10 million tons of products. And, similarly for sugarcane, we have set 7 million hectares in Minas Gerais and adjacent states, so with a potential of 10 million tons of products. That's very important for us, too. Next. We worked very hard with team restructuring, and at this moment, achieve more specialization with establishing a niche solely dedicated to securing new sales. Here we have some important people, important professionals, dedicated, working directly to new sales, specialists in new sales. So it's very important. Account manager division, so we have eight sales executives with increasing purchase order among our existing clients, farmers. This team will transition from home office inside sales to field sales role. This is a very important point because we, the most of the people, our employees or the sales, was at the home office work, because the moment was good for that, but now we putting our team in the field to reach more clients and opportunities. Then another point, partnership and manager division. Here we have 15 sales executive, and inside this team and strengthen ties with sales partner and drive new sales via 80 partners outlet. So presenting purchase potential of 2 million ton of products. So we have a big potentials, sales, and good opportunities. Next. In 2024, our strategy to achieve 1.2 million tons, I will talk about it. So commercial strategy to achieve. The first one is partner client portfolio. Here with our team in the field is we want you to be close to the partners, to have a different work with them, social commercial agreements, technical, commercial visits, training, field event, marketing through regional manager teams. Because we will reach more than 10,000 clients in partners portfolio with 2.5 million tons of purchase potential. So this is a different point that we are looking for, this kind of work. Repurchase is very important for us because in our portfolio, we have some database, which has potential of 1.3 million tons, the special clients, and 8.3 million tons, just the private clients, the biggest clients. So the potential is very high. In our objective that you are reaching 12% of this potential to achieve our goals. So, because the potential is very high, so with only 12% is possible to achieve our goals. And, for 2024, one situation in Brazil, we are following the biological products or microbial products. So this is a very important market in Brazil. It's growing very fast every year, and the, for example, the expectation of this year is $720 million to $1 billion in 2025. So we have some studies and some works through the microbiological products, and we will continue to invest in the biological technologies for the fertilizer through Bio Revolution. Bio Revolution is the name of our technology. So the company has capacity to produce up to 600,000 tons of fertilizer with this kind of technology. So we will grow or produce this amount in 2024. Another point is B2B. B2B because an important market in Brazil is for organomineral. Organomineral is a very important market because we introduce organic products mixed with fertilizing, in fertilizing, and they are growing 30% per year in Brazil, with estimated revenues $5.2 billion in 2023 and $9 billion in 2025. So it's an important market. We are working to have some-... 16 companies in our portfolio with sales since 2021, and we want to participate more this kind of market, and gaining experience in 2024 for sales partner to open new opportunities. Another important market that we will reach is organic market. The organic market in Brazil grew 30% in 2023, and we estimated revenue for 2023... Oh, I'm sorry, 2024, $5.14 billion. So it's very important crops. The, in the main crops that is growing very fast is sugarcane, orange, and coffee. These three areas of organic feed products, organic areas, more than 1,000 hectares, 100,000 hectares, which they estimate potential 200,000 tons of our fertilizer. So, it's another important market. Next, please. For 2025, our commercial strategy to achieve 3 million tons of sales. So we are focusing in our technologies. We have some technology like 3D Alliance, MicroS Technology, and N Keeper, and the others, and we are trying to put more edge value to the reduce limitation of logistics. Oh, can you put again the presentation? I'm not seeing the presentation. Okay. Now, so this is important to our logistics and to be more competitive against the commodities. So this is one of the strategies that we will use in 2025. Next. B2B, organomineral, we talk about it, and we are capitalizing on the knowledge and the relationship we've gained in 2024 for sales partner to open new opportunities. There are 175 registered companies of organomineral in Brazil, so we are working only with 16 now. This is a big market that we will we want to reach. Bio Revolution is, as we said, about the partnership and technology development in biologicals to increase the number of microorganism fertilizer, especially to combat pest and soil disease. So we are looking for some microorganism technologies or possibilities to create new opportunities for this kind of market. That's it. Thank you. Thank you very