will continue to oversee this work. For the year, revenue was NZD 38.8 million. Gross margin was 64%, with adjusted EBITDA of NZD 940,000. We closed the year with NZD 3.5 million in cash. We begin a new chapter as Arbitr. Our shares were reinstated to quotation on the ASX on September 2nd, 2026, and on September 29th, we changed our name to Arbitr Group Limited. The new name reflects the business we are building, an enterprise AI platform that gives organizations governed, trusted access to their own knowledge, systems, and data. We are making progress. Migration of our Language Cloud customers onto the Arbitr platform began in September and is expected to complete in the current quarter. During the September quarter, we were upgraded to IBM Platinum Partner status, the highest tier of IBM's Partner Plus program. There have also been changes to the board. Grant Straker, our founder, resigned as a director on September 2nd, 2026. On September 9th, Amanda Cribb stepped down as a non-executive director to become our Chief Financial Officer, bringing continuity and deep knowledge of the business to that role at a very important time. I would now like to address shareholders, directors' shareholdings, and options. There has been some public comment that I have not yet purchased shares in the company. I acknowledge the question, and I recognize that shareholders expect directors, and the Chair in particular, to hold a meaningful interest in the company. Under the board's policy, directors are required to acquire shares within three years of joining the board. I have not yet acquired shares, but I remain within the timeframe set by the policy, and I am committed to meeting the requirement before that date. I intend to acquire shares in accordance with the company's securities trading policy, and any acquisition will be disclosed to the market in the usual way. I would also like to address the proposed grant of options to directors. The board recognizes the challenges the company has faced in recent months and considered the proposed grants carefully in that context. Over that period, the directors devoted significant time to managing the fraud investigation and overseeing the reinstatement and audit process, which resulted in an unmodified audit opinion and enabled the company's shares to be reinstated to trading on the ASX. This work required many long hours, well beyond what would ordinarily be expected of a board, and directors' fees were deferred throughout this period. The grant of 500,000 options to each director is intended to recognize that commitment, to align directors' interests with those of shareholders, and to provide remuneration that does not draw on the company's cash at a time when preserving cash is a priority. The options have an exercise price of AUD 0.20 above the share price at the time the terms were set, vest in three tranches over three years. They will deliver value to directors only if the share price increases and the director remains on the board through the vesting period. The decision is properly one for shareholders, and the board respects that. As announced to the market today, the company is undertaking a capital raising of approximately AUD 5 million at AUD 0.10 per share. It comprises a non-renounceable pro-rata rights issue to eligible shareholders and a further tranche that is subject to shareholder approval at an extraordinary general meeting expected to be held in December of 2026. The rights issue gives eligible shareholders the opportunity to participate on the same terms as other investors. The funds will support our transformation and the commercialization of the Arbitr platform. Alongside the raising, we are planning an organizational transformation, targeting subject to employee consultation. Full details of the rights issue will be set out in the prospectus, which we expect to lodge with the ASX on November 11th, 2026. I encourage eligible shareholders to read it carefully and to seek their own advice before making any decision. As the offer has not yet opened, I will not be able to go beyond the information already released to the market today. In closing, I thank my fellow Directors for their commitment through an exceptionally demanding period and our staff around the world who have kept serving our customers while the company worked through the investigation and the transition to Arbitr. Most of all, I thank you, our shareholders. FY 2026 asked a great deal of your patience. We do not take it for granted, and we are committed to earning back your confidence through clear reporting and delivery against improved reporting and transparency. I will now ask David and Indy to present their report to the meeting. David and Indy, over to you. Thanks, Linda. I am just going to do an overview of where we are as a company and what we have been doing the last six months. Just an important notice for everyone to review. Effectively, obviously with the fraud event that happened in May, this meeting is six months later than it should be. So, although we would normally cover a lot of what FY 2026 results look like, we wanted to actually give you, I guess, a deeper update of what we have been doing in the last six months, particularly since May when the fraud happened, to keep the business running, and give you a view of what to expect from us over the next couple of quarters. The way that we are thinking about our business is basically in three phases. Phase one is what we have called the survive phase of the business, and our target since May has been to stabilize the business, contain the fraud. We had to rebuild our accounts to get us back on trading. The most important one of all was to keep our customers. Obviously, everything that we do as a public company is in the public market, and so, it was super important that we got out and worked closely with our customers to retain them