Brought the PaidRight team in with us and have bedded down the start of that acquisition, which has been fantastic. Onboarded talent around about, I think if I look in the numbers, Karen's gonna help me because I've put a black box over the top. 14. 14. There you go, within the quarter. It puts us at a total head count of about 107, which is in advance of where I felt we needed to be if we had more had more time. Given the time, I think it was prudent. This is a once-in-a-generation for our business window to onboard the volume ahead of us. That's a snapshot of what made for a very busy quarter. And you can expect the same level intensity is what we're working through in this next two quarters in front of us as well. Why don't I jump to the financial highlights, let Karen run you through that, and we'll keep on rolling. Sounds good. Thanks, Trent. As Trent said, it was an incredibly busy but productive quarter. We utilized the cash in the quarter, as you would've seen in the quarterly report, as we expected and in line with what we had indicated in the capital raise. Where did the funds go? You know, funding of the feature development and implementation of AustralianSuper and the boutique funds while concurrently running the Rest scale up. With that, we had additional staff brought on. As I said before, we had 14 new staff in the quarter and two casuals. That's really around the project management, the release management of the features, and the product, as well as some engineers in certain areas. That we needed to strengthen the positions of the team, just to move things forward more quickly as we scaled up, and our operations and support teams. That's really where that investment in our people came from, in the quarter, and making sure that we're working towards Payday Super. There's a lot of work being done in readiness around that, including our NPP solution, which is really exciting, and we're working closely with our bank. To have that ready, for the start of Payday Super. We also had, obviously, the acquisition of PaidRight. With that, we've had some utilization of our of the cash that came along with that acquisition, further work in progress, and we've also spent some money on finalizing that acquisition and the costs involved around that. PaidRight came with an additional with additional employees, so 17 employees. We've been, we've had sessions to bring them into the fold. They're all Wrkr branded, which they're all loving. We've got them now also in the payroll, and that's why you've also seen some increase in those operating expenses from PaidRight. PaidRight also contributed since post-acquisition, some AUD 800,000, approximately, of PaidRight cash receipts. Some of that also from the continuing Woolworths contract on remediation that we've seen with PaidRight. That's kind of the main areas where we've seen the cash expenses. That will continue into the next quarter as we're starting to onboard the AustralianSuper, Rest, and boutique employers. That's when we'll start to see the transaction revenues come in, as AustralianSuper only went live at the end of March. And Rest was still just kind of starting to bring on some of their larger employers and iconic name employers. We'll see that uptick quite quickly now between April and June. Not all of it is going to come on by June. That's, that's, you know, clear in the cohort onboarding management plans that we've seen from the funds. They want to ensure that their risks are mitigated as they scale to ensure that their employers can be supported as, you know, MUFG and the funds are taking care of that level one and two support. They're going to see how that happens. There's always the opportunity that we can increase that acceleration, but there's going to be some employers that are also laggards in the process. We expect to see quite an uptick between now and June, and then we'll see a bit of a tail end all the way through till maybe, you know, the end of the calendar year. Keeping in mind that we're not gonna be fully onboarded with our funds at the 30th of June, but we should see quite a large uptick with those revenues starting to flow. We'll see that continue to increase into FY 2027. I think that's probably the main highlights for the cash and the quarterly movements. Please feel free to put your questions in the Q&A if you'd like to ask anything further. I'll hand back to Trent. Right. Thanks, Karen. Karen made note that we've got everybody in and in the Melbourne and Sydney office from PaidRight. I had our chair in the other day and asked, when are the PaidRight people coming in? And I said, actually, that's them, and you couldn't differentiate them because they're all in the full Wrkr brand. They've really come on board. There's a very aligned DNA, and actually we're already getting some great collaboration. Particularly, you know, some of our AI natives and their AI natives in their group are seeing partnerships or opportunities to blossom. That's exciting. On PaidRight, I won't labor it too much, but suffice to say, it is well and truly on track. We made a commitment that between, for the end of this financial year, the number one priority was don't go backwards on the asset that we bought. AUD 4 million was the revenue target we were seeking, and we're on track for that AUD 4 million target. Next year is the shifting of that to a higher IRR proportion, and increasing the total net number. We're confident in the opportunities that we're working towards for that. I'll touch on that a little bit in a minute. Team alignment, I'm really excited by. Typically, that's a higher risk area. We've traversed that and traversed it well. The coming together of the platforms, I just want to set the expectation, we are bringing features into the Wrkr platform that are relevant, not spending time just trying to smash two platforms together. We feel that there are