Before we begin, please note that certain statements made during this call may be forward-looking in nature. These statements involve known and unknown risks, uncertainties, and other factors that could cause actual results to differ materially from those expressed or implied in our forward-looking statements. For additional information regarding our forward-looking statements and risk factors, please refer to our management discussion and analysis filed under the company's profile on SEDAR+. I am pleased to be joined today by Mike Cioce, our Vice President of Sales & Marketing. Paul Moffat, our Chief Operating Officer and Acting CFO, is on holidays, so I will also cover the financial and operational portions of today's update. Obviously, there is quite a bit to discuss this quarter. We are excited because we believe we are starting to see several pieces of the strategy we have been working on for the past year come together. On our last few calls, we talked candidly about the commercial challenges we have experienced through fiscal 2025 and into the first half of 2026. The technology was performing, customers understood that SmartGATE improved the electrical environment inside their buildings, and we continued to demonstrate energy savings. But we were encountering significant skepticism when customers tried to justify the investment based on energy savings alone. It caused deals to take longer, it caused some opportunities to stall, and it told us very clearly that we needed to do a better job of helping customers understand and quantify the much broader value SmartGATE can deliver. So we responded. Over the last several quarters, we have been repositioning SmartGATE around the broader financial impact of the incoming electrical environment, which includes equipment reliability, maintenance and repair costs, asset life, operating cost volatility, and premature capital replacement. We have supported the repositioning in three distinct ways. First, by strengthening the technical and financial linkage between actual operating voltage conditions and equipment performance. Second, by expanding the use of independent third-party validation and operating data. Third, by analyzing actual operating and financial results from mature SmartGATE installations. I believe Q3 gave us some really first meaningful commercial evidence that this approach is gaining traction. During the quarter, we announced approximately CAD 1.3 million orders, representing 12 SmartGATE systems across repeat customers, channel-led opportunities, and government-related projects. Importantly, we are not viewing those simply as 12 individual system sales. Several of these customers control much larger portfolios, and our commercial strategy remains to establish SmartGATE in an initial facility, demonstrate the value, build the confidence, and expand across the portfolio. We are also seeing encouraging evidence that the reason customers are buying SmartGATEs is beginning to evolve. Historically, many customers entered the discussion primarily because of energy savings. Increasingly, the conversation is about protecting building infrastructure, improving reliability, and reducing the financial exposure associated with operating critical equipment under less than optimal electrical conditions. Mike will give you some specific examples of that shortly. We also made significant progress on independent validation during the quarter. In June, we publicly released preliminary results from the government-funded SmartGATE evaluation at the Oak Ridge Labs. Those findings provide encouraging independent evidence around SmartGATE's ability to significantly improve the electrical operating environment inside a building, while also demonstrating measurable energy and demand benefits. Mike will walk you through specific measured and modeled results, and more importantly, he will explain why we believe these findings matter commercially. Then, subsequent to the quarter end, we achieved another major milestone with the award of our GSA Multiple Award Schedule contract, GSA MAS. This is really important because the government opportunity now has two complementary elements. We have the independent technology evaluation work being performed through the GSA program. We now have an established federal procurement vehicle that can make SmartGATE significantly easier for eligible government customers to purchase. The GSA schedule itself does not guarantee orders, but it removes an important procurement obstacle and gives both Legend Power and our partners a much stronger platform from which to pursue the government market. We also continue strengthening the way we communicate the SmartGATE opportunity to the marketplace. Last week, we relaunched legendpower.com with a completely redesigned customer experience built around our broader value proposition. We introduced a new SmartGATE explainer video carrying that same message. If you haven't had the opportunity yet to see the new website, I would encourage you to have a look. The positioning is very deliberate. We're moving from a conversation primarily about saving energy toward a much larger conversation about protecting the capital inside the building. That means helping customers first understand their actual electrical exposure and actively managing the incoming power, and ultimately verifying the operating and financial impact. Mike has been leading much of that commercial repositioning work, and in a moment, he'll take you deeper into the results, the customer examples, the independent evaluation, and GSA, and how we believe these developments are changing our commercial opportunity. Before I turn it over, though, I want to cover the financial and operational side of the business. There are also several important developments here as well. We've significantly reduced our operating cost structure. We continued improving our gross margins and reducing material costs. Recent sales activity has created a 15-system production backlog, with