Great. Thanks, everyone, for attending today. The next presenting company is Quisitive Technology Solutions, which is traded on the TSXV under the ticker symbol QUIS, and the OTCQX under the ticker symbol QUISF. Quisitive is a premier global Microsoft partner, leveraging the power of the Microsoft Cloud platform and AI, alongside custom and proprietary technologies, to drive transformative outcomes for its customers. The company focuses on helping enterprises across industries leverage the Microsoft platform to adopt, innovate, and thrive in the era of AI. Here to tell you more about the company is Quisitive's Founder and CEO, Mike Reinhart. Mike, over to you. Great. Well, thanks. Appreciate you guys joining me today. We'll walk through high level, a little overview of the company. I'll get through the disclaimer slides here to give you a snapshot. Kind of, to open it, talk a little bit about myself. I've been in the technology and services industry for over 30 years. Spent a significant amount of my early career working at a large biomedical device manufacturer, Medtronic, where I traveled the world with them, helping them apply technology to their business. For the last 27, 28 years now, been building services and solutions companies that do that for many customers rather than inside the four walls of one. In that model, really align closely with Microsoft as they go to market using their technologies through the various generations. But now with cloud and AI and what it looks like, we're this uniquely positioned partner with Microsoft, and I'll unpack that just a little bit in how we go to market. The business was founded in 2016, went public in 2018 on the Venture Exchange. We've done a series of acquisitions to scale and build the organization, as well as strong organic growth over the years. A little over $120 million in revenues. We have a growing percentage of our revenue in a recurring model through a set of managed services and software licensing that we do, that I'll touch on. Strong EBITDA performance as we build and scale the business. We'll talk a bit about the position, both on a gross margin profile, above 40%, running close to 43%, as we move forward, and have a really good mix of enterprise-level customers as well as mid-market customers here in the U.S., and we'll talk a little bit about what that looks like. So kind of at the high level, our position with Microsoft is quite unique in that we are dedicated to their capabilities across the complexity of their cloud offerings, everything from what we know about Azure, infrastructure, security, data, building applications, leveraging, and of course, all the power of AI that they've embedded into it, as well as other things like their Microsoft 365, that many of you probably use, as your way to interact and collaborate. But also the... as they bring to market their Copilot offerings, which, by the way, they're gonna be rebranding all that here, coming up in the next few weeks, and putting that into a new context. But that whole process around deploying those set of AI capabilities, we have full depth and expertise, as well as then a set of their offerings that they have for ERP solutions, as well as CRM under their Dynamics Cloud platform. We've been working very closely with them on an AI context, and we'll talk a bit about how we're positioned to help them take their AI offerings into the market, and as you know, they're betting their business on AI and the capacity they're building to go make that happen. We've been highly acclaimed by Microsoft, winning seven straight Partner of the Year awards, which is given to their top-performing partners across the world, and this year around some great work we did in the healthcare space, centered on their Fabric data offering and activating it in a healthcare context. When you think about the Microsoft partnership, there's some really important measurement things that are important. If you look at this slide, it talks about this concept of advanced specializations, and these are very difficult to achieve. Microsoft vets you very carefully to ensure that you've got deep expertise in this space, you've done implementations that are referenceable in the space, that you have a repeat methodology, and they actually audit it, and you have to renew it every year. That contract, if you look at this grid, to the right and left of us on this grid, all of these guys are major global players. We're the largest independent Microsoft solution provider in the United States, all centered around these deep expertise, around these advanced specializations that really are important from two perspectives. One is they are a gating function for Microsoft around how they fund marketing initiatives with you, go-to-market capabilities. As well as, though, the second gating is their sales organization is only allowed to work with you in the context of their customers in those areas that you have specialization. And by having this depth and breadth, we're able to be a major player for them here in the U.S. across their mid-market space. The way we make our revenues are really kind of in two buckets. One is as a services provider, we have professional services where we're doing project-based work for customers. That project-based work is everything from building custom software solutions, building out and deploying their infrastructure and security environments, helping them implement their ERP software, and other kinds of things along that front, and has a margin profile that's in the top tier of professional services at 35%-40% across that mix. The other piece of our business in full recurring, which are annual or multiyear contracts, auto renewals, all the kinds of things that make it truly recurring, is a mix of both managed services, where we run their Azure cloud environments for them, we'll manage. And And we have a security offering that we actually are providing them an security set of managed services to keep their-... environment, secure, and provisioned, as well as maintain that security posture across many different fronts from a cyber and other, as well as licensing. We have our own software solutions in healthcare, and employee performance management platform that we sell on a seat-based license, and those are all fully recurring. We have deep industry capabilities, that we're building out in partnership, where we're going to market around