elements out of the PaidRight platform that can be served to our clients on Wrkr as we scale. But also it makes for an incredible lead generation for businesses who need to either buy a module of assessment. Or the full PayPrecision real-time pay compliance, which would be a profound scaling compared to the hand-to-hand sales process that the business goes through today. I mentioned our growth initiatives. Just to reset everyone, and then I'll talk about where these are at. We really grow through partnerships, expanding in super and expanding in payroll. What I will say, actually, it's a strength of the Wrkr business, and I think most who've followed our story would know, where we built really strong partnerships. We really achieve our growth by being able to strike, A, the right type of partnership, but B, also, servicing and exceeding expectations there. That is an area where PaidRight did not have the investment or capital or capability. They are very much a direct-to-employer organization, and we're already seeing opportunities to expand their coverage through a partnership model. You'll see more of that in FY 2027. Sometimes finding that low-hanging fruit, that's exciting for a CEO. The direct-to-employer, our ATO small business closure still coming, and I want to talk about that because we've had some really great green shoots there. The ClickSuper migration, well within our control. That's moving our ClickSuper business onto Wrkr. We've already started that process. The real work there is helping payrolls who frankly have a lot to do just in the payroll space, and helping them navigate upgrades to APIs. Disciplined investment, this is just, I reiterate this because it's an ongoing commitment, but we really focus on two areas. Opportunities that will improve our ARPU, and that's a build versus buy scenario, or expand our market. Same story, build versus buy. We will be very prudent in this space and most certainly have, at this stage, have no acquisition targets until we are very comfortable that PaidRight has achieved the outcomes we want. We are certainly seeing some of our prior targets weaken in the current state of the market, the ASX. We'll keep an eye on that. We are not in a rush at the point we are now in the business. Let me jump on a little bit about where we are and what's going on. Rest Pay has been excellent. We're seeing actually the Rest team really embrace their branding of the platform. You can see it on their website. I actually attended a payroll Australian Payroll Association event the other day. One of our team was speaking as an expert. The other experts were Rest. There were about 500 payroll experts on that webinar with about 600 detailed questions and a lot of excitement. Clearly, we're talking the same solution, that Wrkr and Rest Pay are one and the same. They win, we win, fantastic to see. They are out loud and proud. That's important because that creates competitive tension across the funds. We're seeing good take-up, but there are some things that we're needing to do to reduce friction. We have very tight security controls, and when you're onboarding complex organizations with 500 sites and accounts, we need to look for alternatives to make that faster for them. That's something we've committed to do in parallel because frankly, we benefit from those customers coming on. AustralianSuper, they took up their production release, had a great early take-up. I think the numbers, it'd be fair to say, around about a 94% take-up, which, you know, when you put technology solutions in front of people that require work, people kick the can down the road. For them to see that type of take-up really shows the simplicity of the user experience. And, you know, it is designed, as well as the effort that themselves, ourselves and MUFG did to do data integrations to make it easy for clients to transition across. That was a big effort, and that was done in parallel and was a relatively late decision. That gives you an idea of the work that our teams have been on. Again, if it brings on customers, it's a priority for us. The MUFG boutique funds, the good news is that a feature set, they are taking on exactly what AustralianSuper and Rest Pay have. It's not about building more features, but it is about helping manage their brands to come live, and getting a whole new audience across the technology. We've been partnering very well with MUFG in that space, and we're pretty excited by how seamless that is going. While not high volume, what it does is it sends a really powerful message in the market. I'll just give you an example. NESS Super succeeding. They are a really strong organization. A really small fund by scale and size, but actually they're really well-liked by their employer community. They're connected to the employer group, the feedback cycle's very, very fast. They're very similar to actually Cbus in the market. Their success is a great lead indicator, just as an example. In the direct- to- market, we mentioned, we have the dedicated tenant is live for small business clearinghouse customers and bookkeepers. We're actually, there's been a range of webinars. I've sat in on the ICB webinar, which was very well-attended. Some 300 bookkeepers and accountants. The feedback was exceptional. That wasn't us selling the platform actually, that was the ICB helping enable those bookkeepers to have a solution off the Australian ATO site. That is just one of many. We're seeing that uptake move pretty quickly. Again, they are logging on. Just to give you an idea, I think we had something like 300 attend the webinar. We had just under 300 had logged on and started to set up their own credentials and go through their own approvals as a bookkeeper. The demand is there. Time will tell. It's small yet, 300's nothing in the grand scheme of what we're chasing. 