through this process, which I can say that we have. The rebrand of the company and what is coming next is all around building the foundation for us to start to thrive as a business and get back to actually running the company and trying to grow the organization. If you have been following what we have been doing the last few months, then our focus has been, we have completely rebuilt our technology stack. We have changed the company name to align with our product, and actually turning what we are offering customers into more than just being a translation business. We will talk a little bit about that, and then the last section we will be talking to you a bit about what we are looking to do in 2027. The survive stage, what do we have to do? Step one was actually to contain the fraud and understand what had happened. The first few weeks was actually securing our accounts, notifying the authorities, and managing the whole fraud process. Amanda and the team then had to go through the very difficult process of actually rebuilding our whole accounts, so fully restructuring our accounts to make sure that we could get back on market. It was an important day for us on September 2nd to get back trading. Part of that is tighten our controls, so making sure that we had more control over our finance and systems and tighter access to what's actually happening in the business, and then actually start to reset the team, which is what we've been doing in the last few months. We've appointed Amanda as a CFO, and we've also been putting new leaders in around product and customer and sales. Then the part of that is also reframing the business for what we're doing next, not where we've come from. The positive thing from an investor point of view is that the customers have stayed with us, and we're in the process, which we'll talk about, of migrating those customers across to Arbitr. But the customers have continued to work with us, continued to spend with us, and as we're moving them onto the new platform, we're then opening up opportunities to do a lot more with them than we have in the past. Now I want to talk to you a little bit about what we're doing with Arbitr. What is the context layer? How are we actually moving the workloads through our business, and where are the opportunities coming up for us in terms of where we can actually upsell and move revenue into our customers? The way to think of it is basically, what we're doing as an organization is, as we move clients across and we get new customers onto the platform, rather than humans doing a lot of the work, we're moving that work to the model and agent layer. It means that the way that we actually charge customers, what customers pay us for, moves away from a human-centered workflow to being an agent and model-centered workflow, which means that we're charging customers for credits or tokens rather than actually services delivered. We still maintain, for certain workflows, a human layer on top, but as you'll see in some of the stuff we're talking about, more and more of the content is moving to the model and agent layer. Importantly for us, and where we see the opportunity, is that we're also able to use the work that we're doing with customers to capture their knowledge, and that knowledge is becoming more and more important in terms of how agents and models perform. So, the content of context, and then it allows us to actually move beyond language services and do a lot more with the customers. Right now, where are we up to? We've got over 100 organizations that we've moved across, and we're accelerating that. We have a target to get about 90% of our customer base across onto the platform by the end of this year, almost all of them across. And we're starting to scale that up. We launched a beta version of the platform at the end of June. We moved the early verified customers across in July and early August, then we have been working over the last six weeks or eight weeks to start to move our Language Cloud clients across. We were originally a four platform company, so one of the real benefits that we get from this process is, rather than having our customers fragmented across three or four platforms, we now get them on one platform, which then makes it much easier for us to monetize those clients and get new innovation in front of them. We are starting to scale up right now. One of the really interesting stats that we are getting out of here is the number of projects that are being delivered with no human involvement, so with just models and agents running. We forecast internally that we would get that to around 80%. It is up around 85% right now. The more that number sits at the model and agent layer, the better it is, because it implies that the customers are getting more utility from the AI layer of our platform rather than just the human layer. So, those numbers are moving in the right direction. In terms of where we are right now, our stickiness metric, we are quite happy with. The stickiness metric is basically, if you have got 100 users a month that come into your platform, how many of those customers also log in each week? As a standard SaaS company, anything over 50% is considered really good. Our internal target is 80%, and we are currently sitting at 63%. So, it is a way for you to understand, because we will be reporting on these metrics pretty regularly, and it is a way for you to understand how customers are valuing the platform. The more that they are logging in, the more that they are in there, the more utility they are getting from it. Credit utilization is climbing now, so as we are getting customers onto the platform and they are starting to actually scale, that number will start to move up. So that basically means in that 30-day period of how many credits are outstanding, how many of those credits gets purchased. Our target is 40%. We are currently not