Corporate Secretary Benoit Veilleux, and Chair and CEO, Dave Gagnon. Given Charbone's operational advancements beyond pre-commercial revenues and focus on scaling, we intend to host quarterly calls like this going forward, ultimately to help strengthen communication with the investor community. Benoit will be going through these prepared remarks today, supported by a walkthrough of Charbone's presentation, which is currently available on the company's website at charbone.com. We'll open up to Q&A. If you have any questions that have not already been submitted during registration, you may use the Q&A module here. We received over 40, almost 50 questions. We'll do our best to get through them. Otherwise, management will do its best to address them by email and in future announcements and presentations. Please note this presentation is being recorded today, Friday, May 29, 2026, and will be made available on the company's website. Lastly, RBMG is not a registered investment advisor or broker-dealer. For more information on us and on our disclaimer, please visit rbmilestone.com. It is now my pleasure to hand it over to Charbone CFO and Corporate Secretary, Benoit Veilleux. Benoit, the stage is yours. Thanks, Trevor, and thanks to everyone for joining us today for Charbone's Q1 2026 results and corporate update. I'm Benoit Veilleux, Charbone's Chief Financial Officer. Today, I look forward to walking you through our first quarter results, along with operational progress across our industrial gases platform, and the milestones we're targeting for the remainder of 2026. Before we begin, when you have a moment, please review the forward-looking statements disclaimer on slide two, on our website, and our public filings on SEDAR+. In short, all projections and forward-looking statements we make today are subject to the risk and uncertainties and are not recommendation to buy, hold, or sell any securities. Okay, let's get into this. Our mission is straightforward, to become the leading decentralized, vertically integrated, virtual high purity industrial gases company in North America and Asia Pacific, producing, storing, and distributing critical UHP gases to the high growth industries of the future. What that means in simpler terms is that we're building a full stack or one-stop shop platform. We're not just a hydrogen producer and we're not just a distributor. We sit across the entire value chain, production, purification, compression, storage, and last mile delivery to customers. Clean UHP hydrogen is our core production molecule, and our Sorel-Tracy hydrogen production plant is where we've proven that model works commercially. The platform explicitly designed to handle all industrial gases, helium, oxygen, nitrogen, argon, and others. That wide offering matters because it means our regional supply hubs and distribution infrastructure generate revenue from a wider basket of molecules, not just hydrogen. This ultimately increases the strength of our customer relationships, looking for not just one type of gas, but many. Our project pipeline spans Sorel-Tracy in Quebec, Michigan and Wisconsin in the United States, and Malaysia in Asia Pacific. The business model is consistent across all of them, modular, decentralized, clean UHP hydrogen production plants supported by regional supply hubs for storage and distribution across the full industrial gas portfolio. A few things I'll highlight on this slide. First, unmatched purity. Everything we produce, source, and distribute meets the most stringent UHP specifications. The customers we currently serve and are targeting across semiconductors, AI data centers, advanced pharma, and aerospace cannot tolerate impurities in their gas supply. These sectors share one critical characteristic, zero tolerance for supply disruption or quality deviation. If gas purity falls below 99.999% UHP threshold in semiconductor fab running chip, etching, or deposition processes, you can ruin an entire wafer batch. Our customers aren't buying a commodity. They're paying for certainty of supply and certified purity. Second, the modular build-out model is what keeps capital requirements manageable. Each hydrogen project is designed with a multi-phase approach, each phase deployable in 6 to 12 months. A fraction of the three to seven-plus years it takes to deploy a traditional centralized mega plant. We scale with demonstrated demand rather than build speculatively. Third, I'll say this directly, opportunities to invest in a vertically integrated UHP industrial gases platform at this stage of growth are rare. We'll come back to that later. I'd like to now go through the core activities and results for the first quarter of 2026. On the financials front, in Q1 2026, total income reached CAD 245,000, an increase of 4,731% compared to only CAD 5,000 in Q1 2025. I want to be clear about what that number represents. It reflects the transition from a pre-revenue development company to a commercially operating one. Our Sorel-Tracy hydrogen production plant began commercial production in December 2025, and in Q1 2026 was our first full quarter of product moving to customer. Our net loss