healthcare, public sector, and manufacturing in particular, where we have a blend of professional services, subject matter expertise, as well as deep understanding, combined with software for patient care management, revenue cycle management in the healthcare space, as an example. And those offerings together really, again, differentiate us in the Microsoft ecosystem in terms of our ability to go drive and help Microsoft land their capabilities, both in the cloud as well as their products with their customer base. So this market is an evolving and growing market. If you just think about cloud by itself, is still in its fairly early stages. A lot of companies haven't brought their environments into the cloud, across their ERP environments, across their capabilities in terms of data and having it removed from silos into a way it consume. And then, when you think about what's happening in this era of AI and the position that Microsoft has established, the go-to-market with them is very focused on helping them activate workloads, leveraging all the sophisticated AI investment they're making, and being at the tip of the spear with them to go make that happen within the customers. So generative AI is really this enormous opportunity. Microsoft is building out over 500 new data centers this year alone, on top of what they already have, deploying, as I understand it, over 1 million sq ft of concrete every day. They're actually one of the largest employers of construction worker in the world now, on top of everything else they do, as they're betting their business to create scale for what is going to be workloads that get deployed leveraging AI. Our role is to help them activate those workloads that they're building this data center capacity to go and achieve those outcomes. Microsoft, their investments, you guys have probably read about it a lot, but where they're positioning is to take. They have really two big themes that they're working on. One, you hear about this branded footprint called Copilot, which I mentioned they're gonna change. Copilot is about their finished good offerings, where they've built out capabilities in Office and Dynamics and other places to create Copilot, to create and enhance productivity. We're uniquely positioned to help them go help customers understand their readiness and deploy and do that, and the second is all centered around what they call an AI design win in every account. This is where you're taking the proprietary data within an organization's enterprise, using language models, both large and small language models, and creating specific use cases. Again, we have deep expertise in helping customers create that roadmap, build that out, and scale their organization using those technologies. Our set of services are kind of built on the foundation at the bottom of this, of our capabilities that are necessary to make AI real in an enterprise. Everything from infrastructure and security, obviously, one of the biggest concerns is about securing your environment. We have deep capabilities to help organizations establish and maintain that secure profile. Data is an ongoing challenge. Getting data first in the cloud is a major step that still hasn't been undertaken by many of these organizations, and we help them use Microsoft's capabilities, both in Azure, their new platform called Fabric, which is a mechanism to create and accelerate that move to the cloud, all with the intent to ready them to be able to take advantage of AI. Modern business applications and ERP. Microsoft has a legacy platform called Great Plains, which some of you may know about from a long time ago. There are over 35,000 Great Plains customers, and that product is gonna be sunset in the next two to three years by Microsoft and is a major position for those organizations have to move to the cloud and the Microsoft Dynamics platform. Microsoft wants to secure and maintain those customers and not lose them to Oracle, NetSuite, and others, and we're working with them to position to do that, but on top of all that is a set of services that we've built out in partnership with Microsoft. We built what we call our AI Black Belt team that works hand in hand with Microsoft, going to customers to help them understand what does the journey to AI mean for them, and how do they get ready for it, and how do they activate it? That's everything from what is your position to be able to deploy the Copilot offerings, and have organizational change management in place to make sure that you're using it for productivity and in gaining enhancements, as Microsoft is promising. This other concept is building out an AI platform and using and building custom Copilot capabilities that allow you to interact with your data in your organization in a unique way, leveraging generative AI to do both natural language and other automated capabilities. We bring all of this together through our embedded services and go-to-market motion with them. We actually met with Microsoft earlier this year, and we announced just recently that Microsoft came to us and said, "How do we really advance our position with AI, and how can you, Quisitive, be more involved with our customers to help them get started in that journey?" and they actually came and made an investment in us, that's unique. They don't get any equity in it, but they gave us $2.5 million to go hire four people, do some additional campaign activities to really drive discussions for them with customers to create that. So they provide us a series of funding capabilities that allow us to go in. They pay for us to go and do this assessment and early interaction. They're helping fund us to build staff as we scale and grow, to have those conversations on their behalf. They use us as an extension of their sales organization to engage customers. Microsoft's focus is on the really big guys. They go after the Walmarts of the world and have hundreds of people on that account. They go after all the big guys. In the mid-market space, they're relying heavily on a partner channel to go make that happen and looking to Quisitive as one of their largest to be able to go and really bring scale to that marketplace. We are positioned to help make that happen and growing and scaling. We do that both on an organic basis as well as there's great future opportunity for M&A. A couple of things just to think about, our healthcare expertise, as I mentioned, we've