Still? Yes, still. Again? Again. Okay, everybody, I'd like to introduce our next presenter here at Planet MicroCap Toronto 2026, powered by MicroCapClub. We have EverGen. Thank you. Thank you, Robert. Sorry for the delay. Tight schedule. Great to see some familiar faces. For me, as a second-time CEO of the same business, thanks to Brent yesterday showed a picture of a guy pushing a rock up the hill and likened running a small cap to doing exactly that, spending most of your time trying to push a rock uphill, make small improvements with the top in sight, and hoping that those days will get easier. For me, the rock crushed me the first time, and that was in late 2023. Largest shareholder came back a year and a half later and asked if we could take a look at taking the company private, that we had CAD 75 million of assets that weren't being run as optimally as they should, and a market cap of CAD 10 million. With net debt of about 15, so about a CAD 50 million ARB was what we had in mind when we decided to invest, and I came back as CEO in May of 2025. I brought with me a COO in Ron Green, who I didn't have by my side the first time. So really strong operator, with the idea that's how you build great infrastructure companies. You're great at operating, and then you own strategic assets. Ultimately, those assets and that platform is something that infrastructure funds will want. The bigger you are, the better the valuation. So here we are. This slide here explains a lot of where we've come from and where we're going. If you look at our annualized production, our main product that we produce is renewable natural gas today. This is gas that we generate from food waste and agricultural waste. What has driven the company's performance and the turnaround over the last 18 months has been taking our facilities, we've got four operating facilities, and optimizing them so that they're producing at full capacity. So limited capital investment to do that. Some really low-hanging fruit optimization work that takes us through the near term. Longer term, we've got expansion projects at each of those assets, as well as a couple of greenfield projects that we're focused on that drives long-term growth. Where we're at today as a business, about a CAD 20 million market cap at around CAD 0.80 a share with 25 million shares outstanding, CAD 3.5, CAD 3.7 million of cash. Important to point out the debt and how we've structured project finance. When we look at investing in infrastructure, the goal is to finance debt at the asset level. The 16.25 of that 17.1 sits with Farm Credit Canada at our two subsidiaries, and they are a federally backed lender that wants to see agricultural development, is looking for growth, is looking to support businesses like EverGen that are serving the agricultural community, building clean energy projects, and ultimately building waste processing infrastructure. Our team is small, and we try to run EverGen as closely to private business as we can in terms of managing cash, continually looking to step up our EBITDA, and keeping our team lean and mean. If you look across the top, Ron Green, who I mentioned, is our COO. He brings with him experience, really helping me drive a culture to build a large-scale platform. What that means to me is helping set a culture of operational excellence, something that is low-hanging fruit in the renewable natural gas space. A lot of these projects have been built by small-scale operators, farmers, and have never had institutional thinking applied to the business. What does that mean? Operating facilities like gas plants rather than operating them like science projects. If I look at our board, we've got a small board. Everybody is heavily invested in outcomes here. We have prioritized experience in infrastructure, and ultimately with a view that we're building for the future. Our project pipeline, I won't spend a lot of time on this slide, but you'll see we currently operate four assets in B.C. and Alberta. The reason that we chose B.C., our primary buyer for renewable natural gas is FortisBC, so we sell our gas on long-term 20-year contracts, and that is where we started. I think what we're seeing now is a continual growth in that industry. Utilities across the country. Enbridge has tried to bring in renewable natural gas ineffectively. Énergir has a program that they have implemented over the last five years and continued to grow. Ultimately, if I leave you with one takeaway from this slide is we want to build waste-to-energy infrastructure, and ultimately, we think that renewable natural gas will be an important piece of LNG export on either side of our country or down into the U.S. Ultimately, what we are is we're selling the lowest carbon drop-in fuel, which is LNG. It's not hydrogen, it's not even wind and solar. The lowest hanging fruit for anybody looking for low-carbon fuel comes from Canadian LNG, and we think we can be a big piece of that. Our business model. We take in feedstock that is a mix of municipal organic waste, so green bin waste from behind your house, food processing