Hello. Good morning to all. Good morning, ladies and gentlemen. In the name of Ambipar and the company, I wish you a warm welcome. We are obviously very happy to be here talking to you today. The company's strategy is an assertive strategy. Our numbers tell that story to you. The company has grown, be it the environment, be it the response platform, they have really been adding value, that adds value to all of our investors, and our purposes, our objectives are to give you your financial returns while the company grows sustainably with the purpose, the ESG purpose, the sustainability purpose, the decarbonization purpose. These are very positive moments when we are able to see that the company's work and effort can be clearly demonstrated in our numbers and results. Here we have our great team. Thiago, that we all know very well, our CFO. Dennys, our Response COO, and Yuri, our M&A Director. Once again, thank you so much. Now I will pass the word to Thiago so he can go into some numbers with you. It is really a great pleasure to be sharing such amazing results with you. These results make us optimistic. We're very optimistic in terms of the company's future, being that we have been showing with numbers and results what we can do and how we're able to integrate so well. We brought this team in to share some concrete examples with you about how we can integrate, synergize, and how we have integrated and synergized. Cris and Yuri will be talking to us on those subjects. Let me go over some of the numbers of the quarter's numbers with you. We presented in this quarter a growth, when compared to the third quarter of 2022, of 59%. Vibrant growth thanks to organic growth. We like to emphasize that organic growth is our root growth. We separated acquisitions from this quarter and compared it to without acquisitions, and there was a growth of 21%. This shows that Ambipar is sustainable, and Ambipar's legacy also grows a lot. Obviously, acquisitions and inorganic help a lot, but in inorganic and general growth, we have always been able to mesh organic and inorganic very well, which has been proving returns for our shareholders. The gross profits, it has 57.2% growth, so we outdid ourselves when compared quarter to quarter. We're going to talk a little bit about how we were able to assure all this growth. In terms of EBITDA, almost 80% above the third quarter of 2021. Strong EBITDA growth and strong margin improvement when we look at EBITDA. This thanks to acquisitions. As I mentioned in the beginning, we are able to capture the synergy and there's a lot to come. I'm sorry. We had a technical issue. Sometimes this happens. Let's keep moving here. Growth of 59%, gross profit of 57%, EBITDA 69%, and highlighting our margin improvement of 1.6 percentual points. Improvement in margin and revenue, and that is a fruit of environments and response, which has also been able to capture quite a bit in this sphere. We'll talk about this throughout the presentation. You can switch slides, please. Here's a little bit of our financial results. As we mentioned in the first slide, when we look at net revenue for the quarter, we're talking about an improvement of 59.16%. I always compare quarter-over-quarter, we can see 2022, an increase of 14.8%. Impressive growth in terms of the last quarter, which shows that we are on the right path in terms of synergy. Over the last nine months, when we look at the growth of 59.1%, as you saw in the first slide, that's 59.1% with gains and margins. Next slide. In terms of gross profit, which is something we're repeating here quite a bit, given the fact that we have been able to have expressive growth in margins in terms of gross profit and thanks to our cross-operational and synergy work, as well as some effects which are temporary from the second quarter and then in the third quarter. The second quarter, we had an increase in prices, now besides what we've been able to pass on to the clients in price, the fuel prices went down. Of course, as the prices go down, we were able to improve and control our price also. Margin increases in terms of the last quarter. 57.2% when I look at the accumulated for the quarter. Strong growth in gross profit of 16 percentile points when compared to the other quarter. When we look at gross margin, as I mentioned in the last slide, here I think we can specifically highlight Ambipar Response's work in the last quarter, where we had a drop in margin and a mix of prices, inflationary prices. Here the margin gain came because of the inflationary price as well as the operational cross-selling. We don't want to see this as a business with margin seasonality. This is just something circumstantial that happened and that we also committed to improve in the third quarter, and we did so. You can see the Response margin increasing, Environment as well. Here you can see the months where we didn't have as much expressive growth in our international businesses. Now, international businesses have seen a small drop in margin, but I think we'll be able to bring that up to 30% very soon. In terms of EBITDA, as we mentioned in the first slide, this is also EBITDA, which came in very strong, 69% higher than what was expected for last quarter 2021. When we look at this EBITDA in terms of the second quarter 2022, quarter-over-quarter, we see a strong growth of Environment as a reflection of the gross margin I mentioned here. I think Denis is going to explain what we did in terms of cross-operational and synergies with Response in the third quarter, which increased our gains in margin, the margins we're now being able to show and which we believe will be maintained over time. In terms of our accumulated, also we mentioned in the first slide that the