And I see Mark. Good morning. How are you? Morning, Mark. How are you? Very good. I see we have Steve Harding, CFO of Veris, also joining us. I am not sure which one of you gentlemen are going to be sharing the deck, but if you could just bring it up for us, I will let you know once it is on screen. It is just loading now, Michael. Yeah, I can see the cover slide now, Michael. You can take it away whenever you are ready. Great. Thanks, everyone. I appreciate everyone joining us here today. So those that I know, I am Michael Shirley, I am the Managing Director and CEO of Veris, and Steve Harding and I today will talk you through our FY 2026 full year results. We are going to talk a bit about how our strategy is playing out in our numbers, and then hopefully we will leave you some time at the end for questions and discussion. Yep, sorry. For those of you who are less familiar with Veris, we are an integrated digital spatial data advisory and consulting firm. We act as trusted partners to our clients, and we have delivered that through our survey, our Consulting & Advisory services, and our proprietary spatial solutions. All of these are aimed at solving complex asset-specific and spatial problems for the clients. We work across a range of sectors, including transport, utilities, property and buildings, government, defense, and energy and resources. It is a genuinely national business, and that footprint really matters to our clients as they are increasingly needing consistent delivery across multiple jurisdictions. We are one of the few firms that is really positioned to offer that for them. If I look at our strategic focus here, it is really about transforming Veris into a spatial data advisory firm with a growing digital revenue stream. This strategy rests on the five pillars, and I am going to come back to evidence of each of these as we go through the results today. The first of these is our diversified revenue, expanding beyond our traditional survey work into consulting advisory digital solutions, which then opens up a high margin revenue stream for Veris. The second is being value driven, and that is shifting away from commoditized volume-based pricing toward value-based pricing that actually reflects the strategic impact of our work. The third of these is staying anchored in our spatial data. This is our deep domain expertise. It is our data assets and they are the foundation for the unique insights we can deliver to clients. The fourth pillar is our digital point of difference, which is all about embedding advanced digital tools and solutions across our professional services so we can deliver smarter, faster, and more scalable solutions. The final one is about strong capital management. It is about pursuing disciplined, accretive M&A while continuing to deliver consistent returns for our shareholders. I am now going to hand over to Steve, who is going to talk through a more detailed discussion on the financials for the full year. Steve? Thanks, Michael. FY 2026 saw the group record an increase in revenue of almost 5% to AUD 102 million and generate underlying EBITDA of AUD 10.3 million, which was also a small increase on the prior year. This was a pleasing result in the face of a number of significant macroeconomic and key market headwinds faced during the second half, such as the backdrop of rising interest rates, geopolitical conflict, and resulting uncertainty and supply chain cost increases, as well as the changing landscape for the federal taxation of property assets and generally softer state economic conditions in markets such as Victoria and Tasmania. Whilst dealing with each of these, Veris was able to deliver targeted revenue growth, maintain our profitability, continue to increase our forward order book, and also maintain a strong cash balance. Importantly, this has underpinned our ability to continue to invest in attracting high-level talent and skill sets, which will provide the base for the future execution of this strategy. Also importantly, for the outlook of the business, we now have seven AI-enabled proprietary digital solutions that have been commercialized and developed in-house and are now in the market generating increasing revenues. These have been developed over the last couple of years by our in-house teams that we have invested in attracting and developing as part of our strategic transition to a spatial data advisory firm. These platforms and the expanding skill sets and talents of our team underpin the continued growth in FY 2026 of our Digital & Spatial revenue as a proportion of Veris' total revenue once again this year. These solutions, these digital solutions are continuing to move us away from a commoditized, highly competitive landscape that then in turn create more repeat revenue and value-adding opportunities. We turn to the next slide. As I've touched on, FY 2026 presented some external challenges, which essentially represented a tale of two conflicting thematics for us, where we had continuing growth in our Digital & Spatial revenues to circa 28% of our total revenue being offset by challenging conditions and macro headwinds impacting some traditional survey markets in the property and engineering sectors. We responded quickly and proactively to these emerging challenges, and