Hello, everyone, and welcome to another exciting investor call. I'm joined by our CEO, Curt Marvis, who's on the line with us. We're going to wait a few seconds for more people to join. Curt, if you'd like to tell any jokes, now would be the time to do that while we wait for people to join. I'll let you take it away, sir. Yeah. I don't know, Jace. I don't see the same thing you see, so I don't know. Do you want to wait, or are we ready to jump in? I'm taking a look at how many viewers we have. Let's see. Let's wait another 30 seconds. Okay. See what happens. Jace, since we're in different places, when we get to the end, if you don't mind texting me. We've got some of the questions that came in earlier that are part of this that we've got, but if there's more stuff that comes in, if you don't mind texting it to me during the call. Yeah, not a problem. It looks like we have 25 people joining, there's a healthy amount of people at the moment. You want to just take it away, Mr. Marvis? Yeah. All right. Okay, everyone. Welcome and thanks for taking time out to join us for a discussion about our results from fiscal 2025 and Q1 2026. I know all of us were both disappointed and dismayed and unhappy about the delay that occurred around the release of these numbers. I think probably the single most important comment I can make about that is that nothing changed. Everything that we had presented to the auditors and with them, all the numbers remain the same. There might have been very, very small immaterial adjustments, but nothing that was of any significance. The issue is around a number of technical issues that arose in terms of revenue recognition and other things. We spent untold number of hours along with our auditors in going through the explanations and determinations of those different things that were in question. Obviously, as I just said a second ago, we must have passed the test because the numbers didn't change. I guess the good news of all of it is that we've gone under what I would classify as intense scrutiny during this audit and passed with flying colors. I think we're proud of the work we've done as a company, our finance teams, everything that we've done to achieve that, both in North America and India. With that said, let's proceed with the presentation. Also happy to answer any more questions about that at the end of the call. These are some of the highlights and things that I want to talk about and focus on a little bit in terms of what happened in fiscal 2025. Fiscal 2025, as most of you are aware, we report calendar year. That ended in December of last year, that is literally now nearly six months ago. It seems like a light year in terms of how this business operates and moves. We did have our highest revenue, a record revenue year for us in 2025 of CAD 32.16 million. We're very proud of that. I'll talk in a later slide a little bit to show you some of the growth trajectory of what's happened around the business. The thing I would underscore, I think, the most around that is that we think we can do even better. We think that we've invested and made some strategic decisions, including just the focus on the creator economy business, which will help us dramatically as we move forward, and I'll talk about that a little bit more as we go forward. In Q4 of 2025, we actually achieved our highest revenue quarter in company history of CAD 11.1 million. One of the things that's frustrating for us as a business is we're not perfectly suited for quarter-to-quarter reporting. It's a little bit frustrating at times because we tend to, in general, have much more business in the second half of the year on a calendar year basis. It's also challenging sometimes, and this came up in the audit as well about revenue recognition timing, deliveries that overlap quarters, that we don't have a perfect cutoff date that happens on projects, including some of the larger projects that we do. This becomes a very, very challenging thing as a company when we're looking at ourselves on a quarterly basis. The reality is, as a management group, we tend to look at ourselves more in half years and years than we do quarter to quarter. I can tell you that, and we'll talk about Q1 2026 in a moment, what I can tell you that the accelerated trajectory of our business in Q2 that we're currently in is keeping us on track with what our goals are as a business. Nevertheless, Q4 2025 was a spectacular quarter for us. We're looking for more of those in the second half of this year, and Q1 that sits right below it at CAD 7 million. Don't get thrown off by that. CAD 7 million in Q1 for us is also a record, and about 22% higher year-over-year than Q1 in 2025. The other piece that I wanted to talk about a bit is the net loss. While we're very, very proud of the fact that we achieved a net profit in Q3 of 2025, we've also made strategic decisions for investment into the business that are going to drive much larger growth we feel going forward. With that said, our net loss improved by 73%, which is about CAD 5.5 million. That's not an insignificant amount of money for us, and it's really a reflection of the drag that was happening from the businesses that we've gotten out of in both the gaming and channel businesses, and the focus that we've got now on the influencer marketing business. That's an important number to pay attention to. Obviously, more importantly than that is on the left side there of CAD 738K, where we had a net profit in Q3. That remains a huge priority for all the obvious reasons for all of us as shareholders and people that follow Q. We are expecting that we will be profitable in 2026, on a