for the quarter came in at CAD 1.1 million, an improvement of 11% from CAD 1.2 million in Q1 2025. We continue to tighten our general and administrative cost base as we scale. In 2025, as a whole, we reduced our net loss by 6% year-over-year to approximately CAD 2.7 million, while simultaneously completing the Sorel-Tracy equipment acquisition, launching Phase 1A commercial production, and initiating revenue across three gas molecules. That track record of cost discipline, even while executing on growth, it's something I'm proud of. As of March 31st, 2026, we held CAD 2.8 million in cash. I'll note that subsequent to the quarter end, on April 29, 2026, we closed the first CAD 3 million drawdown of our new CAD 10 million secured convertible loan facility with RiverFort. That facility has optional drawdowns during its term, giving us the flexibility to deploy capital in line with project milestones rather than all at once. That significantly improve our liquidity position heading into the Phase 1B scale-up. On the operational front, Phase 1A at our Sorel-Tracy hydrogen production plant in Quebec has been running continuously since Q4 2025. We view this as a significant milestone. We are a commercially operating UHP hydrogen producer. In Q1, we did not just sell hydrogen. We confirmed commercial sales of UHP hydrogen from Sorel-Tracy, as well as UHP helium and UHP oxygen sourced through our partner network. What's meaningful here is that the validation wasn't limited to a single molecule. We confirmed separate initial orders across all three gases with multiple deliveries in Canada and in the United States. That demonstrates the distribution network is functioning, our gas meets UHP specification across molecules, and customers on both sides of the border can be served from a single platform. Multiple deliveries were confirmed to customers on both sides of the border. This cross-border capability from a single integrated platform is key in what makes us different. In summary, Q1 2026 was the quarter in which Charbone moved from development to commercial reality. Production is continuous, revenue is flowing, and our platform is serving customers across multiple gas types and geographies. We're in execution mode. I'd now like to highlight some key gas industry metrics supporting the growth of our platform. I recommend spending some time on these slides when we have a moment. Some of the global ultra high purity gas market is projected to grow from $37.5 billion in 2025 to nearly $53 billion by 2030, which is an increase of 7.1% of cumulative annual growth rate. Capital investment in low emissions hydrogen nearly doubled in 2024 to CAD 4.3 billion. Based on the latest data from the International Energy Agency, investment in 2025 is projected to have nearly doubled again to approximately CAD 8 billion. These are not speculative numbers. They reflect demand that exists today and is growing. Clean UHP hydrogen is the fastest growing segment globally, with less than 1% of current supply coming from low emission sources. That's a structural gap Charbone is filling. Helium is classified as a strategic critical material by the EU, Canada, and U.S. with no viable substitutes in semiconductor manufacturing or MRI applications. Charbone is already distributing helium commercially today. Charbone produces hydrogen through electrolyzers powered by clean baseload renewable electricity, near zero carbon emissions, zero gas price volatility, and a product that meets the specification required by the most demanding end markets. It's worth being direct here. Some investors assume clean hydrogen is a long horizon speculative bet. That may be true for large-scale green hydrogen projects targeting export markets and heavy industry. For UHP hydrogen needed in semiconductor fabs, AI data center, and precision labs, that market exists today. It's growing and is structurally undersupplied at the regional level. Our customers aren't waiting for the hydrogen economy to arrive. They are buying gas now, and they have a problem sourcing its reliability and locally. The major industrial gas players like Air Liquide, my former employer, where I supported M&A activities, Linde, Air Products, and others operate centralized mega plants, optimize for very large customers and very large volumes. Mid-tier industrial customers, our target segment, are often not well served by that model. Charbone's modular decentralized approach directly solves those problems. To our knowledge, we have no known advanced stage competition in the modular, decentralized, clean UHP hydrogen production market. That's not a claim we make lightly. It reflects a structural gap that the majors are not built to fill. I won't spend too much time here. This slide provides a helpful breakdown on the difference between centralized versus decentralized plants. In short, traditional mega plants take three to seven years to deploy, cost hundreds of millions, and often hundreds of miles from end users, and are built for very large customers. Charbone's model deploys in 6 to 12 months at a fraction of the cost, local to customer, and is optimized specifically for