The board are also progressing in the recruitment of another non-executive director with skills and experience in commercialization and experience in the U.S. to join the board, and the aim of that person would be to start in the next couple of months. I and the board are confident that these changes will support Vitrafy's strategy, enhancing skills, mix, and experience. In a minute, Brent will provide some comments on the year we've had, reflecting on the priorities that we outlined at the IPO and our delivery on those, the milestones in FY 2025 in more detail, and providing an operational outlook. John will give us a couple of sanguine remarks as incoming chair and a substantive unveiling of the demonstration of Vitrafy's prior present demo of human blood platelets. Of course, we will have the formal matters of the meeting outlined in the notice of meeting, and you'll have an opportunity to ask questions. On behalf of the board, I would like to say thank you to our very hardworking staff, the great work they continue to do to bring new technology to market, the additional challenge of resetting industry standards in cryopreservation, preserving life. Thank you for being with us on GA25. Briefly cover the topics that were listed on screen. FY 2025 will be a very important execution and critical focus of business to support future and human health blood, including platelets and cell and gene therapy. FY 2025 was a year of foundation building, becoming an ASX-listed company, introducing new. Which we have in front. The IPO in November 2024, with a listing valuation of AUD 127.5 million and offering almost, described was a significant milestone, and we thank you. [Hello for the.] Human and animal, and a digital technology designed to reduce biological waste that improves the quality and consistency of cryopreserved materials across multiple applications. With strong macroeconomic factors, including its precision medicine and global improvement, Vitrafy is certainly well positioned to capture value in markets. In this listing, Vitrafy has advanced its commercialization strategy and market position. We are delivering and developing a flexible commercial framework to support predictable high-quality recurring revenue streams while remaining focused on improving customer outcomes and being responsive to market needs. Early results from those collaboration partnerships include studies with the U.S. Army Institute of Surgical Research in agriculture. Financial discipline certainly remains a priority. We secured an AUD 4.8 million industry program grant from the federal government for global rollout of VCU2, focused on blood, reflecting confidence in Vitrafy's potential to deliver better health outcomes. The completion of the VCU2, now called Guardian, prototypes and readiness RUO devices to be demonstrated here today is a terrific milestone for the company. In relation to organizational transition, we strengthened our leadership team with the ASX experiment, and as I've already mentioned, we're reshaping the board to reflect best practice for an early-stage listed company. It would be remiss of me not to mention Brian Taylor, who applied this year. Thank you for your contributions. We are now an ASX. U.S. operations were established during the year. We expanded on our team in commercialization technology. We secured a number of people to build and develop the opportunity to expand our presence in the market. On financial performance, our financial statements for FY 2025 show that despite sustaining material loss during the year, we had AUD 29.6 million in cash at 30th June 2025. We remain very focused on our improvements in product and commercialization, ensuring that we're being cost-effective. At the end of 2025, we were at AUD 25.8 million. Cash costs are running at about AUD 4.2 million a quarter. We expect further grant receipts of AUD 2.4 million over the next 12 months. In addition, of course, our focus is generating commercial opportunities. Looking ahead to FY 2026, the board under the management and the management team under Brent remain focused on execution of strategy guided by. Additional challenge of resetting industry standards. We remain confident in our approach and ability to deliver long-term global preservation preserving life. On behalf of the board, thanks, Sheffield. We continue to support Vitrafy for their commitment to Vitrafy's strategic vision. We have been a partner for a long time. Finally, I would like to express my gratitude for my considerable efforts, and I am now likewise to Brent for. Thank you. Is everybody okay if I don't stand and I stay seated? Perfect. I just echo Sonia's thanks to shareholders, first and foremost, Vitrafy's team, some of which are present here, and co-founders, which Sonia mentioned as well. We wouldn't be here if we didn't work, and we're eternally grateful for that. Thank you very much. Further to that, on Sonia's point about remaining focused and diligent, that is of utmost importance to us. We remain focused. We have a clear plan, and that's what we're focused on delivering and have been for the past 12 months since IPO. To your point about noise, I think the microphone was a good choice, but we do need the device on because, as Sonia said, we will do a demonstration of the device at the end of the meeting, and we will be preserving human blood and platelets in real time, which will show the impact of what we've created here at Vitrafy. We do look forward to showing you that, and we can lower the noise in the meantime too. First and foremost, I would say it's almost 12 months to the day since the listing. I think it was 24th of November, Sonia mentioned, which we're four days off now. If I reflect on what we committed to when we went and did the road shows, presented to investors, raised the money, and then have delivered on