combined and aggregated basis, Chatterbox has been able to maintain profitability, including through its last fiscal year. On a lot of the sort of legacy issues, I'll call them, of the channel and gaming businesses and other things that were done, those fall on the North American business or QYOU Media, the parent company. We continue to work on that. They're continuing to go by the wayside with most of it being removed at this point, and I think you'll see that in our results again as we go forward. The other thing that happened, of course, in 2025 was on October, I believe it was 3rd or 4th of 2025, we took Chatterbox public on the Bombay Stock Exchange. We remain, to date, the only influencer marketing agency that is listed on any public exchange in India. While we've been a little bit disappointed in the results that we've had recently, we are very bullish and believe very strongly that you're going to see that rebound in a big way as we move forward. The bottom line is that, as a company, both in North America and India, we're getting larger and larger enterprise-level deals. I'll talk about that a bit more in a second. We've made a lot of progress in integrating the business units between North America and India, which we see as a huge advantage to us as an operating company on a global basis going forward. Possibly the most important aspect of the entire business since we've last talked about numbers is that the creator economy is fully mainstream now. There's no doubt about it. There's every indication of it. On that very first slide when I spoke about a CAD 40 billion industry, that's just the business that's involved with what we do in the influencer marketing agency business. The entirety of the creator economy business is now well over CAD 500 million, and most projections have it going somewhere between CAD 1.3 trillion to as much as CAD 2 trillion 10 years from now. The growth trajectory of the overall business that we're in is spectacular. It is continuing, and there is no end in sight, in terms of what is happening in the business. I wanted to talk about that for a moment. One of the other areas that gives us a lot of excitement and belief in the opportunity that exists is the market remains very fragmented. The largest player in the market probably, which is a company called Influential, which is owned by Publicis, it is hard to say, we do not know the exact numbers, but let us just call it around CAD 400 million, maybe as much as CAD 500 million of a CAD 40 billion industry. As this slide says, 98.5% of this market is fragmented. There are literally dozens and dozens of companies that are close or around the size of QYOU Media. We think with our established situation now as having a really increasingly integrated presence on a global basis between our North American, Indian businesses, that this is kind of the launch pad for what we need to do in terms of growing going forward. The bottom of the slide, it says a decade of experience. We are really, between Chatterbox and QYOU USA, we are really OGs in this business. We have been around a long time. We have seen the shifts and changes and improvements and serious aspects of how brands all over the world use influencer marketing and social media marketing now to drive their businesses. Between the two companies, we have really built a very robust and strong foundation for the business. The lower left-hand corner there, where it talks about the platform campaign and content strategy, this is something where we have been building technology, mind share capabilities on a number of different levels to be able to deliver to our brand partners and our partnerships that we have across the board, real world, real time, and really valuable information for them as they roll out their products and services. That is underscored by the creative development that we have done. We actually won an award, recently for Best Creative Studio, that we won here this year. We are extremely proud of the creative work we do, and much of what really drives the growth of our business going forward is the creative drive and accolades that we are receiving. In addition to that, because we have been around as long as we have, we have activated incredible number of creators around the world and across the two business units. We also, although we do not represent creators directly, in the U.S. business, Chatterbox now has over 100 creators that we manage directly, and we see that continuing to grow going forward. We are considering whether or not we want to get into that business on the U.S. side. Perhaps the largest area of growth in the business going forward for both business units is in media and amplification of that media. What that means is, in the old days of social media marketing, you used to not really what we call boost or amplify the views and the visibility, if you will, of a post when you made it. Just kind of relied on whether people got there or not. Those times have changed dramatically. Now the easiest way to explain it really is the same way that an advertiser pays in the past and in today's world to have their ad shown against a television program on television. Same thing is happening with all of these platforms, whether it's TikTok, Meta, YouTube, et cetera. We have really built up that capability across the business. This year, we announced what we call QYOU Amplify, which is specifically about the media buying part of our practice. Not that long ago, maybe as little as two or three years ago, we used to do campaigns where 85% of the business was, we'll call organic, and 15% of it is amplified. We have campaigns