Morning everyone, thank you for joining our conference call to discuss the fourth quarter 2026 results. You can access in our website of the company. The presentation is also going to be available for download. We inform that every participant will be only watching the video conference during this presentation, then we will start with the Q&A session. Then we'll pass on further instructions. Before we get started, I would just like to mention that all of these comments come from the administration of Ser Educacional of the current information available to the company. These statements could involve some risk and uncertainties, giving into consideration that we are talking about future events, therefore depend on circumstances that can or not happen. Investors, analysts, journalists should take into consideration that events connected to the macroeconomic environment and to this segment and other factors could cause the results to be materially changed, different than the ones that were expressed in their respective prospective relationships and these statements. We have Jânyo Diniz, Director, President, Financial, and Rodrigo Alves, Director of Relationships with Investors. Now I would like to invite Jânyo Diniz, our Director, President of the company, that will start with the presentation. Please, Mr. Jânyo, you can start. Good morning, everyone. Thank you very much for joining our conference call to discuss the first quarter 2026 results. Let's move to slide four, where we highlight our performance at the beginning of the year. As you can see, we had a very positive start with growth across virtually all operational and financial lines. Our main growth driver continues to be our on-campus undergrad student base, which returned to growth during this period. I will especially highlight the improvement in average ticket, one of the key strategic objectives we established for 2026. This performance reflects the consolidation of the strategy implemented over the past few years, which has allowed us to operate our campuses with high occupancy rates. In addition, we have increasingly prioritized the academic attributes and value proposition of our programs rather than competing solely on price. As a result, this strategy is now clearly beginning to show its effects. This quarter, we once again delivered revenue growth accompanied by double-digit growth in operating results and margin expansion. From a financial standpoint, the main highlights were net income growth of more than 70% and a solid 45% increase in post-CapEx cash generation. This performance allow us to reduce net debt by more than 35% during the period. We are operating within a virtuous operational and financial cycle, and we believe the results presented in this first quarter consistently reflect the strength of our strategy, financial discipline, and execution capabilities of the company. Slide five, we objectively demonstrate that our operational and financial efficiency continues to improve consistently. The number of students per campuses surpassed 3,200 students per unit this year, while our net income continued to show steady improvement. We can conclude that these two are quite relevant because it shows the efficiency of our operation and sustainability. Now let's go to operating results. On slide seven, we present our student intake figures for the first quarter. As mentioned at the beginning of the presentation, in 2026, we are placing greater emphasis on increasing the perceived value of our programs. As a result of this strategy, in on-campus education, when excluding ProUni student intake due to the reduction in the number of scholarships offered in 2026, as we already have a base compatible with our tax optimization needs, enrollment intake remained virtually stable compared to the previous year, which has been a historical record for the company. It is important to highlight that, as we'll discuss later, this stability in volume was accompanied by a very consistent increase in average ticket, indicating that the strategy adopted has been successful. In the distance learning and hybrid learning segments, the new denominations for our former digital education segments performance more challenging and in line with broader market trends. The scenario mainly reflects the recent regulatory changes widely monitored by the market, as well as the demand dynamics that we believe are currently undergoing an adjustment process with clearer effects expected over the coming years. On slide eight, we analyze the evolution of our student base. The main highlight of the period was the more than 6% growth in on-campus undergraduate students, driven largely in the maturation medical school seats incorporated over the past year. This growth was partially offset by the reduction in the distance learning and hybrid learning student base. As a result, our total student base remained virtually stable during the period, in line with our strategy of prioritize increased perceived value and higher profitability per campus and learning center rather than purely volumetric growth. On slide nine, we provide details on the evolution of average ticket. As we did in the previous slide, we are now analyzing this indicator based on the last six months in order to minimize potential quarterly distortions. We observed a solid increase in the average ticket for on-campus undergraduate programs, mainly