since. That was in three key areas. One is the market development and making sure that we are expanding this into North America, which is our priority market, in the priority areas that we're working in to be blood and blood components, cell and gene therapy, and animal reproduction. That's what we said we're going to do, and that's what we've done. Second to that is about technology development. There's no point in growing market presence if you don't have products. Getting products to market at scale. That has progressed, and we've achieved a milestone, as we all know today, which we will share and show. Then operational capacity. It's one thing to have a product. It's another thing to have a fleet of products available to service the commercial demand. We are leaning into that now, now that we have achieved this milestone and expecting to build capacity to service the customers that we are anticipating we get, and obviously fully funding operations for the two years. Just taking that the next step towards the milestones. Obviously, we went through some of this, the full year results, a couple of months ago, but just to rehash on it. In the market development piece, we did not have anyone. We essentially had trips back and forth to try and educate, create a presence, brand awareness, and education of what Vitrafy is creating. We have now built out a team. We have got a small team that is focused on customer-facing sales and marketing that are doing that for us. That has been a great success. I think I mentioned this at the full year results. If I cast back 12 months ago when I was attending conferences, I was introducing myself and introducing Vitrafy. If I go to where we're at today, people are coming to us because they know who Vitrafy is and what we're doing. That's only going to increase now that we have a physical piece of equipment to take to North America and show the market because that's what people want. They want to see it. They want to feel it. They want to touch it. We are really excited by the progress we've made in not only the team, but the education and the understanding of who we are, what we do, and what we're special. Second to that, that sort of couples in with outbound marketing efforts. Once we've got the team established, we've been attending conferences. We've actually, as recently as two weeks or three weeks ago, presented at the annual conference for blood and biotherapies in North America with the results that we had with blood platelets. Again, topic of interest and what we're doing directly correlates with what the market is screaming for. That was really, really positive. Third to that, scaling animal health operations. Not just working with small aquaculture providers who are really important to us, but also looking at how do we scale that globally and rapidly. That is something that we're actively working on and excited by as we stand today. Importantly, in our priority area of blood and blood components, the results that we got with the U.S. Army Institute of Surgical Research, that phase one results were outstanding. I quote the military again, "Game-changing opportunity." We are very excited by that. Now that the government has sort of backed in operation, that phase two work is kicking back off. We are excited for the next round of those results to come, which are anticipated to be in Q3 as well. That is very exciting for us. Again, technology development. There is no point in doing any of this unless we have got a product in market that can scale. Working closely with our partners, Planet Innovation, who Eddie at the back there, we have worked really closely with them, our team, and their team in a hybrid model to build the product that you can see right here now, which was previously termed VCU2, Vitrafy Cryopreservation Unit 2. Did not really have a market ring to it. After a bit of a program internally, we've decided to name that device the Guardian because it's the protector of cells, protector of product, which is what you can see there today, which is a significant milestone. A lot of work's gone into it, and I thank all the teams involved in getting it to where it is today on time and on budget. What that marks for the company beyond the milestone and the achievement is a product that can be commercially released at scale. For the first time in our history, we now have that capability with the units that we're building. That device, the batch that we're now building moving forward, after that exact purpose. Research use only in North America is where we're focusing, and we now have that capability, which is ramping up opportunity and something that we're also very excited by. We can only anticipate but expect that all of those contracts will flow now that we have product ready to put into market. That is the hardware piece. Equally and importantly for the long-term and value creation is the software. Whilst there is not a demonstration to go with that right now, we do have the software that has been developed to scalable capacity so that that can be released to market in our priority areas to generate volumes of data, but importantly, execute on the revenue model that we want to execute on, close to customer and recurring revenue. As Sonia mentioned, we did achieve the Industry Growth Fund grant, which was AUD 4.8 million, which I raised as a milestone, but importantly, the recognition of what we are trying to achieve. To be noted from the federal government for the innovative projects that we're working on is a credit to the company and what we're trying to achieve. Patent filings, I know that it's something that is sort of expected, and it is, but it's also quite important because it's one thing to file IP and patents, but it's another thing to get them registered. That is a process, and it goes through tough scrutiny, and we have progressed