production and deliveries now underway and expected to continue well into 2027. Throughout that process, we remain intensely focused on cash management, maintaining the lean operating structure required to support the business as order volumes increase. Let me take you through those results, and then I'll hand it over to Mike for the commercial update. Revenue for the third quarter fiscal 2026 was CAD 216,000, compared to CAD 385,000 in the same quarter of fiscal 2025. The higher revenue in Q3 last year primarily reflected the timing and fulfillment of additional SmartGATE units. Gross margins for Q3 2026 improved significantly to 40%, compared with 22% during the same quarter last year. That improvement was primarily driven by reductions in material costs resulting from our ongoing cost of goods sold initiatives. Some of those initiatives have been about two years in nature, too, so we're seeing some good results. On a normalized basis, excluding unallocated overhead, gross margins were about 50%. We're also in the final stages of another significant material cost reduction initiative, with samples now being produced for final evaluation. If successfully completed, as we expect it will be, we do expect this work to reduce material cost by approximately another 10%, supporting our long-term gross margin objectives. Operating expenses for the quarter were CAD 608,000, compared with CAD 928,000 during the same quarter last year. As a result, it was lower headcount, salaries, consulting expenses, and other internal cost reductions. We're currently seeing monthly cash requirements for operations as low as approximately CAD 145,000 per month. Obviously, that represents a very meaningful reduction in our operating cost structure compared with where we were a year ago. Operationally, as I mentioned earlier, we currently have 15 SmartGATE systems in backlog, largely resulting from recent sales activity. Materials for those orders have been placed, and production and delivery of backlog systems are ongoing and will continue into 2027. Cash management continues to be a top priority. Accounts receivable associated with the backlog, warrant conversions, and deposits from new wins all contribute to supporting our ongoing operational requirements. Inventory has also declined by more than 20% from the previous year as systems are processed, shipped, and we expect inventory levels to continue declining as we work through the current backlog. Operationally, our priorities are very clear. Execute the backlog, continue improving production economics, closely manage cash, and maintain the lean operating structure necessary to support the business as order volumes increase. With that, I'll turn the call over to Mike to provide some more detail on what we're seeing commercially and why we believe, and more importantly, Mike believes the work we've done over the last few quarters is beginning to translate into improved market transactions. Thank you, Mike. On to you. Thanks, Randy. I appreciate that. As Randy outlined, the central commercial issues we've been working to solve have not been whether or not SmartGATE works. The challenge has been giving customers a credible financial framework for understanding the value that extends well beyond energy savings. When SmartGATE is evaluated only against the utility bill, customers are trying to make an infrastructure investment around a relatively small portion of the total financial impact that electricity actually has on a building. The much larger question is what happens to the millions of dollars of systems like HVAC, elevators, motors, pumps, drives, controllers, life and safety systems, lighting, and other critical infrastructure when the incoming electrical environment is persistently different from the conditions that the equipment was designed to operate under? That's the broader financial conversation we've been building, and we believe the pieces required to support that conversion are becoming materially stronger. As Randy mentioned, during Q3, we announced approximately CAD 1.3 million in orders, over 12 SmartGATE sales across repeat customer activity, channel-led opportunities, and government-related projects. The importance goes beyond those 12 systems themselves. Most of these customers that we're pursuing own substantially larger portfolios, and our model is increasingly about establishing SmartGATE in an initial building, measuring results, creating that customer confidence, and then expanding across the portfolio. We are also seeing evidence that the reason customers are purchasing SmartGATE is changing materially. In July, we announced an additional public sector order in Ontario. One was a municipal social housing project where SmartGATE was specifically identified as the required solution in a public RFP, and that project represents an initial building within a housing portfolio that contains more than 3,000 residential units across more than 40 additional properties. We also received follow-on orders for additional two SmartGATE systems from Ontario school districts. These customers had previously purchased an earlier generation of SmartGATE primarily around energy savings, and these new systems are being purchased around a broader set of operating facility expense and capital infrastructure considerations and challenges that they are looking to solve. To us, that is a very important proof point. It is not simply that Legend Power is changing the language we use to describe SmartGATE. We are beginning to see customers engage with the broader value proposition in a meaningful way. The second important development is the independent government-funded evaluation of SmartGATE that Randy discussed earlier through Oak Ridge National Labs. in June, we released the preliminary findings from that evaluation. At the federal facility being evaluated, the building was regularly operating approximately 32- 35 V above the optimized equipment nameplate voltage conditions during normal utility operations. With