Okay, great. Good morning, everybody. We are just going to give it two minutes. We'll start at two minutes after the hour, and, with pleasure, presenting our 2025 Q1 results. Please post your questions in the Q&A, and then we'll take them all at the end of the call. Mariam, you're muted. We can't hear you. Have you started? Hello. No, I had not started, but we will start right now. I was just doing a last-minute bio break. Good morning, everyone. This meeting is being recorded and will be posted on our website afterwards. I want to welcome everyone to the 2025 Q1 Earnings Call. My name is Miriam Tuerk. I am very honored, and I serve at the pleasure of all of our stakeholders and shareholders to be co-founder and CEO of Clear Blue Technologies. I am joined today by Farrukh Anwar, who is our CFO, and Jonathan van der Veen, who is our Marketing Director and who is going to help to curate the call. As always, we would like to be able to tell you what the future holds 100%. We'd all be billionaires if that was the case. We do our best. We try to give you the best outlook we can, but please take into consideration forward-looking advice as the standard for a publicly traded company. I'm going to go through Clear Blue 2.0, why we're talking about Clear Blue 2.0, and what that all means. We're going to go over a discussion of our Q1 2025 results and then talk about the outlook that we see in front of us. After that, we will go through any questions that you post. Please post your questions to the Q&A. At the end, Jonathan will rapid-fire them to Farrukh and I, and we'll do our best to give you all the answers and information that we can. Why are we talking about Clear Blue 2.0? If you are a current shareholder in Clear Blue, you have been aware of the fact that the company started to hit its growth trajectory just before COVID hit. COVID year 2020 was supposed to be the year that we took off, and we saw a very, very strong trajectory. Between 2020 and today, and the end of 2024, we hit a number of bumps along the road. We worked very hard to make sure we took the lemons that we were encountering and turned them into lemonade. We were forced to make some hard decisions and do some financial restructuring, which has now been completed. There are strong assets and things growing out of that period. Now is the time to basically put that all behind us, move forward, and deliver on the trajectory of growth that the stakeholders in this company believe in. Participating and supporting Clear Blue is not for the faint of heart. If you are a shareholder, you know that you have to have long-term patience. This is not a quick pump-and-dump story, and the results take time. If you are a customer and an employee or a supplier, an investor, a lender, you have had to be supportive of the company. The reason why you have done that is because the future opportunity for us is a billion-dollar marketplace, and we have made sure that we have a set of products and markets that give us some diversification. Diversification is a big theme now. You'll see it all over the Canadian government in terms of our export markets and where we go. Clear Blue already did that and had the foresight to make sure that we weren't just going after, you know, the North American market with 70% of our revenue in the U.S.. We have three clear trajectories. Number one is Smart Solar Lighting. Now, solar streetlights have been around for quite a long time, and it's, it's an okay market, but it's not been a high-growth market. There aren't a lot of players out there that have seen, in fact, I know of none that have seen high growth. We've done some strong competitive analysis to make sure we understand where we are. Clear Blue is a leader in that market, but the business is pretty small. Is that going to change? We can't forecast the future, but if you look at cell phone technology, wireless communications, and other things, internet adoption, eventually it becomes the de facto standard. When it becomes the de facto standard, it moves from, you know, the peripheral companies and people deploying the technology to the mainstream guys. Who are the mainstream people who install and operate the millions of streetlights there are in the marketplace? It's departments of transportation and, telecom, sorry, departments of transportation and energy companies. Going mainstream is about tackling that market, and we think we're positioned to be number one with those players in that market. When it comes to zero diesel, almost every single telecom tower, and there are millions of them because there are billions of people, over a billion people in Africa, is powered by a generator that runs on gas, diesel. That dog does not hunt anymore. It does not hunt, not because of the green aspect of it. I mean, that is part of it. The reason it does not hunt is because the business model will not work. Diesel-generated, operated telecom infrastructure loses money. There is a huge move to get off of diesel. The company that is focused on energy performance and getting maximum solar energy and minimizing and taking to zero diesel is the company that is going to be the strategic partner to those telecom operators. That is who we want to be and what we are focused on. Whereas other companies in our space might be power equipment suppliers and software delivery people, we are energy service management and performance focused. The last, and, I have to say, Mr. Trump has provided some, you know, put some fire underneath this as the world's infrastructure is going satellite for internet services. I'm speaking to you from a cabin in Northern Canada. The mosquitoes are out, ferociously, I must tell you, in the last 24 hours. I am speaking to you over a Starlink internet service that is better than the fiber I would have in the city. Getting internet to every single village, town, person, in the world is of huge demand and growth. It's no longer a question of if, or even when; it is now. The Europeans are investing significantly around Eutelsat and around this market. We are a partner of Eutelsat. That is our third plank. As we go solar lighting mainstream, you're going to see two key things. One, Department of Transportation, energy utility companies. Those are the key high-growth, high-volume where you're going to sell tens of thousands. The second part of it is product evolution where you, it's got to be simple, it's got to be easy, it can't be technically complicated. We have done a lot in that, and we are getting, we invested in a new sales model, some additional salespeople, new go-to-market. We built a partnership with Cooper, who is a leader in this market. Cooper is now recommending us to their major energy utility DOT customers as the company to work with