Good morning, sir. Welcome to the video conference of Americanas S.A. for the first months of 2023. Today with us, we have Leonardo Coelho, CEO, and Camille, Financial Director and IR of the company. This event is being recorded, and all of the participants will be on listen-only mode during the company's presentation. At the end of the presentation, we're going to start the Q&A session, when further instructions will be provided. Furthermore, the presentation has interpreting into English. To exchange your language, just press on the Interpretation button, represented by a globe on the lower Zoom bar. For the slides presentation in English, click at Visualization Options, the green button in the upper bar, and then Slide Presentation. It's important to keep in mind that today's event has a support presentation, which may be accessed at ir.americanas.io. Eventual comments made during this presentation regarding the future business perspectives, projections, operational and financial goals, are based on assumptions made by the company, as well as on information currently available. Future considerations are not a guarantee of performance, involve risks, uncertainties, and assumptions, because they refer to future events, and therefore, depend on circumstances that may or not occur. Investors should understand that industry conditions and other operational factors may have an impact on the future performance of the company, leading to results that materially different from those included in these future considerations. The company clarifies that the accounting information is available according to standard comments and the norms issued by CVM and BRLs. We would now like to turn over to the Americanas CEO, Mr. Leonardo Coelho. Please proceed. Good morning, I am Leonardo Coelho, CEO of Americanas, and I would like to start by thanking the teams that have worked hard in the last 90 days so that we could share the information with you. 2023 was undoubtedly the most difficult year in the history of the company, not only because of the size of the fraud that was revealed, but also because of the need of reconstruction that presented itself. Throughout the first half of 2023, after the revelation of earnings fraud, we worked on the diagnosis of what was not working well in the company. This allowed us to seek the necessary levers for us to return to our essence: a retail company that meets the basic and daily needs of its customers in an uncomplicated way, which are part of the effective memories of Brazilians. Thus, we organized a strategy to attack the problem into three layers. Number one, it was to stop the crisis. Number two, to start generating cash again and to structure new avenues of growth. The first layer, the so-called Stopping the Crisis, was also divided into three fundamental work fronts: unrestricted collaboration for the investigation. Second layer, discussion with our creditors for the construction of a solid judicial recovery plan, which would definitely solve our capital issues. And number three, minimal maintenance of operational functions, which was achieved by a transformation office of the company. To ensure the success, we counted on a team totally focusing on keeping this operation going, and therefore, this group was not involved with the complex process of judicial reorganization, nor with the investigation. It worked with operations only. Within this context, we went through two main challenges. Number one, and this is still ongoing: establish a culture that would eliminate the barriers existing between the company's businesses. I mentioned it in 2022 when we had our call, but basically, the company had three main cultures. One of them was an operation based on its over 1,700 stores. The digital area, which saw the company as a platform that needed this to be validated. And also, Fintech, which was a bank that achieved its clients by means of our operations. Today, we have combined all of these different areas and are working to combine this culture, which is very important in this phase. The second challenge was to guarantee that the most strategic actions would be open for investments, and today we can say that we have already overcome the most critical phase. We have a lot ahead of us, and we cannot say that this critical phase that we have already overcome will guarantee our success. There's still a lot of work to be done so that we can generate operational results. We ended 2023 with our recovery plan, approved by our creditors with an expressive consideration, the amount of credit, and the number of creditors, which is greater than 91%. We expect that now, with this approved, we will have news in the upcoming days. We had work done, along with our creditors, our legal department, so that we could design a plan that would meet the interest of the largest number possible of stakeholders, that, at the end of the day, would generate a healthy capital structure, allowing us to generate results again. In addition, the strength of the Americanas brand proved to be essential for us to continue operating with our stores. Our suppliers did not leave us, and this partnership relationship guaranteed our supply in the hardest times in 2023. We are now closer than