SmartGATE engaged, the operating voltage was maintained within approximately 1- 2 V of that equipment nameplate. What is interesting is that when you apply the electrical loss modeling and the elevated baseline voltage conditions created about an additional 15% higher thermal stress, which is equivalent to roughly 7 degrees Celsius in operating severity. What is interesting about that is for every 10-degree increase in operating conditions, material life of those systems reduces by 50%. It has a meaningful impact on the life expectancy and the reliability of those systems. Separately, the interim measurement verification analysis demonstrated 2.6% energy savings, an average demand reductions in about the 2%-4% range, and peak demand reductions approaching 25% during portions of the evaluation period. Facility personnel also reported fewer breaker trips, fewer VFD resets, reduced lighting flicker, and fewer HVAC and elevator resets after deployment of the SmartGATE. The larger takeaway is that independent operating data is increasingly supporting the commercial thesis that we have been developing. Utility compliant power is not necessarily the same thing as optimal power for the building equipment operating inside of a building. While the final report remains an important next step, when the final findings remain consistent with the preliminary work, we believe that validation can become a meaningful commercial and channel asset for us going forward. Switching gears a little bit before I get into the MAS award, I think it is important to remember all of our activity with the GSA efforts, and this all started more than two years ago. SmartGATE was selected into the GSA's Green Proving Ground from a field of more than 800 companies that applied, with only eight technologies being selected. What we are seeing now is a progression from selection to field evaluation to preliminary public results, and now to an established procurement vehicle. That validation path is now complemented by the GSA Multiple Award Schedule that we were awarded back on August 11. The schedule gives eligible federal agencies access to pre-negotiated SmartGATE pricing terms and procurement conditions through an established federal acquisition vehicle. It also participates in what is called the GSA's Cooperative Purchasing Program for qualifying public sector entities, which allows public entities other than the federal entities to buy through this agreement as well. As Randy said, that does not necessarily guarantee us orders, but it does remove an important procurement barrier. What we now have are two complementary assets developing in the U.S. government market. The Green Proving Ground and Oak Ridge evaluation work provides an independent technology and technical validation pathway, while the MAS provides an established commercial procurement pathway. The larger opportunity is connecting those two through the federal ESCO and energy savings performance contract market. That market is served by established energy service companies that already develop, finance, and deliver infrastructure projects across federal facilities under IDIQ, Indefinite Duration, Indefinite Quantity agreements. Rather than building a large federal direct sales force organizing and going after one building at a time, our objective is to make it easier for those existing IDIQ project development organizations to include SmartGATE in the projects they are already pursuing. These 20 IDIQ ESCOs do billions of CAD of projects each year across hundreds of individual projects, with each individual project representing the opportunity for multiple SmartGATE sales. It is an incredible opportunity for us that is being unlocked for us. When the final independent report supports the preliminary findings, we believe it can give those partners a stronger technical basis for including SmartGATE, while MAS provides the cleaner procurement path. Together, those assets can reduce friction around both technical justification and purchasing. That is where the potential multiplier exists. A productive ESCO or energy performance contract relationship can create exposure to multiple facilities and multiple projects without requiring Legend Power to recreate a federal sales infrastructure those organizations already have. Switching gears a little bit and moving to another way that the MAS helps us is with the New York City School Construction Authority. Again, we have heard this over the past several years, but the opportunity really has two distinct paths. The first is retrofit, an existing portfolio of schools where SmartGATE can be evaluated against specific operating challenges that they have today. The second, and potentially more strategic over time, New York City continues to add school capacity and renovate existing schools. We now have a SmartGATE specification that can be included for new builds and renovation projects supported by the purchasing mechanism of the Multiple Award Schedule. That specification matters substantially to us because it allows SmartGATE to be considered during the design and pre-capital planning process rather than only as a retrofit after the building is complete. It creates a much more repeatable path for the technology to move through an active capital management program. The opportunity is not simply a handful of individual school projects. Retrofit activity can provide operating proof in existing facilities while specification-driven inclusion and new construction renovations creates a separate, longer-term path to scale. As Randy mentioned, we have also been sharpening the SmartGATE value proposition, and the major development is now we are presenting SmartGATE, and how we are doing that to the broader market. Again, as Randy mentioned last week, we relaunched legendpower.com and introduced the new SmartGATE explainer content around the updated value proposition. This is much more than a simple website redesign. It represents the commercial positioning that