for solar street lighting. In Q1, we shipped a nice group of projects: Ajax, Hamilton, Queenston Heights, Osoyoos Nation, City of Bath in the States. Those all shipped in Q1. Duke Energy and Sask Power, again, I was not talking about utilities two years ago, and now we are talking to many of them. They both had systems go live with us, first projects and pilots to validate the technology and evaluate where we are going. When it comes to the Road to Zero Diesel, as you know, we have expanded our product line by adding Micro. Micro is the technology that on the hardware side was developed outside of Gothenburg, Sweden. The Volvo quality is in this product. It is a Cadillac in terms of the hardware and the engineering that has gone into that product from a hardware perspective. We have now implemented our software and our cloud services, but it gives us that diesel hybrid capability. Prior to Micro, we were doing solar only, which is our nano business, still a really good business with strong profit margins, but Micro is what gets us into the diesel. In Q1, we had critical deployments in South Sudan with the Micro product with iSAT, who's a key strategic partner of us, and we expect to see more and more business from iSAT going forward. It's a very strong integrated partnership where they see us as key to their future going forward, and we feel the same way. On the satellite side, Eutelsat is a key focus. It is not our only focus. Everything we are doing around this product is to go after an entire market. We have other satellite vendors and IoT, small volumes of projects and things going on that we're dabbling, but obviously you want one big customer to kind of lead the charge, and for us, that is Eutelsat. We started off working with Viasat. We had a relationship with them. They were going to be the company. Last Last year in April, they had a catastrophic failure with their satellite technology, and what was supposed to be a large massive rollout became zero. Thankfully, the satellite industry, other than Starlink, has a bit of a co-opetition model, and the Eutelsat people and the Viasat people know each other. Eutelsat is really ramping up significant focus around both their LEO Low Earth Orbit technology. If you watch their stock, you will see that it had a huge jump in Q1 because the Europeans are going to be backing Eutelsat, are backing Eutelsat with their OneWeb Low Earth Orbit technology to provide an alternative to Starlink globally. We are working with them on a very, very tight product integration between our product and theirs that has a projected $25 million of revenue for Clear Blue in the next three years. In terms of Q1's progress, there is a joint product development initiative that is going on. Eutelsat's fiscal year is July 1st, so everything is in kind of kickoff mode, but we did a lot of planning and ramp up in Q1, a couple of pilot sites being tested. That is our Clear Blue 2.0. I am going to turn it over now mostly to Farrukh to talk about our Q1 results. I would say that Q1 was a solid quarter. We're not making guidance forecasts at this point. It's not appropriate given the current market trends and certainly not for the stage that we're at. But, obviously we have internal targets and we met our targets for Q1 for what we see from a trajectory perspective. From a Clear Blue perspective, we're happy with the results of Q1 given where we started at the end of Q4. If we can just repeat our ability to meet plan like we did in Q1, our outlook will prove that 2025 delivers what we needed to deliver. I'm going to turn it over to Farrukh and then I will talk a little bit about what we do see from an outlook perspective in the future. Awesome. Thank you so much, Mariam. Yeah, as Mariam stated, you know, we can see that Q1 revenue totaled around $1 million, representing almost a 30% increase over Q1 2024. However, on a trailing four-quarter basis, revenue declined to $3 million, down 50% year-over-year. This is largely reflecting the residual impact of the financial restructuring measures undertaken in 2024. Management anticipates a return to historical seasonality with the majority of revenue expected in the second half of the year. This would be consistent with past trends. If you can look at the graph on the top, you can see our last two quarters are significant. We expect that trend to continue going on forward. Mariam, next slide please. If you parse our revenue and you look at our revenue on a segment basis, we can see the North American lighting segment is showing strong growth. This is driven by adoption from utilities and transportation department, as Mariam spoke earlier about. This growth is further supported by SENTI all-in-one solar lights, which is delivering a compelling value proposition in terms of ease of deployment and reliability. The telecommunication vertical remained, you know, it came down slightly, but it remained, you know, it remained relatively flat in Q1 2025, though the pipeline remains robust and multiple deals expected to close in, you know, the second half of 2025. Management believes both verticals will continue to be a strong, you know, growth contributor, revenue contributor, with the lighting leading near-term momentum and telecom contributing more meaningfully over the medium-term. Next slide please, Mariam. We can also see an increase in Illumian Street Light, Illumian Solar Light due to increased awareness of our product and solar grid parity in Canada and the U.S.. The decrease in Nanogrid is attributable to timing of customer deployments. Nanogrid customers had delayed rollouts due to funding delays. As we work closely with these customers, we are seeing that their funding has resumed and rollouts will follow soon. While normal sales cycle is typically 18 months, as you can see, Micro has already seen significant growth and it has become a significant contributor in our results, especially in, we expect this trend to continue in 2025. Micro is expected to be a very large component of the company's revenue and we are quite bullish about its potential. Next slide please, Mariam. If we look at our Illumions and EAS recurring revenue. The recurring revenue is the revenue that the company earns from its Inersia as a service and Illumions ongoing management service and cloud software. Every single system Clear Blue has ever sold includes an ongoing service component. Clear Blue manages and operates the power systems on an ongoing basis for our customers. Recurring revenue includes all revenues from existing installed systems that are under ongoing management by Clear Blue. Customers will sometimes undertake to expand the capacity of the sites as telecom traffic grows, and these one-time transactions are included in Clear Blue's