This meeting is being recorded. With almost all of those cash receipts coming from subscription sales, it's great to see our cash receipts increasing quarter-over-quarter on a consistent basis. During the quarter, we had net operating and investing cash outflows of $3.6 million. That's a decline of 12% from the same quarter last year. This was as expected, however, as Q1 contains a large number of our operational subscription renewals and also our performance-related pay. Cash on hand, excluding the revolving credit facility of $10 million that we have in place at the end of Q1, was a little over $15 million. Teri is gonna touch a little bit more about this in the summary of our strategic review a bit later on. If we look at the SaaS highlights, or the recurring revenue metrics, during Q1, we had a record, $1.5 million of net new contracted annual recurring revenue. This included our largest contract to date and our first of over $1 million per annum. It also included a number of other significant new contracts with some well-respected institutions like Sharp HealthCare in California. CARR is now running at $23.7 million. You'll notice in the announcement that we put up earlier today that we're now starting to report CARR and ARR separately. CARR represents all of the contracted annual recurring revenue, whether installed or not, whereas ARR reflects the trailing twelve months of accounting revenue. Importantly, cash inflows sit somewhere in between the two of those. ARR at the end of Q1 was $18.5 million, and that's up from $17.3 million at the end of the previous quarter, or an increase of 7% quarter-on-quarter from Q4 FY 2022 to Q1 FY 2023. For us, the difference in CARR and ARR in and of itself represents significant upside to our revenue potential for FY 2023 and beyond. You'll see in the presentation that that gap had been closing consistently until this quarter, where the large deals pushed that up slightly. Our job is to get those customers live as quickly and successfully as possible. The average revenue per account has increased from $28,900 - $31,400 over the quarter as we continue to drive sales in the direction of larger organizations. Net churn of our SaaS CARR remains low, and that's 3% or less. With our strategic review largely completed, we're now pleased to present our revenue guidance for FY 2023 of NZD 31.5 million-NZD 33 million. That's up from NZD 26 million last year and represents an increase in revenue of between 20% and 25%. That's an overview of the numbers from the 4C and our guidance for FY 2023, and then I'll hand back to Teri. Next slide, please. All right, strategic review. After taking the helm of Volpara a couple months ago, I worked really closely with our Senior Executive Team and with a number of people in our company to really take stock. We looked at the industry, we looked at our company's strengths and weaknesses, and we worked quite collaboratively on a plan to take Volpara into a new era of profitable growth. The objective of our review was to assess opportunities to accelerate our growth and to improve the financial health of Volpara in order to increase shareholder value. After a thorough review of our operations, partnerships, customers, sales, marketing, and products, we recommended some actions which the board have accepted. To put simply, we've looked carefully at how do we bring in more money? How do we spend less money? How do we grow our secret sauce? We found we've got some work to do, most of which has already begun. I mentioned in last quarter the concept of elephants, and Craig just mentioned about focusing on larger accounts. We do continue a heavy focus on sales growth, emphasizing those elephants or large commercial opportunities. I like that better than saying whales, by the way. Regardless, we're focusing on the bigger opportunities, primarily in the United States as well as in Australia. Our recent contract signed with RadNet, the largest provider of outpatient imaging services in the U.S., was a great start, a great elephant to join our family. However, our pipeline does have other larger opportunities that are progressing in our direction. We're also investing our product development on driving some cross-selling and upselling opportunities among those most profitable products to be able to support those elephant-sized organizations. The integration work, which is already underway, is expected to unlock growth within our current customer base, which we're fortunate does include lots of elephant-sized organizations. Also, we expect this will drive more multi-product purchases from new customers. To remind everyone, our most profitable products, which are getting the most emphasis as part of our strategy, are Risk Pathways, which is a program for identifying and managing high-risk cancer patients, which we acquired from CRA back in 2021. The next one is Patient Hub, our mammography reporting and patient communication system, which we acquired from MRS in 2019. A key part of our development right now is providing the risk functionality acquired from CRA as part of our Risk Pathways and embedding that in our Patient Hub workflows. Volpara Analytics provides mammography quality reporting. Analytics is interesting in that we're exploring potential synergies between what our Volpara Analytics platform product does and our Volpara Data Platform, which houses all of the data that we've been talking about over the last couple years. We're looking at some interesting potential product growth, leveraging the wealth of that data, and expect alignment or combination of analytics and the VDAP products to provide infrastructure to open some new commercial opportunities, such as providing business insights to our customers. I also just mentioned our investment in integration supporting multi-product sales and upselling. We've also now gone live and have new revenue flowing from the automation of test request ordering and supplying evidence for eligibility via