Good afternoon, everyone. Now presenting will be Scott MacFabe from BluMetric. Thank you, everybody. Nice to meet you. My name's Scott MacFabe. I'm the CEO of BluMetric. Before I start my presentation, I want to thank all those who've invested in BluMetric up to this point and supported us with our story, and I look forward to those who will in the future, hopefully, after this presentation. Standard disclaimer, believe me, I'm not going to read this for you. And if you have time, you can do that later, but I think you get the gist. Who are we? Talk about decentralized water and infrastructure leader. The work that we do really is meaningful and necessary. Our clients look to us to be able to solve their water infrastructure problems, and the company that BluMetric represents is now 50 years in this business. This is not a startup. This has been around for quite a while. We are an established business. We're about 335 people. Been in business over 50 years. Impact, lots of projects executed, about 74 million in gal of water treated over the years. We have manufacturing facilities, three of them. We have 16 offices, five laboratories, lots of WaterTech systems deployed. Financials, we have a history of driving profitability and growth. Currently, our last year's top line was around CAD 62.6 million in revenues and about CAD 2.4 million in adjusted EBITDA. We did a couple of recent acquisitions, Gemini Water in 2024, based out of Gainesville, Florida, and DS Consultants most recently. We closed last December, based out of Toronto, Canada. What makes us valuable? Specialize in water scarcity, aging water infrastructure, and military demands. Those are our huge tailwinds right now. In Canada, we are the military's water expert. If you're on a ship, Royal Canadian ship, if you're drinking water, it's probably through one of our systems. If you're out with the army anywhere in the world and you're drinking water, it will be through one of our systems. We've been doing that for over 20 years. Our strategy drives long-term growth and profitable growth. The foundation, really, we also have professional services side of the business, a consultancy or an advisory. It's about half of our business, and the other half is high-tech water growth and WaterTech. We're diversified in our client base. That gives us resiliency in downturns and opportunity in upturns. Unique approach to focusing on decentralized water treatment technologies and services. We can go in, work with a client, help them with whatever it is that they need to relative to their improvements or their development, and produce, design, execute, own, operate if necessary, water and wastewater treatment systems. Full-service consultancy that gives us end-to-end solutions and upgrades for infrastructure, but also the built environment. We can do everything from assess an issue, design a solution, execute it, operate it, maintain it. That operation and maintenance side of the business gives us nice long tails on our projects for recurring revenue, and that's a big focus of ours going forward. About 80% of our revenue is year-over-year growth since 2025. We have zero debt, and we have two main divisions, as I said. Two divisions service commercial, industrial, government, military, and mining. Those are our four key verticals. Why is water important? Recent study from the World Economic Forum basically says you invest CAD 1, you'll see an outpoint of CAD 2.7 in terms of water infrastructure. We just finished an installation on the island of Saint Kitts. First in 20 years, the island's seen 24-hour water. That's great for Saint Kitts. It's great for the island. What it does for the economy in the long term is enormous, and that is just one of many of those situations through the Caribbean and through the Southern U.S. BluMetric plays a key role in two of the four cited key pillars, and that's equitable access to water and having an infrastructure that is resilient. That's our play. We lead in decentralized water solutions. We diversify and complement with complementary customer base. We have recurring services that expand into all aspects of our business, and we have a selected playbook for M&A as we go forward. We're currently in the process of integrating and executing on our recent acquisitions, and that's where our growth has come from. Full lifecycle delivery, that drives our client value and creates a moat. We assess, we design, we build, we improve, we repeat. Again, what we do is necessary, not just nice. We work with our clients to help them execute on their ambitions and then help them operate them into the future. It gives us great outcomes for our clients, and the moat often is we are now on site. We're working with those clients. We become a value part of their asset base. An example would be one of our clients is Carnival Cruise Line. We just recently worked with them opening a brand-new facility down in the Caribbean. That facility is an important new asset for them. We designed and executed all of their water and wastewater systems on that island, Half Moon Cay. For them, that's a huge accomplishment. Thereafter, they're not in the business of owning and operating and maintaining water systems. They're in the business of pleasure cruises and that experience. We're looking to expand that relationship as these are typically 20-year assets or beyond. Core products and services. Professional services, as I mentioned, environmental, geotechnical, building sciences. WaterTech, that's the desalination systems and wastewater treatment systems. WaterTech for the military, we say it's mission-ready water. That is a huge business for us in Canada. We have really the administration to thank in the United States for putting pressure on the Canadian government to spend what they should have and need to spend. We're catching up, and that has a lot to do with a big lift in our business, especially in military