growth is of 16%. Now I've talked about EBITDA margins in the last slide. Now discussing a bit of the gross margins and Response, which was recovered in the third quarter, thanks to the decrease in fuel prices. We also see the group going up back to 7%. Because of our repricing for clients, potentially we'll see this gain of margin vis-a-vis and the scalability that we gain as we standardize operations for Environment as well as Response, gain more and more synergy with our integration. Next, please. Here you can see a little bit of our EBITDA calculation. Because of our legal responsibilities, we have to put our EBITDA math in. Our EBITDA is pure EBITDA. It adjusts within net profit and then would reach BRL 272.6 million EBITDA for the quarter. When we annualize this, the company has in fact gained an upper hand, gained and set itself out. We always make this effort and include the annualization in the release. This challenge for this way of presenting EBITDA every three quarterly, we're able to compare bananas with bananas and oranges with oranges. We reach the standard of this BRL 1 billion rise in EBITDA. BRL 1 billion in EBITDA. The company extrapolating the BRL 1 billion in EBITDA, which obviously makes us very confident for next year, which we believe will be a strong year with robust growth. Here are the net results. The company ever since last year, it's been one year post-IPO, after that IPO, we started to leverage in the market so we wouldn't lose the opportunities for growth. We have then seen robust financial growth because of this improved leverage, but which is still within the expected. This is below three, and we've always committed to that and are committed to monitor that on the daily basis. This interest rate is also going to be decreasing over time, and this is also within our program, within what we expected for the investment of these results. The results from these investments, we are also sure that this capital investment has caused the returns that we're now sharing with you. It's all very much within what we had planned for this quarter in terms of growth and vis-a-vis the integrations and synergies, which we will be talking about, which are strongly responsible for this capital gain. Next, please. Here you can see the consolidated net gains besides the gain in margins that were slightly pressured because of the financial results. We see the trend of an increase of this net profit because of the decrease of the interest rates. By the end of the year, we have the perspective of more gains in this area. As we all know, we have the SPAC funding from Response. Our level of net debt will also decrease, which will bring us more potential for increasing this net income. As I mentioned, net debt has been flat even though we have an increased captures. This quarter, we had a very interesting capture with a green debenture. We partnered with Banco Itaú to work on some marketing and publicity material about this. We're very satisfied with that capture since it brought in a lot of funds to the company and improved our funding profile. We are improving our profile by using this strategy of fundraising with third parties and accelerating our growth. We are very aware of our debt profile. It's always below the 3 points that we are committed to, and we are improving our funding as we move forward, and this methodology has proven very successful. CapEx, something we're asked about a lot. It is something people ask us a lot about. It is really once again, we have the separation of what the accounting effect with IFRS 16. With that capitalization regarding the lease contract for long-term, which have not involved any cash, we also had the realizable through the loans to reach this CapEx in the third quarter of 2022. About CapEx, we want to highlight once again that it is part of the growth. We performed the CapEx considering the perspectives and certainties that we will have the engagement of these contracts. There was CapEx also in the Response front, as we mentioned in the release for the new acquisition. We are increasing the fleet in the Flyone with helicopters, which is where we have Ambipar Response Air and Dracares as well with some other accounts. We are of course, always looking at this issue for the forward CapEx. We are going to be allocating this to bring in more revenue. This growth is really due to CapEx that is very strategic, using this for contracts that can be standby contracts or other long-term contracts that bring in a lot of returns. We have been very precise in the allocation of this resource, which I thought it is important to highlight. This investment also brings in returns that can be seen in this quarter already with the reduction of third-party services and the composition of the COGS, which really improves margins. This could be an interesting fact. We can see the returns on CapEx in a short period of time after the mobilization in this situation with third-party services in the COGS. Okay, perfect. Thank you so much. We can move on to the next one. I am going to pass the board to talk about the acquisitions. We had a different disclosure here than the last quarter. Here we want to demonstrate how the acquisitions have behaved after some of the acquisitions we have made. Yuri will cover this topic. Thanks, Thiago. Good morning, everyone. We have a history that is very relevant with these amounts of acquisitions performed by the company. We have a critical mass with the conditions to present a statistic that can really confirm the company's potential to create value. What we are trying to present here is a performance of very indication with the net revenue. We created some segments of targets within the environment business