there, but we are moving in the right direction. Then the other really important one for us is agents per customer. Because the platform is in early days, we have only got mainly language agents right now. Our target is to get to three. We are currently at 1.6, as you can see. The agents per customer, basically what that implies is, as agents are working inside Arbitr and they are deploying projects, or as customers are working inside Arbitr and deploying projects, how many of the agents that they can access in our platform are they using? Now, the higher that number is, the better it is for us. So, three is our initial target, and we will want to be going well beyond that. But those numbers are really important, and you will want to keep an eye on how we are performing against those. The context layer and why we think it is really important, and why we think we are in a good place to actually chase this part of the market, it is an emerging area. The way that we normally explain it to people is, if you are using, say, Claude in your day-to-day work, the more that Claude understands about how you are performing or how you work and what you do, the more context it has on you as an individual, the more accurate it is in what it is doing with you day-to-day. In a company, it is exactly the same. The more knowledge and rules and information that you can store about the company, the more accurately those agents and models will perform. It is actually what makes AI useful. We are in a really strong position because with our existing customer base, we have years of translation memory and rules and stuff that we can use to populate that context, which allows us to actually have a great foundation for deploying the models and agents. Just to give you an idea of what we are building, we have a layer inside Arbitr that is called Cortex, and it is effectively where we store all of the information about a company. So, what approved claims, what is its terminology, what are the things not to do, everything that the company wants to manage. It is like a compliance layer. We are building that on top of the company, and then the company's project runs through there. The benefit for the clients and for us is that they can then deploy models and agents on top of Cortex, which significantly improves the performance of the models and agents. It is a big market, and it is growing rapidly. Gartner has actually just started to cover this as an AI context platform market. We are really well-placed to actually target it. As I said, we have got 37,000 reviewers who we have actually worked with over the past 20 years. We have both sides of the context layer, so we actually have the means to store the context, and then we also have our own models and agents that we deploy. The other layer is that we are building on top of IBM's technology stack, and I will talk a little bit more about IBM and what we are doing with them. IBM are already one of the vendors in Gartner's named in the category, and we are building quite closely with them around the Arbitr platform. I want to give you just a couple of examples of actually how we are actually applying this, and what we are actually doing. You have heard us talk about SwiftBridge, which I am going to give you a bit of an update on. We have another product which we have just released called AI Visibility, which is just a great example of the sorts of things we are going to be releasing. We already have a bunch of language agents that are live and customers using right now, and buying tokens from us. The way to think of it from a revenue point of view is that every time an agent runs or a model gets deployed, it is using tokens. Customers are then buying those tokens off us, and then deploying them. SwiftBridge, we have been targeting this for about 12 months now, and people who have been following us will know about this. We have, again, been upfront. We have had issues at the product and delivery level, which means that we have not been able to scale as fast as we want to. We made the decision to actually embed SwiftBridge directly inside Arbitr back in August, and we just got through our first report cycle completely error-free. We have five early customers on there. The target market for SwiftBridge is about 800 Japanese listed companies. For those people who do not know about SwiftBridge, this is a product that we have built to help Japanese company comply with the stock exchange rules in Japan on English language compliance. It is actually, the last round of reports went through really well. It is performing really well inside Arbitr now. We are using a lot of agents to support the process. To give you an idea, normally when a customer wants to translate their reports from Japanese to English, it would take them about 10 days. We have got it down to three days in SwiftBridge now, and aiming for faster than that, which I think we can get to. Our goal is in the December quarter to get to 25 customers. We wanted, and our distributor in Japan and our partners wanted to get through one reporting cycle completely error-free, which we have just done, and now we want to go into scaling mode. AI Visibility is another really good example of the types of solutions that we are going to be actually releasing on the platform. This is in beta right now. It just got released a couple of weeks ago, and effectively, customers can come into Arbitr and they can see how they are ranking across the answer engines. When you go into Claude or OpenAI and you want to see if somebody is looking for example here we use is the best university course in Australia, we will actually go and do a bunch of work to show how you are ranking versus your competitors, and then we take that a step further and actually recommend what to change and generate the content across lots of languages. This does anchor in the fact that we have