Technical difficulties, but she shouldn't be long, and she is Volpara's EVP of Sales and Marketing. So when we do the presentation today, Teri, Craig, and Jill will run through some of the operational and financial highlights, and then we will be conducting a Q&A session at the end. If you would like to ask a question, please do so using the Q&A button at the bottom of your screen, and we will answer as many as we possibly can at the end. So thank you very much for joining in, and I'll now hand it over to Teri. Thank you very much, Hannah. A slight correction: Jill is EVP of our Sales and Customer versus Sales and Marketing, and we believe that our focus on our customer is extremely strategic and important for us, as you'll hear a little bit more in this presentation. So anyhow, hello. So Craig, Jill Spear, and I are delighted to present to you the results of our second quarter of fiscal year 2024, which ended on the 30th of September of 2022. And, let me first thank those of you who've invested in us, and for anyone new to us, I'll give you the 30-second summary of who we are and what we do. Now, we exist to save families from cancer. We are a software-as-a-service company. We make no hardware, and that helps us. We help customers identify a person's risk of breast and other cancers. We also provide software to manage the workflow in a clinic that does mammography. We automate reporting. We apply artificial intelligence, or AI, which is quite a hot topic in our industry right now, to assess image quality as well as density of breasts, and we make a lot of the work of this very, very heavily regulated area of mammography far easier and far faster through the use of Volpara technology. Now, this has been a bit of a different quarter for us, but in a good way. We have focused heavily on our current customers. We had more contracts up for renewal than we have ever had before, which has given us a lot of work to do, and this is fun work. We find engaging with our customers is quite rewarding, and we're delighted that our churn is very low and our customer engagement is strong. Our customers tend to stay with us, and this quarter, we focused on ways for them to increase what they do with us, adding products, increasing volumes, as well as helping our customers commit to longer term contracts, which of course, secures revenue for us for years to come and increases predictability. Now, we've engaged with our customers at multiple levels, and this will pay off well for us in the long run, including an initiative to get our product and our engineering staff directly connected with our customers, which is absolutely critical for the effectiveness and the efficient development of new products, like our new product in the hopper right now, Quiver. I'll talk about that more a little bit later. I could spend the entire time talking about our customers because this is what we're here for. It does fuel my ability to ignore jet lag. I just got back from the United States. However, for now, I'm gonna turn it over to Craig to talk about our financial performance this quarter, and then we'll have Jill speak about sales, and we do have some cool news. On to you, Craig. Cool. Thanks, Teri. So, I'm gonna talk about the cash metrics and the SaaS metrics before I hand over to Jill, if she's made it on. Otherwise, I'll hand back to Teri, and then she can hand back to Jill. So, this quarter represents a number of milestones for Volpara as a business in a number of respects. It's our first quarter with cash receipts of over $7 million. It's also our largest quarter of cash receipts- to- date, in NZD, so NZD 11.5 million. Net operating cash flow was positive again, and this time to the tune of over NZD 1.2 million. It was also our fourth consecutive quarter of being net operating cash flow positive, and in total, we've generated net operating cash flow of NZD 3.4 million in the last 12 months. This is a huge improvement on the 12 months before that, where we burned through NZD 11.8 million. So that's a NZD 15.2 million improvement or 129% in just 12 months. The 12-month ended September also resulted in Volpara being free cash flow positive to the tune of NZD 730,000. We were also free cash flow positive this financial year- to- date, although that is subject to being audited right now by PwC, but as of now, we are free cash flow positive. Both this and the operating cash flow results are significantly ahead of guidance and internal expectations. We've continued to invest in the business for growth, but at the same time, our business model and the resulting cash receipts, aided by the U.S. strong dollar, the strong U.S. dollar, have seen significant growth and improvements, allowing us to beat expectations and guidance. Cash on hand at the end of Q1 was NZD 13.2 million, and that's up over NZD 1 million from the end of Q1. If I turn to the SaaS metrics, or the recurring revenue metrics, during Q2, we added over $1.2 million of net new CAR. That takes total CAR now to $28.4 million, and that's pretty much exactly in line with the cash receipts, we received