water. That system you see there is a third tablet. That is a system that is completely mobile. It's portable. It's dropped in. The minute it's dropped next to a water source, it has to produce clean water within 45 minutes of deployment. Without water, there's no mission. We've been doing this for 20 years, and the military has told us they've never missed a mission in 20 years. These are elegantly designed and simple to operate and very resilient. WaterTech service and support, that's the building of the growth of our operation and maintenance business that is really emerging. We've always had it in Canada to support our military. In the Caribbean and the South, that's a big part of our growth. One of our taglines is "We're a better environment for business." We understand that it is our job to produce solutions for our clients that better their business as it relates to the setting in which it sits and respecting the environment in which it lives. We thrive to collaborate. In Canada, in the market up north, it is very important for us to team with indigenous businesses. We have many joint ventures to be able to do work we say is north of 60, where we work for at least over 20 years, large mining projects, working on the DEW Line, working on various aspects of deploying our professional services and technology in the very far north. This is just a little snapshot of some of our book of business. When I came eight years ago, it did not look like this. We spent a lot of time saying goodbye to some clients we probably should have said goodbye to a long time ago and building a new portfolio and a better portfolio of solid clients within commercial, industrial, government, military, and mining that will sustain us now and into the future. Our portfolio and footprint across North America and the Caribbean has expanded drastically within the last couple of years. We were principally a Canadian business doing work in Canada, mostly Ontario and Quebec. Today, when you look at our footprint, it's everything from Ontario up to Northwestern Canada, North America, down through the Caribbean into Texas, out into Florida. We really are a North American business looking to expand as necessary on the basis of our client needs. The nice thing is when we brought in Gemini Water to the enterprise, this is a company that has a tremendous brand and a great name and reputation in the Southern U.S. and the Caribbean for water supply and wastewater development. That business, since we picked them up, has grown dramatically. We have at least a year's worth of backlog on that business that we're executing on, and we have an excellent pipeline of opportunities for larger assignments. Our sweet spot is within 2 to 6-million-gallon-per-day type systems, which is a very prolific opportunity for us in that market. It is our sweet spot we can execute on well. Our game changer for that business is because of that experience, we can go from desktop to turning the tap on within a year and a half. Most of our competition can barely get to the design phase by the time that year and a half is up. Key markets provide breadth and diversification. We talk about our four key verticals, and we talk about the discipline between our two business in WaterTech and the consultancy. We really have great opportunity. We see great growth in WaterTech and professional services in the commercial industrial space. We see emerging opportunities in government side for WaterTech, very stable and professional services. The military is growing substantially. We're looking for opportunities for professional services. An example would be recent announcements up north of new development of 1,100 military homes to be developed on the new base that's been neglected for many years. There's a lot of development and investment going in to our military up north, a commitment of about CAD 3.7 billion. Mining is stable and growing. The opportunities for us to expand on those businesses is really quite positive. Multiple tailwinds. The tailwinds in our business, we say economic uncertainty creates new opportunities. We don't run from uncertainty. We look for opportunities within it. We really see growth within our water space. We see great opportunity to scale up in our WaterTech side. The professional services side of the business has excellent margins, in fact, the highest within our business. Bringing DS Consultants most recently into the picture has definitely produced that. The military demand for decentralized mission-ready water solutions continues to build. As I said earlier, we are the water experts for the Department of National Defence north of the border. They rely on us. We're in the process of working to negotiate much larger contracts to be able to produce more sustainable tail on our business. We've evolved from being a subcontractor to larger military contractors to becoming the military contractor for water. Industrial municipal fixed-based water treatment systems. As expansion continues and municipal services aren't available, we can work with a client outside of the envelope of the availability of those services, design, execute, build that for those clients. Water scarcity, conservation, humanitarian relief efforts. That's really St. Kitts. St. Kitts, as I said, didn't have 24-hour water for 20 years until we just finished installing the system that we had designed and executed for them, and now they enjoy. Now they're looking for more. Pardon me. As you know, that client base more, they're all related, they all look upon that project as a key milestone project, and they all have ambitions to have the very same thing. We're delighted to be able to execute on that kind of work. The impact of emerging contaminants. The systems that we design have a broad field of view of what they can manage and treat, and we can also adjust them and make the HSE systems necessary to be able to treat whatever conditions