the mid-tier industrial segment the majors don't prioritize. Again, that's the gap we're filling. The Sorel-Tracy hydrogen production plant is our flagship project and is operational today. It's located less than an hour from Montreal, directly on Highway 30, with access to renewable baseload power from Hydro-Québec, one of the cleanest electricity grids in the world. We have a 26-year land leased in place spanning roughly 400,000 sq ft with a 10-year extension option. Phase 1A is commercially producing, and Phase 1B is our immediate next step, which we're targeting to increase production capacity in the second half of this year. The scale-up is modular and demand-driven. Each phase is deployed in 6 to 12 months and matched to local market conditions. While the long-term vision takes Sorel-Tracy to 25 MW across five phases with projected annual revenues at full build-out of CAD 66 million at approximately 50% margins, I'd like to emphasize that we're hands down focused on Phase 1 and 2, currently operating at an annual revenue rate of CAD 1 million from 1A, then reaching about CAD 5 million once 1B is complete, and scaling up to Phase 2, which we anticipate an annual revenue run- rate of CAD 11 million, again, with approximately 50% margins. Beyond Sorel-Tracy, we're currently advancing three additional projects in our production pipeline. Michigan, near Detroit, is positioned to serve the Great Lakes semiconductor and advanced manufacturing corridor, which is one of the fastest-growing hydrogen demand clusters in North America. These are customers that use hydrogen today and are under increasing pressure to cut emissions in their production processes. Wisconsin leverages our own Wolf River hydro dam asset for renewable power, which we anticipate could create meaningful cost advantages, and we also own the land. This project is strategically located close to high-tech and pharmaceutical customers. Malaysia is our Asia-Pacific entry point and is structured as an asset-light equity participation with an active operational role partnered with Green Hydrogen ASIAPAC. Malaysia is a top 10 global semiconductor manufacturing hub, and Southeast Asia's industrial gas demand is growing rapidly, driven by foreign direct investment in chip fabs, data centers, and advanced manufacturing. In Q1, we completed an execution mission, confirm aligned intent with the Malaysian government and our partners. In April 2026, Charbone confirmed its intent to participate on an equity basis and carry a operational role in Green Hydrogen ASIAPAC. This is a capital-efficient entry into a high-growth market, and we view it as a template that can be replicated as the hydrogen supply chain matures in other regions. Our regional supply hubs are the backbone of the platform, providing storage and distribution of all industrial gases, including our own produced UHP hydrogen production. Our hubs are already generating revenue. We have hydrogen and helium tube trailers deployed and supporting commercial deliveries across Ontario, Quebec, and New York State today. We established multi-year supply agreements with the subsidiary of one of the world's largest chemical industrial conglomerates. Organizations of that scale have rigorous supplier qualification processes. The fact that we have secured multi-year commitments at this stage of our development reflects both product quality and distribution reliability. The revenue architecture that the hubs enable is important to understand. When customers have a reliable, proximate source of supply with established logistics, they commit to longer-term arrangements. That creates the recurring revenue base that provides more predictable cash flow than spot sales alone, and that's the profile we're building toward. We're developing hubs in Ontario, Quebec, Nova Scotia, and New York, targeting six to eight hubs across North America. The model is asset-light and partnership-driven. We can expand commercial reach faster than our production build-out alone will allow. A single molecule, single site business carries concentrated execution risk. The hubs are how we diversify revenue across molecules, customer types, and geographies. Shifting over to past achievements and upcoming milestones, this slide shows velocity of which we're being executing, and where we are ended across every part of the business. Regarding our hydrogen project pipeline, Sorel-Tracy. in Q4 2025, we successfully launched Phase 1A, commenced continuous commercial production, and recognized initial hydrogen revenues. In Q1 2026, we confirmed multiple U.S. and Canadian sales across three gas molecules. Phase 1B scale-up is now underway, which increased production capacity targeted in the second half of this year. Phase 2 follows later. Michigan, site selection and permitting are progressing with Phase 1. Launch targeted for Q3, Q4 this year. One ton per day of clean UHP hydrogen targeting the Great Lakes Semiconductor and Advanced Manufacturing Corridor. Wisconsin, we confirmed in April 2026, that leveraging our existing owned land and hydro dam assets for the future hydrogen production. Site permitting and development are