we were able to pivot our approach to some of these affected markets. This enabled the business to preserve our capital strength and maintain our profitability throughout the year. The smallest drop in underlying PBT reflected a slight increase in depreciation charges related to some new equipment investments, as well as the commencement of a new right of use lease asset in connection with our new Sydney office. Our reported PBT of AUD 0.6 million reflects the taking into account of the one-off transaction costs associated with the acquisition of Mesh during the year, some restructuring and relocation costs, as I've just touched on, as well as the non-cash amortization of acquisition related customer relationships and some R&D assets. On the next slide. The pleasing aspect to me of the next slide here is the demonstration that the execution of the strategic plan to transition to a higher margin business that was put in place in 2022 is now demonstrably being reflected in the financial results and trajectory of the group. In FY 2022, we generated just over 10% of our revenue from our Digital & Spatial service offering. The graph on the left demonstrates the deliberate transition that was at the core of our strategy when we embarked on this in FY 2022. This was centered on investing in our skill sets and digital solutions development, whilst moving away from commoditized, low margin, small survey projects where we didn't have a key point of difference. By effectively cutting off this tail and focusing on key national clients and generating digital solutions for our large scale asset related spatial problems, we are now seeing the trajectory of better quality revenues and improving margins. Looking forward, we expect our core survey and spatial data capture and analytics solutions to increasingly form together part of our differentiated market offering. We'll have a full year of revenue and margin contribution from the newly acquired Mesh team, and we expect to demonstrate further growth in our Digital & Spatial platforms and Consulting & Advisory services. Underpinning this continuation of our strategy will be our strong balance sheet and cash conversion. There's further details of our balance sheet in the appendix to this presentation, which you can view on the ASX announcements platform. For now, I'll hand back to Michael to provide some more insight into our approach to executing on this strategic plan. Thanks, Michael. Thanks, Steve. So let's now move from the numbers to how we're actually executing on this strategy in the ground. The survey remains and will continue to remain a core of our business. It gives us access to data, to markets, and capability. Our strategy is really to create value through this spatial data and capability using our digital solutions and advisory skills. We're pursuing that with three strategic moves, moving up the value chain, scaling our Digital & Spatial capability, and deepening our Consulting & Advisory expertise. All of this is supported by targeted creative M&A. There are concrete outcomes I can point to already. Our Digital & Spatial revenue, as Steve just touched on, is up to 28% from just 17% two years ago. The partnership we have with Octave is adding recurring revenue, and our application development team delivered strong revenue growth and margin over the prior period. We've strengthened our digital advisory and environmental skill sets. We're seeing a growing government advisory pipeline creating opportunities in the future. We've completed the Mesh and Mesh-Dash acquisitions this year, and this builds out our capability and presence in those sectors. Whereas the Spatial Vision acquisition is now an integration that's successful, and it's continuing to accelerate our spatial and consulting capability build across our Veris markets. Data access allows us to maintain sticky client relationships, and from these, we can solve problems, deliver value, and hence really grow margins at the bottom line for the overall business. This slide's really about how the two elements of our business reinforce one another and are inexorably linked. Our advisory insights fuel our digital solutions. Digital engagements, in turn, open the doors for our strategic advisory work. On the digital side, we've platforms, for example, RoadSiDe, BridgeSiDe, Parsel, plus our application development and software sales and spatial capability. All of these are generating revenue from analytics, licensing, subscriptions, and managed services. On the other side, on the advisory side, we're offering planning, urban design, survey, property consulting, and environmental services. These services are all generating project-based advisory and government contract revenue, providing growth and stability across the markets. The value of this integrated model is it gives us recurring revenue from the solutions and higher margin advisory engagements at the same time. That combination is what drives sustainable growth and margin improvement for the overall group. It's also what makes our client relationships strong. We're not just selling tools or advice in isolation. We're building solutions that evolve with our clients' needs and follow that value stream with them. We look at our suite of proprietary cloud-based AI-enabled