and also geographical ratios in Response. What we have noticed is that with some exceptions in Response LATAM, where you have an asset that we were extremely focused on improving the profitability and not necessarily looking at revenue evolution. With this exception, we have a performance when it comes to the evolution of the net revenue, and not only with these modeling, but also with what these companies were presenting before the day of these acquisitions. To give you some more details on the mechanics and mathematics to be able to reach a normalized scenario where these transactions happen in different timings, we take a look at the performance of the companies when it comes to revenue monthly immediately prior to the transaction. We compare this performance with the average revenue monthly that these companies had from the day of the acquisition up until today using this average. As you know, these acquisitions took place since our IPO. We're talking about a maximum limit of two years to six months, using an average of one and a half. We could maybe take a look at these indicators as revenue growth within the period, which are rates that are pretty strong and certainly higher than what we modeled for, which already indicates value creation in regards to the multiples we paid that was very relevant. More than this, it also indicates the capacity that Ambipar has to leverage and accelerate growth in these assets. Before we pass the floor on to Denis and Chris, I will give you some concrete examples of how we do this. I wanted to call your attention in regards to response with how there's this correlation between potential to accelerate the development of these assets per geography. Today, as we have a platform in Brazil, it's really well established, very consolidated when it comes to assets that have been operating with a customer relationship. When we bring in this new company, the potential we have to accelerate the development of this company is huge. We see this phenomenon take place in Europe and also in the U.S. I just wanted to emphasize the presentation we recently organized in the U.S. with the acquisition of Witt O'Brien's, which will help us accelerate the speed in which we capture synergies upon the assets we acquire, and that will take place in the short term. Well, I think this really demonstrates our capacity for integration operationally. The numbers in Brazil really reinforce this with this platform that we've established and the integration with our M&A team, operational team, and all of the due diligence process done within the companies that enter our system. We have a capacity to perform immediate plug and play. We can provide more speed to these integrations, the numbers bring this in a very solid way, and we're carrying this between Europe and North America. Some examples we can see in the commercial process where we can analyze some opportunities in the company with everything that we were not able to handle before, but now through cross-selling, we can fit this into each of the business units, and bring in this revenue in-house and from an operational perspective. Within the operation, we can see opportunities, the entire portfolio of services, really characterizing what we presented ever since the beginning, which is our main assumption, where we can really become a one-stop shop there, where we can deliver all of the services to customers within the position that Ambipar positions us on this. It's something that we can already do in a very accelerated way between different geographies. We have major operations underway, and I have an example here with a big emergency that we've been working on in Gibraltar. We can already integrate teams in Latin America and North America and Europe, with the know-how, the knowledge, how to manage emergencies well between control towers. All of this has been taking place in a very accelerated manner. Other operations like in North America with the Hurricane Ian event, ended up devastating a big part of Florida. We also have some teams in North America working with operational synergies and also operating in some different work spheres such as the U.S. These are some examples among many others that really demonstrate our capacity for operational synergy, and speed in this integration. We can perform this in a very quick manner within strategic planning that was very well established at the company. Very well. Exactly, Denis. That was a great overview and summary. I will try to take a step backwards and once again, tell you how the company was very precise in its strategy when we began with these two verticals, environment and response, as they are synergetic among each other, and they can generate more value for the company and our customers and investors. This model, we noticed more and more with each acquisition, we've been improving the model, preferring some platforms in environment and in response. It's important to highlight that everyone needs to visualize this clearly with different platforms in these two verticals. When we think about environment, we have the repurposing that is still undergoing a very special moment for the company with contract renewals, bringing in new contracts, new customers for this particular platform. This continues to be an important option within the environment segment with important margins and an important geographic presence. Understanding the difficulties in the market, our local customers, where we've been bringing this post-consumption and post-industry as well, with all of the types of packaging that are in the market, really complying with the environmental legislation, which is so important Meeting the environmental legislation and bringing in more value to