for the quarter, if you, you know, divided the NZD 28 million up into quarters. Among other sales of notable deals we signed, were renewals and expansions with Memorial Sloan Kettering. They renewed with us for a further five years for the Analytics and Scorecard, and they actually added Risk Pathways during the quarter, bringing their total contract to over $165,000 with us. Northwell Imaging, which is one of our really big elephants, renewed for a further five years as well, and they expanded their contract for Live Analytics, Scorecard, and Risk Pathways, bringing their total contract to over $140,000. Hackensack, who also renewed for a further five years and expanded their Analytics contract by adding Risk Pathways, brought their annual contract to over NZD 250,000 and became an official elephant. Avera Health was another customer that renewed for a further five years and also grew their portfolio with us to over NZD 250,000, and also becoming an elephant. A customer that we don't really talk about that often, but sort of flies under the radar, but who continues to keep buying from us is the Veterans Affairs, or also known as the VA in the U.S.. They added over NZD 170,000 in net new ARR during the quarter, and that actually takes them over the $1 million mark per annum, in business with Volpara. So, a very important customer to Volpara. We also added a number of new customers during the quarter. Some of those are Northeast Georgia Medical Center, Riverside Medical Center, and West Tennessee Imaging Center. If I move on to recurring revenue, annual recurring revenue, we increased that by $1 million from the end of Q1 FY 2024 to $22.5 million. And as I flagged in the previous quarterly, where ARR increased by only $600,000, we saw an improvement here to a more typical quarterly increase of $1 million. We do expect that to increase by more in the second half of the year, as we have a number of large installs slated to go live in H2, compared to those that went live in H1. And then lastly, I'll touch on ARPA, so average revenue per account. We continue to see a strong increase there. So we grew from $39,000 at the end of Q1 to $40,400 at the end of Q2. You know, just for interest's sake, it is on the quarterly that we launched on the ASX earlier. We've seen our average revenue per account grow at a compound annual growth rate of 21% year-on-year for the last two years. So, you know, it's definitely a trend we want to see continue. And just for perspective, that was less than $30,000 two years ago to well over $40,000 now. So, a big increase and, you know, that's all part of the Elephant Strategy. And with that, I see Jill is still not on. So in the meantime- Give it back to me for a minute, Craig. Hand back to you, Teri, and then you can- Yep. Back to Jill. I'll give it to Jill in a minute when she joins, but I do want to note a couple of key things. You know, not only cash flow positive, way ahead of schedule, which we're quite proud about, but I don't want to go too fast past some of those new customers to join us. We now have more than one customer that generates over $1 million annual recurring revenue. That is huge. We had that first milestone with RadNet last year, and it's nice to see that our engagement with the U.S. government has the potential to continue growing and getting that over $1 million annual recurring revenue. I hope and expect in the future we'll add to that special club. The other thing is, Memorial Sloan Kettering is absolutely one of the most respected institutions in our industry. Really, globally, they are a leader in cancer care, and so it's absolutely amazing validation of our work, Volpara, that leaders in our industry could select to not only work with us with one of our pieces of software, but to continue to grow their footprint and their engagement with us. So not only is that a really good sale for us that they've committed to five years, but that they've also now got both analytics and our risk pathways. Very, very validating for what we do. So while I wait for Jill to join, I'm gonna walk through a couple things about sales, and when she joins, she can take over. First of all, I introduced a long time ago, a focus on larger customers, and as Craig mentioned, the growth in our annual revenue per account is really, really strategic for us. I introduced the concept of elephants. So, focusing on larger customers and some of the activities that we're doing in the sales team, we have fun with the title elephant. So we started talking about these elephants over a year ago, but have been focusing on building this pipeline for a couple of years. In a company driven to be cash flow positive, keeping our sales team small has been really important. And in order to maintain our growth, we really need to focus our efforts and maximize the benefit of our experienced sales team, with depth of knowledge in the industry, focusing on larger opportunities and our customers. We've called them elephants to represent the impact that they have on our growth and their value to us, and I entrust Jill with driving