ever to building a new relationship phase with all of our partners. Also essential in this process was the credit line made available by our reference stakeholders, so-called DIP financing, and that allowed the company to keep the stores going with a good assortment, ensuring a healthy level of sales in our physical channel. Our customers were also instrumental in this process of resumption, and remained with us, ensuring a recurring flow, especially in our physical stores. The digital channel has a higher average ticket, and the products are more comparable. But initially, it suffered a lot, because it had also a confidence shock. In the physical stores, all that our customers had to do was, buy, pay, and leave. In the digital world, especially because we're going through this, recovery plan, things happened in three ways. Sellers feared selling their products in our platform, because they were not sure whether they would be paid or not. And then, on the other hand, the clients also feared purchasing from a company which is undergoing a judicial recovery plan. This was very strong, and we were really affected by it in our digital channel. But we have been working very steadily and strongly with our customers, and with that, I would say that this initial, initial confidence crisis was overcome over time. To improve profitability, we focused on our digital channel, adopting a strategy where we dehydrated our 1P, migrating to relevant categories to 3P. We offer the same assortment, but the difference is that instead of buying Americanas, they use it directly. And then, with the DIP and the immediate payment from our Class 4 creditors, we were able to minimize the impact to our smaller suppliers, which are more successful in these first moment of crisis. And with that, other assets, such as HNT, ended up benefiting throughout 2023. In our last earnings release in November 2023, we presented a detailed strategic plan for the different areas. We are still dedicated to that plan. We continue making the important decisions with a controllership of operations so that, we have a better decision-making process aiming at our figures, and this has been done since, January, February 2023. Therefore, we're developing a unique culture, back to basics, where everyone works to maximize, I'm sorry, the results of a single company, and a new relationship basis, and this is done with all of our stakeholders. There's a lot to be done, I've mentioned it. There's a lot to be rebuilt, and it's not going to be easy. We know that a collective effort is required, not only by Americanas, but also our business partners. We do believe, though, in the strength of our company, and our heritage, and the over 30,000 employees who will continue working together to build the future of the new Americanas. Then moving on to Slide two. Our plan is to present to you an update on the judicial recovery, and then talk about the results for the nine months of 2023, and then finalize our strategic plan. It's in a new format, but in essence, it is the same one that was presented in the call of 2022, and that was on November 16. And I now turn over to our CFO, Camille, and she will talk to you about what has happened since November 16. Thank you, Leo. Good morning, everyone. Before presenting the next steps of the judicial reorganization, I would like to thank all of those involved in the 11 months of intense work to put in place, actually, a plan that would meet the interest of the largest number possible of our creditors. In the next few days, we will have the approval of our judicial recovery, and then it will be published so that we can really put it into practice. We have two slides for you, and they are based on the assumption that the approval will take place on February 29, next Thursday. Just to make it easier for you to understand, because we cannot control this date, the different steps that had to be fulfilled have been done, and we are now moving towards a conclusion. On the first business day after the publication of the approval, and in case at the end of these numbers falls on a weekend or a holiday, the next working day will be used. We have also created a portal for our creditors to facilitate sending documents, signatures. You can find a step-by-step in a session with a Q&A, which will help you clarify your concerns. So let's see. So as of the publication of the approval, which once again, our assumption is the 29th, just for didactic effects, we have up to 15 days, and in our example, this will be on March. Those with claims of above 12,000, those who agree to settle the claim by receiving 12,000. Those documents will be submitted electronically on the portal, to be uploaded on the day of the validation of the plan. By this date, we'll also have the second financing DIP amount from reference shareholders to the tune of BRL 3.5 billion. This amount is quite important because it will be used for us to settle payments with creditors before the capital increase. Within the 15 days, we also need to disclose the details of the reverse auction via a notice to be published on newspapers. By April 1st, or 30 days after the approval, we will disburse the funds intended for creditors and suppliers, part of the plan. We