our patent filings in line with our plan with multiple registrations now and more coming. Finally, growing operational capacity. I just mentioned there there's one thing to have a device or one unit available. We want to build a fleet, and we're leaning into that now in anticipation for the commercial demand, and then ensuring that we've got a U.S. based team to be able to service that, not only install it, but service and support it as well. That's what we're leaning into at the moment as well. That's been the key milestones for the year, which is something that, I guess, as a CEO and one of the co-founders as well, we're very excited by. It's the ducks. What's the ducks are growing or kicking out? No, no, they're paddling underwater. Paddling like a duck to use that. There's been a lot of momentum being built. Moving forward, there's more detail within this in the annual results, as I mentioned earlier, but very simply, very clear, our goals are focused on building that market demand, executing commercial contracts with products in market. We have achieved the milestones that I've mentioned, and we now think we're very well positioned to start converting those and start delivering those as well. That is our clear focus and ensuring that we have the organization capabilities to deliver that too. These are technical fields, and people know what they're talking about. We need to make sure that we've got skilled talent to be able to deliver that too. We have an exceptionally good team, and we're just going to keep building that as well. It is an A team. Moving forward to how that looks, obviously in the very short term, it's what we mentioned, securing commercial contracts in the priority application areas. That is our objective, and that's what we can expect over the next 12 months, executing on the target revenue model, which is recurring. That's what our focus is, simply put. For that to then be sustainable and grow, we need to ensure that we're executing on our core value proposition, which is quality and consistency of outcomes. That's not just the product outcomes. That's how we engage with customers. That's how we behave. That's everything about the company has to be tightly coupled to quality and consistency. That just to round that out is building capacity and customer-facing operations. That then ties into the medium and long term. If we do that and we do it well, which we think we're well positioned to do, then that leads into expanding our product suite, getting more data and integration, where that leads into absolute long-term value across all the priority verticals that we mentioned towards our mission on trying to set new quality standards for cryopreserved materials, not just in North America or not just in Australia. That's a global opportunity. Closing that, before I hand over to Leigh, I also want to share my thanks to Sonia and John as sort of this is their retirement period. I cast back when Sonia joined and taking the handover from Rob as one of their sort of founding investors and opening chair to then take us through multiple periods of growth, capital raising, very diligent operations, good governance. It's been a wild ride. Thank you very much. You've sort of ridden the wave, and it's been a great experience for the mentor and the guidance. Thank you very much on behalf of everyone. To John, a little bit earlier, for those who know John, he doesn't mind a pun. When I presented, not this version, Sean, myself, and [BT] presented the first version of the device, which is a little bit more unfit for market scale. Let's just say that. John and Deb, for that matter, who's also here, did a tour at Melbourne, and they knew exactly what we're trying to achieve. It was instantaneous, the appetite and the interest in Vitrafy, which resulted in John being a director and obviously a shareholder. Since that day, I don't think that that excitement and realization of the global opportunity has changed. You probably wouldn't tell me if it hadn't. I thank you sincerely for all of the mentoring, the guidance, the support. It's been extremely important. Thank you. I will now hand over to Leigh to introduce. Thanks. Thanks, Brent. Good afternoon, everyone. Excuse me for reading, but I'll forget what I'm going to say if I... Good morning, everyone. Thank you for joining us. Before talking about the future and my vision, I suppose, I just want to take the opportunity again to express my sincere gratitude to the outgoing Chair, Sonia, with many productive discussions. Throughout this formative and, I would say, demanding period, Sonia has led Vitrafy with exactly that dedication. Thank you. To steer the company to establish strong governance and strategic foundation. Her leadership has been instrumental in shaping the organization and strengthening our management team and laying the groundwork for continued success. I would also like to extend my thanks, as everyone is, to John. We found a common interest in life issues, which was good over lunch. I would like to thank you for your invaluable contributions and also taking that high-risk leap in supporting the company from a very early stage and also serving as Chair of the Scientific Advisory Board and then as a non-executive director. I think you have heard from Brent about the value of those interactions. Looking forward, building on this legacy, it is my privilege to build on that and establish what has been established by the previous leadership and also the Chair of Vitrafy. I am excited to step into the role. It is pretty much my swim lane in my career, as I will speak about in a moment. Vitrafy is positioned at the intersection of biotech, medical technology, and advanced manufacturing sectors, which are both vital to civilian and military contexts, which I have experience in as well. I think we could all agree that Australia