that team and that Elephant Strategy. I'm going to introduce her now and hand it over for her to talk about elephants. Go, Jill! Thank you, and sorry for that. I apologize. Technology took me out today. So I love talking about elephants. And as we focus on this group, that really brings a lot of value to us and impact. It matters to us because we know when we get an elephant, a customer that's really large and doing wonderful things with our software, we're really making a difference for a lot more women. So what is an elephant to us? It's a customer that performs around 50,000 screening mammograms annually, and we've identified in the U.S. market about 250 elephants today. Fewer than half of those elephants are actually using Volpara in their clinical practice, so we have a lot of potential in this demographic of users that we can go after and work with. We work with them to understand their challenges, offer them solutions, and when an elephant-sized customer is contracted for over $250,000 in annual recurring revenue, we consider them a realized elephant. So they're a really large customer, and they're using at us at scale. That's how we define an elephant. I should also note that an elephant, even an elephant customer using us at a large scale, can often still grow, but at this point in time, we call them an elephant in our herd, and we have 23 elephants today. Sometimes one site in an elephant hospital network or an elephant-sized customer will use our software or maybe just use one software solution across their network, but because of that smaller size, they're using us only for less than $250,000, or contracted for less than $250,000 with us. These are still elephant-sized customers, but they've just not grown to be an elephant with us yet. If they're using our software, and they're contracted for more than $100,000 in annually recurring revenue, we call them a calf, an elephant calf, and we have 75 elephant calves today, and often these will grow to be elephants. This quarter, we had two calves become an elephant, and a third customer grew to become almost an elephant and just a very big calf with us. So all of these animals might sound confusing, but it's really helpful to us, and it truly is fun for our customer success and support teams to work with these customers and help them realize their goals with our software and support them on their journey. As they find success and grow, as I mentioned, it has a much bigger impact on our on their communities because they're so big, and it's rewarding on our mission of saving families from cancer as we know that our software is touching more families. We talk about herding new elephants into our game reserve and growing the elephants on the preserve quite a bit. They do make our orders volume lumpy at times. You might recall some of our elephants from last year, like RadNet, Adventist West, Banner, Sutter, and Bon Secours. Half of these grew from calves, and half started as new elephants just from scratch. So these pachyderms come in different flavors with us for sure. We do have a couple other things for sales I wanted to focus on besides elephants. So if you could go to the next slide. First is the NAPBC, and this is the National Accreditation Program for Breast Centers. Meeting this certification identifies a site that is committed to the highest standards of care for patients with breast diseases, including cancer. This organization has just updated their standards and are shifting the focus to more personalized care delivery, with greater use of risk assessment and preventative protocols. So two examples include the recommendation now within this organization for risk evaluation at screening and diagnostic exams, and then notifying patients and educating them about breast density and increased risk. Across the U.S., there are 530 certified sites today. 17% of these are already using Volpara Risk Pathways to power their risk assessment, and fewer than 5% are using a different solution, a competitive solution to do this. So this means that 75% of the sites need to build a plan to offer risk assessment, and 16% of these are elephants. So we're excited about this and focusing on the patient, engaging on her risk assessment, and talking with all these sites to learn how we can support their plans. Overall, this is a good short-term list of potential customers for our Risk Pathways product that are likely to buy software to support accreditation moving forward. Next, we have 2 sales roles posted to expand our clinical talent and offer more clinical demos of the products. Sales staff who well understand the world of the customer, clinical workflows, and our software, will be powerful ambassadors for Volpara to drive future elephant sales with strategic consultative selling. We plan to increase the number of demos we are doing and increase our lead generation activities as we roll into the biggest trade show season, which is November. So speaking of this trade show season, a big focus for us right now is the RSNA, which is the Annual Meeting of the Radiological Society