also pay creditors who have not been paid yet, those of Class 1 and 4, creditors with claims up to 12,000 BRL, and those with claims above 12,000 BRL, and who have agreed or opted to receive 12,000 BRL in exchange by a full settlement. Until that date, also April 1st, we'll receive the terms of agreement from all the suppliers, technology suppliers, and whoever settled with the number One and Two Restructuring Option, and also creditors with amounts which were withheld. All of this concerning suppliers, tech suppliers, restructuring Options One and Two, withheld suppliers, all those terms have been defined in our recovery plan. Just so you know, just to be sure, it's all defined there. Within 45 days of the publication of the approval, in our example, will be April 15th, we must disburse the amounts intended for tech supplier creditors. And also, that's when we must convene the shareholders' meeting to increase capital as part of this restructuring plan, the BRL 24 billion. Moving on to slide number three, if I may. Thank you. So until the 29th, we'll be paying the first installment of the additional amount to creditors, suppliers, employees, which are eligible. And then we have the month of May to have a general shareholders' meeting to increase capital and restructuring the capital, and then we'll have until May 31st to pay the first installment for the remaining suppliers. All those deadlines, of course, will depend on the approval date. As you can see in the... As the footnote, if the publication of the approval happens by tomorrow, which is highly unlikely by now, so this will be pushed to April 30th, so... But that may happen, so the, the deadline, May 31st, will then be pushed to May 30th. Through June, we'll have the final phase of the plan, a new capital increase, restructuring, the buyback of creditors related to the option number two of the restructuring plan, debenture issuance to the tune of BRL 1.875 billion, as I'll show later. It'll be the only remaining debt for the company after the restructuring plan is in place. We have finished an important step of the judicial recovery plan, making the payments to creditors, and we'll have a lighter company, a more sanitized balance sheet, and we will finally turn that page. So we hope to close the first half of the year, having turned that page relative to the major steps within the judicial recovery plan. I give the floor now back over to Leo for him to analyze the number for the first nine months of 2023. Thank you, Camille. So let's look at the operation first and foremost. As I said earlier, and you have all seen, 2023 was a very difficult year for Americanas and all the stakeholders, of course, creditors, suppliers, sellers, and even clients, customers involved in the process. You all felt that very close to your heart. Right now, we are finalizing the first part of the restoration plan, as Camille just mentioned. 2023 was devoted to emergency work with intense, immediate actions to stabilize the operation. As we started to rebuild the basis, the building blocks for the company, all those actions were, to some extent, limited by the scenario, which was quite uncertain, which, of course, inherent to a company going through that type of crisis, waiting for approvals and so on. And as a consequence, the numbers which will be presented today are considered positive within this context, right? A context in which a company is going through a judicial recovery process, and therefore, a lot of uncertainty around. Today, as Camille mentioned, this uncertainty is less relevant. As we showed last year, the numbers for the first nine months of the year for 2023, they reflect those difficulties, of course, of the judicial recovery. I could mention, inventory disruption in the first half of last year, expenses with financial audits, decommissioning of stores, decommissioning of distribution centers, layoffs. All of that has impacted the numbers for the first nine months of last year, in addition to the timing to implement the strategic plan, which once again, was put together throughout the year. And we also had the company's executives, of course, had to dedicate some effort to investigative processes that took place last year. The highlight for the first nine months of the year, last year, they lay bare the size of the impact of what we went through, but they also show a start of a new phase for the company. For example, with a gross margin showing signs of recovery and other, other KPIs also showing promising trends, showing that we remain as an important retailer for this industry, which affect the lives of 1,000s of people. Our total GMV in the period of BRL 16 billion was impacted by the digital issues, especially in the, for the 1P, as I mentioned earlier today, which dropped by 77%. Physical stores helped mitigate or partially offset that impact. This was expected within our strategy, but still, it's a relevant impact on our GMV. Same store sales, BRL 8.7 billion, they account for a drop in that KPI. But when we look at the numbers on a quarter-by-quarter basis, we see an improvement in Q3 2023, and I'll give you some more color as we move forward. We closed 99 stores throughout the period, and those stores had a performance