recurring revenue. In Q1, we can see that our recurring revenue was $ 164,000, which was down year-over-year, and trailing four-quarter recurring revenue was also down at $ 622,000. This decline is mainly due to these one-time transactions. In the comparative period, there were some large one-time transactions where, you know, the customers expanded their sites. This is just timing, and we expect in the future that recurring revenue is expected to increase every quarter as Clear Blue sells more units with a subscription model and the company's base of the telecom installations grow. Telecom systems tend to grow their capacity and power consumptions, which also increases the recurring revenue for Clear Blue. Mariam, do you want to talk about our bookings? Sure. Our bookings are down slightly from the end of the year. It's not, it's just a bit of lumpy timing in terms of orders coming in. We had a book of orders at the end of the year that we were shipping in Q1 and Q2 and into Q3. New orders this fiscal year, you know, people do their capital budgets, their planning, et cetera, et cetera. We don't expect that this is an indicator that our revenue is going to be down going forward. We think exactly the opposite. I will still remind you that this number is much higher than it was a year ago. Back to you, Farrukh. Mariam, the next slide. Yes, thank you so much. If you look at the margin trends over recent years, Clear Blue has consistently improved its profitability profile. Despite inflationary pressures and rising input costs, the company has demonstrated an ability to either innovate on cost reductions or pass a portion of the cost increases to customers. Thanks to its strong value proposition, the company has built around its software and service. Management notes that while the current margins are healthy, future quarters may see temporary pressures on new product lines like Micro and Pico SENTI scale. These products initially carry lower margins but are expected to normalize as volumes grow and supply chain efficiencies are realized. Our Q1 gross profit was $ 551,000, which is a 63% increase over Q1 2024. Gross margins expanded to 52% from 42%, driven by a favorable mix of higher margin service contracts and operational efficiencies. The increase has also benefited from several software-only Energy-as-a-Service solutions sold in the telecom segment, which carries significant high margins and hardware. Compared to the trailing four quarters, gross margin also improved to 52%, up from 46%. Next slide please, Mariam. If you look at our operating expenses, Q1 operating expenses fell to $ 952,000, which is a $ 329,000 year-over-year reduction driven by cost controls in R&D, professional fees, and salaries. On a trailing four-quarter basis, operating expenses, OpEx also decreased by around $ 996,000, with most of the savings from headcount optimization and reducing bad debt expense. Increase in business development and marketing spend reflected strategic investments in growth. Next slide, Mariam. If you look at our EBITDA, our Q1 EBITDA was $ 242,650, a strong recovery from a negative EBITDA of $ 500,000 in Q1 2024. After excluding our non-cash and one-time items, adjusted EBITDA came to a, you know, a negative $386,000, representing a 46% year-over-year improvement from a negative $720,000- $712,000 in the prior year. The improvement reflects early gains from operational restructuring, disciplined cost controls, and more profitable sales mix. The EBITDA figures include a $632,000 one-time gain from our debt restructuring, which is, you know, which is excluded in our adjusted EBITDA to reflect the core operating performance. Overall, the trend reflects positive momentum towards adjusted EBITDA breakeven, especially as recurring revenue scale and fixed cost leverage improves. Net loss for Q1 narrowed significantly to $19,000 from $1.17 million in Q1 2024, which is a significant improvement. Mariam, next slide. Now we can see that, you know, our positive EBITDA, our cost controls, and, you know, other things that we did, and you can see the improvements. It's because we were finally able to complete our financial restructuring. When we did our financial restructuring, we can see that, you know, we were heavily supported by all stakeholders. Our customers, our shareholders, our lenders, our government, you know, government partners, suppliers, employees, everybody contributed, and we were able to, you know, achieve our financial restructuring that we set to, you know, that we started in November of last year. The different aspects of our restructuring were cost reductions and operational efficiencies. Expense reductions, we did expense reductions, conversion of our debt, helped us save around $1 million in interest, headcount reduction, cloud service migration, and open, to open source from, you know, from the current ones that we're using. The total annual cash savings were approximately, you know, we are expecting approximately around $4 million in annual savings, based on this cost reduction measures that we did. We also completed our debt and equity restructuring. We started off with our convertible debentures and interest, of almost $7.2 million that we converted into equity and warrants. Then our shareholder loan, our external debt, all of those were converted into shares and warrants as well. Flow Capital, our royalty partners, they converted into equity as well. Furthermore, in Q1, we were able to convert our banking facility, with a comprehensive package with RE Royalties, our partner now. We were able to convert $250,000 into a term loan, $313,000 into royalties at 0.075%. Then, $250,000 of that bank facility was converted directly into equity. Plus, we raised another $125,000 as a short-term bridge, as part of this deal. Furthermore, we were able to complete our loan extensions and interest reductions with BDC, you know, coming on board in Q1. At the end of Q1, we were able to extend our BDC loan as well for two years. That helped us in wrapping up our financial restructuring as well. Another thing that we did was, this was subsequent to quarter end, we did a share consolidation, which is a 6-to-1 reverse split. We did a private placement at the end of the year as well. Based on all of those things, we finally can say that, you know, a significant restructuring that we started at the end of the year has finally been completed and we will reap the benefits of this in 2025 and going on forward. Mariam, if you're going to go on to the next slide. We subsequently completed our 6-to-1 share consolidation. After that, you can see the effect of that on our shares. Our shares have gone down to 77 million. Our share options at 1.3 million. The average strike price is around, weighted