direct links to genetic testing laboratories, which reduces the time and work required for insurance approval as well. In terms of less money out, older legacy products and products that are less profitable will get less focus from us over the course of the next 18 months, and we have a goal of migrating customers to the newest versions of our software and reducing reliance on older technology. This also feeds into a careful look at our markets. Some parts of the world aren't ready for modern cloud-based architecture, and some markets simply won't pay for it, not enough to make it profitable at this time. We're focusing our resources on the high revenue and most profitable markets of the U.S. and Australia, and we're pulling back from parts of the world that currently don't make us much money. We're looking at savings in the cost of acquisition, our CAC, with less travel, and we've ended some distribution agreements in Asia. We're on a go slow approach for Europe in the next year or so, primarily supporting our ongoing research efforts there. We're looking closely at internal operations overall and reducing some of our non-sales staff costs. We're cross-training staff. We're looking at improving our operational infrastructure, and this should result in some operational cost reductions, saving around NZD 3 million in the second half of this year and another NZD 7 million-NZD 8 million in fiscal year 2024. We're also looking carefully at our partnerships, and we're nurturing the partnerships that have the best potential to support future expansion. This is part of our secret sauce. For example, a month or two ago, we announced to the market a collaboration with Microsoft, and this collaboration continues. Starting next week, around a half a dozen Microsoft staff will be here in Wellington working closely with our science and our innovation team and building on the foundation of our patent related to breast arterial calcifications. This is at no charge to Volpara, and it's pretty cool. Imagine if your mother goes in for a mammogram meant to detect potential breast cancer, and our software alerts her doctor that she's actually at risk for heart problems. She may be entirely unaware, and perhaps this could save her from an unexpected heart attack. This is extra important because women are more likely than men to have a heart attack without chest pain, which we all imagine is the main symptom of a heart attack. Partnerships, very important to us, but those that are a very long play or don't have an evident path to profitability are being de-emphasized right now. However, explorations of the areas that are most promising for future growth, including how to leverage our data, will be continuing. Speaking of focus overall and driving that culture of profitability, it's hard. One step in that direction was the creation of a new set of guiding principles to help staff make decisions in their daily work. Next slide. This is an example of one of our internal communications about our new principles. We discuss these in a weekly or an every other week whānau meeting, where we talk about how these principles apply daily to the jobs that our staff are doing at all levels of the organization. The first principle is listed first for a reason, because it's important. For a purpose-driven company, making money is not at odds with our intent to save lives, and every member of our staff needs to understand that. We've always kept the patient at the heart of our decision-making, and this is not changing. However, creating a culture in which we examine the work that we do, look for ways to streamline or open up ideas for commercialization, these are areas that we can draw on broad global expertise at all levels of our company. When we unite and execute on our in-flight plans for reducing costs and emphasizing our most profitable activities and products, we will achieve net operating cash flow breakeven by the fourth quarter of 2024 and net operating cash flow profitability in fiscal year 2025 using cash we have available on hand and without slowing our revenue growth. However, that is not quite enough. Next slide. This summarizes how the focus in our next 18 months, driving to profitability and leveraging the benefits of the two acquisitions to streamline our operations, sets the foundation for our expansion into new commercial models and ultimately our vision of going beyond breast and even beyond cancer. Even though right now the focus of our time, you can see 90% in step one, is really getting those operational improvements and optimizing our sales. We keep our eyes on the future, and we intend to grow our pipeline not only of sales but also commercially viable products. With that, I'd like to open the floor for questions. Thank you very much, Teri. We do have a few questions that have come in. Mm-hmm. I'll read them out. I think this one might be for Jill actually. It says, "Volpara has stated that it is now focusing on elephants as its primary sales model. How do you define an elephant, and do you have any of these coming up?" You're muted. Apologies. Thanks for the first question. We define elephants as opportunities that are greater than NZD 250,000 in annual revenue, recurring revenue for us as an organization. We certainly cultivate any larger deal over a NZD 100,000 in annual revenue with different organizations. Our products are very uniquely aligned with large organizations, improving the quality of mammography, looking at staff over a very large amount of deployments, and many sites. As well as mammography tracking. We see that as customers join other organizations, as they expand, as staff move around, people come back to us. We're lucky and fortunate to have a nice pipeline of those very large opportunities in the next year, and we're looking forward to talking about more of those as we go throughout the next 12 months. Okay, great. Thank you. We do have some others. What is the net financial impact of this strategy? You