multilingual capabilities, but it is a good example of how we actually can start to layer in solutions that are not directly translation-related, but actually give clients real utility. Again, the benefit is that as they are using the tool, they are using tokens, which means that they are actually purchasing credits off us. We have got five customers right now in the proof of concept who are working with us, and I think next week or the week after, we will be releasing this inside Arbitr to our existing customers. The revenue per customer is about $18,000 a year, at this stage. It is a really good example of the types of things that we will be releasing and building that customers can get access to that allow us to step outside of just being a kind of a one-service company. We do, of course, have our historical revenue, which is all language-related. We have 15 agents that work inside Arbitr right now, so they are things like terminology agents and glossary agents and things. Customers use them, are now using them more and more, and they can actually. When they do a project now, rather than just submitting a project and having it done by a human, we deploy a bunch of agents to do work on that project, and then in certain situations, a human layer will come in. We've been running this for a couple of months now. Those agents are performing quite well, and as I'll show you in a minute, we've got some good opportunities where customers can actually start to build their own agents and deploy on us. What are we doing next? Because obviously, one of the big metrics that we spoke about was the agents per customer, so that means that we want actually to have more agents and models that customers can use, and we want them to actually have access to more solutions. What are we doing about that? Number one is we're releasing features like AI Visibility. The second component is we have an intelligence marketplace in the platform where we actually build agents and release them for clients, and so that's where we've got 15 right now, and we'll probably be up at 20 or 25 in the next few weeks. As we build more agents ourselves, we release them in there, and customers can come and deploy them directly into their infrastructure. In a couple of weeks' time, we'll be releasing an Agent Studio, which we're quite excited about, and that will actually allow clients to build their own agents. We think this is going to be really important because they can actually come in and think of a whole bunch of use cases that we would never have thought of, and those use cases will allow clients to actually deploy and burn a lot more tokens than if we were just building agents for them. So we're putting that out in a closed beta in a couple of weeks. Again, if that gets some traction, you'll see the agents per customer number really start to take off. Because they're being deployed on Cortex, we know the agents will perform a lot better than if they didn't. The IBM relationship is a really important one, and we've talked about it a lot. We've just become a Platinum Partner, so our IBM relationship is anchored out of Japan, and we do all our business through IBM in Japan. We're one of, I think, eight Platinum Partners, maybe a couple more in Japan. We got there four months early. We were expecting not to get to Platinum Partner until early 2027. It's really important because as a Platinum Partner, you get a lot more visibility inside IBM's ecosystem, and we get access to a lot more go-to-market support through their different consulting and sales channels. We are also building on top of IBM's technology stack, so Arbitr is integrated into IBM's technology. We have what's called an ESA, or an Embedded Solutions Agreement, which means that we are actually weaving IBM technology through our platform. We host on IBM Cloud. We have our first agent running in watsonx Orchestrate, which is IBM's agent catalog. We've got our first agent up there, and we've got plans to put a bunch in there over the next few months. We've built and deployed small language models through watsonx.ai. We actually have our own small language model that underpins SwiftBridge, and that we built that's tailored completely to Japanese financial data, and that's running on watsonx. And then we'll integrate into IBM Bob, which is their IDE, which is like their Cursor equivalent. Anyone building on IBM technology can get direct access into Arbitr's models and agents through IBM Bob. It's a really important relationship for us because it gives us distribution. It means that as we weave Arbitr more deeply into IBM's product stack, we can co-sell with them, and we can work closely with them to get those innovations out into the market. IBM are also extremely focused on context, and we act as a very nice decision layer that sits on top of what they're building, so we have really nice alignment with them. We've worked with them for a number of years now. As I said, we've been a build partner since 2023 and have a really strong relationship with the team up in Japan. We'll continue to push this relationship and support it as far as we can take it. What's that mean in terms of what's coming next? 2027 is, this quarter that we're in right now is when we're getting our customers over onto Arbitr and starting to actually build solutions in the platform that they want to use, and then we can start to actually spread the revenue model that we get off those customers. But we are actually, we're going to be in fewer markets. We've only got one product, which is Arbitr. We're not going to have, we don't have 10 products and lots and lots of different brand names and things. We've called everything into one area and tried to simplify the whole business. We will be going into places where we know we can lead, so we are putting a lot of focus into Japan. It is a gateway for us to global expansion as