now where that's almost flipped completely. Certainly to have campaigns rolling out where it's a 50-50 mix between those two is not uncommon at all. Media and amplification is probably the single largest area of financial growth in the influencer marketing and creator economy space at this time. We have built both technology and capabilities that are world-class, and we look to grow that business completely. As I mentioned, talent management at Chatterbox is something that we also see growing significantly as we go forward and as influencers become their own sort of brand and business units in themselves. As I mentioned, the impact of these two businesses and the ability for them to go together is really large, and sometimes you have to look at the numbers to be able to grasp what that is. We've worked with over 1,400 creators over the 10 years that we've been doing this, that have generated over 4.2 billion views. Maybe most importantly is what I mentioned a minute ago about enterprise. The biggest challenge of the business, both here and in India, with Chatterbox is what I would call a campaign-to-campaign or a job-to-job business. It makes predicting revenue challenging. It makes managing the business very challenging on a day-to-day basis. There's a big drive that began really in 2025, is increasing in 2026 to drive more of what we call enterprise deals. What an enterprise deal really reflects is where we've got a client that's a large client, like where we talk about here with Paramount, Disney, Kraft Heinz, Activision, Hulu, which is actually part of Disney. This is where we're getting larger scale deals that are expanded over a larger time period. Sometimes it may be six months, it could be 12 months, potentially even longer than that, where you've got a consistent flow of work that's happening around that. This biggest selling point, we're doing the same thing in India with brands like HUL. I just went blank. Unilever, sorry. Unilever, Amazon, Spotify, et cetera, where HUL threw me off for a second. Sorry about that. We're looking for brand partnerships and relationships, where we talk about going into this as the creator economy is not an afterthought, but is a primary marketing channel for these companies, where we're very embedded into the planning process and the planning stages of what they're doing as companies. That's a huge shift that's happening across the entire industry. That's what's driving the CAD 40 billion in the current marketplace that we're working in terms of the money that's going into that. It's an area where we feel extremely advantaged in terms of both the experience, the tech capabilities, and the knowledge base that we have with our clients to build that going forward. Many of you have heard about our plans to expand internationally further. That was targeted to be headquartered or is targeted to be headquartered out of Dubai. We were actually really looking to turn the jets up on that right after March 17th when Ramadan ended in the Middle East. Obviously, as everybody's aware, there's something which was beyond our control that occurred in the Middle East region as the same time of this. Nevertheless, we've continued to do work, both through the U.S. and India, for clients that are based in the UAE and GCC territories. Obviously, we all know the news that came out over the weekend of hopefully a peace treaty between the U.S. and Iran. Hopefully, that's all going to come true, and we certainly know that that's going to open up the floodgates further to what we were seeing at the end of last year before things came to a grinding halt based on the global conditions there. Still a very big project for us going forward. Obviously Saudi Arabia and the GCC territories in general, there's a huge amount of wealth there, not just for business that we can do there, but we also believe there's some strong strategic investment opportunities there as well. As we move forward, these long-term relationships that we've built with many of the world's largest brands, I wanted to underscore that because I think it gets lost sometimes. We aren't necessarily in a position from a contractual point of view where we can come out and beat our chest and talk about these larger deals that we're doing with company. Even if you look there as an example of a Walt Disney Company, we've been working with them since 2022, 113 campaigns generating over 2 billion views. These are not trivial relationships that have been created. Kraft Heinz is one of the most exciting relationships that we have right now in terms of the growth that we're seeing and the campaigns that we're doing on everything from Heinz Ketchup and Mustard through Bagel Bites and Lunchables. These are very important relationships, and we see these as sort of the foundational kinds of relationships that will allow us to become more predictable going forward in terms of not only the revenue that it generates, but also the cost structures around them that drive these going forward. Part of the reason that we believe that we are hired by these companies and growing as a business overall is that we outperform market foundational metrics on an ongoing and regular and consistent basis. Whether it's two times the engagement or seven times the added value that we get. When we talk about added value, these are influencers that have been hired to perform certain tasks and posts against a campaign. We have a great relationship with them across the board, we often get them to do more posts that are added value, which of course our brand partners love. That drives higher engagement rates, that drives more viewership, et