average strike price is around $0.85, is 85 cents. For our warrants, you can see our average strike price is around 36 cents. This is how our cap table looks like at the end of April. Thank you, Mariam. Over to you. Thank you, Farrukh. Okay. How to give an outlook without giving you an outlook? I do not want to make promises that we cannot meet. I think that, from my perspective, from the board's perspective, and from the input that we have got, our view is that we need to make a plan every quarter for three or four quarters. By the time we get to October, November of this year, where we have delivered a solid Q1, a solid Q2, a really good Q3, and an outlook on a really good Q4, and we have indeed delivered the plan that we have for 2025, I think that is step one and the most important priority in the company. At this point in time, there is nothing that we see that will stop us from making that, but it is May. I would like to be able to announce our results looking backwards as opposed to forward outlook to make sure that we have actually delivered on it. I believe that is what is going to happen, but we are going to keep our head down and deliver it. Our objective and outlook is that we are planning on delivering a strong year with good top-line growth for sure, good bottom-line EBITDA. Target is to make it EBITDA positive. That will validate that Clear Blue 2.0 from a go forward perspective will move forward. In order to do that, we have the three components we need. We have three strong, diversified planks with what will be 80% of our revenue outside of the U.S.. U.S. is still a nice market. We love the market, but we want to be diversified in our business. Clear Blue has already been built that way. We do not have to pivot in order to achieve that objective. We always felt it was important to have multiple product portfolios and markets to make us a resilient, growing business. Those three trajectories, as I have talked about quite a bit, are solar lighting in North America, Road to Zero Diesel, and then satellite internet. That is our outlook and our plan. Really appreciate everyone's support. I do have to say thank you to everyone. We've had strong support from everyone. Part of that strong support is also tough questions and tough answers and good discussions. We have surrounded ourselves with a portfolio of people who are going to do the things and tell us the things we need to hear in order to be successful. Jonathan, are there any questions? Yes, we've got a couple in the chat here. We'll start off with one from Russ. He's saying at $7 million in top-line revenues for 2025, will the EBITDA be positive? I'll let you answer that one first. There's a couple in this one. We had for many years had a plan where our EBITDA positive number was in the $12 million-$13 million range, always thinking that, you know, within the next 12 months, we would achieve that. We, as Farrukh has said, reduced our annual operating expenses significantly. Yes, below $10 million in the $7 million-$7.5 million-$8 million range, we believe that we are a positive EBITDA, positive cash-flow business at that model and that plan. Awesome. Thank you. And then kind of a continuation of that one. Is it because we just have the $1 million in gross revenues Q1 2025, kind of what is the plan to getting to that $7 million over the next three quarters? If you look back, and it's hard to see because of the lumpiness, sometimes there's always a lump, but generally, I'm just going back here, you will see that the back two quarters are higher than the first two quarters. The back two quarters are higher than the first two quarters. Yes, there was this one order, but the back two quarters were higher. Then we had the downturn. The back two quarters were higher. Financial restructuring. Our historical trend is that, and we just look at how busy we are, how much we're shipping, that the back two quarters, the back half is significantly larger than the front half. And, you know, if I take any one of these numbers where we see back half growth, we anticipate that to be the same. The numbers we achieved in Q1 were what we had targeted, and we do anticipate that they are going to go up quarter-over-quarter over the next few quarters if we are able to make a plan. Currently, our outlook for Q2 and Q3, I'm going to put the two of them together and say Q2 and Q3 collectively will achieve that plan at this point in time. Shipping timelines, there's a bunch of stuff in June that might slip to July, but, you know, it's hard to be able to provide that forecast, but our Q2, Q3 is looking very solidly positive to meet our plan, and the back end of the year should be able to deliver what it delivers. We do not see anything at this point in time that would not allow us to deliver a revenue, you know, at a higher end, which would show significant growth over last year with a positive EBITDA, or near breakeven, positive, slightly positive EBITDA for the year. Awesome. Thank you. On a trailing four quarter basis, this is speaking to the decrease in recurring revenues. I think we answered in the slides, but if we could just go over that maybe one more time. Yeah. The asset the company has on an ongoing basis is the fact that there is a site and we are managing and operating that site. As those sites have a five, 10, 15, 20 year life, we are operating and managing those sites on a five year, a 15 year life. Some of those contracts are very flat. Every month it's the same amount of money from a recurring perspective. In telecom business, I kind of like that business because they keep growing. When a customer comes to us and says, well, this existing installation, we're adding 4G or we've increased our revenue significantly, so we're increasing our capacity, they will have a capacity expansion. Once you get a license to operate that site, the growth of that site is part of your ongoing revenue that you're harvesting from that installed base. We call that part of our recurring revenue. Because a one-time expansion of systems is included in this number, you will see a lumpiness in it. That is why you really need to, I have to get my graphing people to kind of give you a trajectory. What you need to do is to take this and kind of look at the upward general trend, not the up and down aspect of it. We are going up and to the right in our growth, and that's what we're tracking. Quarterly will be a little bit lumpy, but it is going up and to the right. Awesome. Thank you. Okay. We have one from Fred here. Is there any discussion with the government regarding Clear Blue's opportunities in making Canada an energy superpower based on the government's recent announcements? Not yet. Certainly, from an R&D perspective, we have always had a strong