we get Arbitr out into customers through IBM in Japan, then we can spread that into global markets. We have existing teams and customers in the U.S. and Europe that we'll be continually selling into and pushing through. But we're really going to be focused this year on doubling down on the areas where we can and not trying to get too wide. What to watch for in 2027? How do you know that we're making progress? The Language Cloud migration needs to be completed by December. We need all our customers on one platform. When we do that, it means we can simplify our business, and we can pull our engineering resources and all our focus on just one platform. The capital raising, we need to complete that in the next three to four weeks. I said, we are targeting 25+ customers for the December report cycle. SwiftBridge runs in report cycles of every quarter, and so the next report cycle is in late December. The agents per customer is a really important number. If we are building solutions that clients are getting real utility from, then you will see that number start to really and that is where we are focused, that number will really start to ramp up. That is effectively where we are, and these are the measures that you can hold us to. So, how many customers do we have on the platform? These are the ones that we will be reporting every quarter. Credit utilization, the stickiness, agent utility, and AI to human revenue. We want you to be able to see that we are making progress. If you are not signed up to Signal, then you should, because we put stuff out there regularly. These are the things that we are reporting against. This is how you will know that we will be making progress on all the work that is going on in the background. Linda, that is the finish of my presentation, and we can go into, I think we have Q&A for maybe 10 minutes, then we have to get to the resolutions. Yes, that is right, David. We now have an opportunity for shareholders to ask questions. We have a number that we have received, and to the extent that we are not able to cover all of them, we will follow up. Let us move to the questions. We have already answered a number that are in your chat. As it relates to the first question from Mr. Stephen Mayne is, and which is his, the question on the accounts, could Mark Nicholson from the auditor BDO please comment on his approach to the U.S. fraud situation? Were the auditors involved in helping detect the fraud, and what changes to our auditing processes have we made? Mark, over to you. Thank you for the question. I will answer the first part of the question, and I might ask the CFO to answer the back end of the question. The fraud was raised and made during our work. At that time, we paused our work, and on re-engagement, we replanned our audit. We reassessed our risk, our procedures. We tested further and wider, and ensured that we obtained support directly from our source. We engaged with specialists to help us in our work. We tested the corrections as well as the disclosures to the accounts, would be my... That is the approach to the fraud. Thanks, Mark. Just in relation to the question around, sort of, would another firm, another Big Four, have picked this up? Thank you for the question. I do not think it is possible for me to say whether a different audit firm would have detected the fraud earlier. Under auditing standards, an audit is designed to give reasonable assurance that the financial statements as a whole are free of material misstatements, and they are not actually designed to detect fraud. The primary responsibility for preventing and detecting fraud rests with the business, with management, the board, and not the auditor. The fraud was identified through the company's own internal review. The Audit and Risk Committee stepped in to, I guess, assist and oversee the work that was done. Thank you. Thank you, Amanda. The next question from Mr. Stephen Mayne is relating to Bailador, and his question is, "At the Bailador AGM a few weeks ago, was heavy going with their directors with their stock trading at a 50% discount. As an original sponsor, why is not Bailador featuring more prominently? Noting that the nominee director, Helen Foley, quit the board in June, does this mean they are going, gone from our business?" Bailador have assured the company and have continued to be very supportive, and certainly, they will be given the opportunity, as all of our shareholders are, to participate in the rights issue, and that will proceed based on the announcement today. So, that is that question. The next one is, there is a number of questions relating to options, which I believe have already been answered. There is one clarification, which is the documentation for the options referred to them being offered in relation to the performance last year. You are right, the options were, as the work was started in May when the fraud was discovered, and through May through just very recently. So, that is a correct clarification. We have another question. Let us see. We have answered that one. The next question is a recognition that management have been very responsive to shareholder questions, and to acknowledge the responsiveness. There is a question in regard to the alleged fraud, is, are we able to comment on any actions undertaken to prevent any further occurrences? That question is for Amanda. So Amanda, can I ask you to address that one? Thanks, Linda. Thanks for the question. Yes, we have taken a number of steps since the matter was identified back in May. We acted immediately to contain the situation across all of the company's banking and payment systems. Since then, we have consolidated our treasury, we have rationalized our banking, we have brought the teams closer together. There is less complexity, fewer accounts, less platforms to manage and monitor. Obviously, compliance with our existing policy of