the next steps to the second half of this year, and the initial production level will be supported by our own renewable power. Malaysia, aligned intent confirmed with government and all partners in Q1 2026, and equity participation confirmed in April 2026. In H2 2026, we will move to formal executed agreements and project development activity. This is our Asia Pacific platform in motion. Regarding our regional supply hubs. In Q4 last year, we deployed our hydrogen and helium tube trailers and established multi-year supply agreements. In Q1 2026, we confirmed initial commercial orders across UHP hydrogen, oxygen, and helium with multiple deliveries confirmed to customers in both Canada and the United States. The next phase targets additional hub locations across North America, working toward our goal of six to eight hubs. Our team is working hard and continues to do so. It is important we manage expectations, and we believe we have been doing so. We said we would produce, and we produced. We said we would sell, and we sold. We said we will expand, we're expanding. Every major commitment from our Q4 2025 milestones has been met or is tracking on schedule. That execution track record is the foundation of which we're building the next phase of growth. A quick note on capital structure. We have approximately 288 million shares, a fully diluted count of approximately 384 million. Founders, management, and close partners retain approximately 39% ownership, which we view that as a meaningful alignment signal with our shareholders. At a market cap of approximately CAD 40 million as of early May, we believe the market has not yet fully reflected the operational progress we described today. Lastly, our management team and board brings deep expertise across industrial gases, hydrogen technology, project development, finance, and capital markets, setting us up for a strong path to execute our growth strategy. Before we open up to questions, let me leave you with the core investment case in plain terms. Charbone is a vertically integrated UHP industrial gases platform, producing, storing, and distributing critical high-purity gases to the industries of the future. We operate in a market that exists today, is growing, and is structurally undersupplied at the regional level. We have a decentralized modular production model that the global majors cannot replicate efficiently at this scale. We use the cleanest available baseload renewable energy, which gives us both a cost and an emissions advantage. We have multiple revenue streams that diversifies our income and de-risks operations as the platform scales. We're not asking investors to bet on the future state of the world. We're building a business in a market that exists, backed by a capital-efficient model designed to scale with demand. The structural tailwinds from semiconductor growth, AI infrastructure build-out, and decarbonization mandates are real and decisive, but we don't need them to accelerate to make our near-term business case work. Q1 2026 demonstrated that this is no longer a development story. It is a commercial one, and opportunities to invest in a vertically integrated UHP industrial gases platform at this stage of growth are very rare. Thank you. I'll now hand it back to Trevor for Q&A. Thank you, Benoit. As mentioned, we'll now move on to the Q&A portion of the webinar. Again, if you have a question, you may submit them in the Q&A module. We'll begin with questions submitted during registration. If we do not have time to address all your questions, management will do its best to address them via email or in future announcements or presentations. All right. Let's kick off here. Gentlemen, Charbone decided to advance from Phase 1A to Phase 1B. Was this decided based on Phase 1A being at capacity and a need for increased capacity because of the offtake and demand interest, and conversations you're having with customers? I may start answering the question. The answer is yes. We need to grow to feed our customer space. The increase of capacity will enable us to serve bigger customers. Yeah. What was the percent split between your UHP hydrogen production sales and gas distribution? Charbone is presenting its results on a consolidated basis, as we do, and as is commonly done in the industrial gases market sector. You will be seeing our growth that will be continued disclosed in our quarterly results as a line of industrial gases income, which is supported by the identification of one segment for our financial statement disclosures. Would you say that margins vary customer to customer? Maybe you can talk a little bit about the range. Yes. The margins could varies between 30%-70%, depending on the customers and the molecules and geographies. Appreciate that. What percentage of Q1 revenue is recurring versus one-time sales, if you can comment on that? How should investors think about quarterly revenue consistency going forward? I will answer that question, Trevor. Good morning, everyone, by the way. What we were remarking at that time, and it will be an evolution, we have, I can say close to 50% of the actual customer come back in that part