cetera. All of this has been strongly recognized in the industry. We've already won five awards this year and many over the years for the work that we're doing. As I mentioned, one of the ones that we're most proud of this year was getting recognized as the most innovative studio, with what we're doing with our studio work. At the bottom of this page, we talk about our proprietary tech platform. Some of you who've done a little bit more digging, I'm not going to talk about names or other things because you'll be seeing more news about that going forward in the second half of this year. The bottom line is that both Jace and the team here in the U.S., and then independently, initially, an India team have been independently working on technology that supports our businesses for years now. What's really exciting for us is that we've begun the integration process between those two different groups of technology developers in India and the U.S., and we really are developing now, obviously, and it goes without saying, an AI-ready and AI agent-ready platform. This is a platform that's been built by the demands of a very diverse group of brand partnerships that we have, and a very diverse set of requests from them about what they want those campaigns to do and perform to go everything from just driving views to particular specific audiences through transactional things that may happen against those campaigns going forward as more and more direct transactions happen with these campaigns. This proprietary tech platform is, we believe, going to be immensely valuable as we roll it out more powerfully going forward. I think when you see the valuations that are created for some of the companies in our space, there's not one of them that doesn't have a platform that they've been developing. We believe that what we've got through our own proprietary platform is superior to anything that we've seen in the marketplace thus far. I believe that all investors and followers of our business will see that the technology that's going to get unleashed by us in the market, not only for our own use, but potentially for others to use as well, is going to be a very powerful driver for the company as we move across the second half of 2026 and going forward in 2027 and beyond. I wanted everybody to take a look at this slide. The most important and first thing I will state is 2026, we are not giving formal guidance, okay? That's why this is. In fact, I think there's a mistake here. It says projection. This is a goal. We have goals that we've stated previously of basically trying to grow with the CAGR of the overall industry of about 30% year-over-year, maybe a bit more than that. This is something that we're trying to do. Obviously, inextricably linked to that revenue growth is profitability. I talked about that a second ago. Don't anyone think that we're not focused on that or that that's not important. In the same breath, I will say that it's a highly competitive marketplace. We need to do things like technology development and hire key salespeople and other executional people. These are not cheap hires for us. They're fundamental to continuing the trajectory of our business and growth going forward. I think one of the things we're most proud of is when you look at this slide, I think it gets lost sometimes that we've gone over the last six years from $5.5 million in revenue. By the way, this is only the two businesses that we're in now, Chatterbox and QYOU USA. When you look at this, one of the drivers for the reasoning behind why we chose this is that we did have for quite a few years, a highly investment-heavy couple of businesses in both gaming and the channel business that we were investing in. It became very clear to us that there was no way to ultimately get profitable out of those businesses. The shift that we made for the company going forward. We still suffer some of the drag from what happened in previous years. We're escaping that at very high trajectory right now. I think 2026 will be the last year where that drag or boat anchor, as I call it internally, that has taken us down is something that is there. There's one mistake that I'm just seeing on the slide, by the way, the combined that you see there of 30 million, that's $30 million. We normally do this slide in U.S. dollars for investor presentations. That's why you'll see that mistake. Apologies for that. Maybe we'll change that, Jace, before we post this. At any rate, the point is that we're having significant growth of 43% CAGR is higher than the industry itself. We're looking to continue this kind of growth going forward with a focus, as I said, on bottom line profitability going forward through calendar 2026 and in ensuing years as we go forward. One of the reasons we're also very excited beyond our own growth is what's happening in the industry in general. There is a massive and accelerating amount of M&A that's taking place. The most recent is the one that you see there, the second box at the bottom, Accenture Song, the purchase of Whalar. They actually didn't purchase all of Whalar. They just purchased their agency. They did not release exact numbers. The guess is that it's a $300 million-$400 million acquisition. What's happened in the space is there is an immense amount of M&A activity and acceleration. The larger agencies, the Publicis, the Accenture, et cetera, of the world are acquiring with increasing frequency large deals. Publicis had already acquired about one year ago, the company I mentioned a minute ago, Influential. The rumored price for that was about $500 million. They later got Captiv8. Again, these numbers are