relationship with IRAP in NRC. I should also comment to everyone because it's a question someone has asked in the past. We are expecting our next installment for what used to be called STDC and is now the Green Fund in NRC IRAP, before the end of the quarter. We have met our milestones. We have met our technical deliverables. We have been reviewed. Everything is good to go. We are just waiting for the final approval and release from them. That will be $ 1.3 million of cash that we are expecting in June. The technical aspects of what we do are strategic. We have seen a pivot in the government on diversification. Some of the small grant funding, some of the investments that they are making around trade shows, we get support from them around those things. Very clear message. Show me your diversification strategy. Those companies who have the opportunity from a global trade diversified will be getting support. There is a keen support for us and a keen support for our technology from an R&D export trade perspective. From an internal infrastructure perspective, I think we are all waiting to see how quickly we can deploy on large infrastructure projects. Clear Blue is obviously going to be working very hard to support that. Our partnership with Sask Power has been huge for us. You know, Sask Power came to us a year ago and said, we want to shut down these power lines in Northern Saskatchewan because they run for 50 or 100 miles just to power a telecom site. They cause forest fires, obviously with what is going on now. Eutelsat, as an example, came back to us after the massive power outage in Spain that happened a month ago and is escalating their need and expanding their intentions around having reliable off-grid power. The Ring of Fire, expanding for infrastructure, supporting rural businesses in Northern Alberta, Saskatchewan, Manitoba, is a big part of our business. We have done the Osoyoos Nation project in Alberta, and we hopefully will have more phases of that. We are working on a number of Indigenous First Nations projects and support there. I mean, that's all got to flesh out in the next little while. Canada could do more. Let's put it that way. Awesome. Thank you. We have another one from Fred. What is the sales pipeline with a high probability of win for remainder of 2025 and 2026? We can combine these two. We mentioned Duke and Sask Power in our slides. Maybe we can answer those two together. I went back, I had someone say to me, like last September, October, you thought you were going to do this and what happened? We are being ruthless in trying to adjust our forecast for high probability sales funnel based upon our historical experience. You know, and it's not, I haven't been that way for a long time, but I can tell you that, you know, when someone says, I'm going to get an order, you know, if someone in Ontario says to me, Miriam, we're good to go, you're going to get a purchase order and a deposit in two weeks. I know that 90%-95% of the time that's true. The very first time someone said that to me in Africa, I didn't know that it's a completely different discussion. You know, we're trying to make sure that our funnel is good. Our funnel is very strong. If I just took our funnel and the weighting for it, we would do well over $10 million in revenue this year. The thing that is difficult to gauge is the timing of these projects. I'll give you an example. I had one project where it was, it's not in our core plan. It's not in our focus this year, but it's not in our core plan for this year, but it is a very large opportunity, and we think it's going to happen. We thought it might hit in Q4 and that would have been, you know, over $10 million revenue for the company. Everything's moving forward and all of a sudden, the guarantee, so the financial payment guarantee party said, you've got to go get an equity investment. We all know raising money takes 6-12 months. That project, which was like draft contracts, detailed engineering, all of a sudden went back. We've done everything possible to make sure that we are not diluting ourselves, and that we can make our revenue and our plan. Currently our high prob funnel would be sitting at around $ 15 million for 2025 and at least another $ 15 million for 2026. Scrub that down, assume it moves out and we still feel like we're going to have a good year, that by the time we get to October and November, I will be able to look at you and say, we said this was Clear Blue 2.0, that we're on a new trajectory and we now have three quarters behind us that shows that we're on that trajectory. Everything I can see at this point tells me we are going to be able to do that. Awesome. Thank you. Would we be able to go into details about Duke and Sask Power a bit more? Yeah, sure. What do those partnerships look like? Sask Power, we did our first projects last year and we have another project that we believe we're going to be doing this year. There's been a lot of education and working together on things. I think where we're at is, assuming that, you know, they want to see how a Saskatchewan season affects streetlights, solar streetlights, because anybody who's been in Saskatchewan, you know, and it's not, I'm not kidding, you'll go from - 20 to + 35 in a week. That is not good for power systems. I think there's, you know, just slowly moving forward as these things are validated and done. We have another project this week. Sask Power is a customer who I would put in that we are going to be doing more business in the future. Duke Energy has seen many companies come by with supposedly wonderful things, work and then not work. They're a little bit more experienced. Duke Energy is southeastern United States. We're talking Florida, Georgia, and those kinds of places. There are multiple energy companies. They have basically said, I need something robust. I need something, you know, utility grade. It's got to be utility grade. There are lots of vendors out there that are not utility grade. We are utility grade. The remote management and control is critical. We've been working on a couple of pilot projects with them. Obviously, they have real input of what they want to see from a product. We're doing joint product finalization, tweaking things. By that, I mean like they want through hole bolts instead of strapping and things like that. As long as the pilot does well over the next few months, we believe that we will start to see projects with Duke next year. We're having a webinar on the utility and transportation industry and what's required next week. We are seeing a lot of interest from that market because they've all seen their customers, which are the municipalities, are buying solar streetlights all over the place. They have recognized, you know, in the