excels in these sectors and has global standing. The opportunity ahead, the cryogenic technology of Vitrafy has the potential, I believe, and we believe, to revolutionize storage and transport of biological materials. An example I could give you, for example, there's an increased recognition of point of injury critical care with blood products, but it can only be made available with technologies such as Vitrafy. That's both in civilian and military contexts. We can go into that later. We want to learn more about that. This capability is not only essential for healthcare and research, but also underpins critical advancements in biomanufacturing. There could, I believe, be flow-on opportunities here. As I've said, I've dedicated much of my career in advancing products programs in these fields, not just from a commercial perspective, but from the positive outcomes it can deliver for patients and the broader healthcare ecosystem, including our animal breeding. By way of background, I bring around 30 years of experience spanning drug development, medical technology, and health security. I was unfortunately heavily involved in the COVID response, which is three years of my life I won't get back on. I suppose none of us will. I've had roles spanning from leadership, but also governance with organizations such as Pro Medicus, ENA Respiratory, Axelia Oncology, and others along the way. Additionally, I've served as a long-term member of the Board Commercialization Committee at the Walter and Eliza Hall Institute, and have been helping them with strategy in some of their commercial deals they've done as well. Throughout my career, my focus has always been on turning groundbreaking science into sustainable global competitive enterprises, not playing to play, but playing to win, I would say. This focus closely aligns with Vitrafy's journey, making our mission deeply resonant with my own personal professional values. The path forward, from my experience, I've seen the transformative impact that disciplined governance, strategic partnerships, and unwavering focus on execution can have, turning innovative ideas into thriving enterprises. Vitrafy now stands at a juncture where it has this opportunity and indeed the responsibility just to do that. I look forward to working together to realize this potential and to advance Vitrafy's role as a leader in the field. The key priorities for me and vision, I suppose, is that I'm committed to advancing Vitrafy by focusing on several key clear priorities and will work to ensure that our organization maintains the right strategic focus and secures necessary resources to scale our innovative technology for global markets. As we heard from Brent about how we're thinking about that. This focus will allow us to effectively bring our solutions to a broader audience and maximize our impact in the sector. Equally important is strengthening our engagement with partners. I'm a big advocate of key stakeholder management and doing that in a scientific and rigorous way. Furthermore, I will prioritize upholding of key standards the company abides by, including the trust and integrity with our company and our stakeholders. The other thing that I'm a strong believer in is company culture. I think culture is king. Beyond governance and strategy, fostering the right organization and core culture is crucial. I believe that building a board and management team characterized by collaboration, curiosity, and boldness is key. It's also important to create an environment where challenging questions are encouraged and where we are unafraid to envision and pursue new possibilities. I think, particularly with our technology, there are many potential opportunities that we're discussing, which is exciting to me. This approach will empower our team to push the boundaries and to drive meaningful innovation. From a strength and purpose perspective, Vitrafy is fortunate to have a talented and dedicated team, a committed board, and a clear sense of purpose. With continued support of our shareholders, I'm confident that our ability to build a company that not only achieves commercial success, but also significantly contributes to Australia's standing as a global leader in biotechnology and med tech is possible. Heading towards the end of my dissertation, if you will, the next chapter will be defined by growth, strategic partnerships, and lasting impact. Our mission is to unlock the full potential of our platform, establishing a new standard for biological preservation, but importantly, logistics. This area of expertise is critical to advancing clinical research as well, supporting cell and gene therapy, and enabling the future of health manufacturing. Finally, I just want to express my sincere gratitude to the board and our shareholders for their confidence in appointing me to this role and for the continued belief in Vitrafy's mission. Thank you. Thank you very much, Leigh. Before we commence the formal business of today's meeting, I would like to invite you, John, to say a few words, given your imminent retirement from the company today. Thank you, Sonia. With the delivery of that shade in the gene across care and partners, I felt that my ability to contribute to this stage was important and complementary. It was time to step aside to allow the recruitment of someone in the green public talents, especially sales and marketing, to this company because that's where we're now headed. There's a number of people I'd like to thank and acknowledge for my time in the board. First, I'd like to thank you, Rob, for stepping out of this obscure, struggling, provincial Victorian Ballarat-based company with a great idea which we saw and has consistently supported all of the developments of this company. It was at this urging that I drove to Ballarat to meet the team to look at what it might be. I was