Good afternoon, everyone, and thank you for joining us. Before we begin, I will read our cautionary note regarding forward-looking information. Certain information to be discussed during this call contains forward-looking statements within the meaning of applicable securities laws, including, among others, statements concerning the company's 2022 objectives, the company's strategy to achieve those objectives, as well as statements with respect to management's beliefs, plans, estimates, and intentions, and similar statements concerning anticipated future events, results, circumstances, performance, or expectations that are not historical facts. Such forward-looking statements reflect management's current beliefs and are based on information currently available to management and are subject to a number of significant risks and uncertainties that could cause actual results to differ materially from those anticipated. Our commentary today will include adjusted financial measures, which are non-GAAP measures. These should be considered as a supplement to and not as a substitute for GAAP financial measures. Reconciliations between the two can be found in our MD&A, which is available on sedar.com And our website. We are joined today by MediaValet's CEO, Mr. Rob Chase, as well as the company's CFO, Mr. Dave Miller. With that, I will hand over the call to Rob to provide his opening remarks. Please go ahead, Rob. Thanks, Dhavik, and hello from Vancouver, everyone, and thank you for joining us for today's earnings call. I hope you got a chance to review our press release and financial reporting materials, all of which are available on SEDAR. Sorry, apologies for the late delivery. Some mechanical issues that are now resolved. With me today is Dave Miller, our CFO, and together we will provide a business update and review of our key financial and software as a service highlights. We'll then open it up for questions. At the end of our call, I hope you will come away with a few key takeaways. Takeaway one, we've continued to build on our solid performance track record with 36% growth in ARR for 2022 and a 43% five-year CAGR. That this growth has been achieved in the face of multiple years of challenging macro events is a testament to the resilience of our team, business model and overall customer-focused strategy. Takeaway two, the DAM market has also continued to show resilience. With the need for DAM building as a result of long-term tailwinds from the digital transformation that organizations must embrace to be successful in today's digital world. Takeaway three, we have the right team, focus and funding in place to execute on our growth plan and are tightly managing and aligning our operating costs to attain cash flow positive operations. On that note, we are well on our way. We're reporting a billings-based cash burn of just CAD 373,000 in Q4. Looking at the DAM industry, we continue to be excited by the possibilities. It is clear to us, our customers and our pipeline of clients that DAM is increasingly becoming an essential tech layer in today's digital-first world. At the heart of every digital strategy is creating content that needs to be dynamic, fresh, exciting, on point, and consistently distributed across all internal and external platforms at the right time and in the right format. Sounds simple enough, but the sheer volume, velocity, and value of this content make it near impossible to accomplish without a DAM. Generally speaking, it's pure chaos without one. As a result, we find that organizations of all sizes are looking for a DAM solution to extend the life and value of their digital content and to rein in the costs with a fast ROI. To date, this has mostly been a greenfield market opportunity, but we believe we're going to see increasing opportunities to disrupt legacy on-premise DAM systems as they tend to carry too much technical debt to be a viable solution for today's DAM needs. At the same time, the use cases for DAM continue to increase beyond marketing into corporate brand and knowledge management. Extending DAM to solve to these many different use cases is a core focus of ours that requires managing all types of assets with the necessary workflows to extend the life and value of both the content and the tech stack of tools that utilize the content. Through such focus, we will further scale and diversify our corporate revenue streams and become more essential to the organizations that use our DAM. Out of 36% growth in ARR and 101% net retention in 2022, it's clear that this focus is working. Well, with every exciting market opportunity comes plenty of competition, and DAM is no different in this regard. Through clarity of vision and inspired execution, we believe we will continue to rise above the competition and successfully build on our leadership position in this market. Our ability to do so is apparent in that we have been consistently increasing our market share and growing at near double the rate of the underlying DAM market. A key part of this success is our mid-market solution focus. As you can see from this slide, 20% of our ARR is from large enterprise, 73% from mid-market and 10% from the SMB space. It is our unrivaled support, ease of use, and innovative solutions that have enabled us to reach and support customers of all sizes around the globe. Putting that in perspective, our annual recurring revenue spans from $6,000 a year to over $700,000 a year. The key attribute here is that all