we've been developing over the last year, and the headline is simple, "Protect the capital inside your buildings." Instead of beginning the discussions with a percentage of energy savings, we begin with the millions of CAD invested in HVAC equipment, elevators, motors, pump drives, controllers, and other critical building infrastructure. We have simplified the customer journey around four steps: measure the exposure, calculate the risk, and then that leads to a purchase decision where we can manage the voltage and verify the impact. Our Power Impact Assessment identifies the actual incoming electrical conditions, compares them with the environment the equipment inside the building was designed to operate in. Our capital infrastructure risk assessment framework helps quantify the associated financial exposure. SmartGATE then manages the incoming voltage at the electrical service entrance, and the measurement verification document proves the improvement. We are also bringing forward financial analysis from mature SmartGATE deployments. The operating buildings analyzed to date show that the buildings achieve on the low end of a 15% to a high end of 30% lower annual maintenance repair and replacement spending. Together, when we combine that with a 25% to 45% lower year-over-year maintenance and replacement cost volatility, it creates a substantially improved operating financial environment for these facilities. Separately, our modeling indicates potential life extension of approximately two to five years for major building systems. Energy savings continue to provide additional benefits, averaging 2.5% to 4% across the broader SmartGATE portfolio. These results apply to the buildings and datasets analyzed, and every building is going to be slightly different, but we continue to actually show those actual historical results. It makes it easier for customers to be able to apply those to their existing portfolios. Commercially, this gives us a much more complete conversation with the building owner. We are no longer asking them, or encouraging them, or allowing them to look at how much electricity SmartGATE is saving solely. We are asking them to look at the total financial exposure associated with the electrical and operating environment that supports the millions of dollars of critical building infrastructure. When I step back, I believe our commercial position today is materially stronger than it was several months ago. We have a clear and broader value proposition. We have been growing real-world customer results and financial evidence. We have encouraging independent preliminary operating results, and now we have our MAS providing an established procurement pathway into a very large public sector market. We also have specific examples of how scale can develop portfolio expansions with existing customers, specification-driven opportunities such as New York City School Construction Authority, and partner-led access to the federal ESCO and IDIQ market for performance contracting. The next phase is about conversion and scale. Our focus is on turning individual deployments into portfolio and specification-driven deployments, activating the GSA schedule through direct and partner-led opportunities, and using the stronger capital protection proposition to move larger enterprise opportunities from technical acceptance through financial approval and procurement. We also remain selective about where we apply our commercial resources. Our priority is not broad spending. It's targeted support behind the channels where we see the cleanest path to repeatable bookings, including specification and design support, field assessments, and partner enablement. We believe the SmartGATE opportunity becomes substantially larger when customers stop looking at it solely through the lens of the electrical bill, and begin looking at the total value of the infrastructure and how better power can help protect that environment. That's the market we are looking to build. Randy, back to you. Thanks, Mike. Appreciate that. I think that really captures the progress we've made, and more importantly, where we believe the opportunity is heading. We've always evolved and refined our value proposition based on what prospects and customers are telling us and where we encounter resistance during the sales process. The changes Mike just described were specifically designed to address the skepticism we were seeing around quantifying and defending SmartGATE's non-energy value. We believe continued refinement and execution of that strategy can lead to stronger buyer conviction, shorter sales cycles, and more consistent deal conversion. At the same time, we've significantly reduced our operating cost structure, improved our production economics, and continue to maintain a very disciplined approach to cash while we work through the current backlog and pursue additional orders. We believe we are entering the next phase with a stronger commercial proposition, improving order activity, and expanding validation framework, a new federal procurement pathway, and a much leaner operating structure and stronger margins. With that, Mike and I would be pleased to take your questions. There is one already, Mike. Yes. On data centers. Wondering about if we're engaged with any data centers and SmartGATE being evaluated for power quality reliability applications in that market. Yeah, absolutely. That's a great question, and with that being a big topic across the globe, it's something that we're keenly focused on. When we look at the data center market, we see three distinct markets rather than one. When we look at it from the corporate data center environment, we look at it from a colocation or a shared data center environment, and then we look at the hyperscale AI data center environment. Each of those are dramatically different with dramatically different needs and opportunities. When we look at those three sub-markets of the main data center market, we see great applicability in two of them, and