110,000 organizations is what we're in the middle of onboarding, just to give some context. Workday Reseller Agreement's in place with the third parties on Workday, and that is for our onboarding elements, compliance. It looks like that effort will become a force multiplier as they've just launched their new payroll solution. There's not much of a step for our partners to move into the full super contributions for that space. Keep an eye on that there. SAP, I'm very excited by. We have a great third party in Zalaris who's been doing the technology work for us, getting us into the SAP Store. What we've found is the timing was right because we've had SAP sales teams engage directly with our sales, our head of growth, and Zalaris and are now taking out the Wrkr solution to their clients. Which is, again, a force multiplier for our brand. All these are all things obviously we've been working on over the last 12 months, but obviously they're all coming to fruition at the same time. What does that mean and, what's the outlook for Payday Super? Well, I think what I've described is pretty clear. Infrastructure is live and scaling. Our clearinghouse, gateway, the branded portal, member onboarding process, relevant for small business. Marketing programs out in market live and partners actively marketing on our behalf. We're really comfortable there. At an adoption curve, we're seeing two things. One, the large enterprises, certainly the conversations we're having and the meetings we're in with the funds. Large enterprises in Australia don't take a risk on compliance. They know the date, and they are preparing themselves for Payday Super. That they're also conscious that their brands tend to be the front page newspaper targets, we know they're active. Mid-market is tougher to pinpoint because it's a lot more fragmented in Australia. But we anticipate more of a phased adoption, and that will be more driven by the payroll system they're on and the intensity of marketing and effort from their funds. Small business really, they are dependent on both payroll accountant and the early adopters. The accountants appear to be the early adopters, but we do think they will lag. In my view, the ATO's language on soft penalties or not overpenalizing for organizations who are best endeavors throughout FY 2027. I think that actually, if you give people an inch, they take a mile. We may see some people delay to the last minute. Honestly, when you look at the actual cost trade-off of paying on time versus at the quarter, the working capital debate starts to shrink its narrative a bit. Actually organizations who are struggling for that reason, they probably have other problems. We're buoyant, but we're certainly seeing some of that now. What does it mean to our investors and to our business? The reality is we think the most of the curve will be achieved by December, and there'll be a tail moving past December. We don't see everyone being onboarded and ready. That said, there are large organizations who are aggressively onboarding right now as we speak. We're doing everything we can to help them. I just kind of want people to have a clear view of that. The final is what does it mean for our revenue trajectory? Well, you know, you need to be onboarded to the platform, set up your bank accounts, load your tax file numbers. Make that first payment. Once you've done that, there's no going back on the process. I think what we'll see is even though there might be a staggered revenue adoption in this first half of FY 2027, we certainly believe we have the cash flows to meet that demand even with our increased costs. We're working triple time, the cash flow expenditure you're seeing is actually Wrkr operating three businesses simultaneously. I'm not paying for 3 x the workforce, there are just some people working really bloody hard, but we are definitely larger than we need to be longer term. Right now, while AI and all those things are wonderful, you can't use them with Tax File Numbers, so we're holding to the best talent internally until we complete the task. I'm really buoyant. Right now the message I'm hearing from AustralianSuper and Rest tells me they are proud at being first in the market. I'll leave you with one final quote. I won't say who, but I had a great meeting with a senior person of a fund the other day, and they said, we weren't looking for just a jump. We were looking to be moved from a Commodore to a Tesla. We were jumping a couple of generations, and what we're getting is exactly what we'd hoped for. You know, hopefully that gives people a little sense of why there's a gleam in my eye as to where we're at right now. That's the background. I don't wanna labor much more. I think we can get into some Q&A. We already have our first. First question. First question. We're happy to take. Pleased to. Thank you. Congrats on the quarter going live. How much more investment do you expect in various resources, including head count to meet ongoing targets? Yeah, it's a great question because we have had obviously quite a lot of growth in our headcount and I see that as being really necessary to meet these goals and targets. We do have some more targeted roles that we require. Firstly is support. As we scale up with our direct and also with our level three, we have some identified support roles. Now, that's not only in kind of the development DevOps space, but in our front, you know, customer-facing support as well. Some of that is actually funded by the funds, especially through the acceleration component now, where we're going into Payday Super and the onboarding is increasing exponentially every day. That will just help to alleviate some of those risks that I was talking about earlier from the funds, and they're happy to help fund that to make sure things go smoothly. Security. Security is another area that we continue to invest in. You know, the environment is changing all the time around security, and