of these customers require an enterprise use case DAMs. That isn't just delivering a plain vanilla set of features. This is where we differentiate ourselves. We believe that if we can be number one in adoption, we will continue to earn a leadership share of the market. Adoption rates are indeed at the heart of our core product principles for DAM, which all center around helping our customers win through unrivaled support, ease of use, and innovative solutions. Our focus on customer value and maximizing adoption is working. Our customer base is rapidly approaching 500 customers, a milestone we'll surpass in Q1 2023. Our ARR and revenue performance speaks for themselves at 36% and 37% respectively. Our annual contract value is continuing to grow, up 5% from last year to CAD 23,000 and is up 45% from our 2018 average. Finally, our net dollar retention of ARR was 101% for fiscal 2022, a record level for us, thanks to our low gross churn rates and the growing expansion opportunities within our customer base. To close my opening remarks, I'll leave you with a few examples of recent customer wins. First is an auto parts manufacturer. The manufacturing scientific sector accounts for about 9% of our customer base. DAM is integral not only for product marketing materials, but also for various internal processes and manufacturing specs. Our Azure infrastructure, unlimited support, and ease of use really stood out for this customer in choosing their DAM. This is one of the early wins for our professional services team, who will be instrumental in helping ensure the customer realizes the value of DAM. In turn, we expect this to increase the stickiness and expansion opportunities for the future. A media agency located in South Africa, which highlights one of our advantages of being able to provide data residency guarantees in 61 countries around the globe. This opportunity actually relates to manufacturing industry as well, as the agency was required to provide a DAM in support of a Japanese auto manufacturing client. A telecom provider from Canada. You can imagine the complicated telco matrix for digital content with an omni-channel network of B2B, B2C, and full retail outlets. This telco is leaning into their digitization strategy and identified DAM as a key part of their tech stack. After a full evaluation, MediaValet stood out as a clear and simple tool that integrates seamlessly into their ways of working and into their current tech stack. All of these examples were competitive opportunities generated through our direct marketing and sales efforts. With that, I'll pass it over to Dave to take us through some of our key metrics and financial results. Dave, over to you. Thanks, Rob. Good afternoon, everyone. Thank you for joining us today. I believe our Q4 and fiscal 2022 results highlight the effectiveness of our growth and market strategy and our operational plan. In Q4 2022, our revenue grew 41% to CAD 3.6 million, compared to CAD 2.6 million for the same period in 2021, and was up 10% compared to Q3 2022. Our Q4 operating costs were up just 9% to CAD 5.2 million compared to CAD 4.7 million in Q4 2021, and 4% sequentially from Q3 2022, primarily reflecting inflationary and payroll adjustments as well as variable spend associated with higher revenue. Revenue year-to-date grew to CAD 12.8 million, up 37% from CAD 9.3 million in fiscal 2021, reflecting record net new ARR, or annual recurring revenue, and deferred revenue growth from ramping customer acquisition and net retention performance. Our operating costs for fiscal 2022 were CAD 20.1 million, up 26% from fiscal 2021 as a result of the operating expansion carried out in the second half of fiscal 2021. We ended fiscal 2022 with 98 staff, down from 102 at the end of fiscal 2021. As mentioned, we have been diligently managing our cost line to level it off after our step function increase in 2021. This gives us confidence that we will continue to unlock performance gains in our operating structure and will grow to cash positive operations within our available resources. Gross margins remained strong at 81% in fiscal 2022, down 1% compared to 82% in fiscal 2021, and within our 80%-82% range. Note that our revenue and margins were not materially impacted by the strengthening U.S. dollar in the second half of 2022, as most of our revenue is recognized ratably through deferred revenue, which is recorded at the exchange rate in effect at the time of customer billings. In other words, new billings in Q4 were done at a higher exchange rate than Q4 last year, which will flow through future quarter revenue and margins as the deferred revenue is amortized. Net loss for Q4 2022 totaled CAD 2.9 million, down 4% compared to the net loss of CAD 3 million incurred during Q4 2021. Year-to-date losses were CAD 11.1 million, up 17% compared to CAD 9.5 million net loss in fiscal 2021. The increase in the loss was expected and is primarily due to an increase in operating costs in line with the company's expansion completed in 2021. Looking now at certain non-IFRS measures. Our five-year compound annual growth rate for ARR was 43%, as Rob mentioned, and we reported ARR growth of 36%, finishing fiscal 2022 at CAD 14.8 million, up from CAD 10.8 million in fiscal 2021. Net new ARR in Q4 2022 of CAD 1.13 million increased 35% from CAD 0.84 million in Q4 2021, and increased 27% sequentially from Q3 2022. Fiscal 2022 net new ARR was a record CAD 3.94 million, up 79% from CAD 2.2 million in