Good morning, ladies and gentlemen. Good morning, welcome to the video conference of results for Sequoia Logística for the first quarter of 2026, from the 1st January to the 31st of March. Today we have with us Leopoldo Bruggen, Diretor-President and Diretor of Investor Relations. Be informed that this presentation is being recorded and has simultaneous translation. Translation is available in the button, Interpretation. For those who are accompanying the video conference in English, it is also possible to silence the original audio in Portuguese, select the option Mute Original Audio. We clarify that any declarations made during this conference relative to the perspectives of business of Sequoia, operational goals and financial goals constitute projections of the management of the company. And therefore may or may not happen. Investors should understand that political factors, macroeconomic and operational factors may affect the future performance of the company and lead to results which are materially different than those her mentioned. To start the presentation of the first quarter of 2026, I pass the record phone to Mr. Leopoldo Bruggen. Good morning and thank you all. It's a pleasure to present the results of the first quarter of 2026, a quarter which marked a change over the turning of the key of the company through the most difficult period of restructuring. We entered into a period of focus, cash discipline, and concentration in what we do best. The central message that we would like to leave with you today is very simple. We have reverted our EBITDA from the negative field into generating operating cash and reducing drastically our tax liabilities. With that, we have maintained the leadership in the logistics for banking objects. The financial data presented here were extracted from information in the quarter ending 31st of March 2026, audited by the BDO. On slide number two, we present the operational focus of the company, which is to remain as the largest player in bank objects logistics and to grow in the B2B area. In March, we reached a level of 7.8 million deliveries, the best performance in recent years. Our network reaches to 1,559 cities through franchise deliveries, covering 81% of the Brazilian GDP. In the distribution center, we have done 378 rotorizations per day, routings per day, supported by three sorters and 140 AGVs. We attend 152 active clients, including the largest banks, fintechs, and payment companies, and benefit companies in the market, with an average relationship of more than 12 years, together with the largest private banks in the country. This translates into approximately 60% market share among the private couriers in the logistics of banking objects. In terms of scale, capillarity, and long-term relationships, which continue to be the pillars of our business. On the next slide, number three, we present the principal indicators consolidated in the quarter. Looking at the logic of responsible growth with focus on cash. The net revenue was BRL 127 million, a fall of 16.8% compared to the annual number, which I will detail going forward. Most relevant is the quality of our results. The growth profit grew by 53% to BRL 9.2 million. Adjusted EBITDA went up to 143% to BRL 15.6 million. We generated positive operating cash of BRL 10.2 million in the quarter. For transparency, I would like to point out that this gross profit still carries an B2C operation of e-commerce with negative results of BRL 4.7 million, an operation whose assets we sold for BRL 37.5 million already in the second quarter of this year. On the next slide, number four, we present a demonstration of the summarized results. Revenue went from BRL 153.6 million to BRL 127.8 million, but the cost of service fell by 20%, elevating our gross margin from 3.9% to 7.2%. The accounting loss of BRL 77.1 million in the quarter was impacted in large part by specific items. Financial expenses of BRL 334.9 million respond for 45% of the total. Depreciation and amortization of BRL 19.2 million responds for 25% of the total. Legal provisions of BRL 12.9 million, provisions for receivables of BRL 12.2 million, and rescissions for the restructuring of BRL 5.9 million. With the reconstruction concluded, today we have a dedicated team to put these provisions into effect to reduce oscillations in each quarter. Excluding depreciation, these provisions, and the B2C, which has been discontinued, the adjusted EBITDA was positive in BRL 15.6 million, reverting a negative EBITDA of 2025. On the next slide, number five, we show the composition of the revenue by business line. The logistics of banking objects, operators under the brand Flash Courier, is the backbone of our business. With BRL 111 million and about 60% on a 60% market share in a market estimated at 20 million deliveries per month. The fall of 10.2% has one-time causes which are well known, the internalization of the delivery of cards for e-commerce players, the internalization of the POS machines for a player as means of payment, and the closing of our operations with an issuing bank. Our expectation for this quarter is to advance in the initiatives of innovation and technology and the optimization and profitability of our portfolio. The objective of driving forward the growth of our revenue. In B2B, we've had BRL 11.2 million with more than 400 partners registered and a pipeline which has been recovered, a strategic line which generates margin above 10% without immobilizing capital. The B2C and e-commerce, with BRL 5.2 million, was demobilized in April with the sale of the Mega Sorter Damo for BRL 37.5 million, and the return of the CD Mangels, which would cost approximately BRL 12 million per year. On the next slide, number six, we present the reconciliation of the adjusted EBITDA to give total transparency about the quality of our results. Leaving from the negative EBITDA of approximately BRL 24.7 million and neutralizing the effects that do not reflect a recurring operation, the negative EBITDA of the B2C business, the legal provisions and the labor provisions and accounts receivable and accounting adjustments, and the rescissions of the restructuring. We have arrived now at an adjusted EBITDA, positive adjusted EBITDA of BRL 15.6 million against a negative value of BRL 35.8 million in the same period of 2025. A positive variation of 143.6%. This bridge, which is a legacy of the treating and the selling of liabilities sold and transaction with states and cities liquidated with the issuance of new shares to preserve the cash of the company. On slide number seven, we detail the cash management, which is our number one priority. In