have cost reduction initiatives and additional investment initiatives, but overall, will your costs go down or up in the next financial year? Why don't I let you take that one, Craig? Yeah, I know the answer, but you'll give it more specifically. Yeah. Obviously we're halfway through FY 2023 already, or almost halfway through FY 2023 already. Our costs will be relatively flat on FY 2022. Sorry, just thinking of the fiscal years. FY 2024 onwards, we should see a drop in our net outflows or our overall outflows in FY 2024, 2025, and 2026, compared to FY 2023. There are some significant cost reductions that Teri mentioned a little bit earlier that are in the ballpark of about NZD 7 million-NZD 8 million in FY 2024 over effectively FY 2022. With about half those savings also being relevant in FY 2023 as well, but only in the second half of FY 2023. We do expect our costs to decrease. The intention is to manage those carefully going forward. Okay. Thank you. Will you be doing any more acquisitions? Not at this time. It's not that we're actively looking at or that we're not considering if there's something that's significantly value accretive based on what's going on in the market. If the right opportunity presented itself, it's not that we wouldn't evaluate it. In general, with the market's dynamics right now and what's been going on with different companies in our space, we've seen few that we really think would make sense for us right now and therefore we're focusing a lot internally. You know, it's not something that we would rule out in the long term. Okay. Another one. Once you hit breakeven, is the plan to remain above breakeven going forward? Yes. Okay. I'll just elaborate very slightly on that. You know, we've set a target that Teri mentioned of Q4 FY 2024 breakeven. Q1 of FY 2025, we will likely dip into a negative cash flow, because it is generally our most expensive quarter, followed by Q2. Q2, Q3, Q4, and the whole of FY 2025, we will be cash flow positive. Yeah. My yes was, I want our company to have a way of life that we bring in more than we spend. Okay. Thank you. We have another one, which is, "Teri, you've recently joined us as the CEO of Volpara. When will you be buying shares? Well, given that I'm not a Director, it didn't need to be reported, but must have been about six weeks ago or so, I bought six figures level plus number of shares. I am a shareholder, and I believe in our company, and I believe that it's a worthy investment for me personally. Great. Thank you. Why is the share price so low? Been a bit of a crazy time. You know, we look at companies that are similar to us and, you know, we've been on trend with other organizations. You know, I've been told by folks it almost doesn't matter what we do, this is just the band of what's happening given the macroeconomic dynamics out there. It's just the market. I do think our share price has been up and down recently. I expect that we'll weather this storm pretty well and continue in our current upward trajectory. I guess I'll see if, Craig, you wanna add any comments to that. Biggest thing to me is, you know, who we're benchmarked against, we're really flat in the middle of the pack. Yeah. I would echo those comments, Teri. You know, when we look at, I do see there's another question along similar lines that I might just read out there, Hannah, which says, "Even pre-pandemic, the company was trading well below fair value. Any reason why it's unable to achieve its fair value while some competitors are achieving the opposite and trading above their fair values?" I'm not sure that's a fair statement, to be honest, because there is no competitor in our space that is listed. We are a unique company on the ASX in our specific space. There is no one doing breast specifically or in that vertical. You can look to the U.S. At a competitor like iCAD that does computer-aided detection. That would probably be the closest in terms of a competitor. If you had to go look at their share price, they're down 80%-85% in the last 12 months. In terms of, you know, direct competitors, there are no competitors on the ASX that operate in our space. You know, in the wider healthcare sector on the ASX, it's fair to say that we're probably trading in the middle of the pack or some way, you know, maybe in the bottom quartile. You know, that's partly some of the reason for the strategic review and part of the reasons that, you know, Teri's just spoken about for the last 10 minutes, getting to break even. We think that getting to break even and not having to go back to the market and raise capital, which is what we're telling everyone now, should provide some stability to shareholders and the belief and you know we want to and we will deliver on the strategy that Teri outlined. You know, it will take a bit of time, but the markets are very strange at the moment. You know, the overall healthcare sector has struggled and we've just been part of that. Don't know if you wanna add anything, Teri. Nope. I think that's good. Another question for you, Craig. It says, "Craig, you mentioned that operating costs would decrease in FY 2024. Is that relative to FY 2023 or absolute? No, absolute. At a high level, we're looking at total operating costs in the region of NZD 42 million-NZD 45 million. You know, currencies are all over the show at the moment. FY 2024, we should be below that number at an absolute level. Okay. I guess related, here we've got, it says, "Does the successful execution of this strategy involve a capital raise or the use of your debt facility? Yeah. Our strategy is designed to not require a capital raise nor to dip into our debt facility. Okay. Thank you. One on sales. How long does it typically take to win a new elephant client or customer? I'll give this one to you, Jill. Thanks. You know, they typically will take around 12 months. Certainly we have had some opportunities come in that have turned around in three months, and we've had them go as long as 24 