the company. This is something we started working on. The acquisition of BLZ Recicla was also an important achievement that generates financial value and social value as well, which is the development of the cooperative spread around all of Brazil, and that also bring in more access to recyclables, whether plastics, paper, glass, et cetera. We're following this important process in circular economy where we really have a restrained demand in the market and Ambipar can really within this circular economy business really surf through this wave in this blue ocean, I'm sure. We also have the topic related to compliance and this is also undergoing very important growth because more and more industries from mid-size and small size that we would like to access the market with we've already been able to achieve and more and more people have been engaging in this topic to be able to meet the legislation. Of course, with decarbonization at COP 27, we're going to be present. We're actually sponsoring that event. We're very much involved in this topic. It's a topic that has been growing a lot. When we view this platform in a very integrated manner, these companies that we're acquiring really understand the purpose and can interact and have access to this type of material. We see this based on the numbers, with how we're really being very precise, which is the same case as the platform that we designed for response. Perfect. You can move on to the next one, please. Now I'm going to talk about the acquisitions in the third quarter. First of all, we can start with international. Then we'll talk about national, okay? This was an acquisition we performed in Canada focused on the environmental licensing consulting services. It's a very important target with super attractive conditions for Ambipar, reinforcing our intention of really developing this market that's been very promising and has really compensated us with extraordinary results. CPA is a company that is a national company and positioned us in a very important market. It's an element that is very strategic from a perspective of environmental protection. CPA brought in a team that was very skillful, which was a very good acquisition. It's already brought exceptional results. We're also C-Tank, which is a company that specializes in cleaning tanks. Very strong relationship as well. This is our first operation in with Graham as well, which is also a geography that made us very excited. We've identified some great opportunities there through the investments through this period. We also have all of the co-processing work as well. We reinserted in different cement companies substituting the petroleum coke. We already have other companies performing this, and BLZ Recicla will complete this geographic presence located in the Ceará region. We also have Realize, which is working on reverse logistics with a 300 ml bottle and Heineken bottles. It's a really important market. They recycle. Both of them are focused on one of them, which is focused on the full bottles, and the other one is just on the scrap and glass shards, and also the circular economy. We just said. I already mentioned. This is an important acquisition for the development of this process in a franchisee model and also distribution structuring model so that more and more we can have access to all the recyclables in all segments. We can move on to the next one now. That's pretty much it. Now we're going to open up for Q&A. After we'll have the closing remarks. I just want to take advantage of this opportunity to discuss the opening of the training center in the U.S., which is an important milestone and achievement in the history of Ambipar Response and the response at a global level. It's one of the biggest training centers around the world, 70 square kilometers. We participated with the response executives in this inauguration in Colorado in the U.S. with the presence of the American government in the transportation sector. This is where Ambipar has begun their operations with a major process for the training and our operations in North America. The opening with the Ambipar customers in North America and around the whole world, because our training centers have the capacity to receive and welcome customers from all over the world. I'm going to move on to questions and answers. I know our time is a little tight. The first question here. We can talk about the strong growth in the third quarter of 2022. If this was new customers or customers that were already serviced, I will answer here. It's a bit of a mix of both because we always talked about how we have a possibility to also have this important share of wallet. Within customer sites, we can grow a lot. Sometimes we start with one production plant, and then we add new plants from those customers, which is the example here of the big paper companies or even pharmaceutical companies, or even within the customer site, due to their organic growth and also new services we incorporate. We start up with a service, as we perform the acquisitions, we increase the addressable market and portfolio of services and grow in that customer. With new customers, I'll pass the floor on to Chris so she can talk about these current use cases a little more. This is really important, what Thiago mentioned, because throughout the time we've been working here, our work has really been doing this. The first thing is we want to keep our activities in the customers we already work with and be able to transfer these adjustments to prices to have a very financially healthy contract. We had also talked about how we were retesting these accounts and transferring increases in diesel prices, et cetera. This is a very important topic. It's a commitment