of revenue, and we have about 50% also of new customers every quarter coming. [Non-English content] [Non-English content] Dave. Thank you. Next question. Are you prioritizing scaling existing facilities like Sorel-Tracy and the others that you mentioned, or developing new regional supply hubs first? How do you balance capital allocation between the two? I can maybe let Dave answer about the prioritizing, and I can continue the capital requirements. Yeah, sure. Could you repeat? Because my line cut with my computer. My apologize. I lost the first part of the question. Sure. Are you prioritizing scaling existing hydrogen production plants like the Sorel-Tracy, Wisconsin, Detroit, Michigan, and so on, or are you developing new hubs first, new regional supply hubs first? How do you decipher which one might be prioritized? Yeah. We have a lot of priorities, by the way. Benoit already disclosed the plan of the company to deploy Detroit and to deploy Wisconsin. In parallel, we are very close to our customers now, and since the beginning of the story of the company, by the way. The hubs are there to accelerating our market penetrations and also to have a better logistics and to have a product on place. We're doing that in parallel. Yeah, on the capital requirements, they are focused on our production capacity in a plant. As, let's say, the hubs are very asset light. We're also using a lot of leasing, that is flexible and can adapt quickly to our needs without necessarily having to invest significant amounts. The regional supply hubs, storage, distribution, and of course, supporting your production of hydrogen along with the, upon sourcing the other industrial gases and sales on that front. That platform supports the overall businesses. It really comes down to a demand centric model, right? You're looking at what these customers need, when it comes to prioritizing, it's building out the infrastructure hyperlocal and close to those customers. When it comes to prioritization, it really comes down to the demand that's coming in, and building out those production facilities and the regional supply hubs based on the local demand. Does that sound correct? That's correct. If I can add something. For example, the hub at Toronto in the GTA, it's a good way for the company to first of all, to serve the customers there. It's a pretty good tool also to prepare, potentially in the future also, an expansion for Charbone in that market also. It's limiting our risk. Like Benoit said before, it's a light investment to create a hub. It's increasing also our service for our customers, it's giving us more opportunity to evaluate, if in the soon future, we will also create another potential plant there, for example. Thank you, Dave. What are the current biggest operational bottlenecks to increasing daily hydrogen output? Perhaps you can also add to the mix here, do you have a reliable electrolyzer supplier? Do you look at that as a potential bottleneck, or a hurdle, that ultimately electrolyzers supplier and relationships there will help facilitate your ability to roll out the pure hydrogen plants as you plan on a timeline basis? I think, Charbone, we're exceptionally good on that demand. We're working with major producer of electrolyzers in the world. We was very careful since the beginning. We have a strong background in the company, industrial background. Today it's paying us because we made the right choice for the electrolyzers choose we did. I cannot see at the moment any problem for Charbone to have access to the right electrolyzers at the moment. I think if I can say, the challenge, it's more in terms of logistics for anyone in the market, generally speaking. Again, there we're integrated, we're performing, and we're independent, and we're also able to deliver to our customers with our equipment. Normally the bottleneck, it's there. We also address that problem quarters ago, and we're up and running now. That's the answer. Thank you. If you can answer this one, what's the cost per kilogram versus your realized selling price during Phase 1A? What percent of the additional upcoming capacity from Phase 1B is locked into take-or-pay contracts to ensure it reaches and maintains breakeven? The specific cost of production is not an information that would be publicly disclosed. I've given some insights about the margins, I think you could do the math. In terms of the contracts. Charbone is developing in the mid-tier markets, the initial merchant markets of hydrogen. It's a relationship you need to build out with your customers. Charbone is increasing those relationship every day, every week. Having more than 100 customers in our network across, let's say, Northeast USA, Ontario, Quebec, and Atlantic provinces in Canada. You need to create that relationship to meet their needs. That's what Charbone is doing. We're meeting the lack of product they're having. We're closer to them to better serve them and be more responsive. That creates recurring revenues from those customers. We're building out, let's say customer contracts for sure to negotiate some terms. Actually the sweet answer I can answer is that, yes, we have