driven by tuition price adjustments, lower discount levels, and the evolution of the Ser Solidário program, in line with the comments made earlier in the presentation. Regarding the average ticket for medical school programs. The decline observed during the period should be interpreted as a temporary effect. Last year, we experienced an abrupt increase significantly above historical averages influenced by specific factors such as student intake in Rio de Janeiro and Belo Horizonte, which did not recur this year. A large number of students progressing into fifth and sixth years, which carry high average tickets and the mix of newly incorporated programs at the time. In 2026, in addition to these effects being mitigated or normalized, we also saw a higher number of students benefiting from the early payment discount, which positively contributed to our cash generation. Additionally, in certain specific markets, we chose to offer discounts during the first semester due to the local competitive dynamics. Looking ahead to the coming quarters, we believe this variation in medical school average ticket should normalize. I would reinforce that we do not see any structural impact or meaningful change in our medical school offering strategy. These were my opening remarks, and I'll now turn the call over to our CFO, João Aguiar, to discuss the financial results. Thank you, Jânyo. Good morning, everyone. Thank you once again for joining our earnings conference call. Let's move to slide 11, where we present two charts. The chart on the left shows the evolution of our net revenue, which once again posted consistent growth during the period, driven mainly by the growth of our on-campus undergrad student base and increase in average ticket as previously discussed. On the right-hand side, we highlight revenue composition by modality. We observed that on-campus undergrad education, in addition to being our main offering segment and encompassing our medical school programs, increased its share of total revenue reaching 81%. This movement reinforces the quality of our revenue mix and the importance of higher value-added programs within our strategy. On slide 12, we present the evolution of EBITDA and adjusted EBITDA, both of which once again delivered double-digit growth this quarter, accompanied by margin expansion. This stronger performance was mainly driven by another round of operational efficiency gains. We increased the number of students per campus and continued progressing in the occupancy maturation, the seats available in our medical school programs, which contribute significantly to operating leverage. On the other hand we observed higher marketing expenses related to earlier Carnival timings this year compared to last year, which led us to anticipate a relevant portion of our commercial campaigns. We also recorded an increase in personnel expenses, which we view as temporary, resulting from the recognition of expenses associated with our long-term retention plan partially vested during the quarter. The remaining cost and expense lines remained relatively well controlled, in line with our operational objective in capturing recurring efficiency gains every year and sustaining long-term margin expansion. On slide 13, we present the evolution of reported net income and adjusted net income. This is undoubtedly one of the major highlights of the quarter. Overall, this performance reflects the combination of consistent operating income growth and a reduction of more than 35% in financial debt. This movement led to a significant decline in financial expenses, which, combined with stronger operational performance, had a substantial impact on earnings growth and net margin expansion. This result reinforces the quality of our growth and demonstrates how operational and financial discipline has been directly translated into greater value creation for shareholders. Moving on to slide 14, we present an analysis of our operating cash generation, net of taxes, leases, and interest paid during the period. This was a particularly important quarter from this perspective, with cash conversion reaching 84% of EBITDA during the period and approximately 70% on a post-CapEx basis. These performances reflect the efforts we have made to improve our collection process through the creation of incentive mechanism for our on-time payments. We expanded the payment window eligible for early payment discounts, which can reach up to 10%, including for medical school programs. At the same time, we adopt a stricter collection criteria for overdue tuition payments. This combination has allowed us to substantially increase cash generation, enabling an accelerated reduction in leverage and further reinforcing our positive profitability cycle. On slide 15, we present the evolution of our days sales outstanding. Compared to last year, this indicator remained virtually stable. However, when analyzing the dynamics behind this result, we observed important underlying trends. On one hand, we improved the cash conversion cycle of regular tuition payments, reflecting advances in our collection processes, incentives for on-time payment. This positive effect was partially offset by the expansion of the Ser Solidário program in 2026, which is now entering its third year of implementation. Even so, despite the growth of this program, we were able to keep DSO stable, which we view