we have to the company and to you. We have some renewal processes also for contracts that are very important. We were able to capture especially the management and repurposing with new customers and many others that we were able to work with new plants, new industries in the paper and pulp sector, which are very significant contracts. We're deploying new contracts. Also the circular economy, which generates more value. We have many opportunities within the circular economy, and this generates, of course, some value within management contracts. What we were really valuing with the circular economy concept, when I think about this integration and this mix, an environment, this generates a lot of value to the company. Denis is going to talk about this a bit with the new response contracts. While response has also been at a growing curve with many different operations and contracts that have been growing in the company. As we had already mentioned in the last conference, the issue with the fuels, which was an important point. We've been working with the transfer. We can also work with the use and consumption of the fuel, which is also a reflect in our last results. I'm going to pass on the floor to Lorenzo's question with relevant topics related to the verticalization of the process, if this is underway, and if you have synergies and more margin gains as well. Yes, it's a relevant CapEx, and it's part in the release. We also disclosed this as well. Part of the CapEx has been this process as well with the privatization of our assets and activities, but also the standardization of response bases with First, also with the L1. In the closing, we'll probably talk about Witt O'Brien's as well. That will certainly bring in a potential for growth that's huge here with the transformation acquisition, and this also help with the margin gains as well in the North American market. Third-party services, and for this to happen, it was necessary to have the markup. Yes, we've already discussed a bit, and the question was, "Is this CapEx going to help to improve the sales and margins in this quarter? How many months ago was it performed until it became operational? Could we expect that this improvement in the margins or more sales with CapEx positions will continue to happen in the next quarters?" Yes, this certainly is what we were discussing during the presentation. This question came in the beginning, maybe we've already covered this a bit during the presentation. The average term for CapEx, I don't know, would be three months. The market changed. We've been talking about this with the market for the OEMs. That's been really changing. The average term for the delivery of equipment is six months, and we continue to maintain the commitment. This, of course, also considers third-party hires. While I don't have my own internal equipment, I would have to perform the allocation outside. What's interesting to notice is that when we talk about this a lot, and I'm going to once again invite you all to really visit Nova Odessa, which is a huge opportunity to give you a little more tangibility on everything we say during this session here, that we can really even deploy this. The CapEx really represents the following. We are at a very special moment in the company. We are bringing in new contracts with new clients, and new customers for the company. This is providing more tangibility, and that's why we always suggest that you come and visit our operation. One more question from Wagner here. He asked if this was used in the new Boomera factory, and the effect of this allowing access to the new raw material. Yes, I think this is a factor, and I can say it's just about the decision due to Boomera. I think there was an important level of growth, and all of the other cases also had important growth. When I see the individual growth, I would not like us to look at this individually anymore, considering one company or another, but as a platform, and I will always mention this circular economy, because this is a platform that really is integrated in a synergetic manner. One business, and what I want us to say is that the circular economy business is important for the company, and it brings in very good returns. We're always going to talk about this as a set, which is going to be a lot easier for people to understand, because if not, they're going to be just a bunch of different acquisitions, right? Yes. The platform and post-consumption is that mechanism that retrofeeds itself. That's why I didn't want to talk about this per company, but really by the business, because one supplies the other, and that was always the focus of Ambipar in these circular economy points. Oswaldo is an individual investor, and he wants to know about if there's any strategic plan to invest in basic sanitation. We always look at industrial waste, actually, from the environment perspective. To be very quick in my answer here, no. We have a question from Juan from PwC, and he's asking about the low performance in the LATAM Response shares, and if there's any plans to improve. What happened is that in the first and second quarter for LATAM in Response was a very big emergency that took place in Peru. There was a very big fuel distributor in the marine segment, and for this third quarter, we did not have any major events in Response in LATAM. For the fourth quarter, we already have this. We are currently at an emergency in Uruguay that's very big, and also another big emergency in Chile. Most probably we'll get back to the Response LATAM revenue that's very strong in the fourth quarter. Here, Luiz is talking about the probable recovery of the ICMS tax and the fuel cost. It's going to be transferred to customers, right? There was