which was below par. They had a negative contribution to our final results, and even after several studies, those 99 stores proved to be difficult in terms of recovery, right? Their numbers would never be reversed. So, I mentioned back last year, even considering that all our stores are assets for the company, those 99 stores, our decision was, at the end of the day, to close them. But we still have an important footprint, 1,700 stores across the country, and we have a footprint across all the states of the country. As we started to reposition the company strategically, even with all the limitations I mentioned, it has already brought about good results. Gross margin growing 11.1%, reaching 27.7% now. Adjusted EBITDA ex IFRS, improving BRL 791 million when compared to the first nine months of 2022, and we managed to reduce net losses by BRL 1.4 billion in that period. A lot to be done, a lot to be covered. I will repeat this sentence, a lot to recover, a lot to go through until we reach stabilization, but we are exactly where we wanted to be at this point. It's a step-by-step process, a consistent improvement process, and as in a video game, at every phase we overcome, challenges are more difficult, but we also become more skilled to face those challenges. Moving on to the next slide, please... here on slide number six, we have the new profile of the company's GMV for 2023, which reflects the company's strategy, which is more in line with the level of profitability that we want to reach for the company. Within this context, digital had a significant slowdown of approximately 75%, as I said, in nine months of the year, and physical sales also showed resilience, a drop of only 4% in sales over the nine months, even though the company was going through a very difficult context, inventory issues, and so on. And of course, with the closing of the 99 Americanas stores, as I also mentioned. It's worth highlighting the progress we've seen over those nine months in sales on the physical platform. In the first two quarters, we were impacted by this initial difficulty of judicial recovery, supply assortment, and a more important disruption higher than we were used to, historically speaking. So as we moved forward in negotiations with our partner suppliers and supplies started to get more stabilized, our performance followed suit. The Same Store Sales in Q3 2023 grew by 3.6%, and some categories that we call general merchandising showed high single-digit growth. So as of the third quarter, and I'll go into more detail, in a moment... So as of the Q3 last year, we start to recover our essence and start to show more, quote, unquote, "normal results" for the company. It's also worth remembering that we adopted last year, the first half, a very conservative profile. As again, this is only normal when you go through a judicial recovery process. So we started emphasizing purchases where we were certain of sales and cash generation. We were fortunate enough that one of the main categories in this group, including candy and chocolate, enjoyed a very strong seasonality in the first half, especially because of the Easter holiday. So on the one hand, this action, this conservative action, led us to have a more diverse mix with few categories in the assortment. On the other hand, it was key to generate cash, which has added with the DIP financing, allowed us to be more daring in Q3 2023, and we went back to placing our bets on traditional categories, light bulbs, for example, and start to resume our more diverse mix. We moved from a mix which was more based on convenience purchases in the first half, to a more traditional, diverse mix in the second half of 2023, which will be the case moving forward. I mentioned light bulbs as an example, and I can give you numbers of that advance and the strength of our physical sales channel. We moved from zero in market share to something close to 12% in just about four months, which shows, of course, our operational focus. We will be able to unlock several growth avenues as we move forward in our physical platform. Moving on to the next slide, please, slide number seven. Here on slide number seven, I have the most significant adjustments we did in digital, and once again, they are in line with what we had planned for 2023. In November 2023, when we were addressing numbers for 2022, Camille and I talked about the detail of our strategic plan. And in digital, the idea was to bring operating deficit down to zero by offering products in 1P that will mirror the physical mix for 3P, and it'll function as an endless shelf to complement the mix, and in this case, clients will also find what they need. It is actually to reduce the capitals and maximize what we can do internally. On the right side graph, we can see a relevant slowdown in the digital platform because of implementation of this new strategic model, and also because of the context of the judicial recovery, especially in the first quarter of 2023, when 1P had a reduction of approximately 87%, whereas in 3P it was approximately 70%. These figures, however, do not show the other side of this story. The profile of the sales made in 2023 in our digital sales, we created a pathway for us to achieve a break-even of