fiscal 2021. The increase reflects the company's expansion completed in 2021, strong net dollar customer retention of 101%, the strengthening U.S. dollar, and continuing market demand for enterprise DAM solutions despite the current macroeconomic environment. As organizations continue to implement their necessary digital strategies, an effective DAM becomes critical to reducing costs, requiring less people to manage media workflows and ensuring continuity in difficult times. Importantly, the strong new customer and net r etention performance led to fiscal 2022 total billings of CAD 15.5 million, up 41% from CAD 10.9 million in fiscal 2021, exceeding our revenue and ARR growth rates. This is important to note as billings gives us a better indication of the ramp in cash flow that we are generating, which is key to understanding our path to cash flow positive operations. Sequentially, our Q4 billings were up 49% over Q3 levels, reflecting our seasonally strongest billings quarter due to our renewal cycles and the culmination of our annual new business initiatives. In fiscal 2022, our billings based cash burn was CAD 7.8 million, up 10% from CAD 7.1 million in fiscal 2021. Importantly, as a result of our strong Q4 billings, our Q4 2022 billings based cash burn was just CAD 0.4 million, down 68% from a cash burn of CAD 1.2 million in Q4 2021. With our current cost management efforts, combined with our continued growth pro-profile, we expect to materially reduce our burn in the year ahead and are targeting cash flow positive in Q4 2023. We ended the quarter with CAD 0.2 million in cash and cash equivalents on hand compared to CAD 6.7 million at the end of fiscal 2021. Had modified working capital of CAD 2.3 million compared to CAD 9.2 million at the end of fiscal 2021. Our pro forma modified working capital of CAD 5.8 million, including the proceeds of the CAD 3.5 million private placement closed and announced after year-end, in addition to the CAD 9 million credit facility available, of which CAD 0.5 million was drawn at year-end and repaid in January, are all available to support our path towards profitability. We have leveled off our operating costs in fiscal 2022 and are focused on operational excellence and cost optimization through a disciplined approach to investment in high ROI or return on investment initiatives. We remain in a good working capital position and combined with a consistent track record of top-line performance despite macroeconomic conditions, we have a balanced approach to grow to cash positive operations. With that, I'd like to again thank you for listening and open it up to questions. Thanks, Rob, and thanks, Dave. As a reminder, if you have a question, please use the raise hand function in the bottom of your screen to indicate your interest. The first question comes from Gavin Fairweather of Cormark Securities. Please go ahead, Gavin. Your line is open. Oh, hey, can you hear me? Yep. Yes. Okay. Awesome. Appreciate you taking the questions. Maybe just on the bookings this quarter, can you discuss kind of the composition or mix of the bookings that you saw in Q4, specifically between SMB and enterprise? It was much more focused on SMB this last quarter. As you know, from our announcements, there was a couple of larger deals, but generally speaking, it was largely weighted towards the smaller size customer bracket. You know, just a timing issue on some of those. I think we'll see some of those opportunities from Q4 come close here in Q1 as well. Yeah, definitely was a bit of a pause in that regard in the fourth quarter in terms of bookings. Okay. Pretty good, bookings despite maybe, you know, enterprise deals pushing into the first half. Are you seeing those deals behave differently, you know, as we kind of enter 2023 here, or just some of those larger ones that you think will end up getting across the line here? Yeah. A great comment. As we've, you know, sort of mentioned in the past as well, obviously 2022 had some challenges economically that certainly did result in some longer sales cycles. Again, we're pretty happy to have gone for a real balanced approach in our go-to-market to make sure we're addressing the entire spectrum so that we're not wholly reliant on getting some of those large deals to still get to our numbers. It's good to know that they are still in the pipe and still working through the system, just taking maybe a little longer than they have in the past. you know, these are, you know, the many challenges that we've had to face and all organizations are facing with the many disruptions starting from 2020 with COVID that, we continue to have to face. you know, it certainly has made us much more resilient and, much better able to Face these challenges and navigate them with our digital first strategy. we're happy to see that our part of the market seems to be holding in pretty well despite those, you know, concerns or macro events. we believe we'll see some of those deals just start to come through here in the new year. you know, some of the other ones from Q1 will push too, right? you know, really, again, that balanced approach we have is pretty important to ensuring we're going to navigate, you know, the current climate as we have the past three years. That's helpful. Maybe can you just provide us with a bit of an update on the R&D side and specifically how you're kind of, you know, ordering your priorities on the roadmap? You know, has that shifted around at all given kind