a temporary effect. It takes a little longer for you to be able to achieve the price transfer, the adjustments. It's a negotiation process, and you have to align. That level of negotiation is a little tougher, but we've been able to transfer this, and we are always very much protected with the financial, economic balancing of the contracts, and we always act and request this price adjustment as part of our day-to-day activities, right? Either because of fuel costs or any other input that increases its inflation price above inflation. Another question from Oswaldo. Congratulations on the results, and is it reasonable to expect an improvement in the margins in next quarters as the company continues to gain scale? What's the behavior of margins in Ambipar Environment, right? Yes, it is reasonable to consider this. Scale does bring in an improvement in margins, of course. When we talk about Environment, we have an improvement of margins a little smaller than when you talk about the growth per revenue because 100% of the costs are variable. Yes, we have had some scale gains, and when it comes to the total waste management, which is our main focus when you grow within the customer, you have a single contract manager, and you have operational scales that bring in margin gains Post-consumption, post-industry access to raw materials, and also yield gains and margin gains, even the decarbonization work. Yes, it is reasonable to think this. Within Response, you have this patent standardization of the operations, bringing all of this into the Response platform, and then the behavior of the margins between Environment and Disal. Disal has been growing in that side with the Environment. Last time it's just all Disal, it grew after the acquisition by 17%, we've been able to deliver good results in regards to Disal. Now it became Ambipar Environment. Gonzalo is in Chile, he's going to see an important gain in the brand. It's all going to become Ambipar Environment within the Chilean territory. When it comes to margins, this is an ongoing process, Disal has reached an important improvement in margins. So we committed to deliver this margin on a short, mid term from two to three years. It's important to mention that when we talk about Disal, we are also sophisticating services more as we provide there. Whether this is with the repurposing with the paper and pulp industries that are very important in the region, also with the construction of the GIRI project that's going to add a lot of value in the region, bringing this complementary process. Just as we have this circular economy topic, we are also transferring this technology with all of the technology in the platform in Chile. When you generate value to these customers, the margins and returns naturally take place. So this is what we considered a major value, increasing the sophistication of the services. This is a project that's under construction, there's an expectation for delivery in mid-2023. Leonard from Atres Investimentos asked if we would. This is a consolidation effect as well. This is worth explaining once again, that slide on the organic growth after the acquisition of the companies really sums up this effect from the controller. I think that's pretty much it. We have minority shareholders also growing, that are more profitable. On the other hand, we have the debt level of the holding, with the growth of the interest rate also impacting a bit of the net income of the controller. As the curve in the interest rate also has this trend to drop, the net income will also grow, this, of course, has more cohesion when you look at the numbers. It's a consolidation effect that demonstrates that companies have been performing very well, as you can see in the integration slide. Julio from Santander talks about two questions. The growth, maybe due more to an increase in volume. What we've seen as trends in the next quarter with the average return rate that you expect in the Response contracts that were hired through Flyone and Dracares. We've already talked about three questions in one, right? Yeah, in this case, it's a bit of both. We had an increase in volumes. Commercial structure of Biofílica as well. With these meetings with them, we've invested a lot in this primary process we mentioned to really accelerate this growth. Yes, there is more credit generation. We look at the market for the next year, especially after COP27, we should have an increase in prices. We also have very interesting projects when it comes to carbon. First of all, reinforcing the teams and the commercial team, that's very different, very technical. We have many new projects that will take place from next year onward, which is very important for the new projects that already existed there at that moment in the harvest. We've already been able to commercialize, then the price also with the overall market reacting very well when it comes to the carbon prices. Once again, COP is always moving along in a stronger way in Brazil, having a very important commission where besides Ambipar, every year we have a project that is very bold for Brazil. We believe that by the end of COP 27, we'll have a real booming market in this decarbonization segment. For next year, we have very strong optimism towards the growth and returns. The second question is about the average level of return in the Response contracts. What we mentioned with Flyone and Dracares. They really follow with our pricing model. It's great to talk about this. One of the main points when we perform an acquisition is really about the pricing and how we can add our expertise in pricing. Ambipar, of course, has years and years of experience of how to operate major contracts and price them in the best way