Proliferation issues, the kinds of news that we hear about every day when there's been yet another unfortunate school shooting has occurred. Nobody wants that to happen to their children. Actually, it was a situation my daughter was involved in, and so these are the kinds of things I think are concerning to us, and societal unrest is only growing more and more. The proliferation of weapons is only growing more and more, and I believe in the future that we're going to see a scenario where a building like this, where it's mandatory in its code that you have sprinkler systems, that you have Wi-Fi, that you have defibrillators in the hall, that you've got badge access control, that weapons detection will be part of the normal infrastructure that we see as part of our lives every single day. The rise of Pragmatic AI. We hear about AI every day. You now do a Google search, and the first thing you get is your AI results. It's creating a way to address problems that has to be uniquely built towards solving a problem. That's what we've done. We've created AI software that sits on purpose-built sensors that actually will solve this problem of detecting weapons in an unobtrusive, non-invasive, transparent manner for people just walking in and out of buildings. We're all familiar with the scene on the left. You go to your favorite NFL game, MLB game, you go to see the theater, you go to see the Rockettes play at Radio City Music Hall, and oftentimes you're standing outside in a long line. In fact, when you think about things like security, these long lines and these groups of people are actually a target. That's what happened at an Ariana Grande concert in Manchester, where someone intentionally went into that crowd and dropped a bomb because they saw that that line was actually the target, the best target for them. On the right is the experience that most of our customers have when they go to one of our customers enter into a building. This is the Moody Center in Austin, Texas, where people just walk right into their favorite concert or UT basketball game without having to divest of the purse that this lady's carrying or any of their personal items. The markets we're playing into, and we intentionally started small and got hyper-focused on a certain set of markets. We started with the arenas and stadiums. Why? Because it's fairly obvious. They were already screening people. The fans were already used to being screened. You had to go through the metal detectors because there was budget, security staff, and things like that in place, and if I could come in and offer to those customers a solution where we can actually improve the ingress speed, lower the operational costs, improve revenues, and have a great, great, great guest outcome and experience, then that was an easy sell, and we could just shift the spend, but the market was unwilling to wait for us. Manufacturing, distribution, automotive manufacturers, hospitals, schools, all these other segments of the marketplace actually grabbed us and took us into that marketplace faster than we had originally planned in our first business plan. So we now count amongst our customers four of the top 10 auto manufacturers in North America, some of the largest entertainment organizations in the world, very large school organizations, and healthcare organizations like the VA hospitals, for example. So as we grow into these new market segments, we're playing in about a $40 billion marketplace, which then grows more significantly as we move internationally. We'll talk more about our product and our solution in a moment, but one of the things that's very unique about us is we can detect all of the weapons in the sense of firearms, knives, and bomb-making parts while still providing that fast, frictionless entry experience. Why is this important? Because outside of North America, they do not have the same proliferation of guns and weapons. The issues outside of North America are knives. And if you go into the U.K., where they've just mandated through Martyn's Law that all venues will now have to start screening, they're all worried about how do we detect the knives without alerting on the cell phones. We solve that problem. And it's the same thing when you go into Asia and countries like Japan. So that opens up a new market opportunity for us of a $135 billion market, and we're starting to grow internationally because of the pull that's happening on us, not necessarily the push. Our products are very simple. A couple of gateways that individuals walk through. On your left is the Smart Gateway, the first product that we launched into the market about four years ago. Purpose-built for arenas and stadiums and now deployed in places like Madison Square Garden and Radio City Music Hall and the Cleveland Cavaliers. More and more of those professional, semi-professional, and other venues continue buying, purchasing, and growing this business for us. The One Gateway is a product that we just announced about a month or so ago at the GSX Conference. We think that this is a leapfrog in innovation for the marketplace. While the SmartGateway is purpose-built for those arenas and continues to generate a lot of business, this new product has opened up the marketplace for an event like this one that you're all in today. When you get too much metallic clutter on an individual, such as a laptop, and everyone in this room probably has their laptop with them, all systems will alert. You lose that fast, frictionless benefit. We've solved that problem. I was standing in front of the superintendent and doing a demonstration one day, and they said, "If you can solve the problem of all the laptops alerting so every child can just walk into the school and not feel like they're walking in a penitentiary and we can screen for weapons without having to go through their book bags, not only will we buy this for all of our schools, but