of the macro climate? Maybe any commentary that you provide there would be helpful. I would say that, the shift for us has really been some with respect to the macro. Certainly, as you know, we've spent a lot of money on contractors in the past, and we've definitely cut that back. You'll see that next year, some of those dollars. You know, in order to hold our spend in check next year, obviously there's inflationary pressures and things as there always are, right? You know, we did have to reduce some spend somewhere, and certainly those contractors were a natural place to go for that. Really from an R&D perspective, it's actually, you know, for us, a pretty exciting time, with our ARR now around that CAD 15 million mark and approaching 500 customers. You know, there's a lot of opportunity to accelerate our customer adoption of DAM by building certain features and capabilities that'll help them to adopt it even easier and get more value. I think we'll see us leaning in a bit more to some of that to, you know, really help get that net retention rate into that magic 105%-110% level as our long-term goal. You know, we're currently around 101%. Certainly I would say at this juncture of evolution as a business, that we're starting to get a little bit more balanced in that regard, because of course, you know, that's gonna generate not only expanding customers and sticky customers, but great referenceable customers that can then obviously help us win in the market with new customer opportunities. That's kind of really around our new Hot DAM! Campaign that's just recently been launched. You know, it is addressing the adoption levels that I mentioned a little earlier, and we really do think we're positioned to be best in class for adoption overall. I think that's a winning combination. To us, that's a Hot DAM! equation, and we're pretty excited to have just launched that this last week. If you've not been to our website recently, go have a look. It's pretty exciting. Okay. I've got more questions, but I'll pass the line to queue. Thank you. Thanks, Gavin. Thanks, Gavin. The next question comes from Kiran Sritharan of Eight Capital. Kiran, please go ahead. Hi. Yeah, afternoon, guys. Just to start off here, I'm curious how your upsell activity has been with customers. As you look at growth for the year, how is this expected to trend, you know, against new logos? Thanks. Growth of expansion of new customers, you're talking about? Correct. Yeah. Yeah. I mean, look, we have an established sales team. We haven't increased it over last year at all. Obviously holding our spend in check. They may have lots of excess capacity to deliver, you know, more than they did in the current year. Macroeconomic situations will determine how far into their capacity we reach, as will some of the R&D roadmap that we have. It's been an exciting year for customer acquisition for us. Strong year, obviously. You know, in maintaining that 36% growth level. You know, we really, you know, as I mentioned in the call earlier, in Q1, we expect we'll pass through that 500 customer mark here. We're currently about 485, and averaging, you know, sort of that 30-ish plus mark of new customers, landed and signed per quarter, which, I think is a pace we can maintain. That's helpful color, Rob. Thank you. To ask my second here, now that you're CEO, Rob, are there any near-term changes to how you'd organize the company? I'll leave it at that. Thank you. A great question. You know, I think what you'll see most is, you know, increased focus and efforts to remove friction from the business so we can operate at the speed we need to win and realize the leverage in our scale. That's really the focus. There isn't a lot of concerns with the overall strategy or the direction, as I mentioned earlier, from a product roadmap, for example, making sure we're really balancing the efforts we do with respect to new customers with those that are existing as well. I think just some more granular focus on who we are and what we can achieve will help us achieve our potential. You know, removing friction from the business is really a critical thing at this juncture. We, you know, as you know, we doubled our staff in 2021. You know, as teams go through the storming, forming, norming and performing phases, you know, the focus right now is making sure that we get them firmly and our whole team firmly into the performing stage, you know, of development here. That's where we'll realize the benefits and potential of this increased scale. You know, that would be where the focus is, really around building the team we have and the opportunity we have into a high performance team, that we can fully get the value out of which, you know, again, when you double, it's really hard to do that without spilling some milk, right? We definitely have opportunities to streamline, be more efficient, and effective in how we use our resources for a greater ROI on those investments, more clarity, et cetera. That would be my core focus. Thanks, Kiran. Thanks, Kiran. The next question comes from Neehal Upadhyaya from Industrial Alliance. Go ahead, Neehal. Hey, guys. congrats on the new position, Rob. Thanks, Neehal. Can you talk about the newish professional services team, and if they're seeing more momentum with current clients, and then have they been a differentiator in attracting new clients? It's a, it's a great comment and obviously an area that we're excited about. You know, we did announce it in Q3. You