got a deep set of capabilities around industry domain expertise, how to apply the Microsoft capabilities, as well as our own healthcare platform that we call MazikCare, which is a combination of things around patient care coordination between physicians and hospitals, that integrates with the big guys like Epic and Cerner, and all those things, but is an ancillary offering that we bring to market to help build and establish those relationships. On top of that, we work with those organizations to help them build out all their other capabilities. We're working with a large Midwest hospital chain. We run all of their cloud environment for them. We build out a set of capabilities to move all of their content into a secure and safe environment in the cloud. Building out those capabilities is core to who we are. In manufacturing, similarly, we've got a set of software that we call ShopFloor, which is built, again, using Dynamics. It's to help to do process-based automation on the shop floor, all tied into Microsoft's Dynamics supply chain platform and bringing that together. The company, the footprint of the company is all built on this model of going public and using that as a mechanism. Our current share position, you can see here, is about 276 million shares. We do have a debt of about $33 million as of June 30th. That debt is about 1.8x our trailing EBITDA multiple, so in a very comfortable position. We use debt as a component of M&A. We've levered up to as high as 3x and then use cash to buy it back down. We're sitting at a lower level today. Decent cash position. We're free cash flow for about 50% of our EBITDA is free cash flow to the business. We are accumulating some of that cash as we go forward to, again, look to make additional acquisitions as we go forward. We do have a preferred share investment in a platform that we had built out and divested earlier this year, which is in the payments universe. That share, preferred share, is held in a private equity firm that has that asset that they're taking to market in funding as we go forward. Our guidance for the year is, you know, $120-$130 million. We're on track in that guidance, EBITDA in the $15-$17 million, and as I said, strong free cash flow in the process. Our leadership team, we've built out a team that really is positioned to take the business to the next level. As I talked about my background, several of my team has strong background in the industry. Tami joined me when I launched Quisitive in 2016. She's former Microsoft, had been there running their partner channel and came over to help us build. She's our chief of staff and runs our people and culture, which includes our HR, recruiting, and scale. Again, over 800 team members globally and building and scaling as we go. Steve Milicic, again, longtime, worked at some really large organizations, been with me for 15 years across the different companies I've built. Runs our IT and innovation. That group is really centered around not only making sure that we have best in practice platforms as we do M&A, but also delivering innovative solutions. We're building AI into many of our internal processes and offerings as we speak, and his team is responsible for that. Scott Meriwether is our CFO, has great public market experience, two different companies on Nasdaq that he actually took public, and led the process to do that, and runs our finance operations capabilities. Lane Sorgen is also a former Microsoft executive, was there for 24 years, with a lot of his time leading their... A $3 billion division of their sales organization, over 400 people in his team. Came and joined us three years ago now, leads our sales and marketing function in building out our scale capabilities as we go to market, both with our direct sales organization as well as the support of what we have in partnership with Microsoft. Dan Kunz recently joined us, hired him over from Accenture, again, where he has deep expertise in bringing knowledge and insights to how we go to market and what that looks like, but also having done things at scale with a global workforce that is important to where and how we build the organization. So the business is built on this whole platform of a unique position with Microsoft. We are, again, a top-tier partner with them. We jointly plan territory accounts. Every day, we're working jointly with them. We have leads that they generate to us through their CRM, our CRM systems are tied to theirs. They do lead generation to us. We jointly sell and go to market with them in that motion. We think there's an enormous opportunity as we step forward, and again, with what's happening on the AI side, to lean in, and take advantage of the wake that Microsoft's building for us to scale and grow and bring these diverse set of services that we have to market in cooperation with them. So we talk a lot about AI and the impact of it, and this is something we talk about with our customers. I talk about it internally at our organization. AI won't replace you, but someone using AI will.... And the whole construct of about how do you leverage AI to complement. And that's everything about software developers and how do they write software now using AI, understanding concepts like GitHub and Copilot and all the things that go with that. It's no longer about, "Can I hire another developer?" It's: "How do I get the current developers I have to do 30, 40, 50% more every day using constructs of AI?" We're embedding all those into our services and what we're doing with our customers, as well as helping our customers know and understand how to apply that inside their environment as well. So all this being said is, we, you know, have a long history of being able to build and grow the business, acquiring and building a platform to acquire. We arrogantly share with everyone. We think we're the best consolidation platform for a Microsoft ecosystem, which is highly fragmented and ripe for that execution. As we build and go forward, we look to grow both, like, organically through our motion with Microsoft, but also in concert with M&A activities that will help us scale reach across geography, as well as capability and discipline. As we've done acquisitions, we've acquired offshore capabilities to complement our global workforce. We've acquired software solutions in industry that allow us to bring together and have a better capability for each of our customers. And