captivated by the possibility of that. I later met Rob Woolle y who, together with the other founders, BT, Sean Cameron, and Brent, got me to come on the board, which has been a mutually exciting and satisfying journey. These were the people who ran this company in its early, you might almost say, buccaneering days, with such a spirit, a can-do spirit. There was nothing that this management team, it seemed, could not do. I thank each of you founders and you, Rob, in particular, for setting me an example of being just a step away and a little bit of time to go, as you so generously did to make way for Sonia to shape our company into what became this and proper success as a listed company. Sonia, I would endorse everything that's been said about you and what you have talked about, Board. You have been a wonderful [meeting]. And thank you for your counsel, your advice, and also making sure that Vitrafy shares of the right type of company. That was a battle. Yes, but I believe that your masterstroke in getting us listed was to recruit Kate Munnings from the Americas because Kate was well known to investors and investors' companies that things were going to go well. I flew from a situation where we were struggling to get our minimum amount of cash at the IPO to pay things for double the top of our range, which was very satisfying, except that you had the other ability to let me have 20% of markets so we could give it to all the other shareholders. I think they are very fortunate, the shareholders. In the audience today, we have Dr. Deborah Cook, Senior Scientist at the Royal Women's Hospital, where I worked too. I worked with Deborah for almost all of my working time. Not quite because she's not at home. Maybe all of her working time. It wasn't just on the back of an envelope or on the screens on a tablecloth, but the founders did so much research looking into how can this freezing process be understood? How can it be re-engineered? It turned out from the next day, they were almost starstruck because it had been mostly her patients, which they had self-taught themselves from. The management has successfully and properly stayed focused on human blood cells, naturally occurring and modified cell and gene therapy, rather than going down the many rabbit holes which I would have then investigated for other purposes of this cryopreservation. There is so much more over the horizon in body part freezing, whole or in part. My bet will be that there will be a freezing of part or whole of the human organ within the next five years. This is what attracted me to Vitrafy at first, the idea of being able to freeze the very institute which Dr. Deborah Cook pioneered, but to be able to do it better. I think that we will be every six months to talk to these whole branches of all regions within to give them their own natural organs many years beyond the time of their natural menopause. I so enjoyed being part of this company, and I look forward to seeing it prosper. Finally, I would pay tribute to Brent Owens. In my 30 years or so of being involved with the small and startup, I have never seen someone like Brent. I have never seen such a combination of the qualities and strengths which he brings to this company as CEO. Qualities and strengths which I do not believe can be taught. They are innate and still inbound, but we have it in Brent. Thank you. Thank you, John. You're both wise and incredibly entertaining. Can I just do a check online that we can still hear okay? The microphone's closed as it can get to. Okay. All right. I'm going to remain seated, taking your lead, Brent, if that's all right with the audience. I'll now provide an overview of the questions and answers and voting procedure for the formal part of today's meeting. Voting today will be conducted by way of a poll on all items of business. For those of you attending the meeting in person, when you registered, you were issued with an attendance card. Shareholders and proxy holders and authorized corporate representatives who are entitled to vote were issued with a voting card. Visitors are reminded that you are very welcome at this meeting, but it is a shareholder meeting, so you may not make comments or ask questions, but you can definitely buy shares. If anyone is present and is entitled to vote and does not have a voting card, could you please see one of the team and go and see Rhiannon at the registration desk? Questions. If I call on you, please raise your voting or non-voting admission card prior to speaking to identify yourself as a shareholder. If you are acting as a proxy, could you please state clearly who you are appointed to represent when introducing yourself to the meeting when you ask a question? Online, for those of you who are dialing in from online, if you are a shareholder, proxy holder, or authorized corporate representative who is attending the meeting virtually, you can ask questions via text. There are some instructions displayed on the screen, so hopefully they make sense. Poll. In accordance with the Corporations Act, a poll will be conducted on each resolution, the seven resolutions to be considered at today's meeting. As advised in the notice of meeting, where proxies have been properly nominated to be at the Chair's discretion, those proxy votes will be cast in favor of each resolution. With regards to the poll procedure, we'll be open voting shortly so that your votes can be cast during the formal business section of the meeting. For shareholders attending online, when the poll is declared open, click on "Go to Voting" in the Extend Meeting portal and follow the instructions displayed on screen. For those in person, could you please submit your voting card to one of the team members here in the meeting room? I'll now move to the formal business of today's meeting. Before opening the voting, I wish to remind shareholders