much, Gilson. Newton please, please go ahead. Okay. Thank you, Cristiano. Hello, everyone. I'm a Brazilian born with a Japanese background and an English name, so a kind of mess. I have had a long experience in global and national advertising agencies, where I worked as CSO and Head of Strategy. I worked at agencies such as J. Walter Thompson, Dentsu, Lowe Worldwide, and now I'm very, very happy to join Verde AgriTech to lead the marketing department. And also, I am a strategy teacher at the Planning Academy and president of the Account Planning Group in Brazil. Today, I would like to share mainly two things, the immediate actions that we are already implementing, looking for the business goals that we have in the end of this year, and also the point of view and the things that we are thinking is important in terms of what we want to change and lead our marketing in terms of what we are gonna build in the next two years. So, if in a snapshot, our marketing department nowadays is very capable of developing inbound communication. We have a very diverse team that are bringing good lead generation rates, but mostly on a standard profile. Since the beginning, we are very strong in direct sales, but of course, that we want to improve our sales, and to drive that, we need to be more close to the trade, and we have some room to start to approach them and develop co-op campaigns. Of course, it's one of the duties of marketing to bring more awareness to our brand and to our products. So the immediate actions that we are implementing to support our business goals in the end of this year is evolving our communication to a more target communication, combining not only inbound but outbound initiatives. We are gonna hire some specialists in growth and communication to make our team more strong. And of course, that the lead generation need to expand, not only in terms of volume, but the quality itself. So we want to bring more, not only standard profile, but Prime Plus leads to our sales. And as I mentioned, we want also to start to approach and to be more close to our partners, to our distributors, and start to come up with some co-op campaigns and drive sales through them. And, of course, bring more recognition, more awareness to our brand, to our products, and also to our purpose as a, as a brand. In order to do that, because I mentioned that we are gonna focus on more target communication, we have specific crops to work on in our communication, in specific areas, in specific timing as well. Looking for mainly two regions where we can bring more competitive price in comparison with the KCl, which is, of course, the near region of our plant, and where we have huge potential. Secondly, in another area that still we have very competitive price. So those areas is gonna be our mainly focus on communication in the short term. So those are the activities that we are already implementing to help us achieving the business goals of the end of this year. But what we are aiming for the next two years is to change or to shift our way of working on marketing and communication from a traditional perspective, where we want to sell things and to a more solution-based and consumer-based perspective, when we wanna push less products but also provide more solutions and better service and experience to them. So this is, of course, not only related to communication, but also as a brand, how we can implement this. So this is the main goal that we are aiming for the next two years. And in order to do that, we need to come up with a new point of view, as I mentioned, where we push less price and product and bring more solutions to them. When we look at our content and match our content for specific crops, regions, and profiles to provide to them the best experience that we can bring to them. Looking for consumers, not only through communication flags, but providing those contents always on. And, of course, looking for the bottom line, the result that we can provide, not only for the effort in communication, but in the result that each effort can bring to us. So, in overall, when we look for the next year and what we are aiming for the near future of Verde AgriTech, those are the three main pillars that is driving all the activities in marketing. Of course, that we need to support sales, and we want to drive this exponential growth of the company. But by doing that, we also want to be more consumer-driven, more digital-driven as well. Looking for their need, the needs for our consumers, and providing solutions, providing more and better experience. And of course, bringing more recognition and the differentiation for our brand in the market, not only in terms of awareness, but also the way we are perceived for our customers, and competitors, and the partners as well. So in a nutshell, this is the main points, what we are doing in the short term, and what we are aiming for the near future of Verde. Thank you. Thanks very much, Newton. It was great experience working with Newton when we did the rebranding of Verde a few years ago. We kept in touch, and I was very excited when he accepted to join us. So it's great to have you on board. Now, we shall hear from Lucas Brown. Please