then lastly, we've used it to acquire functionality like our managed services capabilities that are necessary to have long-running relationships with our customers. So that's the backdrop that I had to share with you, and happy to take any questions you guys might have. Great. If you have any questions, please feel free to raise your hand. We'll get that one, and then we'll come over here. I know last earnings call, you mentioned the new investment agreement with Microsoft, specifically into the Black Belt AI team. Can you elaborate on how that will enhance the company's overall sales and marketing initiative, and also, more importantly, growing the sales pipeline in the coming quarters? Yeah. So as you think about every. You know, we talk so much about AI. I use the analogy of an iceberg. Everybody's talked about AI, but underneath it, there's so much heavy lifting that has to happen to make it happen. But the conversations with customers to understand that journey are the biggest barrier right now. Microsoft is experiencing this as well. So as we talked about building out this, I call it my special forces unit, but I call it a Black Belt team because these are specialists in AI strategy, AI data, AI application, and modernization that can work with customers to understand how to apply it in their business. The technicians have to know how to use the tooling, and that's important, but that's not the heavy lift. The heavy lift is understanding: What is the value-add use case? What's the ROI on that use case? So this Black Belt team we've built out is this thing... Microsoft is doing something very similar, by the way. They have a Black Belt team that is-- They do this in all their incubation models, is they put this special team separate from their standard sales force to talk about this. We work in hand-in-hand with them, and the investment from Microsoft was to double the size of that team for us on their dollar so that we could be in more conversations with their customers. What that's doing is we now have over, I think it's well over two hundred customer conversations we have that have all been activated in the last four months. Those conversations vary from early-stage discussions about, "Help me understand Copilot and what it looks like. How do I apply it, take advantage of it?" To, "I have specific use cases. I have these 15 different... How do I prioritize them? How do I establish the AI environment and platform to do it?" And then, obviously, the work on the backside is data and application and all the stuff that is core to who we are to bring that together. So we're seeing strong momentum in customer conversation, building pipeline as we go through the motion with them. Microsoft, again, most of this stuff has just been released. While they've been talking about AI forever, their release schedule, most of their products were only available to the mass market beginning in May of this year. So it's very early in that cycle, but building that momentum, we think, is going to have great opportunity for us in engaging with customers. That Black Belt team is kinda that special forces unit in hand-in-hand with Microsoft to make it happen. I'm just curious about your thinking. You're a Canadian company with three hundred million shares outstanding. Can you just explain the capital structure to me? Yeah. So, the process, so we're a U.S.-based company. All of our operations, for the most part, are in the U.S. We have a small footprint. Right. We went public on the Canadian market through a reverse takeover construct, with a capital pool company in 2018. Those shares are fairly tightly held. I own just under 12% of those shares. The shares are held in a small number of institutional groups, predominantly, and a small number of other folks, in the Canadian, mostly our Canadian, institutional groups that own those shares, and the capital structure sits in that. We have a small retail, but our float is light. Again, I'm trying to how do you attract new capital, new investors in that structure? Yeah, so usually through, I don't know if you're familiar with some of the constructs in Canada, but they have a concept called a bought deal structure. So we have the mechanism typically done in concert with an M&A event. We will do a bought deal structure working with one of the investment banking groups there, and we've got eight different investment banking groups that have analyst coverage on us in Canada. We would then. They would basically guarantee. There's usually a syndicate of those bankers that will basically guarantee the bought deal, whether it's 10 million. We've done as much as, I think, the biggest bought deal we did was 50 million. A $50 million bought deal that's committed, and they go over a 10-day period, they go cover it with the institutions or other groups in Canada that they know would be committed to making that investment. I, again, I'm just looking as a U.S. investor, how is... It just seems like a very unusual structure, but- It is different. There's no doubt. It sounds like you're not focused on the U.S. investor at this point. We are. That's why we're here, is making that transition to. We started in the Canadian market, and we're beginning the process, working with the Gateway team, to take that message into the U.S. We haven't done little to no marketing in the U.S. up till now. We're beginning that process. The idea is to cross-list onto Nasdaq. There's a fairly administrative mechanism to do that. There's an agreement between the Venture Exchange and the Nasdaq, that it's a pretty simple process. You don't do an IPO or anything. It's just a papering process to cross-list, and that's the intent, is to take that step as we move forward. Would that require a reverse merger at that point in time? It does not. It does not? No. It's actually- You're having- ... one of the interesting things about this Canadian- You're happy trading at $0.24 a share? Yes, it's not a good place. We're well undervalued, and that share price is part of the challenge in terms of capital raising today. I wouldn't raise money at the current price. Great. Thanks, Mike. Any last-minute questions from the audience? I think we are out of time, Mike, so thank you very much. Great. Ladies and gentlemen, if you guys have any questions, please feel free to stick around or reach out to Quisitive's IR team, which is quis@gateway-grp.com. Thank you. Thank you.