hard to get. These are all in the hundreds of millions of dollars. We're seeing a big trend that's taking place in terms of M&A activity in our space. Why is that important? Well, it's important for several reasons for us. One is, we believe as we get our feet underneath us in a stronger fashion, that there's a tremendous amount of M&A opportunity for us going forward. That M&A opportunity, by the way, on our side, would only be focused on businesses that are profitable. We are not going to look at or even consider any company that's not accretive in terms of immediately accretive in terms of any M&A activity we may do for smaller agencies that we could believe can be very strong and powerful for us on an accretive basis as we move forward. With that said, we believe over the coming 12, 18, 24, 36 months that as we build our revenue base, as we build the global reach of what we're doing, as we build our technology prowess and capabilities, and some other things that we're not ready to talk about publicly yet, but that we think will excite our shareholder base and investors, this is a huge part of this. There's going to be massive consolidation. As I said in the first slide, there is no 800-pound gorilla in our industry to date. The closest is the one company, Influential, which is owned by Publicis, but it's a very wide-open marketplace. That's combined in the same breath with an industry that has gone from sort of the red-headed stepchild 10 years ago when we started in this business in terms of marketing campaigns and marketing groups, to the number one most important area for any brand globally that wants to reach any audience of any age. They're doing it across Instagram, YouTube, TikTok, Snapchat, et cetera. These platforms are where we specialize. This is what we've been doing for a long time, and this is why we're so bullish on what we believe is going to happen for our business going forward. I want to get into some of the pre-submitted investor questions and answer some of those. I'll start on the left-hand side with the first one. Is there anything unexpected that's material in 2026 thus far? There's two things. One which isn't really unexpected, which is the good news part, is the seriousness with which brands are spending dollars in this space. As I mentioned a second ago, in the next 10 years, this business is going to be in the trillions of dollars, and it's all ready. There is more money that's being spent on social media marketing this year in 2026 than was spent in the history of television at its zenith. The amount of dollars that are going into marketing now that are being spent by brands is actually, it's not, again, unexpected, but it's striking to us on a daily basis in terms of the value that brands are putting on this industry and how it's so serious for them in terms of the campaigns they're rolling out. The bad news, if there is bad news, is that with that happening, we're now dealing with procurement groups inside of these larger brands and agencies. We're dealing with margin pressure within these brands and agencies that are stronger. As the business has become more formalized, and where there are immense amount of dollars that are being spent on the marketing of products, what was once something where there was the social media marketing group five, six, 10 years ago inside of these marketing teams at these large companies like Kraft Heinz, Disney, Activision, et cetera, this is now the number one priority for them. The scrutiny that goes through the procurement process, through winning these campaigns, through keeping them on track in terms of the severity of it, again, won't say that it's unexpected, but I will say that we're actually having an offsite here with our management group tomorrow in North America to address a lot of the changing things that are happening in the industry as the scrutiny and serious nature of what happens from launching and managing a campaign continue to grow. How's liquidity for QYOU USA with Chatterbox now in good shape? What funding needs are there, if any? As I mentioned a second ago, the answer to that question is yes, you're correct. Chatterbox is in good shape as a result of the IPO that happened. As I've stated previously, and as I think most people are aware of, those funds are reserved for Chatterbox. When you go public in India, you have to create what are called the objects, which means the things that the capital is going to be spent on. It's a very highly scrutinized and very regulated thing that we have to follow at Chatterbox, which I think is good both for ourselves and for investors and shareholders. That's something which is fine. The North American business, QYOU Media, is really the one that is finalizing the burden of some of the, frankly, mistakes or missteps that we may have taken in the past. As I mentioned a second ago, we're almost outside of that. There are not funding needs necessarily for the U.S. business or for Chatterbox. However, we are always constantly in discussions, and as I mentioned, because of the spotlight, if you will, that's been placed on our industry over the last several years, we are constantly and frequently having discussions on a strategic level with people that are interested in getting involved with us, and that includes on an investment basis. We continue to have those discussions and conversations. We continue to look at those. We continue to look at ways to retire some of the loan money that still remains out there that we want to reserve capital for and to see things that we can do to take care of those in a faster fashion. The answer to the question is really