the operation, and we are already accelerating some important actions that will lead to a break-even in the first half of 2025. And with that, we start the process where we develop new bases of relationship with our sellers and especially with our customers. Also, this reinforces the importance of our digital channel in the omni-channel strategy of Americanas, having a reinforcement which we expect with this new mix, even if the GMV is much lower than what we had in the past. And then, once again, we once again reinforce that GMV is an important indicator, as long as it also has profitability. And now, moving on to the next slide, slide number eight, we can see a significant indication of the evolution of our strategic proposal, a reduction of our net revenue of 45%, impacted by the deceleration of digital, also followed by a relevant evolution of 11 percentage points in the gross margin, going from 16.6% in net revenue in the accumulated nine months of 2022 to 27.7% in the accumulated nine months of 2023. Important to highlight is the improvement in gross margin resulting from multidisciplinary work, and includes, different, levels of our operation. At the same time that we migrate relevant category in sales 1P to 3P and rationalize spending on digital marketing in the physical stores, and we also migrate categories of low profitability to 3P. This all strengthens categories where we are reference, have good profitability, assortment, and can optimize our logistics network, logistics supply network to deliver more value to our clients in the digital and digitals channels. We are constantly working with the industry. We continue seeking for greater efficiency in our mix, our... and our logistics will continue doing the same. With that, we will have adjustments. We deal with them very regularly. We revisit our own brands, and also, in the call of 2022, the retail media area, which has become more and more attractive for the industry to access their clients in our stores and digital channels. Now, moving away from the details in the operations, I turn back to Camille once again so that she can talk about our debt and EBITDA. Moving on to slide nine, and before discussing the evolution of the adjusted EBITDA between 2023 and 2022, it's important to highlight the rationale of the non-revised pro forma adjustments that we made in 2022. In 2022, we had an adjustments of approximately $760 million of extra expenses with suppliers, and this resulted from our consolidation with our creditors. These debts were accounted for in the fourth quarter of 2023, and we adjusted our expenses throughout the year so that we had a better representation of the company's results. In 2023, we excluded the effect of these expenses related to the judicial recovery and investigation of approximately $270 million, so that the numbers were on a comparable basis. With these adjustments, we had an evolution of $791 million in adjusted EBITDA, even with the SG&A of 2023 still impacted by operating adjustment expenses, closing out stores, expenses with the labor terminations, but that still had a significant impact on our EBITDA. In slide 10, we will analyze the company's debt. The gross debt of the company was very stable throughout this period. It went from $40 billion to $38.4 billion in the third quarter. The main responsible factors for this was the adjustments of a FIDC quota. We also zeroed the cash flow hedge account, and this had to do with the judicial recovery request. Also, we had an increase in the deposit line in the order of $1 billion by September 2023, and this was only done in the fourth quarter. Our cash position went from $6 billion at the end of 2023 to $3.5 billion in September 2023, as a function of an operating cash consumption. And also, we had some amounts that were blocked by some creditors, and this will be included in the reorganization of our judicial recovery plan. We've talked about this. This is cash that has been blocked. It's important to highlight that with the approval and execution of the plan, looking at the right side of the slide, the company expects to reorganize its capital structure with a gross debt of $1.875 billion, after capital contributions and debt restructuring. And then, we only have this debenture left. This is a very important step. With our capital structure reorganized, our teams can start focusing on recovering our operations, and also future growth opportunities, as we will detail in the next slide. So now I turn back to Leo so that he can talk a little bit about our strategic plan, which has already been described. Well, before talking about a strategic plan, I will reinforce what Camille has just said. In 2023, here at Americanas, especially the high administration, had to share the attention given to operations, to other things that were done in parallel, including investigation and judicial recovery. As of 2024, and especially the second half of 2024, with all of the approvals of our judicial recovery, we will once again and finally have our total focus dedicated to operations. This is essential. It will come at a very important moment of our reconstruction. So in slide 11, we reorganized our strategy, the strategy that was presented in the call of 