that's on the corporate data center side and the colo side. On the hyperscale side, the environment's going in a slightly different direction. If we look at where the next generation of chips are going, they're focusing on 800 V DC versus AC. That's a completely different operating environment, so there's some additional investment required to play in that space. We are clearly looking at the colo data center market and the corporate data center market, and we are actively involved with data center consultants and builders and project managers to find opportunities to be able to deploy SmartGATEs through that environment. At the end of the day, in those markets, there's a very significant challenge. Again, if you look at the hyperscale data centers, they're looking at it slightly differently. They're looking at it more from the standpoint of what's their cost per megawatt and their cost to be able to bring power into play. They have a different challenge that they're trying to solve there. We're focused more on the data centers that are looking at it from a colo, where again, providing the best possible operating environment improves the overall operations of the facility. Great. Second question, Mike, is that we have obviously been working on the MAS schedule for some time. Can you address any pent-up demand and how you see that going? Yes, absolutely. When we look at what the MAS is really going to unleash for us, there are a couple of use cases for that. I'd say the primary use case, or the most immediate one, is going to be with the City of New York, and the New York City School Construction Authority. We were under some financial approvals that we were challenged with from the standpoint of what they were looking for from a U.S. dollar, U.S. GAAP financials. The MAS removes that requirement so they can actually procure under that agreement, which streamlines their entire buying process. Again, if you go back to where the State of New York is, that they announced CAD 4 billion worth of electrification for schools that are coming up over the coming years. That's an immediate market where they're actively spending hundreds of millions of dollars every year towards that. We have great applicability. We have great support there. We have a specification, and now we have a procurement mechanism in place for them to be able to buy that. So, there's some great pent-up demand that we will unleash there. On the ESCO side, the things that we're doing right now are going to take our conversations with them to a new level because of the fact that we've already gotten the MAS in place. We've gotten the Oak Ridge and the GSA approvals. That will make it much easier for the IDIQs to be able to include us in their projects. Because at that point in time, it's a matter of, here's your solution that you've approved, that you've put in the acquiring, that we're including in the project for you. So it changes the tone of those conversations dramatically. Yes, there's definitely going to be some good market release from that. Yeah. The next question is asking about production capacity planning and what it looks like over the next three or four quarters, and we kind of get this question asked every other quarter. Basically what we look at is we've got a capacity in our existing facilities to handle our forecast for the next couple of years. What we've also looked at is outsourcing. When we had all the tariff noise and things of that, we looked at different alternatives, looked at different suppliers. It's one of the reasons I mentioned earlier that we've increased our gross margin significantly. We look at it as we can handle the next, rather than three or four quarters, the next couple of years. Then we would look at outsourcing some of the work probably into the U.S., things like that, as the U.S. business grows. Reduce our shipping costs, reduce duties. Currently, we have products, some key components currently coming from Mexico, for example, that go to L.A., L.A. to Vancouver, assemble the system, Vancouver back to New York or wherever it's going. Not the most effective system. That's where Paul talks about getting another 10% or 15% margin based on taking those double bumps out, et cetera. Positioned well for the production capability over the next couple of years, and we're comfortable we can handle the business we need with the outsourcing partners already in discussion about volumes as they increase with the U.S. government. The next question is about U.S. tariffs. We can tell you that the tariff situation is not a factor with us. The number that Paul has been using in some of the deals, et cetera, are really insignificant numbers. In other words, less than CAD 1,000. Who knows where they're going to go, how they're going to change, but we're currently not concerned about the tariffs as a meaningful issue for us. It came in a topic about a question of the more PR for the company, et cetera. It's always a great question. We decided that we would keep the company's cash requirements down. It meant that we weren't doing as much IR/PR. It meant that we were going to focus on getting the sales, building out, getting the MAS, getting the GSA, getting the Oak Ridge Labs report, getting the new website and positioning completed. The next step is then to tell the story, and we've always felt you tell the story based on results. Going forward, you will see more IR, et cetera, about the accomplishments and the things we're doing. I think we've already seen that with some of the announcements we've had over the last 30 days. The value of the company has gone up based on some of the success that we've had. We will continue and improve as we have more stories to tell and becomes more meaningful. Another question is about tariffs. I think we've answered that one. When would you expect to be cash flow or breakeven positive? On current costs, we see that in fiscal 2027. The only caveat I mentioned on the board meeting yesterday is if we increase significantly