that the poll will remain open for an additional short period of time after we've considered all the resolutions, and you do have the ability to change your vote up until the time I declare the voting closed. I will now declare voting open on all items of business. Voting is now open. On slide 18, I refer you to the first item of business as set out in the notice of meeting, which is to receive and consider the financial report of the company together with the director's report and the auditor's report for the financial year ended 30th June 2025. These items are contained in the company's 2025 annual report, so I will ask that they be taken as read. A copy of the annual report is available on the ASX or on our website. No written questions to the auditor were received by the cutoff date five business days before today's meeting. Questions can be directed through myself to the auditor in relation to the conduct of the audit report, the company's accounting policies, or the independence of the auditor. Are there any shareholders that have any questions or comments on this item of business? None in the room. Michael, are there any questions online that have been submitted on this item of business? No. As this matter does not require a vote, we will now move to resolution number one. I will now refer to resolution number one, which is to consider the adoption of the remuneration report for the financial year ended 30th June 2025. The remuneration report is set out in the company's 2025 Annual Report. The vote on this resolution is advisory only and does not bind the company. The full resolution is on the screen, along with the percentage of proxy votes received for this resolution. Does any shareholder have any questions or comments on this resolution? Michael, are there any questions that have been received online? No, Chair. That was what you said. I will vote the undirected proxies in favor of the resolution. Resolution two, slide 20. I have a resolution two which relates to the re-election of Vaughan Webber as the director of the company. Resolution two is an ordinary resolution. Vaughan is outside of the meeting, and I will now invite Vaughan to comment on this resolution. Thanks, Sonia. I'm Vaughan Webber, non-executive director for the company for the last couple of years and have really enjoyed working with the board and the management to help grow business and work towards taking advantage of its opportunities. For the background, [I'm currently 11], 20 years of advising the company for working with entrepreneurs, and I think that I have a unique sense of success to contribute to the execution of the company's revenue. Thank you, everyone. Everyone chairs the audit committee. Do we have any shareholder questions or comments on this resolution? I'll go to you, Michael. Do you have any online questions? No question. The text of that full resolution is displayed on the screen, along with the title of the proxies in favor of the resolution. We are now to resolution three, which relates to the election of Dr. Leigh Farrell as the Director of the company. Resolution three is an ordinary resolution, and Leigh's bio is outlined in the notice of meeting. Now invite Leigh to comment on his election. Yes. Thanks, Sonia. I think I see this as a tremendous opportunity for the company, but also for Australia. I'm well used to working in highly regulated environments, particularly with the FDA, and have been in former roles, for example, where we adopted educate-to-influence programs, where we're on the bleeding edge of informing new regulations and actually affected new regulation by getting close relationships with the regulator. I've mentioned my background in both civilian and military theaters, I suppose. That brings with it opportunity as well. I think people see the military as they've got a lot of money, so we should get it. I actually know how that works and how to navigate those opportunities, I suppose. I'm looking forward to working with the management team to really unlock all of the potential value of that which Vitrafy is developing. When I first met with Brent, he spoke to me about the vision of vein- to- vein, and that resonated with me. It was basically because it was contemplating product as a service in a way, rather than going to Bunnings and buying a new power tool. We were actually looking for an integrated, potentially visionary way to deliver a product other than just a medical device. I think we're poised at a really interesting intersection. I'm firmly of the view that chance favors the prepared mind, as Pasteur said, which means don't think in a constrained way. Think in a bold, visionary way and be ready for when someone asks you the question, "What would you do if money was no problem?" Be ready with that answer, and we will be. Thank you for hopefully electing me. I'll hand back to Sonia. Thank you, Sonia. Thank you, Leigh. Are there any questions in the room or comments on this resolution? Michael, are there any questions online? The text of the full resolution is displayed on your screen, along with the proxy votes which, before the proxy resolution, I will vote in favor of the proxy vote on the resolution. Now go to resolution four, which relates to the adoption of the company's technique incentive plan, the details of which are outlined in the notice of meeting. Resolution four is an ordinary resolution. Does anyone have any questions or comments on this resolution? Are there any questions online? The text of the full resolution is displayed on the screen, along with the percentage of proxy votes received for this resolution. I will vote the undirected proxies in favor of the resolution. I'll now go to resolution number five, which relates to the approval to grant 275,346 performance rights to the Managing Director and Chief Executive, Brent Owens, as