of North America. This is the largest trade show we attend each year and our largest source of sales leads. We're gearing up for that in November and plan to meet with all of our customers and prospects that attend the meeting. So we do have a lot more going on. As Teri mentioned earlier, around renewals, we're doing an investment in Gong, strategic sales support software, and we're seeing a great increase in attendance of our user group meetings in Volpara Hive. Our focus is to keep building new elephant relationships and expanding our existing user base. We expect to keep growing at our current rate, adding new customers, but do understand it may be in a lumpy way, as I mentioned, referenced in our explanation of elephants. I think I'll turn it back to you, Teri. Well, thank you very much, Jill. It certainly has been a busy and exciting time for Volpara as we enter this part of the year when the industry, particularly breast cancer, gets the most attention, given that October is Breast Cancer Awareness Month and that we have RSNA in November. And then, of course, the end of the calendar year, when many U.S. organizations close out their budgets and finalize their plans for next year. So we will be working hard. Your team is gonna be kicking, and I thank you, Jill, for all of your hard work. And bring up the next slide, where you see Jill on the big screen. She was on a very big screen. I myself spent seven weeks, over half of the quarter, away from my New Zealand home on the road, attending conferences. I met with some very well-respected researchers, luminaries in our industry, partners, and also got to know more of our customers, which I always enjoy. It was great to see the progress in Europe, primarily from attending EUSOBI, which had record attendance in their chosen location in Spain. Europe is slowly evolving into a better market for us. As interest in leveraging technology to improve mammography grows, we see progress in European nations leveraging SaaS technologies, and we continue working with several of the European industry leaders on best practices that we anticipate will drive national screening programs, as well as some interesting prospects in private imaging chains in Europe. It's not prime time yet, but it is progressing. AI was a hot topic in literally every meeting, as was risk and productivity. In Europe, as well as the U.S., tools to speed up radiologists and improve their quality, are of high interest as everyone cited staffing shortages, with the exception, weirdly, of the Netherlands. In the U.S., we attended two conferences, Becker's Healthcare IT and Digital Health Conference, which was also rather abuzz about AI, with an emphasis on employers, insurers, consumers, and some of these directions that Volpara may extend to in the future. This was also nice exposure for us at a conference that had over 10,000 attendees, including lots of C-suite health system executives. These are our elephant-type buyers. Also, hot topics, AI and the role of the consumer, radiologists, electronic medical record vendors, and others we saw at Becker's. Great place to dig in more on the potential for us to extend to employers or insurers. Other industry giants did presentations like Kaiser Permanente, and there was a high-profile Cancer X meeting at the health conference as well. One key message consistent across all of the conferences was the clear potential for AI to enhance healthcare, with radiology absolutely being front and center, and mammography being a very strategic and important specialty in radiology. I also had the honor to meet with Dr. Cuzick, the namesake for the globally most accepted lifetime breast risk model, the Tyrer-Cuzick risk model, and I visited the massive Epic headquarters for a catch-up while nearby for the Becker's conference. And that white, funny sculpture is actually from Microsoft. It changed colors based on what they said was the vibe of the people in the building. Very innovative, very interesting. Next slide. So speaking of Microsoft, during my meetings with Microsoft, and Epic, and trade shows, and customers, one thing was consistent: People love our commitment to our purpose of saving families from cancer. People also really love Kiko, our corporate mascot. So we decided, in honor of Breast Cancer Awareness Month, to use our fun ambassador to remind people to understand their risk and to go in and get their mammograms. And we wrapped a bus in Wellington, so any of you that are based in Wellington, watch our fun and happy, but with a really positive message, bus driving around, and then we've also driven that through social media posts. And next slide, please. Taking advantage of Swiftie Fever, we also launched our really fun marketing campaign in the U.S., as well as Australia, focused on women aged 25-40, because this demographic is often unaware of their own cancer risk, and yet those who are diagnosed with breast cancer in this age bracket often have more aggressive cancers, and the number of diagnoses in this bracket is going up. We're working at this problem from both sides of