dual signatory and segregation of duties has been enforced. I am personally overseeing every single payment, and we have tightened our access to finance systems and strengthened the review and independence of our reconciliations. BDO has also made some recommendations, covering largely what I have spoken to, so we are following their recommendations as well. Thank you. That concludes the question -and -answer section as it relates to the CEO presentation. We are now going to move on to the formal business of the meeting, and there will be more opportunity to ask questions. To review the meeting and voting formalities. In the notice of meeting, shareholders, I am informed that the notice of meeting was appropriately sent to all registered shareholders within the requisite time period. I also note that both the notice of meeting and the annual report are available for shareholders to download in accordance with the instructions given for attendance at this online meeting. I now table the notice of meeting, and unless there are any objections, I will take the notice convening the meeting as read. During the course of the meeting, I will put each resolution to the meeting. Please be advised that I will be voting for all undirected proxies in favor of each and every resolution. I now disclose proxy votes on the screen. These figures are as at the closing time for receipt of proxies, which was 2:00 P.M. Australian Eastern Daylight Time, 4:00 P.M. New Zealand time on Monday, November 2nd, 2026. I have been advised that all proxies received for the meeting have been checked, and I declare them valid for voting. There are voting exclusions that apply to the resolutions being put to today's meeting. These are outlined in the notice of meeting. All resolutions being put to shareholders today, except for Resolution 3, are ordinary resolutions, meaning that to pass, they require more than 50% of votes cast by shareholders to be in favor of the resolution. If sufficient votes in favor of the resolutions are received, they will be approved. Resolution 3 is a special resolution, meaning that in order for it to pass, it will require at least 75% of votes cast by shareholders to be in favor of the resolution. The first resolution, item one, is financial statements and reports. The first item of notified business is to receive and consider the financial statements and auditor's report for the year ended March 31, 2026, all of which are set out in the company's 2026 annual report. The annual report was published in August of 2025 and is available to download on the online portal for this meeting. There is no formal resolution required for this item, but I invite shareholders to raise questions or comments on the financial statements or on the auditor's report. Both our CFO and our auditor are available for questions. There are no questions as it relates to the financial statements. With that, we put forward the current state of the proxy results. The next resolution is auditor's remuneration. BDO is the existing auditor of the company and has indicated its willingness to continue in office. Pursuant to Section 207T of the New Zealand Companies Act 1993, BDO is automatically reappointed at the annual meeting as auditor of the company. The proposed resolution is to authorize the directors to fix the auditor's remuneration for the following year for the purposes of Section 207S of the Companies Act. Resolution 1 is on the screen, and I now put that resolution to the meeting to record that BDO Auckland continue in office as the company's auditor and to authorize the directors to fix the remuneration of BDO Auckland for the ensuing year. Are there any questions as it relates to the auditor's remuneration? There are no open questions, so we will move to the next resolution, the election of Director Mr. Ron Heinz. This item of notified business concerns the election of Mr. Ron Heinz as Director. As outlined in the notice of meeting, Mr. Heinz was appointed as a non-executive Director pursuant to Clause 20.4 of the company's constitution, effective September 1, 2025. Mr. Heinz is submitting himself for election as a Director. Mr. Heinz brings decades of experience in the technology sector. He began his career at Xerox in 1981 before joining Novell, where he rose to the position of Senior VP during his 12-year tenure. Following his executive career, Mr. Heinz formed two private equity venture capital firms based in Utah, Signal Peak Ventures and Oquirrh Ventures, both specializing in making equity investments in technology businesses ranging from the provision of early-stage capital to funding for growth into global markets. He remains a General Partner of both firms and has extensive ties to global industry partners, with a special emphasis in artificial intelligence, cybersecurity, and networking infrastructure. Ron is Director and shareholder of 1Kosmos, Oquirrh Ventures, RackWare Inc., Revver, Seclore, and Signal Peak Ventures. Having regard to the ASX Corporate Governance Principles, the Board considers Ron to be an independent non-executive Director. I am delighted to introduce Mr. Heinz to our shareholders, and Ron, would you like to say a few words? Yes, thank you, Linda, and a pleasure to be here with everybody. As everyone here knows, it has been a very challenging year. I joined the Board a little bit over a year ago, but I do believe that the opportunities in front of us are far more significant than the challenges behind us. I really appreciate the efforts of the management team, in particular David's leadership, Amanda, Indy, for really rallying and pulling the company together and creating the optionality that is in front of us, and we are very, very excited. I did have the opportunity to spend a couple days with David last week at the IBM TechXchange in Atlanta, where a number of IBM executives had the opportunity to meet with