know, it's a, it's a small team at this point. We have eight contractors plus our esteemed leader. It's definitely a key part of the business becoming that quickly. As I mentioned, one of the deals, the new deals there that had a nice little, PS engagement with it. It's not for all sizes of customers, obviously, but the larger, mid-market opportunities really is a great opportunity to work with them to improve their library services and how DAM works within their business, how integrated it is, how seamless it is in terms of really unlocking the potential of DAM. I get really excited about it because they can prove the potential. Once we have that potential proved, in addition to being a good thing for our customers, it becomes something that we can help other, you know, sorry, other system integrators understand, so that they can also understand how that they can add additional consulting dollars on top of the DAM. Which for us is pretty important to be able to convey because it is a pretty easy to stand up DAM. Ease of use is one of our core tenets. You know, what we don't wanna get lost in that message is that it is easy to get up and going, but you can make it as complex as you want in terms of integrating into your environment, leveraging all of our APIs and standard developer kits. It's our PS team that's gonna bring all that to life. Already, you know, out of the gates, they've had about five engagements already, and it just started in the fall. That can have a, you know, that can have a decent impact on our revenue going forward. I wanna be clear that we remain a focused product SaaS company, that still, you know, the lion's share of our revenue is going to remain recurring software as a service revenue, which currently, you know, averages around that 95% mark plus. You know, so it'll still be in the 90s even with PS at this stage. Perfect. Thank you. Maybe digging into a previous question that was asked, can you talk about the product roadmap and then some of the specific features that you've been working on that may be ready for customers in the near term that can get you to that 105% retention mark that you spoke about? Yeah, certainly. You know, some of it's behind the scenes stuff, Neehal. You know, when we're providing DAM services to our customers, for example, all of it is hot storage. It's the highest cost, highest value storage type there is that we're managing for them, right? If we're able to provide an intelligence layer that'll balance that across different types of storage, we can reduce the cost of ownership to the customer and also, of course, help to increase our margins. Some of it's gonna be margin based and enable us to actually provide a better service to the customer as a result. At the same time, we're really leaning into video and some of the video solutions we have in terms of our Audio/Video indexer and things, application of AI to video is really exciting. You know, if you're going to load a ton of video into the system, you gotta make sure that the cost structure supports that as well to make it viable for customers. So much can be done once we have every, you know, all of your content in one place. Just think of the opportunities with, you know, AI-generated content and things like that we can do that become really exciting for customers to fully extend the life cycle of their digital assets and the value they can create with each one over time. You know, a lot of it's around that kind of stuff, Neehal. You know, in terms of our new UX as well, so our user experience is being upgraded. Last year, we did a bit of a refresh in terms of the interface itself, but our UX capability is changing rapidly. It's a big area of investment and, you know, changing some of the structure within it as well so that we can, you know, add reactive type of features and things with things like, you know, at mentions or what have you for creating better workflows in those environments as well. It's a lot of, you know, just good hygiene DAM things that we'll be doing to optimize the system and the experience for the customer that again, really pushes adoption to then help with, you know, setting us apart in the industry so that we can win more on the incoming customer side as well. No, perfect. That, that helps. Then maybe one last one from my end. you know, thus far you've handled the macro headwinds fairly well and you know, you've, you know, kind of mentioned that, you continue to, you know, the customer pipeline is quite, you know, solid. I was just wondering if there's been any change in the length of a sales cycle within the SMB or the enterprise side, and then maybe are there some challenges that you've been seeing in, in terms of those conversations or is it business as usual? Yeah, I mean, since you added with business as usual, I think that the moniker now is more business as unusual. I think, you know, just from all the macro things that we've seen, but our pipeline continues to perform really well. We just finished, you know. When we track our pipeline all the way from the top down to, you know, our sales qualified opportunities and into final won deals, up in the top of the funnel, for example, is demos, right? Getting demos done and interest. I mean, we just had come up two weeks of probably our strongest two weeks of demos we've seen in the past year. You know, it, it comes and goes, and a lot of it is around what we're doing because, again, the DAM market does have great