the new fraud vectors that are out there, and we're staying well on top of that. Bringing in another kind of senior security analyst around the clearing house was something that we identified we needed. I think that's money going to be well spent. AI, even though Trent said, you know, we can't go putting TFNs into AI and payment detail, you know, bank accounts and things like that, we can utilize it in our business, and we want to make sure that we're utilizing it to the best that we can. And finding increased efficiencies that will help bring our costs down. That's something that we're investing in more and more every day as well, and putting in a really good strong strategy around AI, not only internally in our development capability, also with support and, you know, agentics all the way through from level three support to level zero support effectively. Finally is our kind of pay team. Payments team around payment methods. We're looking to strengthen that to make sure that we can work towards having a best-in-market NPP strategy. They're the key areas that we'll be continuing to invest in, which I'm sure will bring great return. Awesome. There's a great question here on Bell Potter reported, Hostplus, Cbus, and HESTA still about. Is it likely any of these super funds may still move to MUFG service platform, incorporating at least Wrkr Clearing House, possibly more of Wrkr's services? Are you noticing any notable upgrades that could compete with Wrkr coming from Westpac QuickSuper? Maybe I'll tackle the last one first. I think Westpac QuickSuper is working hard to meet its minimum standard compliance because it can't have a situation where it loses its license. We are not seeing substantive change other than they are obviously integrating to their own NPP payments. We also have access to their NPP payments and the other banks. We will be a multi-carrier. No, at this stage, I think taking AustralianSuper off the market has made a dent. It probably makes it harder for business cases internally, but you know, that said, they're a really valid player. We never wanna take our eye off. As for the mention of Hostplus, Cbus, and HESTA, yeah, let me talk to that. Hostplus and Cbus have not made a decision other than stay still and do the, and achieve their minimum requirements. Just to be clear, a fund only really needs to do a couple of things. One, be able to receive NPP payments, which the clearing houses will all do for them. Number two, they have to be able to return an error in three days. That's achievable by setting your tolerances. If the data is bad and if the data doesn't match a fund in your member account, you just reject the claim, you know, or the payment. What that does is just cycles back and puts the burden back on employers. You can tick the box as a fund by doing that, but you absolutely will start to inflame relationships with some of your employers, and those employers have optionality. Certainly, you know, if you are Hostplus, Australian Super and would be a relevant, a relevant provider. We think they are seriously looking at it, but they've had some leadership changes, and we'll see how they, how they come up. They'll get a great chance to test whether our platform is a competitive platform because they'll feel it from AustralianSuper and Rest in my view. Cbus have a slightly different customer base. We, they're a great organization. We think there'll be an opportunity with them. I would say Hostplus and Cbus, both opportunities in the FY 2027. Is my view. I think they are great member organizations. If they're not with us, then we will be doubling down efforts to help support the growth of our existing funds. No, they are in play from my perspective. HESTA, we're slightly less certain because we don't know what the outcome will be from their where they're at with Grow, and I suspect they're going to have a fair bit of technological pressure. I would think moving back to MUFG would be logical. If they were to do that, they would be a good candidate very quickly. I think again they sit in the same challenge, is there is a lot of overlap between their customer base and some of the other vendors. From my perspective, they'll certainly get a chance to see the value prop of Wrkr live in action. But yes, they're in play. They're not alone. The other many funds have said, this happened quicker than we could prepare. Many funds have already been under pretty tight APRA and ASIC reviews, particularly around data handling. They have had major programs of work in their own internal cleanup. You could pretty much name any of the funds in the top 10 fulfill that requirement. Most have looked to do what they can for Payday Super while still completing their other projects. When they come out of that, we think they will look for uplift, and we're already seeing positive signals. I thought the market would be one and done by the end of June this year. It appears that certainly for funds, that's not the case. There are still some funds active, so in that conversation. Hayden, Oh, I've lost him. He's still there. There. Does that feature set all the funds are taking on still support the ARPU at AUD 50 million revenue target, or is it more or less? Our view is if we were to have those other funds, the answer is more. We are on track on our overall ARR target, keeping in mind that a couple of things which are really important. The volume of AustralianSuper and Rest is still substantially high. When we couple our own existing customers, you're talking around about AUD 5.8 million before organic growth. We also have other products and features that can scale much higher ARPU, albeit from the smaller segment in the self-managed super space. We've got a fair amount of insurance in that, and we still have a long tail license with Australian Retirement Trust that continues to grow and will consolidate their platforms down to