it, both reaching out to GPs, or primary care doctors, to health systems, but also reaching out to informed consumers and those who engage with consumers. And we do this because it's the right thing to do. We are working hard, we are making an impact. We've made really great strides financially, and as Craig mentioned, I've always believed in balancing purpose and profit. It's like two feet. We stand firmly on, and we stand with strength. So with this new financial strength, we're excited about the growth opportunities ahead of us, and we're on track for showing our new product in development, Quiver, at RSNA, as well as driving more quality elephant leads into our pipeline and welcoming elephants into our Volpara family. I cannot be more proud of our team and our positive impact on families. And with that, that concludes our 4C. We look forward to getting back to work, engaging with our customers and our prospective customers, and supporting them in early detection and prevention of cancer. So now on to questions. Thanks very much, Teri. We do have a few that have come in. Not as many as usual, but that's okay. I'm just gonna start from the top. So how long is a typical contract in years? A typical contract in years is five. That's our standard. Historically, we, and in some of our older contracts that we inherited, were annual contracts, and we do have the odd 3-year contract, but our go-forward and most common standard is a 5-year contract with easy renewal. All right. Thank you so much. Okay, so following the Dutch-based DENSE study, it has surprised me the follow-up seems to have faded. Can you provide an update on the follow-up status and what part Volpara-- and to what part Volpara is engaging? Yes. I spent a bunch of time on that because the DENSE Trial in the Netherlands, still well respected and often cited. And so I think the challenge is that people all agree that you can save lives by doing MRI on dense women. However, when you look at the different health systems in Europe, there are some capacity challenges related to availability of MRI and costs associated with being able to care for these women, universally and consistently in the same way. And so many of the screening programs in Europe have opted to further study this. For example, in the Scandinavian countries of Norway, and they're also talking about it, I believe, in Sweden. They're looking at, instead of giving an MRI for everyone who has dense breasts, can they use Volpara's density to identify a smaller population that is the highest risk of having breast cancer and give an MRI to that 3% or 5%, for example, that are at the highest risk? So we do see deep engagement continuing with our research partners in Europe. And I'll thank Melissa and our team that works with our science and research for their hard work in helping these countries figure out the fiscally and practically feasible way to be able to save as many lives from cancer as possible while still working in an environment in which they have some resource constraints. Thanks very much, Teri. A few more have come in now. Okay, so what percentage of revenue comes from the U.S.? I'll let Craig answer that precisely. Yeah. That one's relatively easy. So, we're hovering somewhere between 95%-97%, so pretty high from the U.S. at this point. But as Teri spoke to a little bit earlier, you know, we are. Now that we're in a much more financially stable position, we can start to look at expanding that slowly again, but obviously very carefully and, strategically into areas like Europe, et cetera. All right. Thanks very much, Craig. Next one: What success is the company having at getting customers adding additional products when renewing their contracts, instead of simply just renewing the current mix of products? I'm going to comment on that and then hand it over to Jill to talk about it a little bit more. One thing that we've done as a company is we've invested in in technically integrating our products. So the goal is to make it easy for a customer to have a contract with Volpara and solve multiple problems, where they might have started with focusing on just risk or just Patient Hub. Now they can do an integrated risk in Patient Hub. And there is some value to that, especially with the bigger customers who like to keep their portfolio of vendor relationships as small as possible. So being able to provide an integrated solution that doesn't require additional IT work, and IT resources are one of the biggest constraints in customers going forward with new software or enhancing the programs that they have. Together with also some operational changes within Volpara for our salespeople to be able to sell multiple pieces of software all at once, instead of having individual salespeople focus on specialized pieces of software and calling on prospects independently. So those two things are very supportive of us having a much higher new customer multiproduct purchase rate, but then also provides a great opportunity, and that's been a lot of our focus in this last quarter. So now I'll give that over to