are put in front of us to be able to meet the demands or requirements for notices of discharge. The impact of climate change. It affects just about everything that we do. We come back to what's going on down in the Caribbean with the onset of global climate change. Sea levels are rising. Saltwater is intruding underneath the islands. The access that they once had to clean water underneath those islands and the aquifers are now going from clean to brackish to saline in a very short period of time. Yet the necessity to support the infrastructure that has always required that water still remains. The necessity to put in desalination systems is in every island nation in the Caribbean and around the world. We see this as a huge market, and we know that we are tapping into it and there's more to do. Professional services and recurring opportunity for revenue development and diversification. The consultancy is a relationship-based business based on repeated execution and successes for our clients. We have that client base, it was a bit of a list of some of the people that are clients that we're working with, but these are longstanding relationships where we see repeat business. We see very profitable asset in that side of our organization. Usually, the margins there are anywhere from 45% to 55%, 60% gross margins. It's all about more work and effective deployment. The growth levels, expansion into new geographies and sectors, small consultancy tuck-ins, larger M&A targets, improvement to personnel utilization. We recently just had a small tuck-in company called Whitteker Environmental, is out in eastern Canada, eastern Ontario. It's a small company, but they came to us looking to be part of BluMetric. What they do is, it's not seasonal. All year round, they're out testing to confirm the quality and acceptability of groundwater for public utilities. They're about 1 million examples, about a CAD 1 million acquisition. They do about CAD 900,000 a year. Not a lot, but they did about 35% EBITDA. We want to replicate that through the rest of our enterprise and grow with the resources we have, so we don't have to add overhead. We can just better deploy. That would be one example. WaterTech is scalable growth. We integrate, engineer, deploy for all of the complex challenges that are in front of us, and we love a challenge. Whether it's a decentralized fix in mobile water systems, whether it's specialized for desal, for the military, municipal, commercial applications, we can do all of those things. A key part of the business is operation and maintenance. When we bought Gemini Water in 2024, they designed, they built, they executed, went on to the next assignment. They didn't do the operation and maintenance. That was a business decision they made. We see that as a huge add to the business, where those are the long-term contracts, and in fact, the margins are higher, and these are 20-year, 30-year assets. We're building that business. We have a brand new individual we just recently hired from Samsung in Texas who runs these systems. He will be a big add to our business down there. Also a pin in the map in Texas. We haven't talked about that expansion till now, but that is the kind of add where we can go out and continue to execute on these projects where staff don't exist. They don't have the talent. BluMetric today, we have very strong balance sheets, very clean. We're in growth mode. We've been stable. I've been turning wrenches for the last eight years, just about to get the company where it's clean, cash in the bank, no debt, and we're ready to go. We have a couple of new additions to the enterprise that we're integrating now. Now we have something to work with. Launch the O&M, I mentioned, history of profitability, so on. Our big goals, unlock operating leverage, successfully integrate the DS Consultants acquisition. That was about a CAD 22 million-CAD 24 million top-line company that was brought to us. I've known the CEO of that company 40 years. They came to us to ask us to be part of our enterprise. That's consultancy in the built environment. Excellent add. Large military contract wins, expanding mining market presence. We do water treatment for large mines. An example would be the Giant Mine up in Yellowknife. That's a huge facility, one of the largest of its kind in Canada. We've been operating that system for 4 years. Execute the next M&A target. We're always looking for the next better add to the enterprise. The next one will likely not be in the professional services side, even though we have many targets and interest from that side. We feel our next add needs to be headed towards building on the scaling of our WaterTech business and growth tailwinds, taking advantage of that. The future, strong base of recurring revenue, long-term military partnerships, about a 50/50 WaterTech professional services revenue split, which is where we're about now, 30%+ gross margin, and a target of around 10% EBITDA when we hit CAD 100 million in revenue. This year We expect to be within the range, I'm talking about 3 years ago, we were about CAD 35 million. Last year, we finished the year at about CAD 62 million top line. This year, we'll probably be between, give or take, CAD 80 million-CAD 85 million based on where we're tracking today. Nice growth trend, but we also know that we have to focus on the integration and execution to improve our EBITDA. This is a bit of a chart just showing our performance, and really the colored bars is the split between revenue. The tan is professional services, the blue is WaterTech, and then the green line, that's gross margin. Constantly looking to get the blend right so that we can start pushing up gross margins in WaterTech and same for our professional services side, although that is still pretty robust. It's nice to see when we add to the mix, we add Gemini. It did drop a little, but it jumped again. We add DS Consultants. It's