digital solutions. They really allow our clients to easily visualize and interrogate spatial data for their most important assets. I'm not going to go through all of the solutions here in detail. What we have though is RoadSiDe and BridgeSiDe, and they're focused in the growing transport asset condition market. We've got Parsel, Vantage, Digital Urbanism, and they support our property clients to make good decisions on their development opportunities. Then we've got Photo Navigator, which provides a visualization asset condition solution, and it's worked for us across multiple markets and in different sectors. All of our solutions capitalize on AI-driven analytics to accelerate delivery of insights provided through these cloud-based platforms for our clients. We just see AI as a huge opportunity to accelerate this development and these analytics. For us, it's this opportunity, not threat, that we're grasping through AI and these solutions. The solutions are developed, tested, they're in market, and gaining traction. It isn't some sort of search and development sitting on a whiteboard thinking about going somewhere. It's a live commercial deployment generating real revenue for the business and real revenue for today. If I turn now to some of our recent M&A, the integration of Mesh's advisory skill sets and the Parsel technology is now delivering results in the live projects across our business. Mesh really has accelerated our Consulting & Advisory skill sets and margin growth and added specialist planning, urban design, landscape architecture capability in sectors where we previously haven't had scale. Whereas Parsel adds a scalable, subscription-based, recurring revenue stream to our digital portfolio in a different sector. It's complementing our consulting services and reinforcing the overall strategy of doing these advisory skill sets, leading to our digital revenue and back the other way. Together, these acquisitions strengthen and expand our market position. They broaden our client base in strong and growing sectors. Importantly, this isn't just integration on paper. The teams are now co-located. They're already collaborating on live projects and opportunities across the Veris business. This is what genuine M&A execution looks like in our style of business. Let's now look at a newer part of our story. Veris recently announced that we've been appointed the authorized geospatial distributor across Australia and New Zealand for Octave, a large global software intelligence business. Just to give you some sort of sense of the scale of that relationship we've entered into, Octave's existing global annual recurring software revenue exceeds $1.1 billion, and it's across more than 4,500 existing customers. For us, there's four growth levers we're focused on in Australia and New Zealand. There's software sales, licensing, and support renewals as existing Octave accounts transition across to us at Veris. There's consulting, training, implementation revenue. There's cross-sell into our existing service offering and this implementation. There's system integration, data consulting, and advisory. Finally, there's access to Octave's Tier 1 industry and government client base. This starting point is a partnership is an annual revenue starting base of AUD 1.1 million per annum, and it's derived from the geospatial software sales and support, with real potential to scale meaningfully from that base over time. Strategically, what this gives us is capital light, high margin, recurring revenue that deepens our strong client relationships, provides a pathway for us to scale that annual revenue significantly beyond that initial base of AUD 1.2 million, both in the recurring revenue and the ongoing advisory services, plus also the growth into broader Veris services with this new client base that Octave provides. Now let's just look at FY 2027 and that outlook. As we enter FY 2027 with a healthy pipeline, we've got a secured forward workload of AUD 65 million, provides a strong foundation of committed work over the medium to long term. That workload has been strengthened by significant infrastructure project wins alongside a number of our Digital & Spatial projects. This project mix demonstrates the link in our strategy from our core survey business through to our advisory and digital services. Beyond that secure base, our unsecure pipeline has a weighted value in excess of AUD 195 million across these markets. Our M&A activity has expanded our workload, our client base, our capability, and also our pipeline of opportunities across key industry sectors. I do want to be candid about the environment in which we are operating. We have faced some real macroeconomic and market headwinds that Steve touched on, things like softer state market conditions in the Victorian and Tasmanian economies, rising interest rates, and geopolitical conflict. I think what we have done well as a team, we have responded really quickly and proactively to reposition the business and provide a strong outlook and take that forward into this year. We are positioned across a range of core sectors, from our transport, our property and buildings, government, utilities, defense, and energy and resources sector. Each of these have a meaningful, serviceable, addressable