by bringing these returns that are reflected by our numbers. So, they follow that target of 24%-25%. We already saw this growth in Q1 with a private contract that's very interesting, that will lead to revenue about almost BRL 1 million per month. That's very important. It's not only about revenue, but also about the returns on invested capital. Here we have [Andressa de Chiara] on the status with the SPAC deal. We've already gone through the second phase of requirements from SEC, and now we're just waiting on the bureaucratic issues to be able to perform the closing of the deal. What we believe is that, unless we have any unexpected situation, by the end of the year, we should have the closing of this deal. I think now we have Maida from XP asking about. Well, first of all, thank you and congratulations on the results. Could you give us a bit more of the trade-off on the CapEx and the uses of third-party services, and which would be these? Well, once again, during the presentation, we spoke about this a bit, and I think that Denis can give you an example, even with Response, on how the structure is and how we take a look at emergency services with our own assets. Looking at what our acquired companies were imagining before, and how we can bring in this greater margin level. I think the team that already visited Nova Odessa and Ambipar, you probably visited our control tower. We've already had the opportunity to demonstrate how we operate this. We have this hub within our control tower that performs the management of resources from third parties for regions where we don't have our own structure to be able to solve some scheduled emergency. Some other equipment to be able to transport waste, et cetera. We have a diligence area inside the tower, and we identify the zones and regions where we have high demand. We've been substituting and implementing machines and equipment in the regions to be able to substitute third party hires that used to be done before. This is happening in a very dynamic way. At response, this is how things work. Perfect. Finally, I wanted to have Yuri talk about Witt O'Brien's a bit, and other than [Guilherme] already talked about this. Luiz talked about the perspective for carbon credits, which we talked about a bit. Juan talks about the LatAm CapEx as well, that we've already talked about a bit as well. I think we covered all of the main questions. The last one here before I pass the floor to Yuri is really about the exchange of part of the debt from the BRL to the USD. Hence, we're keeping our eyes open in the market. We've been looking at this closely with our advisors, and we're really keeping our eyes open towards any change opportunity to exchange in the sense of our cash generation, so we can be more and more present in our EBITDA process. Thank you, Thiago. Witt O'Brien's is a brand and company that is really well known all over the world, on a global level. There's a portfolio of customers of over 1,100 names that are all customers that are blue chips. They're extremely renowned and well known in the market that hire Witt O'Brien's to perform logistical management, especially in the ocean operations. Essentially, it's a company that works on management and consulting services under the conversion for cash conversion is very high because it's a business model that is a lot lighter from a perspective of CapEx allocation. For Ambipar, it's extremely strategic because there's a rule that is applied to whatever is spent with management should not even be 10% of the value allocated to the execution of that emergency. We're talking about a company that last year made $200 million in revenue. Through Witt O'Brien's, we have about $2 billion from a perspective of equipment allocation upon performing and executing the emergency. This is the market that we're present in historically. We plan to work more and more in this segment, and it's a relevant opportunity for us, for Ambipar, to expand its operation within the North American market. Especially, because I want to remind you that the customers at Witt O'Brien's operate in different modalities, ocean, highways, and since they're mostly companies from the oil and gas segment, petrochemical players, and transportation companies. They demand this level of service in the other modalities, and many of them actually are our own customers out of the U.S. They know Ambipar to have strong credibility to service them. We've also acquired Witt O'Brien's from SEACOR, which was acquired from a private equity fund. This is a company that has all of the necessary procedures and governance management processes, compliance processes. It's a real complete platform that will be very useful for us to continue our accelerated growth. As I mentioned before, it's a platform that will really allow us to capture the synergies more with a bigger volume of synergies in the next periods we're going to be working on. Perfect. That's it. Thank you. As time goes by quickly, we would love to stay here for more and more time because we have a lot to share and stories and everything. I just want to thank you all for your time and availability today. The company is open to and available to clarify any other questions you may have. I would like to get back to extending this invitation to whoever has not been to Nova Odessa yet to really come and get to know us closer and perform the site visit at our operations so that you can have a tangible perspective. I want to thank God also to give us the strength to really be able to run after our results and earnings and achieve them. For the next quarter, we hope that we have a lot of good news as we did today. Once again, thank you so much and have a great afternoon. Take care. Bye-bye.