as a positive news as a sign of the quality of our receivables management. Going now to slide 16, we present the evolution of our financial leverage, which includes several important milestones. Our net debt declined to the lowest level since 2021, while our net debt- to- EBITDA ratio reached its lowest level since the first quarter of 2021. These results are highly significant and represent an important milestone within our business plan and delivery strategy. The larger than usual difference between net debt and gross debt this quarter is related to completion in March of this year of our seventh debenture issuance totaling BRL 250 million with final maturity in 2029, cost of CDI plus 1%. These proceeds were used to prepay the two debentures issued in 2022 with a cost of CDI plus 2% and operation concluded in April. This initiative will certainly contribute to a further reduction of final financial expenses over the coming quarters, further reinforcing our profitability improvement trajectory. On slide 17, we present the evolution of our CapEx, which remained relatively stable last year as we had not yet started our planned operation expansion, which is expected to begin in the second quarter. These were my comments on the financial results, and I will now hand the call back to Jânyo to discuss our objectives for 2026. Thank you, João. Let's now move to slide 19, our final slide before opening the Q&A session, where we summarize our main strategic objectives for 2026. As mentioned throughout the presentation, our priority remains maintaining operational leverage and continuously improving day-to-day operations through the gradual implementation of new technology tools across our processes. At the same time, we understand that we must move forward more actively in our organic expansion plan. We also remain committed to expanding our medical seats with injunctions still processing through administrative and judicial instances, and we expect to achieve meaningful progress on these matters throughout the year. The quality and differentiation of the programs we offer are becoming increasingly relevant within our strategy. We are continuously reshaping our portfolio, focusing on expanding academic differentiators and keeping iBico constantly updated, reinforcing unique value proposition for our students. From a financial standpoint, we believe this quarter's results clearly demonstrate that the execution of our strategy is becoming increasingly evident. This year, we resumed shareholder remuneration through dividend payments while continuing to reduce leverage and invest in disciplined organic flow. Thank you very much, everyone. We are now available for the Q&A session. Now we'll start the Q&A session. If you wish to ask a question, please react and then raise your hand. If your question was answered, you can lower your hand. Wait a moment while you select the questions. Our first question comes from Mr. Marcelo Santos from JPMorgan. Marcelo, your mic is open. Good morning, Jânyo, Aguiar, Rodrigo. Thank you for this opportunity to ask questions. I have two. One is one of the things that Aguiar mentioned in terms of goals for gain efficiency year to year. How much more space do we have thinking of the future? What are some of the sources of these gains? The second question is, I understand that you have a high utilization of capacity, and this strategy was more value than volume. What is the perspective to open new units? What should we wait? Thank you. Thank you for your question. Well, throughout the last three years, we always reported to you here every single cycle of our program of restructuring of these operational leveraging. We understand that this cycle, this was concluded in 2026 when we finalized everything that we had planned for the end of 2022 and 2023 to be able to bring this bigger efficiency, operational efficiency throughout time. Can everyone hear me? Are we back? Okay. I apologize. This cycle finished in December of 2026. We have new products, you have new offers, new models for offers, and it is commissioned more and more. You need to revisit all of this planning and understand where else we can reach this efficiency, especially at the end, to be able to have gains. There is still an additional round that we are doing connected to the quality of what we are doing in terms of back office, back office automatization, and this will generate this improvement, this operational efficiency. This will come in lower proportions than what we saw. They will support this margin, and they will support the profitability in the future. Adding to the comment, we also have it in the company, the ramp-up of six units. During the first four years, these units are detractors of this margin, and the movement that we have, it's increased our operational leverage so that we can continue growing once we already utilize what we already have. For us to initialize it the end of next year and most of them will come into the third year of operation. The volume will start working in a unit like this. Next year we have planning of having five new openings, and this would be in a model that's a little bit different. Most of them would be an expansion of existing units that have the capacity maximized, and we understand that we have potential to growth in these cities because we have courses that are not completely full, especially in odontology