go ahead, Lucas. Thanks. ... Thanks, Cristiano. It's a pleasure to speak to you all today. Thanks. So my name is Lucas Brown, and I recently joined Verde as the VP of Corporate Development. I am originally from the U.K., but I've been working in Brazil now for over 10 years, and I came here working in the private sector. I spent five years working with Fiat Chrysler, which is now Stellantis, working in supply chain management, which included the launch of the company's newest and most modern plant, and also implementing a new supply chain strategy for the whole of the Latin American supplier network. I then transitioned into the public sector to work for the British Foreign Office, and for the last four years, I was the British Consul to the Brazilian state of Minas Gerais, which is, of course, where Verde's mine and plant is located. In this role, I was responsible for diplomacy, trade and investment, and also the climate agenda for the U.K. government in Minas Gerais. The latter was a particularly exciting challenge, as it was during the U.K.'s COP presidency on the run-up to, and also after, COP26 in Glasgow. During this time, I was able to develop a wide-ranging climate partnership with the state government of Minas Gerais. So I was able to raise the state's climate ambitions, negotiate with international partners for Minas Gerais to successfully become the first state in Latin America and the Caribbean to formalize its net zero commitment and join the UN's Race to Zero campaign. So in a nutshell, my experience is quite broad, and I believe I have a proven track record in negotiating suppliers, clients, investors, and institutional partners, as well as leading strategic projects. Next slide, please. So onto Verde's carbon capture project, and I'm incredibly excited about this project. This is, in fact, what made Verde's invitation for me to join the company impossible to refuse. So during the last four years working in diplomacy on the climate agenda, I've become convinced that Brazil can and will take a leading role in its international decarbonization. To be able to deliver on all of our country's Net- to- Zero commitments, there's definitely going to be a need for exponential increase in the implementation of low-carbon technologies, but also new carbon capture methodologies. This is what makes Verde's project so exciting. The company has the potential to develop one of the world's largest carbon capture projects, but specifically with a focus on credibility, transparency, and quality. The methodology of Enhanced Rock Weathering, or ERW, as I will refer to it from now on, is still quite nascent in terms of large-scale projects, but the market has shown significant confidence in its potential, already receiving large investments from some of the big tech firms. Verde is in a fantastic position. We have huge mineral reserves of 3.3 billion tons, and this is compliant with the Canadian National Instrument 43-101 standard. The carbon removal project will not require changes to our operational processes or application methods on the farmlands, and with a production capacity of almost 3 million tons per year, the potential of scalability is substantial, to say the least. Next slide, please. So technology backed by scientific research. So I think it's useful if we take a step back and give you a brief overview of how this work began. Of course, Verde has shared quite widely through press releases and its newsletters regarding its academic partnerships with some of the the world's leading academic soil science departments, which is mainly Newcastle University and Heriot-Watt University in Edinburgh. To begin with, an independent study carried out by Professor David Manning in Newcastle found that the products, Verde's products, can extract CO2 from the atmosphere at a ratio of approximately 120 kg per ton of product applied. Later, a commissioned study from Heriot-Watt University's Research Centre for Carbon Solutions found that our products undergo mineral dissolution in only a matter of months to a year from its application to the soils, which, in other words, the carbon capture process is indeed accelerated. This is incredible scientific foundation to our ambitions for carbon capture, and we will continue to collaborate with these partners to guarantee the project's validity and transparency. Next slide, please. Carbon capture opportunities. These are the two priorities that we are going to focus on. Firstly, carbon offsetting, which is the sale of our products with the objective of carbon capture through ERW. The publication of various press releases this year have garnered substantial attention, and we are in touch with various parties already looking to buy high quality, permanent carbon offsets. This is an area that we predict will have exponential growth in the coming years. Investors are looking at some always more and more for better quality and permanent solutions to carbon capture. Verde's carbon capture project not only guarantees permanent sequestration of carbon, but also, as I mentioned before, boasts huge scale opportunities to companies' owned and licensed reserves. The EU's Emissions Trading