2022. The relevant fact of January 11 and the ensuing crisis after the judicial recovery, we had to define a strategic plan for the company's recovery, and that was divided in three layers: stopping the crisis, number one; number two, generate operating cash in a constant manner; and number three, rediscover growth levers. For the purpose of this disclosure, the most relevant layer is to stop the crisis. I had already talked about, the maintenance of our operating capacity, the judicial recovery, and also the collaboration with all of the investigations of the fraud in our earnings results. So initially, we had to stop the crisis so that we could stabilize the operation, and then our clients would keep on trusting our brand and meeting their needs. Also, we had to reverse our cash, conditions, and we believe that we were successful when we analyze our NPS and its evolution. Another important aspect of this stabilization phase was the reprofiling of our debts, and as Camille mentioned, to generate a balanced balance so that we could develop our activities in a sustainable way. Under Camille's leadership in December, we approved our judicial recovery plan in AGC, and this approval we had only shows how robust this plan is to accommodate the largest number of interests possible. The recovery front has already been presented in this call. It had robust capital increases, also a capitalization of bankruptcy credit by creditors to rebalance our capital structure, and we are now about to conclude the approval of the recovery plan. My special thanks go to the massive confidence Americanas was honored with, and we reinforce our commitment to continue working hard with serenity and intelligence to unlock the wealth generation capacity of this company. On the investigation front, we continue contributing to the ongoing investigations carried out by the competent authorities, and also by the independent committee appointed by the Board of Directors of Americanas, immediately after becoming aware of the differences in the financial statements. The second layer of our plan will focus on our team in 2024, 2025. We will seek to accelerate all of the initiatives that were started in 2023, and we'll advance the initiatives of our strategic plan that have not yet been implemented. We will also implement a new store model as of 2024. It does not essentially changes the way we meet our clients' need. It has more to do with a more intelligent design in our physical stores. In digital, we have already started the strategic repositioning, focusing on profitability through the migration of different categories to 3P. Also, the strengthening of O2O as the physical channel with an integration of AME in our system as an intelligent discount platform and loyalty as well. We will also transfer part of what we learned from this efficiency packaging 2023 to HND and Uni. In parallel to all of these challenges, we will continuously seek for growth alternatives that will enable the generation of value for our stakeholders. We cannot wait for layers one and two, stopping the crisis and generate operational cash, to happen so that we will start considering about the third layer. With this, in 2024, we created a small group which will intelligently assess growth opportunities, both in physical and digital. Today, a year down the road, we can say that we still have a long way ahead of us, but we are driving this, those several people engaged, skilled, qualified team with a very solid basis to support the strategic plan we have been presenting to you since last year. A lot of work to unify the cultures, as I mentioned, different cultures have coexisted within the company, and we continue to strengthen meritocracy, austerity, and working towards reaching one single objective: a focus on the client. As we have this large footprint, unequaled footprint, and with the affection of our clients, a 100-year history, we believe that as we turn the page, it, it is now up to us to reach the end of this transformative process in a successful way. Let me jump in, if I may, just to give a breaking news. Our plan has just been approved. Now we need to wait for it to be published. I just got news that our plan has just been approved. Oh, that's excellent news. So we are three days ahead of plan. Now, we still need to wait for the publication, so it'll happen on the 29th, right? That's really great news. Thank you, Camille. So moving on, the last slide is our logo, just as a reminder and as a thank you, as we present yet another chapter of our history. This process of transformation and reconstruction would not have been possible without this team of ethical professionals, people who are fully committed to this upturn, and they are aware of our huge responsibility, and I know they will continue to work tirelessly for the future of this company. Nor would we have gotten here without the partnership and trust of our suppliers, sellers, shareholders, investors, customers, and so also a big thank you to all of you. We'd like to renew our invite to join us and have faith in our journey towards the future. Thank you. Ladies and gentlemen, we'll now start the Q&A session. To ask a question using the Zoom platform, just click on the Raise Your