one, which is in our favor. I would say where we're at is, we're on target on the AUD 50 million, although it may not be achieved by the 7 X 7. It might be 6.2 X 7 in additional revenue growth. That's. We feel pretty comfortable. I still see those other funds. I still see us picking up circa about a 50% number of those, and I do think we will get to our 7, probably about a year delayed. If I'm really honest with everyone, we can probably be incredibly thankful we didn't win them this year. I'm not sure we could have done them. At the same time, the intensity coming out of AustralianSuper and Rest, it has improved our platform dramatically. Their feature ideas and what they're seeking to drive improvement has been excellent, and we're happy we've had the time to work on it with them. It makes a better platform when other funds do come on. I'd probably also say, you know, what's excited me is there's been an awakening by the funds that the funds we've chosen still have a significant organic growth path over the next couple of years. On top of that, there's a recognition that if we can do all of the work we do on putting money into an account, we are a logical partner for how you manage securely money coming out of a fund, and with the right information flow. You know, while we set the tone at 50, we are, we are restless about how much more value we believe we can make inside that system. I hope that wasn't too much info for you, Hayden. What is the break-even scenario on PaidRight? Do we expect that next year on the ARR uplift? The good news is we've pushed them pretty hard and helped. The deal was this financial year we're helping them but not delaying them, not dragging them in with our own curiosity. I think we're gonna get pretty close to the AUD 4 million on a AUD 4 million cost base. The go-forward position, we will invest a little bit more on some areas where we think there's product uplift, but you'll see that commensurate with the ARR uplift. They're only running at about AUD 1 million ARR. Usually services is a good precursor. We think there is a fair bit of missed opportunity there, and we're expecting to drive that number up much higher than the one obviously next year. I would have rather see it closer to contributing, you know, AUD 4 million-AUD 5 million initially, then to AUD 10 million is our target. Being a driver of the pay segment. We are not looking at them as a builder to achieve our AUD 50 million ARR in Super. To be clear, we've invested in them as an underpinning to really grow our pay segment, which we believe has longer legs on it as the Super segment itself. Thanks, Trent. I can probably take the next one. Is the current staff cost run rate reasonable for coming quarters? Mentioned Hypercare for Rest, but does that also include AustralianSuper? As I mentioned before, we will be bringing on those additional resources across those areas. So support, and getting some funding from some of the funds over that Hypercare period. And the security investment, our AI investment, and then also around our payments. Hopefully I answered that previously for you. On to the next question. What is the outlook for investment IP spend in Q4 FY 2026 and FY 2027, and what products would this relate to? The outlook is, if you had a look at our product roadmap at the moment, it's quite full with additional features that the team has come up with, in consultation with MUFG and the funds. As well as the feedback we're now getting after having customers and employers on board. That feedback loop is coming back into our product team, and that's building out our feature development and pipeline. That investment will continue. Especially, you know, as we see the numbers come up, we'll be getting more of that feedback and looking at what we want to do. There'll also be the additional investment in integrating PaidRight, and ensuring that that's ready for our PAY segment, with that target of trying to increase that revenue over the coming years. Really in that PAY space, what is. You know, are you paying your Super right? Are you paying your PaidR ight? Given that we'll be in front of hopefully what is, you know, an opportunity of 110,000 employers, that in our initial market testing has proven something that employers are quite interested to, in having as an add-on. We see good opportunity there for that return on investment. Again, we always keep an eye on investment in compliance, other compliance moments, to build up those compliance moments in our other areas of revenue. Yeah. That's great. Yeah. Just a couple of quick ones here, Hayden. Question was, is the current staff cost run rate reasonable for coming quarters? Mentioned Hypercare for Rest, does that also include AustralianSuper? Yes. We're covered for Rest and AustralianSuper. Any extension beyond the current plan, there's an agreement for it to be funded. You'd see some net increase if you see any casual users, casual employees come on. We're pretty stable other than the positions that Karen mentioned earlier. I'm sorry. Go ahead. Doing these as we go. Any news on penetration from Rest marketing to 300,000 new businesses? Well, I suppose one of the challenges is we're the platform builders a lead indicator, but we're the lag. We get the lag insight from their activities. I think there is a balancing game going on between the major funds, and that is, they're uncertain how many calls they get if they go and advertise outwardly to 300,000. They've got to man those contact centers, and they've done a phenomenal job preparing themselves. I think their confidence is going upwards, and I don't mean of the platform. It's their confidence of their understanding of every call and how to answer all the questions and triage. They are training a lot of people in a short amount of time and something they haven't had to do in a long while. Hence we're doubling down on our work