and psychology. We have two units that we need to have this expansion. The organic expansion, we have a longer cycle. The expansion of an existing unit have a cycle of maturation of two years or less, while the new one, it's between five and six years. We have an interesting program here for us to have pathways to grow apart from these medicine spots. This is what's gonna help us to grow with profitability, which is every company's dream. This is what we are looking for in this new target during our re-operational organization that we did, reorganization in our operations. This process doesn't go through the reduction of the size of the physical structure, but a complete variation of our portfolio, and what type of product is offered in every city, in every single one of our units. We want to work so that this, utilizing this in an appropriate fashion. This growth of these new units, just like we mentioned, it comes with a very strong growth on the semi-on-site that will have a utilization of space even more optimized. Next question comes from Lucas Nagano, Morgan Stanley. Mr. Lucas, your microphone is open. Good morning, everyone. Thank you for this moment here. The first one, it's about the revenue of Ser Solidário. You need to talk about the strategy of this cycle, the value here financed by students almost doubled. This first question about new units, you want to detail the cycle of capturing how much they contributed to this? Okay. Let's answer this question. Ser Solidário, it's part of our strategy of increase of average ticket and increase of results in the trimesters, in certain trimesters. The implementation of this in the third quarter of 2024, we used to charge BRL 124 enrollment that could be repeated by every three months, which is the period of capturing. Every money that would come from these installments would not come into the cash flow of the company, would give a discount called money on the table. We did some tests on the third trimester, and we implemented this. It was true success, and this has a huge advantage that the values that were charged by Ser Solidário are in the same normal, regular installment payment. The student cannot pay one thing and not pay the other. This year, we had an increase on the monthly payments for everyone on the ticket of capturing and also on the installment payment of Ser Solidário, 15%-20% depending on the case. Since we had this implementation, it was success last year, and we want to maximize value per student. We operated this year of Ser Solidário and increased the amount that you see of releasing our results that generate EBITDA. For certain trimesters, this doesn't make any difference, and some others, and even trimesters, that changes the expectation here. How we expected when we started with the program, we wanted to include this option in the strategy of capturing for the year. Another important point is that we have more installments during the program than last year. The final effect of Ser Solidário is not of the increase per se, but the increase of this that take into consideration the later capture that we had in March. If we brought this 60 students, it's already some of the results that we want. It started on the fifth or six year. I think I answered the questions. Now, Mirela Oliveira from Bank of America. Mirela, your mic's open. Good morning, Jânyo, Rodrigo. Thank you so much for this space. I have two questions. I have a follow-up on the expansion plan. If you could please comment on what you expect of CapEx for these units, and if you could talk about the levels of rentability of margins that you're expecting for single one of these expansion units and the expansions of the existing units. The second one, I think you commented on the release and also on the comments here of our medical school ticket. If you could give a little bit more details how this has been happening, what is the capturing here and some of the effects here was the need to have a little bit more discount. If you wanna comment this on this competitive environment, if you have more space for deterioration of tickets in the future would be great. Thank you. I did not understand your last question. I'll answer the first one, and then if you could repeat the second one. In terms of CapEx, we start seeing some of the units here that will have 3,000 sq ft- 4,000 sq ft. The other units that have been presenting success, CapEx a little less because it's focused on the structure. CapEx to every single one of them, our expectation, just like it was said before, it's starting this year, starting a project that we'll start with some of the cores that are on-site. They would start next year. The second question, I did not understand. The question is connected to the competitive environment for the medical school. You mentioned a bit, especially on the discounts, that you need to have a concession of discounts better. I want to understand how has this competitiveness for the ticket has been like, and if you see space for more deterioration of ticket in the future. Naturally, in this process of this, in the medical school, of the way it was done in Brazil, in certain units we have additional difficulties, especially in those units that you had. You have an increased number of authorized. We start with these difficulties 'cause the market will position with these two things specifically because of the need