Hand icon, or if you prefer to send your questions in writing, click on the Q&A icon. Please stand by as we poll for questions. Questions asked via the webcast platform will be answered by the IR team after the end of the session. Our first question comes from Gustavo Senday from XP. Please, Mr. Senday, you may carry on. Hello, everyone. Good morning. Thank you for taking my questions. First, as to the optimization, optimization of your footprint, you have closed 99 stores. Can we expect another wave of closing stores? Could you identify specific regions where you closed stores, or was it a more widespread initiative? You talked also about the new model of stores, a new configuration of stores. If you could also give us some color on this new configuration of stores, and also in terms of asset sales or divesting, what can we expect going forward in terms of divesting of some assets? Thank you. Well, I'll address the first one, and Camille will tackle the second one. Okay. All right, so XP, right? Okay, Gustavo, thank you for your question. As for the optimization of our footprint, being quite straightforward, the answer is yes, we will close more stores. Yes, just as we'll open more stores as well. So that's what we do traditionally in retail, and what we have been doing so far, as I mentioned, is we analyze the situation very thoroughly and very conservatively to be sure that we cannot really recover them before we actually decide to close them. As for geographies, they are spread out across the country. If you consider the weighted share of our stores' distribution, we are quite spread across the country. But they have a specific feature. We are closing stores which are usually very small outlets with a chronic inability to get the mix right. So those were the first stores to be closed. But we do, however, another issue with stores that are above 1,500 square meters, and we're also trying to find a model to more efficiently operate those stores. Some perform really well, others not so. We're trying to understand how that dynamic plays out so that we can adjust for those that do not perform. As for this new configuration for stores, we have been very careful not to lose control of our value proposition. I'll recap something I mentioned last year, or 2022 actually, who our physical clients are. They are a B, C, income bracket class above 18 years of age from both genders. So if we transform our stores into a very sophisticated environment, that would not make sense. That's not what we're looking for. At the same time, we're not looking to provide a place where there's no organization, where we do not have a neat distribution of items. What we're trying to get is to have categories that make sense to those clients, items that make sense to those clients. But above all, they need to be flexible so that we can adjust something which is key, which are promotions, sales, special sales. So to place in the front of the store on a daily basis those categories which are going through a special sale, we need to be organized to do that, and that's where our new model stands, and that's not going to change. So the way we present the items will be different, but based on the same essence, the ability to be more flexible to, as I said, work better with promotions and special sales. As to the sale of assets, we're talking about assets which are part of our Reduction Recovery Plan, and also assets which will be sold. HNT, which will be sold, and if an interesting partnership comes up, we also offer our Ame or Fintech assets also up for sale. But again, and this has been said before, there is no liquidation sales for those assets. What we're doing is trying to find good opportunities to divest from those assets. The idea is to have the best possible use of available cash or funds. Thank you. Thank you. Ladies and gentlemen, once again, to ask a question, please click on the Raise Your Hand icon on the bottom of your Zoom screen. Please stand by as we poll for questions. This concludes our Q&A session. I'd like to turn the floor back over to Mr. Leonardo for his final remarks. Please, you have the floor, sir. Thank you. There was one final question, Camille, about... Camille, was it, what was it? "Warren Buffett says that the most difficult crisis is that related to trust, so what is your plan to regain trust in the company on the part of the stakeholders?" Okay, trust is not regained only by talking. We are now driving a transatlantic ship which moves very slowly. So what we're doing, and that's the way to rebuild trust, is to gradually show where we are getting things right, where we are not, and make all our numbers available to all stakeholders, and then try to deliver what we have committed to deliver in- by 2025, to go back to profit in 2025. Nothing outside of that, right? And, and this was the last question. Once again, thank you for your time. Once again, we are now back on track in terms of having updated numbers for the market, and we hope to meet you on Q4, March the 24th. We'll discuss Q4 2023. Thank you, everyone. See you, see you then. Thank you all for participating in this call. We hope this call was fruitful, and see you next time. You may now disconnect your lines. Thank you.