System, ETS, for example, has already begun discussions to increase its emissions reduction ambitions, and this has already led analysts to forecast higher carbon prices. The takeaway message here is that we're going to intensify our efforts to become a pioneer in the carbon market. Secondly, carbon insetting. This is focused on clients that have their own decarbonization commitments and net, net zero targets. Sorry, you can just go, yeah, go on the slide next. So for the clients that have their own targets and commitments, they will be able to reduce their own carbon footprints by substituting the use of potassium chloride fertilizers with Verde's K Forte product. So this is a growing movement called insetting, where many companies are adopting an approach to support their suppliers and their clients in their own decarbonization plans for Scope 3 emissions. Next slide, please. So here I'm just gonna walk you through two slides with a high level action plan to be able to monetize carbon credits. So beginning with offsetting, we are going ahead and presenting offset proposals to potential farmers. Pilot projects have already been implemented, and we are measuring what has been applied to be certified and sold. We've selected the areas where most of our product is applied and plan to start by implementing three measuring stations in strategic clusters with the potential of scaling up. Next slide, please. In terms of insetting, the application of our product will allow clients to measure the captured carbon and reduce their own emissions. So this is important because many Brazilian farmers publish their carbon emissions inventories. By replacing potassium chloride with our product for potassium fertilization, clients can measure the captured carbon and reduce the emissions within their own value chain. Furthermore, we plan to share a press release in the coming weeks on a report that highlights the accurate carbon footprints of imported potassium chloride in Brazil. This report will strengthen the insetting strategy by providing the opportunity for farmers not only to reduce the emissions even further by substituting potassium chloride with our K Forte product. Next slide, please. As well as the previous two priorities, I think it's worth giving you an overview of further actions that will support our business goals. Firstly, measurement, reporting, and verification, known as MRV. Our measurement work has already started, but what I want to stress is that with the support of international specialists, our ambition is to become the world's best-in-class monitoring and verification system. Parameters analyzed will include type of soil, amounts of product applied, type of crop, and climate, among many others. This will give our project credibility and insurance for investors. Secondly, we see an opportunity for public partnerships, especially with the subnational governments. So we are already in discussion with subnational governments to gain access and use of massive amounts of unused, degraded pasture lands with the opportunity to apply our product to capture carbon. And lastly, we will continue to showcase our technology and projects ambitions with international challenges to unlock research and developing development funding. So you may have seen the press release from this morning on Verde's approval into the second round of the Musk-backed XPRIZE challenge. And this is just one example of why we are encouraged and rather bullish to continue applying our efforts into international challenges. Next slide, please. So finally, investor relations. So the message here is clear. My responsibility will be to strengthen our relationship management with new and existing institutional investors, which today represents approximately 70% of our shares. The restructuring of Verde's management team will guarantee the frequent and proactive engagement to communicate the company's strategy, news, and also operational plans. We will continue to use the standard tools of communication in the form of press releases and newsletters, but we also plan to increase our engagement with local and international news outlets to guarantee that our communications are shared even further. Now, there will really be time to develop strong relationships, guarantee follow-ups with institutional investors and analysts. And finally, and the last point here is just that we are currently in the process of upgrading our listing to the OTC Markets, and its main tier, OTCQX. Having recently transitioned our auditing to EY, once the audit of the 2023 financial year is finalized, we will return to study and negotiate the possibility of listing on the NASDAQ in 2024. That's it for me. Let me pass back to you, Cristiano. Thank you, Lucas. Thanks very much. So I would like to thank Felipe, Newton, Gilson and Lucas for today's presentation. I would like to thank everyone who joined our call live. We had about 80, 80 investors attending this call live. I'm pretty sure online we, we will have even more watching this video, and I look forward to this next stage of growth from Verde AgriTech alongside this super team. So thanks everyone, and I will see you all very soon. Bye-bye.