months. I think what we're seeing is a lot of projects are accelerating just due to the rebound of women coming back for mammography exams. There's bigger priority to really understand the patient's risk and personalize their care pathway, and that's brought some more deals to the forefront, maybe shortened a couple different sales cycles towards that end. You know, I'm gonna add something on it that I know I've been asked about a lot before, and that is could you comment about the sales cycle for, say, a capybara? You know, maybe it's a smaller organization versus a big elephant. Do you see substantial differences for the same product mix? Jill? Or maybe. Am I on mute? No. I'll comment on it. That one of the things that's been surprising for us is that oftentimes a small sale and a large sale don't necessarily take significantly different amount of time to get over the line for the same product mix. Obviously from one product to another, there's some differences, but with large organizations, oftentimes they have more expertise, so they can get through the same kind of security reviews and things, a little bit faster than a small sale that's relying on one person to single thread it. Okay. Thank you. Is there any update on the U.S. federal legislation regarding breast density? No real new news on that. We are still awaiting. You know, we keep hearing it's still in the works, and we've reached out to some partners and trying to find ways to be able to also encourage our customers to step up and be helping support lobbyists and others to get that legislation through because it's been pending since 2019. We do think that it will eventually come over the line, but we can't tell exactly when. We think that, you know, that'll be good for us. I can't give you a date or specific movement, except it's still in the works. Okay. Thank you. What does your sales pipeline look like at the moment? All right. Jill, you wanna talk about the pipeline? Sure. The pipeline. Perfect is really strong. It's certainly stronger than it was when I started about a year ago. We've seen the greatest volume of increased fee, not in one particular product. I wanna call that out. It's been very balanced across all three of our products, our main products: Risk Pathways, Analytics, and Patient Hub. Mm-hmm. The biggest growth we've seen is those elephants. The opportunity is greater than 250,000, and that's due to a focus on those, as well as just an increase in just the number of IDNs that have pivoted away from the kind of the COVID downturn, with that volume coming back in mammography and the reinvestment and the patient, you know, private pay surgeries and elective surgeries and things like that rebounding. We're just seeing that these larger hospitals have recovered, and they're starting to focus again on how they can personalize that patient care. Okay, thank you. We do have some questions from the floor. I'm going to throw over now to Michael Yasser, who has a question for us. Okay. Michael, please go ahead and ask your question. He's on mute, Hannah. Yeah, if you're trying to talk, Michael, you're on mute. Yeah, it looks like he is muted. Okay. Well Maybe just move on to one of the other questions for now, Hannah. Yeah. Okay. The next question is: Are you able to expand a little bit more on the partnership with Microsoft? You said that six Microsoft staff are coming at no cost to you and matched with Volpara scientists, but what is this project goal, and what is the timeline for it? Yeah. They are working with us on some of the AI work that we've done, so bringing in some of their experts on breast arterial calcification, identification and quantification. A part of the scope of that is not just the technical work, but also discussions about commercial options and we expect that we will be able to come out after we've done some more of this work with more specifics about timelines and where this might go as a product. It's got a technical element and a business element, but I can't give you a determination yet because we're all just getting together talking about it. Historically, there was constant talk about company uplift in users following the DENSE study release or the FDA recommendations around breast density. However, this uplift hasn't been as substantial as expected. Therefore, will the breast vertical only ever be able to grow slowly, and we should never expect a sudden increase in users? And is that why Volpara is broadening into these non-breast verticals? That's a good question. I do think it's unrealistic to expect a sudden explosion of use based on the FDA recommendations or the DENSE study, you know, it's something that organizations do still go through a process. They still have to carefully consider security. Especially, well, you know, in the United States, there's a process of getting consideration from radiology and budgeting and all of that sort of thing. It's usually not at the urgency of, "Oh my gosh, we have to put something in. We have to do it right now." Depending on what happens with those legislation, usually, though, there still is a grace period in which people can take their time to be able to put new systems in. It's not like you're gonna be non-conforming if you don't have something turned on next month. I think it'll be good for us, but I don't think that there will be a time where all of a sudden there will be an explosion of activity. The second part of the question, though, I do think it's good for us as a company to look at expanding our market and leveraging the deep expertise that we have in imaging, the expertise that we have in risk, and the fact that with the acquisition of CRA, it actually opens us up to look at other types of cancer beyond breast. To me, I like that we've got a really good, solid, steady revenue stream in breast, but when you expand beyond women to men and women, and you expand to other areas, I think we could become a much bigger company in the future, which is why