detailed in the notice of meeting. Resolution five is an ordinary resolution. Are there any shareholders that have any questions or comments on this one? Michael, are there any questions online? The text of that full resolution is displayed on your screen, along with the percentage of proxy votes received for this resolution. I will vote the undirected proxies in favor of the resolution. Resolution six relates to the approval to vary the terms of unvested options held by former Managing Director and CEO, and now Non-Executive Director, Kate Munnings, the details of which are outlined in the notice of meeting. Resolution six is an ordinary resolution. Does any shareholder have any questions or comments on this resolution? Michael, are there any questions online? No questions. The text of the full resolution is displayed on your screen of the proxy votes received for this resolution. I will vote the undirected proxies in favor of the resolution. Now, the final item of business, resolution seven, is a special resolution and relates to the approval of the 10% placement facility. The details of this special resolution are outlined in the notice of meeting. Does any shareholder have any questions or comments on this resolution? Michael, are there any questions from online? No questions. Thank you. The text of this full resolution is displayed on your screen, along with the percentage of proxy votes received for this resolution. I will vote the undirected proxies in favor of the resolution. We will now address any general shareholder questions received in relation to Vitrafy's business operations. Are there any questions in the room from shareholders on general questions or comments? Michael, are there any questions online from shareholders on general questions? No questions. Thank you. That concludes the Q&A session for the formal part of the meeting. I will now ask shareholders to please complete your voting if you have not already done so. We'll provide shareholders with an additional half a minute, let's say, for the voting to be completed. I'll just pause for a minute while voting is completed, and Brianna's walking around with pens and other things if that's needed while the [later] team is kitting up. We'll just give people online some time to complete the voting. Brianna is now collecting the voting cards from shareholders in the room. Thank you, Brianna. All right. Everyone handed in their cards, the voting cards. Hopefully, everyone online has had enough time to complete the voting. Last couple of seconds. No one needs more time. All right. As that additional time is up, I'll now declare the poll closed. Thank you very much. After the votes have been counted, the results of the poll will be released to the ASX later today. The company has not received notice of any other business, and as such, concludes the formal business of today's meeting. I now declare the meeting closed, although I'd like you to stay for the presentation. Thank you for your attendance, and thank you again for the opportunity and the privilege to Chair the Board of Vitrafy for the past almost three years. My very best wishes, Leigh, to you, and to the board, and to Brent, and to Vitrafy Group's future. Over to you, I'm [Guardian]. I'd like to thank Sonia and John for the round of applause. Thank you. Just for everybody to see, welcome to the company. you. Just for everybody to see, welcome to the company. First and foremost, we've spoken about what the device is and the milestone that we've achieved by having it here. I just wanted to start with a little bit of context of why we're doing it. Who we have here is Arnie and Sam, who have been long-standing members of Vitrafy almost since the start, really, who work in the hematology space. Their background and focus is essentially on the blood and blood components area, as well as cell and gene therapy. I can assure you they're not paid actors. What they're doing and what they're going to demonstrate is how fast and how quickly we can preserve sensitive material that is used for two purposes. One is to save lives, and two is to create life through sperm and reproductive applications. Currently, in this industry, it takes hours to be able to even process something, which makes it not feasible in many ways or in many locations. It also uses toxic materials such as liquid Nitrogen, which prevents people using these applications. Importantly, it causes a lot of damage to the materials. It lowers the quality, which makes it expensive, and it also impacts the quality of care. That is why we are here, because we want to create a new standard of cryopreservation and improve the quality outcomes of cryopreserved materials, notwithstanding the other benefits such as speed. What we will demonstrate now is a sealed bag of human blood platelets with no risk of contamination. Arnie and Sam will present how the device works. I want you to think about it in the context of the approximate 900 collection centers in North America alone that collect blood for different reasons. In many cases, they do not cryopreserve because of some of the issues that are raised. What we now have is a device that is capable of being positioned next to every single collection bed in North America and around the world, where you can cryopreserve your materials for future use in just minutes. There is no point in me talking about it. I would rather the team actually show it. Arnie and Sam, if you would. Noting as they do this, you can go for it, I only saw this device for the first time yesterday. It got wheeled into the office by the team, and this is the first pass. I actually haven't seen it in process yet, which, when we were talking earlier at the board meeting, is always a risky thing from a technology demonstration. If you're a user of the technology and you want to be able to cryopreserve this