our cost on the sales side to go out and grab the business that comes with the new MAS, et cetera, it may take some of the costs up. But on current structure, next year for sure, even with some increased cost on the sales side. We are looking forward to having a breakeven cash flow positive. We had that a number of years ago with the school board. We had a very similar to the GSA MAS, where there was order flow to the schools. We were doing a couple million CAD a quarter plus. The MAS is the Ontario School Board on steroids. It just dwarfs that opportunity, so I think we can get back to being cash flow positive. A question comes in, Legend appears to be well-established and moving forward with the school system in New York and Ontario. Any decision to move into other major cities in the U.S.A. and Canada? Mike, if you can just talk about the MAS and what that opens up market-wise outside of just the federal government. Yeah, absolutely. When we look at the U.S. market and particularly the education market in the U.S., the New York City schools is definitely a lighthouse organization. A lot of those other entities look to New York City to see what is actually happening there, what are they doing, what is working for them. So our focus on that has been very intentional. Now, one of the things that is also noteworthy is that the vast majority of the purchasing for municipal, state, as well as education, is centered through the ESCO markets. So that is another reason why it is particularly timely for us, because again, the MAS allows them to be able to procure through that mechanism. The ESCOs already have those relationships with them, so getting involved with them is going to further facilitate that. Now, one of the things that is also noteworthy is that if we look at a traditional public sector buying cycle, typically what they will do is they will have to go to RFP. And one of the challenges we have is because we do not necessarily have a direct competitor, when they put out an RFP and they get one response, a lot of times they are not able to move forward because of that. So what the GSA schedule allows them to do is saying, "We are going to be procuring this, and we are looking for somebody to install it," and they can RFP the installation and get multiple respondents for that, which is a big market accelerator for us. So the work that we have been doing automatically leads us into other markets through the ESCOs, through the MAS, and the other work that we have been doing. That has been very intentional as we go. That is the questions. I will give it a second to see if we get any more. We do have another one, sorry. With investing and bringing more interest to Legend aside, are there any additional avenues you can see for us to support and help bringing Legend forward? It is a good question. We have got a lot of keen supporters that have been invaluable to us over the past few years. I think that supporting us as we have news, letting people know that there is an interesting company out here with insatiable demand for electricity that could be a key player in the marketplace. I think it is just letting people know that we are out there and making some introductions, awareness on both the commercial side and on the capital market side. We have had great supporters over the years, and the company would not be where it is without some of them. Always appreciated. Let us give it a sec if there is any additional questions. It does not look like there is any additional. No. Questions. Randy, you want to wrap it up? Yeah. Thank you for the questions, everybody. Appreciate it. I will close a few thoughts on where I believe Legend stands today. The pipeline is growing. We are closing deals. We are increasingly seeing opportunities that are larger, portfolio-based, and potentially multi-year in nature. At the same time, the electrical environment around us continues to move in our direction. The U.S. electrical grid and grids globally are facing increasing pressure from aging infrastructure, growing renewable penetration, electrification, and relentless demand for more power. We see and hear that every day. Those changes, they are introducing more complexity, more power quality challenges into buildings, and infrastructure that depends on those grids. It creates a huge marketplace, and it is what Legend wants and does. We have proven SmartGATE technology. We have got a committed, talented team. We have an outstanding active power management platform without equal. We have significantly improved our operating cost structure and production economics. We have a growing backlog and significantly increased order activity. We have encouraging independent interim results from the government-funded SmartGATE evaluation. We now have the GSA MAS approval, providing a substantially improved path into the U.S. government market. We have much clearer, more powerful value proposition built around protecting the critical infrastructure inside our customers' buildings. Taken together, I believe these pieces provide a clear path toward additional strong revenue growth over the coming years and have positioned Legend Power to help define the future of power optimization. Our focus is really clear: close sales, execute the backlog, activate our government and partner channels, manage our cash aggressively, and continue converting the strong market position into significant growth. We have gone through a significant transformation over the last several quarters. I believe we are emerging from that process as a much stronger, more focused company with a substantially larger understanding of the market opportunity in front of us. The future looks incredibly strong for Legend Power and our stakeholders. I want to thank our board of directors, our team members, and each of you as investors for your continued trust and partnership. We look forward to sharing many more Legend Power success stories with you, and as always, have a great legendary day. Thank you.