market at scale, and most with double-digit compound annual growth rates projected through to 2034. The growth drivers really differ by sector. For example, the asset lifecycle investment and digital engineering that are important for us in the transport sector. We have urbanization and housing shortages driving property and buildings. The data center investment that we are capitalizing on and renewables integration is core for us across our utilities clients. The ongoing investment around AUKUS and broader defense infrastructure is a growth driver for us in the defense sector. We continue to see strength and stability in the government sector, and this underpins a range of our other growth markets. It is clear about the strength and stability of our client base, as we have shown here on this slide. Our transformation, we are now aligned with blue-chip and growing clients. We are seeing structural multi-year investment across all of our focus sectors, and our end-to-end capability is spanning the full asset lifecycle and reinforcing Veris' shift to high-value Digital & Spatial, and also advisory services. I want to bring this together to finish on six points, because I think this slide really captures the whole investment proposition for Veris. First, let us focus on the underlying earnings and margin quality. Our revenue grew 4.9% to AUD 102 million, pushing us past AUD 100 million. The underlying EBITDA increased 2.8%, AUD 10.3 million, and our underlying PBT after one-off costs was AUD 2.2 million. This shows the strength of our strategy, our ability to pivot, execute, and continue to perform even in uncertain times. This structural shift to higher margin growth continues. Digital & Spatial revenue has jumped from where it was in FY 2023 of only 11% to 28% this year. It shows the successful execution of our digital strategy, shifting that mix of revenue. Our Digital & Spatial revenue is now a material element of the business, driving growth and margin strength. In addition, there was continued growth in Consulting & Advisory services. This part of the business now has scale and is providing strength in margin, further opportunities for growth across our business. Third, our proactive response to these market headwinds that we have touched on has really positioned the business strongly into quarter four, now into quarter one of this year. We have met these factors with a quick, proactive response and aimed at continuing the profitable growth of the business and maintaining a really strong underlying balance sheet position. I think the results demonstrate the strength of this execution. Our Octave partnership, our application development capability, and our proprietary digital solutions are all building capital-light technology-enabled revenue streams for Veris. It is a fundamental element of our transformation, and it is now a real revenue stream which provides scale and margin for us going forward. We are in a position where these digital revenue streams are of scale to be strong drivers of margin growth in future years. Finally, fifth, we have got a strong cash position, and our cash balance is AUD 13.3 million. We have met net cash of AUD 11.1 million, and it is supported by AUD 8.1 million of operating cash flow for the year. Our operating cash flow is after funding the Mesh and Mesh-Dash acquisitions this year, the dividend from FY 2025, our ongoing share buyback. Our capital management strategy has provided a strong, stable base to fund and support our ongoing transformation strategy. We are not trying to grow by eroding cash, not generating sustainable margin. We are managing this balance of transforming while at the same time being a profitable base business, generating cash going forward. Finally, we have had a strong FY 2027 outlook. The secured forward workload rose to AUD 65 million. Our weighted opportunity continues to expand beyond AUD 195 million. This outlook is strong. It is diversified across six core sectors, provides a mix of growth and stability, and it should give confidence in the outlook for Veris. The team have been really confident in the progress of our strategy, and we think the execution is showing the strength in the performance and the outlook that we have got as a business. I thank everyone for your time this morning. Mark, Steve, and I are happy to take any questions. Thanks, Michael. We have had a plethora of questions come through here while you were walking through the deck. Let me just go through them here. One around the pipeline, Michael, or Steve, whichever one wants to take it. Secured workload, weighted pipeline numbers have been consistent for some time. Could you please touch on the evolving mix in these figures? Are there any particular sectors taking up a growing share? Look, that is an important element of the detail below that pipeline, because if you looked at our pipeline five or six years ago, it would have been dominated by some of the more traditional low margin, high volume revenue streams. Whereas now we have been able to shift even those traditional areas to a stronger margin base. You can see now with the growth in the Digital & Spatial revenue, the growth in the Advisory, they make up over half of our pipeline looking forward, which is a really large element for