the customer bases and network that is asking and demanding our products, making, let's say, the decision to increase our capacity. My understanding is the announcements that you come out with as it relates to sales do not provide any sort of specifics related to volume and price per kilogram from a competitive standpoint, if I understand that correctly. Bottom line is there is a limitation on the amount of supply of ultra high purity, clean ultra high purity or UHP hydrogen in your target market. Would you say that taking that into account, that's putting you guys in a more powerful position when it comes to perhaps negotiating with the mid-tier industrial gas players and perhaps even larger players? Down the line, how should investors think of perhaps long-term contracts? I think take or pay structure is different for this type of space. It's different from, say, LNG or pipeline gas relationships. Two prong there, but maybe you can comment a little bit more on that. I will add something on that. If we're talking about the price, generally speaking, and it's important to demystify that, and Charbone have demystified that. If you're selling hydrogen for heat treatment, for metal treatments, you don't need a specific purity in, I can say, in the market. If you're selling hydrogen for fuel cell, you need to respond to the SAE J2719. It's a higher standard than I can say hydrogen for metal treatment. If you're selling also the UHP hydrogen, you're highest than the standard of SAE J2719. The price, it's relative to the quality of the purity you're delivering, simply. I can also answer. I see Dave and the commercial team working out on negotiating and on delivering to customers. Let's say that's also the relation that we have with our customer base, a real good asset for us. That's, let's say, not something we're ready to share to everyone. That could be, let's say, having a bad effect on the commercial efforts. Yeah. Dave, could you provide an update on the Wolf River hydroelectric asset, your dams in Wisconsin? Specifically, what is the company's long-term plan for the dam following the equipment issues in the past mentioned in those financial reports? Will it continue operating at a cash burn while under maintenance until Wisconsin development is completed? First of all, I don't like cash burn. I like cash investment. Wisconsin, north of Milwaukee is a fantastic asset for us. It was difficult when we bought that, I have to recognize. Now with the investment we are doing, it's really promising, and I will explain you why. First of all, it's because it's rare in the market, in the Midwest, to have access to that base load energy with that quality of energy. In extra, to operating by ourselves that asset, it can reduce below much more lower than CAD 0.05/k W, our future production of hydrogen based on that price. There, right now, we're already repair the water doors, water dam. We are actually planning to refurnish the generator, to reinstall that generator in next fall to be up and running. After that phase, and we are doing that work now, we are planning to install our electrolyzer on the site. We'll normally use our own power. If we are looking that future mathematic to hone your plan, to do your energy, to do your hydrogen, it will be one of the most performant asset of hydrogen in U.S. In extra, it will be one of the rare asset in U.S., will have probably one of the much lower carbon in United States. It will be a fantastic asset for pharma and semi tech and advanced technologies. Customers will need that type of hydrogen. Thank you. That's the answer. Shifting over to the regional supply hubs and in particular your trailers, how many tube trailers are currently in operation, and how does trailer capacity scale alongside hydrogen production as you expand phases? I love this question, by the way. First of all, we have also customers, have trailers, so independent distributors, and also our industrial gas colleague in the industry. Also it's important, like I said before, to operating our own assets. We have actually two trailers. For an example, in June, we'll adding six new trailers. Also before the next quarter, the third quarter, we will also have normally another four trailers. It's showing you how we want to serve our customers and how we want to grow our capacity to deliver, to increase our numbers. That's the answer. Think over to the capital and financing. It's a two-part question here. If you can address this, I think investors would be appreciative. Is the project finance? While you're sharing your screen still. Yeah, sorry. Is the project finance facility of up to $50 million with True Green currently in place? The second part is the CAD 10 million RiverFort convertible loan has a first lien on the Sorel-Tracy assets. Can you explain how you plan to bridge your remaining liquidity gap without triggering perhaps additional dilution subsequent to RiverFort drawdowns? My understanding is that the RiverFort facility is for future drawdowns are optional. How the True Green Capital facility would have, if it's still in place, supported that. Perhaps you can just overall address