and of the demand of students in those cities. For this specifically, we need to promote some discounts on the tuition fees, starting with the students to understand exactly how this would be in the future. Now, overall speaking, we need to understand the individual outlook for every demand locally. When we have every single one of these operating. To complement what Jânyo and Aguiar said, we have a different fluctuation of average ticket. We have a long explanation here, but I think in our perception, there is no change of price in the medical courses that we are offering. Some of them, it's easy to capture, but the overall scenario, our vision wasn't that different than what we saw last year. I think something important here is, even though Ser Solidário creates an additional revenue in the first quarter, the effect of average, we try to balance this quarter than creating any sort of deficiency of recognition of revenue, which would be different than what we've been doing. The second quarter, we had a revenue that was higher, especially for the discounts. What's happening now is that it's more of a balanced of these quarterly revenues, and the third quarter is always the strongest one in the company. The difference is that we are changing the seasonality and it's more balanced. You, you don't have this huge change that the first quarter being too different between the second, but we see a balance between the quarters. Our next question comes from Renan Prata from Citi. Renan, your mic is open. Hello, everyone. Thank you for the space. Two quick questions. The first, still in medical school, but thinking about the last slide of the outlook for 2026, you commented on expansion. I just wanted to get an update here that you have this in medical school. The second will be a location in capital. The same slide, you say 30% of this semester payments. I need to understand what is this target leveraging. What would be part of this strategy? What would be the expansion of these units, shareholders? If you could just give us some an idea here. Can you hear me? Let me just answer the first question. For medicine specifically, what we've been seeing, especially with this discussion of the different actions that we had. [Non-English content]. Of the CDI, we still have our different actions here. We have several courses that are still being discussed. We still have Olinda one that has a variation. We are continuing a process with MEC for Bergara in Rio de Janeiro. [Non-English content]. The expectation is that we still have, depending on some of the things that we are discussing. We still have some positive responses for this. [Non-English content]. Thank you for the question. Since we started this process. Things between 1x and 1.5x is actually quite healthy here, and we want to reduce this from 0.5x the EBITDA, and this is part of what we are welcoming here. Having a higher distribution of dividends. We are now distributing this dividend again, and the expectation that we are going to continue to do this in our policy of semestral sharing of dividend. Want to increase a project of expansion here, especially in the process of new units. We are now ready for any strategic development. In the future, we want to show. We are actually focused on re-giving back the rentability and being able to support the movements of new units and the retrofit of the current units. Our next question comes from Lucca Marquezini from Itaú. Your microphone is on. Thank you. Here's a quick question about our cost line. We saw a difference here. For this regulatory milestone, please, could you please framework? Could you please share? Lucca, you mentioned that in some of the material that we share piece of information that I think it's interesting is that we chose to use the hybrid model as a educational product in a format of new offer, just like it should, you know. Because some of the things we understand that it would get in the way of some of the things that we were offering in the past, but especially because we made the decision of implementing the operation of the hybrid model according to the entire regulation without waiting the two years that the new framework brought. What we are seeing already in the first trimester, we are gonna see in the year as a whole. It's going to contemplate every single increase of structure that we might have with this implementation. Of course, there are some fluctuations that we'll have because of the increase of this margin, because of the revenue and the cost, but we have no investment or any sort of adaptation, academically speaking, financially speaking, to compose this new format of offerings. We'd like to remind you that if you wanna ask a question, please click on Reaction and then raise your hand. If your question is raised, you can lower your hand. The Q&A session now is finished, and I'd like to invite Jânyo Diniz so that he can make the final remarks. Thank you all, for participation in our earnings conference call. We really wanted to share this information with you, especially what happened at the beginning of the year, the first quarter defines what was gonna happen the rest of the year. If you have any other questions, our different channels are available to clarify even further. Have a good afternoon, everyone. The video conference is now finished. We thank you for your participation and have a wonderful day.