not specifically, but like any company, you're always looking for strategic capital and important capital that can come into the business that can help us grow. Probably the number one area for that is, as I mentioned, the M&A opportunities that exist we're not really able to pursue at our current share prices or capital situations. We would like to be in a position to take advantage of that going forward. We'll see what happens there. Question three, am I personally investing at these levels? If not, why not? The simple answer to that is I'm not, because for a number of reasons. Number one is, as I've stated in previous calls, I've not sold a share since we started this and became public in March of 2017. Not one share. Nor would I sell a share today at the existing share price, because we strongly believe that it's going to grow significantly as we move forward and prove what we're trying to do as a company in terms of not just revenue growth, but profitability moving forward. The fact of the matter is that like many of you who've been investors in the company, and I apologize personally, it's obviously not intentional for anybody to lose money in their investment and in the amount of the value of the shares that they've invested in. I too have lost a significant amount of value, just like the rest of you, in terms of the value of what our stock is in the current environment. The reason I'm not investing currently is what I can tell you is that as you see the share price begin to grow in some significant fashion, I hope to be in a position to be able to sell some shares that I've had for a long time now along the way. I also look to reinvest that back into the company at levels that will be determined as we grow going forward. Unfortunately, having five kids, two who are in college right now, et cetera, I'm not really in a position to personally invest, but more importantly, it's because I've not been able to divest of any of the shares that I've received along the way. Frankly, like all of management in this company, we've all lost a lot of the options that we had that were priced out of the money, and surrendered a lot of the equity along the way that we have. That's the cold, brutal, honest answer to that question. Why didn't Chatterbox report FY 2025, 2026 numbers? I'm not sure I understood this question. I think this might be referring to the fact of why didn't we report in a separate press release those numbers. Chatterbox did report fiscal 2025, 2026 in India. If you Google it, you can see different reports that came out around that. Their revenue actually grew 42% in the last fiscal year, and they were profitable, with positive net profit in 2025, 2026. The reason we didn't do anything here is because those numbers came out when we were mired in our issue with late reporting. Because their Q3, which was reported tied to our Q4, it seemed or to our Q1 rather, I'm sorry, their Q4 related to our Q1, and we had not reported Q1 or fiscal 2025, it seemed inappropriate for us to do, and maybe even not just inappropriate, but not kosher with the OSC and others to do that. That's why we chose not to do that. Again, if you google the numbers for Chatterbox last year, you can find those numbers online and you'll also see that they had a really strong and solid 2025, 2026. Question five: What happened with the opening of the Dubai operation? I think I already addressed that. We were slowed massively. It was actually less reported here in North America and even Western Europe, if there's people listening from there, about how shattered the UAE was for some period of time by what was taking place with the war between U.S. and Iran. UAE actually took more missiles and drones than any other company in the Gulf region. That's starting to come back to life, and hopefully the news that was delivered in the last 24 hours is going to kick that off. Our original plan was to really kick things off more strongly right after Ramadan, as I mentioned, but we'll start that up now and you'll be seeing more from us in terms of our Dubai operation, Chatterbox International, and what we do in the Gulf region going forward. Question six. Just checking my time here. Question six: Why do you think the stock has no real following, how do you plan on changing that? Look, we're as dismayed as anybody over both the share price, the lack of volume. We have thought, like many of us have along the way, that we would start to see a resurgence in people who began to believe, not just in terms of what we were doing as a company, but also in terms of what was happening in the creator economy in general. We haven't really seen that, it's extremely disappointing. We also have tried numerous things along the way that I would make the argument haven't really worked. With that said, we recognize as a company that has to change, and I've sort of been made a liar out of promises I've made in the past. Part of that was driven by the delay in reporting our numbers over the last six to eight weeks. Now that we've passed that problem, and that's in the rear view mirror, I believe you will see more public information about us. Raj and team will be doing a separate call like this. We'll pick a date here in the not-too-distant future where we'll have a specific call about the India business so you can learn more about what's happening there. I do think that I can live up to the promise of more proactive sessions like this in the second half of 2026, which we have not really been doing in the first half the way that we originally anticipated. In addition to that, there's a lot of debate inside our company about IR and