same way that at some point, and I was there when it happened, you know, Bell Canada recognized that Bell Mobility wasn't just this other division. It was the core business of the company. The utilities are recognizing that solar off-grid powered infrastructure has got to be a core business that they're doing. Duke is going down that path. Nothing is assured yet, but what got us to the table was the fact that Cooper, who is their lighting partner, recommended us and said, we believe that Clear Blue is the one to work with. It is important to understand that in the case of Cooper, we had done this Nevada DOT project. Cooper has that we have done two of their interchanges. Cooper has on-the-ground references and feedback of what we have been delivering for the last six or seven years. These systems work, they work reliably. This is actually in Nevada and it is in the north at the top of a mountain. It gets really cold and then it gets really hot. Again, very extreme temperatures that we know how to operate in. Cooper's recommendation to Duke Energy got us in there in a strong way, but we are still waiting to hear how that goes. Great. All right, we have a question from Brandon. Shifting gears to the financial statements, how are we thinking about the remaining debt on the balance sheet? Farrouk, do you want to maybe comment on that? Yeah, for sure. If you look at the debt, when we look at debt, we basically look at debt servicing, right? The biggest debt that we have is FedDev. FedDev is interest-free, repayable in the next 10 years. Very low installments for the next year. I think for this year, it is only $1,000 a month. Next year, it is $2,000 a month. That is the biggest, like it is a $ 4 million debt that we have. That is that. Then we have BDC. BDC is our partner as well. They have invested in the company as well. BDC is basically, and they restructured their loan at the end of Q1. It was previously repayable in 2026. Now we've got more, you know, we've got, we extended to another two years and that too with graduated increase in principal repayments. And, you know, it's basically floating interest rate. So the interest rates are going down. That's helping us with our debt servicing as well. Then there's the small loan from Sophie, which is around $ 500,000. That's that. Now we've got this RE Royalties loan, which we've converted from our Scotiabank, which was our banking partner. Now that's a smaller loan. It's $250,000 and that is repayable. Our intention is, our idea is to convert that into, you know, once we improve our EBITDA, which we are doing right now, we would be in a position to go to another bank and get, you know, traditional banking support. That would, you know, be converted. The $250,000 is going to be converted into a business line or something like that, which we expect to do in the next couple of months, start that process. I think, you know, looking at our debt, it's manageable and it's not due anytime soon. We've got, you know, a healthy leverage. If you look at companies, you know, that needs to be a good leverage. Right now, after restructuring, I think we were the right sized, you know, leveraged company. I think it's important to understand that, you know, if, while we had to, when we raised money, we had, we stopped at the time of COVID, the market stopped being willing to do pure equity. So we did convertible debentures. They were always intended to convert. They converted in December, but, you know, we didn't want to convert 100% of our debt because that would not have been equity friendly. I think the key thing is BDC, who is our biggest lender, is also now our biggest shareholder and we have friendly debt. They are working with us, but we as a management team want to pay down our debt and bring it down each year on a reasonable basis and make sure we've got a good trajectory so that when you're looking at the value of the company, we've got it to a point where it's a good size. There is some payment that's being made, but we've got, and I think mostly all the vendors looked and said, okay, let's make sure we structure something for 2025 and 2026 to get through that. At the end of that point, you know, you really should be able to have some free cash-flow to pay it down. We got good terms for all of 2025 and 2026, not zero, because you don't want to just make it worse. We got to pay it down and we are going to be actively doing things now that we finish all the structure. Everybody's going to be getting payments, but they're at the table supporting us as long as they can see progress in every way, which is what we're focused on. Perfect. Thank you. Okay. We have one from Bob here. This is directed at the telecom side of the business. What is the guesstimate on operating cost reduction on the solar diesel hybrid systems and the IRR payback versus the cost of the equipment that you find at a typical tower site? Implementation of solar has generally got an IRR payback of 1-2 years. Oftentimes it's 10-11 months. The IRR is extremely compelling. The biggest challenge is a lot of people, and this is kind of wave one of what's happened in the market, is they go off and they take all their diesel sites and they just add a bunch of solar panels and they think a miracle occurs and all of a sudden they're good. A telecom site has got to be the ugliest solar installation you could possibly think of because it's got a tower in the middle of it, which is shading. We are working with a number of partners who are saying, look, we've been working on, so you can think about this site here on the right-hand side, you know, these two brown poles here are supporting the solar panels that are over top of this site. This orange thing is the telecom tower, and you know, it's towering over those solar panels. What we see happens is that most of the customers do the solar refresh and then three, six months in, find out that they've not improved their diesel operations at all. And so bringing Illumian, you know, when we acquired Micro, great technology, no energy management tools, forecasting, energy forecasting, energy management, troubleshooting, remediation. The Road to Zero Diesel is about actually, once it's installed, making sure that you're actually delivering on that diesel value proposition and getting rid of it. And that's not so easy. Most customers think that they can do it quickly. We have one very large customer who did a massive program, spent a lot of money on a green project and got zero. We are working with those partners to demonstrate, if some of you will remember that in the solar world, four or five years ago, we produced a study, Facebook did this independent study that showed that we got 40% more power out of the same size system as anybody else. You