waste, so this would be rendering facility, fats, oils, greases, sludges, everything that nobody likes to think about, and then farm-based waste, so manure, crop residuals. All of these things would either go to landfill or need to find a home. We're a processing facility for that. The collection we have shown inside the box here, but typically the collection would be third-party collection. We collect the manure, so we collect manure from surrounding farms. All the material goes into the digester that you see. It's a large tank. It's a 100-foot diameter tank. At the top, we're collecting biogas, which is a byproduct of food waste decomposing. Natural bacteria eat the food. They produce effectively the same methane that you see from cow farts or burps. This is what we collect at the top. It is 60% methane, 40% CO2. We're stripping out the CO2, and we're putting it directly into the pipeline as pipeline-spec natural gas, and that's what our customers, Fortis and Irving, are buying. On the bottom half of the slide, I think what is really important here is we also have organics processing in the sense of composting. We have two facilities that do about 60,000 tons of compost a year. We get paid a tip fee from the municipalities. That tip fee can range from CAD 100 to CAD 150 a ton in the Lower Mainland, more expensive in Ontario. When we look at that, ultimately, that service is about being the highest value end use for those organics and processing and taking a waste problem away from the municipalities. We think over time, those contracts will get stronger. Pricing will go up, especially as you look to remove trucking from the road, traffic from the road. This should be done at facilities that are near to the waste and where it is generated. The other reason to do that is if you follow that across, all of our byproducts that are liquids or solids are organic fertilizers. Right now, that is sub a million dollars of revenue. We have about CAD 14 million of run rate revenue. Sub a million dollars is from the fertilizer sales, but the nitrogen, potassium, phosphorus value of that fertilizer, I think, is a lot higher. So there is upside for us in selling that byproduct. Why does EverGen exist? I think our playground is operating CAD 30 million to CAD 50 million assets. In the infrastructure world, that is really small. There is not a lot of capital for those assets. There is a lot of capital for CAD 100 million projects and billion-dollar projects. We created EverGen the first go-around with the idea that this is where capital was needed. A platform that could invest in those CAD 30 million to CAD 50 million projects and really provide that value add in the agricultural energy and waste space. So there is a fairly large playground there. When we look at economics, we are looking to build. We target a build multiple, so our total CapEx divided by the EBITDA that we expect to come out of the asset of between 5x and 7x. When we look to acquire assets, it is with the view that we acquire and then we build out a brownfield expansion on that acquisition. So we are adding value in the acquisition phase, and we are still targeting that same build cost. Once these assets are up and running, a long-term contracted asset trades at 10x EBITDA. That is what we have seen in this space. That is what we were experiencing in early 2021, probably prices that were even higher than that. Ultimately, our long-term view is that we are building a contracted infrastructure platform that is appealing to the large infrastructure players and that they are paying 12x to 16x, and we have seen a lot of transactions recently in our space that are in that range. Portfolio today, so these are just our operating assets. The two on the far right here, Fraser Valley Biogas and GrowTEC. We have taken these facilities from suboptimal output to close to their current capacity, but there is still some room to grow there, so you will see optimization from us continuing to step up gas production at Fraser Valley Biogas and GrowTEC. Pacific Coast Renewables currently, and Sea to Sky Soils currently compost municipal organics, and revenue comes from tip fees and soil sales, but primarily tip fees. The project that we're most excited about is, especially with the new government in B.C., is the Pacific Coast Renewables expansion. What we're doing there is adding a 100,000 gigajoule digester. That will go onto an existing site where we've got existing feedstock and will allow us to capture the methane from the waste that's already coming to the site decomposing. That's really a model facility for expansion across the country. A lot of facilities have been built like Pacific Coast, but they've been built by municipalities on really heavy budgets and have not performed well operationally because that operational expertise doesn't exist within the municipalities. We think the third-party model that we have will be a good template for future growth. If I was to put a number to that, I would say it's a CAD 30 million expansion, and it would add close to CAD 5 million of