RiverFort's financing, how that's helpful, and the current status of True Green and capital needs going forward. I think we need to focus on what we just accomplished and close in terms of financing. We did finance the company in 2025, with, yes, private placements, and we did another CAD 3 million with institutional in January. Now we have the RiverFort CAD 10 million secured convertible loan, like I explained earlier in the presentation. The deal that we were having with True Green was structured in a way that was before, let's say, revenue generation, before we have been able to get into the market and finish that project, and now be generating revenues. Was, let's say, with conditions, at project level with equity ownership that we're now not ready to accept anymore. We have been able to solidify by ourself our capital need and ramp- up our initial production without this, while also maintaining 100% ownership at Sorel-Tracy. Ultimately we found it has been better the way we did it, and it was giving more value towards our shareholders. Exactly. Given the fact that we have been able to do it ourselves. Yep. For that? With regards to capital needs going forward, are you thinking from a non-dilutive perspective, keeping an open mind about strategic relationships, strategic industry and capital markets relationships, establishing a further footprint in the United States? Maybe you can talk a little bit more about the scale-up here across both businesses on the production side and on the regional supply hubs, even though regional supply hubs are capital and asset light. Maybe we can just talk a little bit about the high level around growth in terms of operations in sync with capital needs. Yeah. The more we're advancing in revenue generation, yes, partners is discussion that we have. The way we see strategic partners coming in is to help us accelerating our growth that we want to be significant. That's for sure, let's say, in our plans and in our discussion. M&A transaction could be another way also of then spending quickly and faster. Also while we're developing historical revenue generation, other more typical standard debt financing will be possible and has started to be there for Charbone to support our growth and investment needs. Thank you, Benoit. We're coming up on time- Cash flow generation, excuse me, Trevor, but also cash flow generation will for sure be reinvest in our growth. That's also another way of financing our increase of activities. Thank you, Benoit. We are coming up on time here, so we'll conclude with a final question. Can you give a little color on maybe what are two or three key operational metrics investors should keep track of each quarter to measure execution and progress? I will let Benoit answer, but I will say a very simple answer to my investors and potential investor. As long as we're adding trailers, as long as we're adding equipment for logistics, we will perform very well. At Charbone, we're changing. We're increasing our capacity now every month. We will start and we will continue to be straightforward. We will keep the focus, and we will add equipment. We will also extend our territory, but we will not pass too much the Midwest. The playground for Charbone, it's Quebec, Ontario, Northeast of U.S., Midwest. We have a lot of things to do there. I think I'll refer the audience to that slide. I think the key takeaways, like I said in summary, is that we will be demonstrating our execution mode Exactly and growing our capacity of production and increasing our revenue generation. [Non-English content] It's also a rare opportunity to invest in a vertically integrated UHP industrial gases platform at this stage of growth that I want to reiterate to our audience, shareholders, investors and stakeholders that are at the present call. Yeah. Q1 was really the full quarter of operating just Phase 1A. You started that in December of 2024, or December 2025. Early stages. December, excuse me, Trevor. End of December. Yeah, end of December 2025. Still early stages, but the execution that you guys have accomplished, kudos to the team. Yeah. Going forward, I'm sure investors are very keen on these future calls and the activity that is coming out throughout the quarter. We look forward to keeping you all posted on the progress. We'll wrap it up there, everybody. Thanks everyone for joining today. Charbone trades- Thank you. in Canada under the symbol CH and in the U.S. under the symbol CHHYF. Today's webinar recording will be sent to all registrants and will also be made available on the company's website at charbone.com, where the presentation is also located. If you have any questions, you can submit them to ir@charbone.com. Again, that's ir@charbone.com. We do have the questions that were submitted in the Q&A module, as well as those that were submitted in registration. If we did not address those, again, we will do our best, management will do its best to address them directly or in future announcements and presentations. That concludes today's event. Hope you all have a great rest of your day. [Non-English content]. [Non-English content] [Non-English content] Thank you.