us and provides that different mix in margin growth. That has been a really important shift. I think over time, we will now start seeing where these recurring revenues grow out for the year, both on the Octave partnership, our application development work, and the digital solutions that we have touched on a couple of times, Mark. I think that pipeline mix is shifting significantly, and what is pleasing is the margin element in that is significantly greater. I think that is the indication for us that the strategy is working going forward. Now that you mentioned the Octave partnership, a question around that. Two-part one. One is, how did it come about? Did they reach out to you? Did you reach out to them, I guess? Could Octave customers also look to use Veris digital platforms? Yeah. Look, it is good to understand where this has come from. Over the last number of years, probably four years, we have had a very strong relationship with Hexagon as one of our global technology partners, and we worked very collaboratively with them on both the hardware and software we have used as we have evolved the business. Octave was a spin-off from Hexagon, so they took all of their software elements and moved them into this Nasdaq-listed entity. Through our broader global relationship, they came to us and said, "Look, we do not sell and support software at a local level in any other market. Veris is the obvious partner for us. Do you want to get involved in this?" It has been a really strong collaborative relationship. They see the opportunity for us to both grow the sales of their software, but leverage it into our broader digital solutions and into our consulting base. A number of the Octave software solutions underpin some of our digital solutions so that we are linked together there. They have also been an avenue, both through themselves and Hexagon, to take our solutions offshore into Asia and the Middle East, and we have talked about some of those projects in the past. For them, they see the benefit, they see us as being a leader in using their software applications, and hence our ability to go beyond that. I think that has been the strength in the partnership about how we can grow that revenue stream. And then just a question on, yeah, future growth prospects. Organic or M&A, or should we expect kind of a combination of the two, like we saw in FY 2026? Yeah, look, we've been really strong over the last couple of years, Mark, of saying we need to have an organically grown business to add our acquisitions to give it strength. I think we've demonstrated that both firstly through the Spatial Vision acquisition, where we were able to take a business into a growing business and really execute on that, and you've seen the benefit in last year's numbers with those skill sets they've added and now meshed into that. We're continuing to be active in the acquisition space. I think the next step beyond the smaller ones we've got, or the medium-sized ones we've got in front of us at the moment, is we're now actively looking to say, where are the transformative acquisitions that really let us build from the platform we've got now, because we have a stable, growing platform and quite a differentiated revenue stream in the digital area. So we'll be continuing the organic growth, adding to it with our continued acquisitions, and then looking to that step change. Yeah. Digital revenue, and maybe this is one for Steve. Is there a kind of target that you'd like it to get to as part of overall revenue? I appreciate it's probably never going to be 100%, but if we look at where the growth in the underlying business, as Michael just talked about, organically. That's been a very strong organic growth as a division. So are you trying to get to, it should be kind of 40% of the business ideally, and then we can really leverage the recurring revenue nature of that to invest in other parts of the business? Yeah. Thanks, Mark. It's probably a moot question in that we haven't, I guess, set internal targets or external targets for that. We know there's future growth there, and we'll see that continuing in the next financial year. It's really about extracting the margin that comes from that growth. I think it's not really an either/or in terms of the revenue mix either. I think there's opportunities that arise for the survey component and the offering that we've got for our traditional survey clients out of our digital revenues as well. We see it really as intertwined, where one feeds off the other, and likewise, there's opportunities where we've generated digital sales and revenues out of some of those relationships and projects that have emanated out of that survey base. That's really the sort of integrated mix and position we want to get to, is where they keep feeding off each other. We think there's strong outlook for both growth in the digital sales, but also in the Digital & Spatial sort of sales and revenue outlook. That'll provide opportunities for that better quality, higher margin survey-based revenue as well. Yeah. Yeah. Perfect. We are unfortunately just up on time. Apologies if I didn't make it to some of the questions we had there. We'll have to get the Veris team back on later in the year. Thanks very much for joining us this morning, Michael and-