that's part of our strategy. Okay. Thank you. Will your revenue be impacted by all this cost-cutting? We do not anticipate that our revenue will be impacted by the cost-cutting at all. We've protected our resources in sales. We've got a solid marketing plan. Even the products that we're focusing on, and continuing to support are really the highest revenue products. No, we don't expect our revenue to go down. We expect that this focus will actually help support our continued growth and revenue. Okay. Thank you. One perhaps for Jill again. Have there been any changes in the requests or priorities of healthcare providers or potential customers over the last two years when actively selling your product? That may be either COVID or non-COVID related. What is the sentiment like generally in the U.S.? I think first of all, in terms of the requests or priorities, the first I would mention a little bit around what Teri was talking about, and there not being just some bubble of activity around breast density legislation. I will tell you that I see very much a strengthening of not just going beyond just breast density to patients understanding their lifetime risk and then patients understanding their genetic risk. A couple months ago, we talked about the upswing in genetic assessments and patients and providers trying to bring that value. There's five states that have mandated reimbursement in those lines, and we're starting to just see that while that's a future state, our customers and providers need to make sure they're giving the lifetime risk today. That's a very strong story, and people are asking a lot of questions. The other thing we see a lot of uptick on is security, and it's something Volpara is very strong at providing security around PHI and around our data security. Customers are really confident in us when they do that analysis. That is something that I think is a very real part of everything we do and everything we do in healthcare now. There's a lot of data security questions and rigor, and we tend to do very well with that. I think that's a strength. In terms of the sentiment, I probably am repeating myself, but with the COVID has normalized more, and so patients are going back in and seeking elective care. I'd say the sentiment in the United States is we're not as rattled, and we're just stronger, and we're building up in our interest in pipeline and things along those lines. The sentiment's really strong. We have a very good team. In Volpara, we've added a lot with regards to customer success and working more collaboratively with our customers, and our products are really sticky. I think a lot of very positive things to talk about in the US. Okay, great. Thank you, Jill. We just have a few final ones here. If you do want to ask a question, please do send it through, using the Q&A at the bottom of your screen. What are you doing to retain talent? We've got a couple different things. You know, fundamentally, a lot of it comes down to attracting and retaining our talent is staying grounded in our purpose and connected with our customers. That's extremely important to us. And in fact, you know, we just had a all staff meeting that I just about came to tears where one of our staff was talking about her experience and why she works at Volpara. It's a section we call Why We Do What We Do to ensure that people at all different levels of the company are very engaged and committed to the good work that we do in saving families from cancer. That's the foundation. The next level is creating opportunities for our staff to be able to grow within Volpara. We've got Volpara University to be able to offer education and professional development opportunities, but then also giving people a solid growth path. You know, it's something that our senior management team, our executive team talked about last week. Even as some parts of our company have gotten smaller, there are other parts of our company that are growing, like Jill just mentioned, customer success. Even that, us working with our customers to make sure that they're not just live, but they're using the software to be all they can be, to do everything that they can do with our software as fully as possible, is actually very gratifying for our staff. Providing opportunities for our staff to be able to bring forth their good ideas on how to help leverage what we're doing with our customers, as well as even driving those principles to the people in accounting, the people in all different parts of our company, to be able to be heard and engaged in a process where we do continuously improve the operations that we do. I would say those are the main areas. A couple softer things, like we've got a walking challenge coming up where we have the Northern Hemisphere compete with the Southern Hemisphere, focusing on the healthy workforce, making sure that people have the tools that they need to do a good job. Really, we want this to be a place where our staff feel valued and enjoy the time that they have with us, but probably more than anything, feel like what they do with our company matters. It's something I feel like under Ralph, we did really well, and I'm committing to continue. Thank you very much, Teri. That concludes all the questions we have for today. If any of the attendees here with us do think of any other questions, the contact details are on the bottom of the ASX announcement. Please feel free to get in touch with me directly or with the company directly. Before we go, Teri, do you have any closing remarks? I would just say thank you for your time for everyone that tuned in on this. As you can tell, we've got a really resilient business. We're helping millions of women each year. We really appreciate those of you that invest in us and support us for supporting our mission of saving families from cancer. Onward we go with trying to do that bigger and better. Thank you very much, and thank you, everybody, for joining us today. Goodbye. The recording has stopped.