what's effective and what's not effective. We look at that all the time. We believe that there are some ways that we can do that utilizing our own capabilities with influencer marketing and other capabilities that we have going forward. I think you'll see more coming out of that world as well as we move forward in second half of 2026. Jace, did you text me anything while I've been blathering on here or looking? I did. If you look at your text messages, you'll see. Great. I can read them to you if you would like. Yeah, that's fine. The first one about profit margins. Look, when we combined the companies, there were a lot of things that needed to be done to drive that. As I mentioned, we're still suffering to some degree the slings and arrows of past missteps. I think you'll see us exiting that even further in Q2, and even further and really leave it in the rear view mirror in the second half of 2026. We're obviously leaning heavily into AI now as well as a way to contain costs and find more efficient ways to get things done. A lot of the antidote to margin pressure that we might be feeling from our partners is leveraging AI further to make us more efficient as an operating business. The combination of those two things, I think you'll see in the ability to manage in a better way from a profit point of view, these larger enterprise-level deals are going to combine to do that without adding additional headcount. The big announcement was previously mentioned. I'm not going to hint at that right now. I'll just say that I think you'll see some announcements between now and over the course of the summer that will point to some of the things that we believe that are going to drive us in a much stronger fashion as we move forward. Your second question about why aren't we paying off the high-interest debts? The answer is that, someone asked a question about are we raising capital. We're being very conservative right now in the capital that we have, especially in North America. I think you'll see some changes in that, not necessarily between now and the end of the quarter, but you'll see some changes in the status of what's happening there in Q3 and get those paid off and behind us. Annual report. It's partially related. The question is about AR aging. It's over 90 days. One of the other huge challenges in our industry is the agencies that we get paid by are notoriously slow in paying us. The influencers that we deploy in these campaigns are notoriously dissatisfied with not getting paid a lot faster than 90 days. There's a constant imbalance between AP and AR that ironically becomes even more pronounced when we have higher revenue quarters. In the higher revenue quarters, as you can imagine, if you're paying out to make up, if a number in a CAD 10 million quarter, if you've got a CAD 10 million quarter and half of that is getting spent on amplification, boosting, and creators, CAD 5 million of that. If we're very, very slow in the payments that come our way, because both in terms of the amplification, which is really through Meta and TikTok, they get paid net 30. In cases where we're getting paid more than 90 days, it puts incredible pressure on our cash. This is one of the reasons that answers the question that Cooper's had about why we aren't paying off the debt. We have to stay extremely conservative in terms of cash retention because of that. We've dealt with factoring facilities and other things that we've tried. We've been in discussions about one of those going forward. They can be very onerous to manage and work with going forward. We've also been, because of our share price, obviously in a condition where we didn't want to dilute further at these share prices. It's a daily juggling act that we go through. It's one of the biggest pains, frankly, that we go through in terms of managing the businesses on a day-to-day basis. We think that as we grow in a profitable way going forward, and additionally have a couple of other things we're looking at to take care of some of these high-interest debts and other issues that we'll emerge from this in the second half of 2026 and certainly in fiscal 2027. I don't see it being an issue for us at all as we go forward. Hopefully that answered that question. I think we're intended for this to be 45 minutes. We're at 43 minutes right now. I don't see any further questions from Jace, I'll sign off by saying, once again, sincere and deep apologies for the delay in all this. I got my fair share of hate mail from some of you, and no one was more unhappy and upset about this than management was. Nevertheless, as I mentioned, it's in the rear view mirror now. As you can all see, there were no really huge material changes from what we put out in March in terms of fiscal 2025. We're thrilled as a management team on a go-forward basis. People sometimes ask, "Why are we sticking it out? What are we doing?" Et cetera. None of us would be doing that if we didn't believe that there's a very, very large opportunity for us going forward. That's speaking for myself, for Glenn, for Jace, for Scott Paterson, for Raj Mishra, and all the senior management team that is really going to be rewarded when we see the fruits of our labors really start to materialize in the coming quarters and years. That's it for today's call. We'll have one of these, as I mentioned, just with the India team, probably sometime in the next three or four weeks. We'll send out a press release about the timing of that once we sort out when that's going to take place. Thanks, all, for your support, and look forward to delivering better and better results going forward. Thanks, guys. Bye-bye.