with them, that extended Hypercare period. Short answer is no, we're not seeing the early penetration. I think at the moment their number one focus, because their competitive funds haven't made the same investment as themselves and Aussie Super. I think the genuine view right now is love the ones you have, they're focused 100% on their existing customers. You'll see them in Q1 of next year, next financial year, immediately turn their attention to the broader 300,000. That's where I think that'll apply some pressure to some of the other funds too in the market and some of the payrolls or other solutions that are direct with employers that may not have met the same standard. I hope that answers. Looks like the last- Yes. -question that we've got here at the moment. When do you expect your cash balance to bottom? I feel like we've touched on a few risks and opportunities throughout the presentation. It somewhat depends on the rate that the employers are onboarded onto the platform. Knowing that we've got, Trent talked through the largest part of the market, is really looking to get on board by Payday Super with the longer tail. We'll just have to see how that longer tail goes in terms of what that fully loaded revenue is. We get our full ARPU by having people on for the entire year, transacting at the Payday super rates, so every time that they pay. Well the revenues are somewhat determined by that in terms of the cash flows. In terms of our costs, the Hypercare period is not defined at this point. We are making sure that we're wrapping our hands around this process because we want it to be as frictionless as possible and make sure that we can give all the users a great experience. As we are going through, you know, that any friction is reducing. Support teams are being better educated on how to respond, and we're seeing people onboard much more quickly. That Hypercare will come down, but when that happens, has not been de-determined yet. Finally, those investments that I was saying in the operational efficiencies. Once we kind of move to that BAU, then we'll get these operational efficiencies. All of that I see happening within FY 2027. There's a final couple of questions. One, have you seen much activity response from SuperChoice? Look, they are one of the adults in the room as far as gateways go. They're a large scale, so too is QuickSuper from Westpac. Our view is, I think they are all suffering and not suffering, but what's the right word for it? They're all occupied with loving the ones they're with. We all have pretty active programs with the funds that we either had before or have won in our circumstance. I think that's keeping them pretty busy. I think they're active in marketing, maybe certainly a little bit more than QuickSuper. We haven't really seen a great deal, and I think that's probably reflective of it's a massive amount of work in a really short window. In parallel with everything we're all doing, we're only just now in the ATO-mandated interoperability testing between all the gateways. That's all hands on deck kind of work. I think you're gonna see once everyone has a stable base, we might see more activity in marketing in the new year, but then you've won what you've won. It's really about then mopping up who failed, and selling at a slightly different rate potentially into those markets. Yeah. Well, I think they've been busy on the projects that they already had. We certainly haven't bumped into them in our space as yet. Yeah, I hope that answers. There was one final question which was asked on AI, and I was probably a bit flippant on my, on my answer. We'll in the next quarterly, actually spend a little bit of time talking about where it is. Something to understand, we are running what's really called an AI-native approach in our business, and that is our engineers, and actually even many of their execs, even your CEO, we use these tools day in, day out for faster pace on testing, for code verification in the engineering, for ideation and testing different user experiences, for analyzing new changes to legislation. We don't outsource someone to do a beautiful PowerPoint for us. I do this in around about 40 minutes on AI. We, we use it across the board, and we'll continue to. What I think you'll hear me say is, we've heard and a lot of people ask and lean in with the, oh, the SaaSmageddon, and I hear it, I watch it in the market. If your business model has no moat, people can now build software faster and cheaper. Your only advantage is that you've gone to market and won your customers, and they love you. We occupy that space, but we occupy it around a set of data and set of rules that mean only a small handful of organizations can even participate in the space we're at. To do it profitably, you need scale. We have a combination of our customers loving us loving our customers, achieving scale, and having a very defensive mode around the regulation and the data we have. That said, AI is an incredible opportunity, and we're embracing that across the organization for productivity and lowering cost, expediting some of our ability to build and test ideas in market. You'll start to see as we roll forward into next year, today, we have more opportunities in front of us than we can afford engineers to work on. What we see is the opportunity to get and expand our ability to take on more opportunities, revenue accretive, so value-adding, without the cost challenge. Those edge cases suddenly become more appealing. We don't jump into it and talk about it a lot because frankly, I don't like giving away all of our secrets to everyone, but we'd rather just show you. Apologies if I seemed flippant. No other questions? I think we're over time, so thank you for staying on for those that. Who were able to. That were able to. Thank you very much. I will end the recording now, we'll put it up on our website. Thank you.