EBITDA, 6 times build multiple. We have a CAD 10 million grant that we've been awarded. We've drawn down on some of that. About 2.5, I think, is what we've got in our financials in terms of drawdown to date. That gives us funding to go after long lead equipment. We're waiting on a final investment decision, which we'll take to our board sometime in the early new year. But it's a project that we've been waiting for a permit on for four years. We finally got that permit in late Q3. I could spend a lot of time on offtake, but I'll come back to it because I think it's been well covered. The thing that I'd point out today or yesterday, the Canadian government announced that there's a 1.4 times multiplier for the Clean Fuels Program for Canadian-based renewable natural gas coming, or that they intend to put it into the regulation. That was a really good announcement for us. That increases the number on the right-hand side of the chart here. We've got exposure. Even when we've contracted our gas for 20 years, we typically retain some exposure to those carbon markets. Then in the spot market, it's basically a 1.4 times multiplier on that spot price. Our turnaround focus was the two blue boxes. It was to stabilize the financial position of the company. We did that with a CAD 7 million equity injection in May of 2025, and the second tranche of that we closed at the same time that we closed our debt refinancing. We pushed all of the debt down to the asset level with Farm Credit. That really stabilized the financial position of the company and gave our team the ability to torque operations and freedom to make changes that were being obstructed by the previous lenders. That was part of the problem. The other part of the problem was just incentives and culture. Then the third challenge was not having capital to do small low-hanging fruit optimizations. Our focus is now back on building and growth on top of the optimization. We'd looked at 80 deals probably in 2021. We're dusting off a lot of those, and what's really interesting right now is the competition is completely different. What we've been able to do in terms of a turnaround is not something that you see. It's at a premium, and we think we can apply it to other assets in the space. What does that look like financially? What's the upside here? Today, at a run rate EBITDA of about CAD 5 million on our H1 numbers, we would say single assets transact somewhere between 8 and 10 times. That would give us somewhere between a CAD 40 million, CAD 50 million enterprise value with CAD 15 million of net debt. I think that's conservative from a platform perspective. We have about CAD 3 million of G&A, so obviously, if we're selling single assets, we would not have that. That would be about CAD 30 million of additional synergies if we're looking at single asset value. When we think about growth, though, we're thinking about in 2026, we put CAD 1.5 million back into low-hanging fruit optimizations that have a 12-month payback. CAD 1.5 million invested should come back as EBITDA growth next year. Takes us from 5 to 6.5. We do that same thing in 2027, and we're getting to the top end of the blue bar. Projects like the Pacific Coast Renewables project take us into the yellow bar, and Project Radius, our greenfield development projects, and consolidation take us north of CAD 20 million of EBITDA in the medium to long term. Lots of tailwinds. I think I'm close to time. We can dive into any of these. I've touched on a few of them, but ultimately, even in the U.S., even under the current leadership in the U.S., the RNG sector has a 45Z tax credit. This appeals to both sides of the aisle. It appeals to, it's backwards in Canada, but appeals to the blue side of the aisle because it is an economically cheap way for us to export clean energy or cleaner energy or the Canadian brand and to expand our LNG exports. It appeals to the red side because of the decarbonization potential. On the red side, you've got clean energy lobby, and on the blue side, you've got the agricultural lobby, farmers that get the benefits of these facilities that want to see more of them built. I think I've touched on most of the catalysts. I think continued optimization, reinvesting cash flow, stepping up our cash flow from where we're at today, to 5 to 6 to 7, that is underway. The two projects, Project Radius and the PCR RNG Expansion, we're working towards FID on. We are looking at a number of opportunities to take our template and apply it to assets outside of our control today. People ask me whether or not RNG was a thing of the past or clean energy was a thing of the past. What I continue to see is large-scale infrastructure funds take businesses, platforms like EverGen, private or into an ownership position, majority ownership position at multiples north of 12 times. Some of these transactions were at 14 times EBITDA, all in the last 12 months. I'm happy to talk to anybody about that in further detail. I think with that, we'll leave it at that. I'm around for the next couple of days, but also always available and happy to chat.