heading in the right direction. I think we have to demonstrate to the market we do know what we're doing. I've been doing this 40 years. Dan's been doing it for 30. We know how to acquire and integrate companies. Our new phase of business growth, that green line is our revenue growth, and you can see certainly with the add of our most recent two acquisitions, it's heading in a great direction. You look at net cash and EBITDA. EBITDA is the dark blue and the light blue is net cash. Definitely after we've done these acquisitions, for us, they're big deals. They're integrating well. They're organizing. They're learning how to be publicly traded. Dan has a great back office. By the way, this is Dan Hilton back here, our CFO. To be able to take these enterprises and help them understand how to run within the publicly traded space. We're built for that. What's our capital allocation strategy? Really people and culture. If you don't have good people, and you don't have a culture that keeps them here, your financial sheet just walks out the door the next day. Unlocking potential organic growth, improving profitability, getting into untapped markets. An example would be we're the expert for the DND for water in Canada. Where else? Well, we now have an enterprise in the U.S. We now have a facility in Gainesville that could very easily take our designs, make them fit the American military, and execute. I spent 24 years of my career working out of the U.S., out of Chicago, working for large companies that do what we do in the water space. I have a deep understanding of what the military market and what the American market looks like. Now it's changing all the time and changing radically, at the end of the day, there is absolutely no good reason or a fundamental reason why we can't do for the American market what we do for the Canadian market. It's just access. We have a platform to do that out of Gainesville. Capacity expansion and internal investment. We're looking to expand our manufacturing footprint down in Gainesville. We're about to take the other half of the building we're in. We took them from 10,000- 25,000 sq ft when we first picked them up. Now they're in a facility where we'll probably take the other 25,000 sq ft within a very short period of time to be able to accommodate their run rate. New business offerings and relationships. Invest in our people, equipment, and infrastructure. We're just executing a new ERP system as we speak. Develop new applications and new technologies. For example, we have a new technology we're just executing through Thales, big government contract, and we've developed a system whereby we can dose the plumbing networks to be able to encapsulate lead. Schools and other infrastructure, certainly as the water sits label within the piping, often it picks up metals and it's no longer potable. That applies on warships as well. If you thought that replumbing something in a house was expensive, imagine replumbing something on a warship or a submarine or any other military application. With this proprietary dosing system, we've learned how to encapsulate, and it actually does two things. It encapsulates and isolates the metals, but it also extends the life of the plumbing, the fixtures. There's great benefit to our clients on that, so we're just kicking that off now as well, but that is a new product. We talked a bit about Gemini Water. Why did we do it? We needed to have access to the American market, U.S., but also the Caribbean, and it fit perfectly within our water portfolio. DS Consultants, historically, our consulting was in the natural environment. DS Consultants is in the built environment, anything that we did on the front end of an assignment to understand what our clients wanted to build, we would then hand off to a DS consultant. Now we can do it all right from the assessment to the eventual execution and delivery of a full built environment for our clients. Celebrating 50 years. I could go through some of this, really what it comes down to at the end of the day is cleaning this business up, standing it up, cash in the bank, no debt on the balance sheet, and being in a position to grow, and that's where we're at today. We've made a couple of acquisitions. We're integrating effectively. You're going to start to see that show up more and more. With DS and with Gemini, that's just a couple of good examples, and I just mentioned Whitteker as an aside, we do see a gravity to BluMetric as well, which is nice. There are client companies that want to be part of us. Lots of talent on the team. If you look at the management team, you add it all up, that's probably a couple of hundred years' worth of experience. I won't go through everyone in our board of directors. We have three independent directors, myself and Ian Murray Macdonald, as I point out, he's been with the company 40 years. Definitely represents sort of the original founders within BluMetric. Is an excellent board. Mohsen Mortada of note, currently the Chief of Staff for the Southern California Water District, stepping down from that position, moving back to Toronto. Mohsen is a former partner of mine when I was practicing in the United States out of Manhattan. He is a water expert, has his own water consultancy as well. An old friend that stepped on our board. He also used to run the Middle Eastern operations for our practice in days gone by. Just an excellent friend, an amazing advisor. He holds me accountable, as do the rest. Sorry, one minute? Okay. I'll go through the cap table. It's pretty straightforward. Our stocks took a bit of a hit recently. Most did, with a lot of uncertainty. At the end of the day, I think we're in a great place to recover. Why invest in us? We create a better environment for business. We lead in providing decentralized water-resilient infrastructure products and services. We benefit from strong tailwinds across our sectors. That's it. Thank you.