the quarter, we generated operating cash after the legacy, positive of BRL 10.2 million, even absorbing the negative impact of approximately BRL 6.4 million in B2C, which has now been closed in this quarter. We did this maintaining our operating suppliers on time with no late payments, valuing our franchisees, who make approximately 400,000 deliveries per day. We paid BRL 13.2 million in late payments, including the final payments of option four of the plan of extrajudicial recovery. We utilized BRL 11.1 million of the liabilities losses of this with the payment for payments to clients and anticipations from clients. With the perspective of the exit of the B2C and the sale of these assets and the labor agreements and tax agreements underway, the company evolves into a generation of net cash, positive net cash by the end of 2026. On the next slide, number eight, we present the capital structure and debt with transparency about where we are and where we're going. The net debt passed from BRL 280.1 million to BRL 314.6 million, and the cash fell back from BRL 50.6 million to BRL 30.9 million, reflecting the use of legacy amortizations and anticipations. The net equity is negative in BRL 254 million, and liability uncovered, which reflects the restructuring underway. We repeat that the same liability was above BRL 900 million one year ago. There is nonetheless a structural movement which is relevant, an increase of capital of BRL 558 million with a conversion of financial debt into shares. The accounts receivables fell back with the exit of the B2C, and we continue renegotiating loans to gain period and space, and to maintain focus on the fiscal requirements of the PGFN. It's a photograph of transition. The balance is being rebuilt. The balance sheet is being rebuilt. On the next slide, we look at the restructuring, financial restructuring, and explain why the company has now become viable. Three fronts reduced the indebtedness and sustained the operational continuity. One, the plan of extrajudicial recovery approved in March 2025 with approximately 54% of approval of the creditors, generated a reduction of BRL 148 million in liabilities, and its option four of BRL 62.1 million, with 50% of write down, was completely paid by the end of the second quarter. In second place, the transaction with the PGFN signed in April 2026 represents a reduction of 82% in our federal tax liabilities, approximately BRL 631 million to only BRL 112 million, to be paid in 15 months in cash or through notes ceded by third parties. The first payment of BRL 6.6 million was paid in May of this year. In the third place, the capitalization and conversion of debts into shares, with the remaining shares, debts coming due in 2030 and 2032 being renewed, which frees up cash to invest in growth. On these three fronts, the exit of these money-losing businesses, as in the case of B2C, has allowed the company to generate operating cash in sufficient levels to amortize the legacy and go back to growing in a rational way. On the next slide, number 10, we present the perspective anchored in the core business and in cash discipline. Our strategy has four pillars. First, concentration on our core business, banking logistics with approximately 60% market share, and selective growth in B2B, the pipeline recovered. Secondly, the monetization of the assets of B2C, with BRL 37.5 million received in the second quarter of this year. Thirdly, the expectation of generation of positive net cash by the end of 2026. In fourth place, the continuous management of the labor and civil and tax liabilities together with creditors and the competent authorities. On slide 11, we contextualize the size and attractiveness of the market for banking objects. Flash, the biggest player in this market, approximately 37% of participation and 7.5 million objects on average. For comparison, the mail system operates with 5 million objects, including the Caixa Econômica and Banco do Brasil, beyond 1.75 million of diverse clients. The private competitors are well behind with only 3.5 million and 1.65 million. It's a leadership position which is consolidated in an essential and recurring market. On slide 12, we show why this leadership is sustained by quality. On the delivery of cards and POS machines, the rate of returns is close to zero, because each object which is returned is cost and frustration for the final client. Flash returns approximately 8% of its objects, while the postal service, the returns are almost 1/3 of everything that is mailed. We do this with more than 5,000 delivery people covering almost the entire national territory. There's a competitive dynamic which is important. While the restructuring plan of the mail system foresees the closing of 1,000 agencies, Flash is expanding its network of delivery around Brazil. On the next slid`e, number 13, we complete this analysis as far as the level of service, which is crucial for banking objects. Flash complies with 97% of its SLA, compared to an average of 74% for the postal services, and delivers in 2.4 days against an average of 5.4 days. These are consistent indicators month after month. Finally, more quality and more speed. For banks, fintechs, and payment systems, this is decisive, and it's what sustains our relationship of more than one decade and our leadership in the market. On the next slide, number 14, we close with our central message. We have included the heaviest part of the restructuring. We have now come into a phase of focus, discipline, cash discipline, and leadership in our core business. We have reverted the EBITDA to a negative to positive territory, generating operating cash, drastically reducing our bank debt and our tax liabilities, maintaining our suppliers in day, on time. We are the largest and most efficient player in banking objects in our country. We reinforce that this presentation has declarations which are subject to risks and uncertainties as an informative in character. The complete information, including the ITR of 31 March 2026, are available in the sites of CVM and on the investor relations of the company. I would also remind you that management metrics such as EBITDA, adjusted EBITDA, and generation of operating cash ex legacy are not objects of revision or audits. With that, we conclude the presentation of our results for the first quarter of 2026. Thank you all for your participation. I hand the microphone back to our moderator. Here we close the video conference of Sequoia. In the case of any questions, the investor relations team is available in the email, ri@sequoialog.com.br. We thank you for the participation and wish you all a good day.