product, we want to make it simple. We want technology that can fit seamlessly into the market. From the first version that we created, we've automated this process. This is a lift kit so that nobody has to pick up anything or raise anything that's of weight. Arnie will now load that process. You can imagine that is a bag of blood that's very precious materials. Loaded within that is a protocol that we've created using our IP to preserve that material in just a few minutes. Within four minutes from right now, that material we've preserved, and you can sit it in a storage container for years. If that's sperm, if that's different embryonic material, decades. Not just being able to preserve it, but to be able to preserve it at a quality standard that can't be achieved. It's not just the ability to do it, it's the outcomes that you get from it. What you might walk away with from seeing this demonstration is that all. I think that's the point. It's so simple, it's so smart, and it's so automated that it just does its thing and you don't even really realize. That's the beauty of it, the simplicity of it. We've created a solution to a market need globally that's only growing that we're very excited by. We're about 50% of the way through, and this exact process is why the military are excited. It's why we've got applications across several fields, whether that's the reproductive market, the blood market, the cell and gene therapy market, because of this capability. If you imagine downstream to Leigh's point about vein-to-vein opportunities, if you were in a hospital, you would then have the same in reverse, which is thawing. As we continue building on our product suite, expand our commercial footprint, and take market share from the competitors, we will then look at how we then flow that through from thawing, which is the same process in reverse. Just before that process is completely finished, does anybody have any questions on the device itself? You? Do you want a mic? Processing, say, I don't know, 100 grams or a kilogram. Does the time go up? It's a great question. Connected to this device is what is going to be released very soon, and that's the software platform, which we call [LifeChain]. That was part of the use of funds through the IPO. Buried into that is what we call the algorithm. In the simplest terms, the team, who some of which are in this room working on it actively, that is, there's a model that you can create which changes what that needs to do to suit, whether that's this much volume or a full person, for your example. You've asked that question a few times, which sometimes concerns me. What it does is this system is customizable and tailorable. Whilst it looks like a box and all the units that P I are going to create will look exactly the same, what can change is how it functions. Functions by the sample type, but also by the sample volume. The importance of, which was presented in the slide deck, the short-term goals tying into the medium-term goals going into the long-term goals, is the baseline that we have today in terms of quality outcomes is the worst it's ever going to be. It's only going to get better because of the capability to interact and collect software and information where it continuously improves. As we get more data, as we get products in the field, as we collect information about the materials, whether that's one vial or whether that's a full bag of blood, we will get smarter, which will get better. This is our baseline of where we sit today. I can only imagine where it's going to be in 10 years' time with the amount of intelligence that we're going to apply to this technology. That is captured more in the software piece. Sorry. Does that answer your question? Once your frozen comes out, are there any particular protocols you have to follow once you're frozen? It's a good question. The question was related to storage. What happens next? Arnie is about to remove that sample. That sample now, whether that's blood platelets, whether it's red blood cells, whether it's whole blood, whether it's stem cells, whether it's sperm or eggs, that can now go into storage and it can sit there for years. It just transfers across. It's the process step. Some products will be 20 years like sperm, some will be five like platelets. The critical process step is this step here. Once this is done well, you can just go into existing storage systems. We did not want to recreate the entire wheel. We wanted to focus on where the most and most critical factors were. That was the process of freezing first and foremost, and then the thawing is second. What you have just seen then is essentially what the system does. Within a few minutes, Arnie and Sam have processed a bag of human blood platelets that can now sit in a storage tank for years. If you think about that in a military context, stockpiling, prepared for natural disaster, critical response, large-scale combat operations, you have got materials there to enable that rapid response capability. If you think about that from a blood banking perspective, you can now do this so quickly that people will want to use it because currently you cannot. You can spend hours doing exactly what we just did in five minutes and get a far inferior outcome as a result. Whilst the demonstration was brief and fast, and the first one that I've seen, I just wanted to say that this is a very big milestone for the company. What it unlocks is the capability to address the market, the entire RUO market in itself. As I said in response to Hugh's question, this is our baseline. This is the worst it's ever going to be. Imagine what it's going to be in another 10 years. It's not just a device, it's an enabler to preserve cells for future use, and that's why we call it the Guardian. Thank you all for coming. I really appreciate it. If you want to chat further.