David and myself, a couple senior vice presidents. It was very encouraging and a reinforcement that not only is our product plan of record spot on with the context focus that David referenced, but I love our global go-to-market strategy, relying on IBM in addition to additional channels of distribution that have been built. We really look at IBM as a gateway for us, as David mentioned, through Japan and then now particularly around the world, and really very exciting to see these new AI modules and focus lineup for the company. Lastly, I just would like to share that my company, Oquirrh Ventures, is purchasing another 1 million shares of the company stock in the placement here, and that is in addition to the 500,000 the fund owns and then the 500,000 I personally own. So I am very much committed. I am very, very excited about the opportunity to work with the company on a go-forward basis, and very pleased with the leadership, as I mentioned, that David and team have demonstrated. I am very excited about the future and will do whatever I can to help drive the shareholder value that we are all looking for. Thanks, Linda. Thanks, Ron. It is noted in the explanatory statement that the board, with Mr. Heinz abstaining, unanimously supports the election of Mr. Heinz, and we certainly appreciate his continued support of the company. Resolution 2 is on the screen, and I will put the resolution to the meeting, that Mr. Ron Heinz, who retires in accordance with Clause 20.4 of the constitution and being eligible, offers himself for election, be elected as a director of the company. There are no questions that have not been already answered. With that, I will move to Resolution 3, which is the approval of additional 10% placement capacity. This item of business concerns the approval of additional capacity to issue equity securities under ASX Listing Rule 7.1A. ASX Listing Rule 7.1A permits eligible entities to seek shareholder approval by special resolution at an annual meeting to issue an additional 10% of its issued capital. The additional 10% placement capacity is in addition to the company's 15% placement capacity under ASX Listing Rule 7.1. Resolution 3 is on the screen and is a special resolution requiring a larger vote. I now put the resolution to the meeting. That for the purposes of ASX Listing 7.1A and for all other purposes, approval is given for the company to issue up to that number of equity securities equal to 10% of the fully paid ordinary issued capital of the company at the time of the issue, calculated in accordance with the formula prescribed in ASX Listing Rule 7.1A.2 at a price not less than determined pursuant to Listing Rule 7.1A.3, and otherwise on the terms and conditions set out in the accompanying explanatory statement. Are there any questions? Okay. Resolution 4, which is issue of options. I am going to hand that over to Steve Bayliss to lead this resolution. Appropriately exited yourself from this one, Linda. Thank you. Resolution 4, issue of options to Linda Jenkinson. The statements have gone out and the proxies are in. The resolution is that for the purposes of ASX Listing Rule 10.14 and for all other purposes, shareholders approve the issue of 500,000 options and the issue of underlying shares in respect of the options to Linda Jenkinson, the Director of the company, or their nominee/nominees, pursuant to the company's 2020 LTI Employee Share Option Plan on the terms and conditions set out in the explanatory statement. Are there any other questions on that resolution? No open questions come in. Thank you. Thank you, Steve. Resolution 5, the issue of options to Director Steve Bayliss. This item of business is the issue of 500,000 options to Steve Bayliss under the company's 2020 LTI Employee Share Option Plan. Resolution 5 is on the screen. It is in accordance with Listing Rule 10.14.1 and requires the approval of company shareholders under that listing rule. Therefore, for the purposes of ASX Listing Rule 10.14 and for all other purposes, shareholders approve the issue of 500,000 options and the issue of underlying shares in respect of the options to Steve Bayliss, Director of the company, or his nominees, pursuant to the company's 2020 LTI Employee Share Option Plan on the terms and conditions set out in the explanatory statements. There are no questions at this time. We will move to Resolution 6, which is the issue of options to Director Mr. Ron Heinz. The item of business is the issue of 500,000 options to Ron Heinz under the company's 2020 LTI Employee Share Option Plan. The options, that for the purpose of the ASX Listing Rule 10.14 and for all other purposes, shareholders approve the issue of 500,000 options and the issue of underlying shares in respect of the options to Ron Heinz, Director of the company, or his nominees, pursuant to the company's 2020 LTI Employee Share Option Plan on the terms and conditions set out on the explanatory statement. We do not have any questions at this moment in time. The only additional question we have is questioning the results. As I mentioned earlier in the meeting, the results will be posted likely tomorrow, as soon as they are polled. What we are providing here is what we have prior to the close, to the opening of this meeting, and moving forward. As it relates to the poll, an online poll will now be conducted on all resolutions put to the meeting. Voting will close in 15 minutes. May I now ask that shareholders complete their voting online and submit their votes. As I mentioned in my response to the question, the results of the poll will be announced to the ASX as soon as they are available, most probably tomorrow. To all shareholders who have joined this online meeting, this concludes the formalities for the meeting. I declare the meeting closed. We appreciate your attendance today. Thank you for your ongoing support of our company. Thank you.