Jill. Yeah. I feel like you handled that, answered that very completely. I really wouldn't add anything to that other than to say, I think what the last piece is that a lot of our software works together very uniquely. So as we work with them, maybe on one solution, say, Patient Hub, one of our products that does mammography reporting, when we layer in density, we can now bring a patient's image into the patient report and letter. We can be sharing better content around her breast density and educating her with QR codes and other components. So as we work with them with customer success with one product, and they see the value of adding other products for their patient care, they're more likely to layer these in and expand. That's a big part of what we do with customer success, is just really educating and understanding their workflow so that we can bring the best solution for them to solve their patient problems. I'll just add very quickly, in the four or five customers I highlighted and in the 4C cover letter, the three or four big, large renewals we did, I think every single one of them, off the top of my head, added Risk Pathways. So we are definitely, you know, that's just how that quarter fell, but we added Risk Pathways to every single one of those customers and significantly increased those contract sizes. So I think that, that's just proof that we are expanding the product suite, not just the existing portfolio they've got. All right. Thanks, everybody. Okay, next question: What is the customer retention rate? I'll take that one, Teri. Go ahead. Two ways to answer that. So from a churn perspective, our subscription churn is less than 3%, closer to 2%. And our Net Dollar Retention has, again, another indication that we're keeping our customers, and they're spending a lot more money with us. All right. Thank you. Okay, next question: Is there a risk of focusing on cash flow positivity too much, given the large market opportunity? How are you guys trying to balance investments in sales and R&D with profitability? And have you seen a decrease in sales traction given the relative decreases in sales spend? That's a really good question. It is something we spend a lot of time thinking about, and we're quite strategic and tactical related to the foundation for a long run of significant growth. We reduced our spend on sales a couple years ago, and yet we look at the actual net new revenue we bring in per salesperson, is far higher now than it was a couple years ago. We are slowly growing our sales team, as we mentioned in our presentation, that we've got a couple open positions. The key is making sure that we are bringing in the people who are going to have the best success, and also the best support, including sales tools, sales training, investing in our staff, to make sure that each of those are absolutely indispensable advisors to elephants, have a really high win rate, a high close rate. The goal is to make sure that our Elephant strategy is supported by the best professionals in the industry. With that in mind, we are adding a few people that have some clinical expertise to ensure that we have a really strong consultative sales base. We anticipate we've got one new salesperson that's being trained right now and is learning and able to eventually sell into that territory successfully. But it always does take a bit of time to get people geared up. Even if we, right now, double the size of our sales team, through our sales cycle, it would take a while before those people would be able to be increasing our sales. And so it's a strategic longer run build that we're doing. However, I do feel like with the addition of a couple people, we will have a really well-sized team to be able to be very strategic in how we engage with the highest revenue and highest return for us, elephants in the industry, and continue to drive that ARPA up, which I think will, in the long run, support a strong recurring revenue base and keep us from needing to do something like a raise in an environment in which money isn't cheap. You guys want to add anything to that? No. No, you got it. All right. Thank you. Craig, we have quite a number of questions which are all very similar. So to combine them all, it is really just, have there been any changes to your FY 2024 revenue guidance and EBITDA? Yep. So as you know, we're going through our half-yearly audit with PwC at the moment. We didn't want to provide guidance until we're audited. You know, revenue can move around as a result, EBITDA can move around. So until we are audited, we didn't want to make any changes to guidance. So we will provide an update when we launch our half-year results in November. And I don't really want to promise anything now, so I'd rather leave that till the November discussion. We're rather focusing on cash at the moment. I will add one thing, though. There is a difference between contract wins and revenue. You know, revenue requires the customer to be installed and live. So you know, that's just a comment for when we report our results in November. All right. Thanks very much.