tailwinds. We just hired a new VP of Marketing in September, for example. Also she's rebuilt her marketing team, doing a great job. They brought out Hot DAM! here, which is already creating some excitement and more demo opportunities for us. You know, a lot of it is around just the levers that we're pulling and that we're continually doing A/B testing with them to make sure that we're doing things that give us the best bang for the buck, if you will, and create the biggest lead funnel we can create. It's kind of operating like normal. Yes, the sales cycles vary. I mean, the telco one that we announced was a 67-day cycle, whereas the other one, the auto one, I think was 200 days. you know, there's enough things in the pipe, and the goal always is to have enough things in the pipe so that we can weather those things. There's gonna be some moving faster and some slower. Again, I think we're in a fortunate position in that the DAM market itself has drivers that are long term, that are resilient, we believe, knock on wood, right? To the current headwinds that the overall market is experiencing, because going digital is one of the things that's gonna help you be nimble and help you to chart and navigate through these challenging times. If you're not there with a digital-first strategy, it's gonna be really hard to navigate all of the challenges that keep coming at us in business as unusual, right? Yeah, I hope that that helps. You know, certainly we're seeing good pipeline activity at this point for Q1, and you know, it's kind of doing what we expect, hopefully we'll see that through the year. No, no. Perfect. Thanks, guys. That helps a lot. I'll pass along. Thanks, Neehal. There's a follow-on question from Gavin Fairweather of Cormark. Please go ahead, Gavin. Hey, you talked about, maybe seeing more legacy. You muted yourself. Yeah, go again. Can you hear me now? Yeah. Okay. You talked about more legacy displacement opportunities versus greenfield opportunities. Hoping you could just expand on that. Is that a trend that you're seeing in the pipeline and what's kind of the catalyst in those situations for some of these clients to ultimately look to upgrade to a cloud DAM? Yeah, great question. I think, certainly we always see some, you know, there's always some legacy displacement opportunities. You know, I'm really specifically more or less referring to, you know, a Gartner report. It's about a year old now, but, you know, they're finding in over 400 enterprise accounts with respect to DAM was that only 26% were happy with their adoption levels. I mean, this is a constant thing that we see. You know, we just won another deal here, just selected against Adobe, happened, you know, in two or three accounts for Q1. They've, they've indicated selection versus Adobe. You know, again, those large enterprise systems tend to be very complex, very difficult to deploy and install. Lots of consulting required just to get them up and running. You know, whereas with a more nimble DAM like MediaValet, you can get up running quickly and start realizing the ROI almost instantly. I think we have a significant advantage and winning against the larger, more complicated systems like that is testament to it. You know, when we think about that backlog, if you will, that is having, you know, dissatisfaction with the adoption levels and then us really leaning into trying to be number one in adoption. I think we're gonna be really well positioned as those, you know, organizations update their strategies with respect to their digital content. The telco one that we announced, you know, that was the same situation. I mean, they were trying to revamp their digital strategies to be more nimble and effective and be able to hit the market faster and more efficiently. Indeed, you know, while that one wasn't a specific displacement, that is the same trend, and I think we can't tell in the crystal ball when that's going to happen, but we believe it's on its way at some point here in the near future. Okay. Then just lastly for me, you touched on, you know, achieving cash flow breakeven within existing resources by Q4. If I'm not mistaken, that's kind of the first time you've kind of put a date around it. Just to be clear, you know, are we talking about on a, on a billings basis? Yeah. -the billings and then kind of as you work into 2024, you're probably there on like a normalized billings basis? Is that kind of the way to think about it or? Absolutely. Yeah, that's right. We're targeting 2024 on a full year basis, but Q4, 2023 on a quarter basis. Yeah. Okay. That billings basis, and so the profitability generally lags a year behind because of deferral of revenue. Got it. Understood. Thanks so much. Thank you, Gavin. Thanks everyone for your questions. There are no further questions. I would now hand over the call to Rob for his closing remarks. Thank you, Dhavik, and thanks for the calls and questions, everybody, and for tuning in. We really appreciate it. Hopefully, we did a good job of conveying the key takeaways that we had mentioned earlier in terms of resilient performance as a business and also the tailwinds for DAM and, you know, the balanced approach on costs. As you could see, obviously the quarterly costs, OpEx pretty steady over the last five quarters. We'll keep it at that. Thank you, everybody, for tuning in and look forward to talking to you in the months to come. Thanks, everyone. This concludes our call today. You may disconnect. Thank you.