take the same number of batteries, the same number of solar, and you put it on a site versus a Clear Blue site that had the smart management, we delivered 40% more power. We are now working to take that value proposition and implement it with diesel. We are not at zero diesel, we are on the Road to Zero Diesel. That is a key part of our R&D investment and our operational value prop. Great. Can we have a more general one now here? What is driving the increased demand for Clear Blue Smart lighting in North America? Two things. One, new products, new fit, form, and functions. We brought out our SENTI product, which, these are three SENTIs, very easy to install compared to over here where you need a separate solar panel, you need a separate battery, you need a bunch of wiring. All of that is in what is called an all-in-one. Part of it was product. We also brought out a next generation of Illumian, and so the cost price point improved significantly. I think the second thing that is driving the adoption is our existing install base is proof and validation that stuff works. I have a very exciting project that I cannot wait to announce. Hopefully we will be announcing it in early Q3. That is a really nice first phase rollout with a large city. We had done one small project with them in 2018. Last year when we started working with them, we took that 2018 system and said, here's five years of performance. We've made it through five winters and five summers. Your batteries are working just fine. Everything's good. They had other technologies which did not do that. Proving out that this is a long-term viable, you know, these systems here on the left and the right-hand side, they should be there for 20 years. The fact that we had five years of history was huge to be able to make sure that we were going forward. That's what's fueling it. That's what's causing people to say now that there's utility-grade levels of product performance and lifespan proven with the management tools of Clear Blue, we can go and we're moving. All right. Thank you. We have another one from Fred here. Asking, have we considered approaching the Canadian government in any capacity to utilize Clear Blue in various departments like Transport Canada, federal parks, federal buildings, armed forces, kind of, et cetera? We have a, I think an armed forces project, parks and things like that we've done at the provincial and the municipal level. Very hard to get into the federal government and they're not the fastest moving. First of all, they're not the largest users. Most departments of transportation are provincial, not federal, right? Anything that's highway-based is provincial. Canada does not eat its own dog food when it comes to new technology. We tend to be a little bit slower moving on that. We are monitoring it. We are pursuing those opportunities, but I don't see a significant amount of business coming out of the federal government. Some of their infrastructure projects that they help the industry do, I see that, but I don't see federal that much. Awesome. Thank you. I have another one from Bob as well. For the initial and pilot lighting sales into the U.S., what were the impacts of the tariffs on that? It's been very chaotic. The first thing we did was we shipped everything we could before the Trump tariffs came in. We got, I think, 10 or 12 shipments in, one got caught, where we got an unexpected tariff. The tariff impact for Clear Blue, the Canadian portion we're under CUSMA, it's no, like that's not the big issue. The big issue is you can't get batteries or solar panels anywhere but from China. If you think you're getting the solar panels from Vietnam, you're actually buying them from China, getting them moved to Vietnam and then coming in. The source of everything starts in China, especially around batteries. Why? Because 20, 30, 40 years ago, all of the big lead acid battery manufacturers, there was a bankruptcy after bankruptcy after bankruptcy because of the environmental damage done related to battery manufacturing and the fact that these guys had to do the cleanup of the environment. When they had to do the cleanup of the environment, they went bankrupt because they can't spend $200 million cleaning up a dirty construction site, industrial site. That's why batteries are done in China because of that. We're going to get impacted the same as everybody else. The problem is uncertainty. I have one really large deal we're trying to close. The question is, what's, what's, I've got multiple deals, but one large one, what's the tariff? As of last week, we kind of said, okay, this is what we think it is. It's 10% for this, zero for this. We've put in this number here and here's what we've assumed. Okay, now am I zero or am I 10% or what? I just decided last night the only thing I can do is say to customers, here's the number, we'll take the risk. If we do better, we'll give you a rebate. That's where we're at. The chaos and uncertainty is definitely going to cause issues. It's not fun, but it's not, it won't impact our ability to do plan. Should not impact our ability to do plan this year. So we tried to take that into consideration. All right. Okay. We have another one from Fred here. So he's wondering if Eutelsat is funding any of Clear Blue's development costs relating to the satellite products. So, yes and no. The European Space Agency and the Canadian Space Agency have an R&D development fund, which Eutelsat is going to be tapping into, which they plan to give us some money. So we are expecting some one-time engineering fees from Eutelsat, but they're going to come through Eutelsat from the European and Canadian Space Agency. The potential is $500,000 over the next 12 months for us. Great. Okay. This one is more financial again. Bob's wondering what the dollar amount of tax loss carry forward to shelter future income from tax is looking like or if. Farrukh? Yeah, I can take that. We can take this in two parts, right? The first thing is the non-capital losses that we've got available for future use, and that is around $ 26 million. Those are the non-capital losses carried forward. Then we've got research and development tax credits, which is around an additional $ 8.6 million. We've got these two losses and credits carried forward, and we've got around, you know, until 2033 to 2040 to take the benefit of these. Awesome. Thanks, Farrukh. Okay. This is the last one that we've got in the queue right now. Just wondering if we can get a quick overview of what the corporate advantage, so like our moat over other solar energy providers? Wondering if it's just a solar panel attached to a light or if there's more technology involved? It's a really good question. And, we've been talking about that quite a bit in the company. I think that in the beginning when Clear Blue started out, everybody kind of went, do I really need management? Like really, that's nice to have, but do I really need it? We've now gotten to the point where everybody's saying, I got to have it. We are frequently in a competitive situation, like this one city that I'm hoping to be able to announce a nice deal. They started off looking at 12 products. They narrowed it down to three because nine of them did not have any remote management. They said, look, I have just got to have remote management. The good news is the customer base has moved to a point now where they know they need remote management. What comes with that though is the competition starts to catch up. We are now seeing other companies being able to talk a little bit about what they have. The story I love to tell is, my largest customer in Africa last year at MWC came to me and he said, I just came from Huawei's booth and they showed me all their remote management and monitoring. It looks really cool, but I looked at them and said, Clear Blue had that four years ago. Prior to that, Huawei had nothing. Now they have stuff. The market is being validated because the customers are saying, I must have this. The competitors are starting to come to the table because the market's big enough. We now have competition with the management capability. You say to yourself, well, what's the difference between Clear Blue and those other guys? I'll use the solar lighting as an example. If you are going to install a few systems, and you want some remote management, there are more options than just Clear Blue out there. Not many and not as good, but they're coming. If you are Duke Energy and you're looking at deploying thousands of these systems across your territory, you need a utility-grade system that has the network operations center management tools at scale. Whenever somebody comes to me and says, well, look, this other company can do it, they will take one light and one system or one site and say, look, I've got this app here on my phone and it's telling me what I'm doing. That's no problem. If you are a Duke Energy and you're going to do tens of thousands, that's where Clear Blue's Illumian and what we're building at scale and the ongoing energy service management come in. You look at what's happening with Eutelsat. They can't go out and just buy a bunch of stuff and install it because miniature electricity systems, which is what these are, they're basically a micro power utility in a box, need management. Eutelsat operates and manages their satellite network and service. For example, the Wi-Fi routers and the satellite modems that they buy are not the ones that I can go buy. They buy the ones that are remotely manageable and controllable and all of that capability. We have that power capability to give that remote management. In the case of Eutelsat, their African team had deployed many, many systems and they have 30% of their sites down after six months of deployment of stuff because the power is not working. What is different about us? The utility-grade management operations capability. As I said, when I talked about this Road to Zero Diesel, people go out, they buy a bunch of solar panels, they put it all together, they get it there, they hook it up and they think it is just, especially the guys who are solar farms, right? You get any of these large EPCs who've done these massive solar farms, they set them up, they sit in the field, they're perfect and they connect them to the grid and they go away and they just get an annuity check. That's not what happens on these sites. It's that ability to manage from a NOC perspective, a network operations center, the ongoing management and to do that at scale as a utility, that is our key differentiation. Awesome. Thank you. It looks like, oh, okay. We have one more question just came in, from Christian. He's wondering if we can provide any more information on the Duke Energy contract? Duke Energy contract right now is a single pilot proof of concept that is in evaluation. It was installed and went live in Q1 and we expect to hear the results of that pilot test later this year. There's no contract yet. Great. Okay. That looks like all the questions we have here, unless anybody has any last minute ones that they'd like to get in. Yes. All right. We've got one from Fred here. So he's saying that we mentioned the goal of achieving a market cap of $750 million within three to five years and just wondering how we're planning to achieve that? We're going to make plan in 2025. We're going to come out of this year with trailing four quarters of a trajectory that is historical. And we're going to build off of that with strong growth next year. By the time we get into the end of this year and early next year, we will show that we're on a new trajectory path and building momentum. As we grow that path and people understand that this company is on the way to $100 million, $200 million, the market and the stock market will follow. Right now, step one is make plan, make plan, make plan, show four strong top line revenue growth and positive bottom EBITDA results for the next four quarters to build the base to grow off. We will take the trajectory from there. Great. Yeah. Thank you. I think, yeah, that is, that's all we have in questions. Thank you very much. I really appreciate everyone's support and assistance. We have been working and I do want to say the amount of time and energy and effort by the management team, and Farrukh most specifically as our CFO, to go through what we have done has been Herculean. We did an employee survey last week, and the team is solid. The team is upbeat. The team is positive, and it was quite interesting to see how much they believe in and support the future opportunity of the company. We have not had a lot of turnover, which just tells you in the bowels of the company where they talk to customers every day, we've got a really good solid business and product. We just need to grow and get the impact of what's happened over the last two or three years behind us, which is what we've done. Thank you so much. Appreciate it. You can reach out to me anytime. My name's Miriam Tuerk. I'm very honored to be co-founder and CEO of Clear Blue Technologies. Thanks. You can reach out to me anytime. My name's Miriam Tuerk. I'm very honored to be co-founder and CEO of Clear Blue Technologies. Thanks. You can reach out to me anytime. My name's Miriam Tuerk. I'm very honored to be co-founder and CEO of Clear Blue Technologies. Thanks. You can reach out to me anytime. My name's Miriam Tuerk. I'm very honored to be co-founder and CEO of Clear Blue Technologies. Thanks. Thank you, Miriam. Thank you, everyone. Thank you, everybody.