I want to buy shares of your company." So we set out to solve that problem. So every individual in this building could walk through this One Gateway and not alert if they've got a laptop with a backpack, a binder, chargers, cell phones, metal bottles, any of these sorts of things. If you have a knife or a gun, not only will it alert on that, but it'll also tell you, "Gun, knife, laptop, smartphone." So pivot your thinking just a little bit. Amazon loses about $10 million per distribution center due to employee theft every year. They've told us these numbers. So they have to put in metal detectors to screen their employees when they leave, which means they now have to pay salaries for people standing in line to go home. Seems a little silly. So with One Gateway, I have the opportunity to now say, "Let's make sure no knives, guns, or other bomb parts are going into the building, and let's make sure nobody's stealing iPhones, cell phones, earbuds, and things like that out of the building." The ROI is very, very compelling. We're pleased to be working with these new market segments like schools, like distribution centers, like commercial office buildings, and places where people have these different kinds of needs. Let's talk a little bit about the ROI. The average walk-through metal detector at any of the arenas and stadiums where we've deployed typically screens about six people per minute. We've all had that experience of standing in line. You've paid your $2,000 for your Taylor Swift concert tickets. You want to get in. You don't want to be standing in the hot Las Vegas sun waiting to go into the building, waiting to go see the Las Vegas Raiders play or whatever. So it's invasive. It's compelling. It's not very compelling. It's very frustrating. You have high security staff, costs of all those people manning these things and doing the secondary screening. With Xtract One's Gateway products, you just walk in, just like you're walking down the road, just like you're walking to Starbucks. Many folks had a great compelling experience at an arena, and a lady walked through the VIP entrance, walked through our system, and she was looking around where she had to get screened, was getting ready to take off all her jewelry. That lady happened to be called Adele. Okay? And she was looking to take off all her jewelry and whatnot. And she said, "Is that it?" And I said, "That's it." She said, "swanky." It was a great tagline. So people walk into our system at about 45 people or so per minute versus the six per minute. So your fans are getting in significantly faster. Your students are getting in significantly faster, and you've lowered the cost of operations. So let me give you an example of a case study. The Moody Center in Austin, Texas, was historically going to use about 40 walk-through metal detectors to screen all the patrons into the building. 17,000 patrons, 250 events per year. The cost of the security staff for those 250 events, for the 40 walk-through metal detectors for all of the people, was about $2 million a year. They've replaced those systems with nine of our systems, about 27 staff, so they've gone from 85 to 27 security staff. They've dropped their OpEx cost for security staffing from $2 million to about $600,000. Now, they pay us something, so we're a for-profit organization. But they're putting more than $1 million of what would have been sunk costs into EBITDA at the bottom line every year. So they're incredibly happy. More importantly, all the fans are into the building in about a half to a third of the time that they were previously. And what are they doing when they're in the building? Stats have shown that the average person is spending about $5 more on concessions. So significantly more revenues, lowering your OpEx cost, and happy fans were in much faster than they were previously. The ROI on this is very compelling. So security is no longer seen as an intrusion and an operational cost. It's now seen as a guest experience enhancer. Some of our customers from our target markets, our primary initial target market, as I said, was to go after the arenas and sports stadiums. We count amongst our customers The Sphere in Las Vegas, NBA teams, NHL teams, theaters, various other venues. Many of these are names that you're going to know and recognize very well. The expansion markets, again, pulled us in very fast. Four of the major automotive manufacturers are protecting their manufacturing facilities throughout North America. Places like the Office of the Inspector General and the Department of General Services for the federal government. Arenas internationally like Co-op Live, multiple school boards, school districts, healthcare organizations like Sentara Health, Community Health, the VA hospitals themselves. So we're very pleased as we build out into these new segments, anchor accounts that provide the reference ability to validate our solution and validate the outcomes that they've achieved. Looking a little bit at kind of our financial situation, we just announced last week our earnings for our fiscal year 2024. You can see from some of these results here that we quadrupled our revenues over the past, the prior 12 months, and we don't see that trajectory slowing down at all. The weapons issues are not going away, and people are struggling with, "How do I introduce weapons screening for a first time without impacting my ability to teach students, my ability to give care to my patients?" Nobody wants the hospital to feel like a penitentiary where everyone who visits has to go through a metal detector. The ability of people to walk right in and not even realize they've been screened, I think, is very compelling. Our total contractual backlog of new bookings has continued to grow significantly. What I'm, as a CEO of the company, most pleased about is the fact that we've actually continued to grow our bookings backlog, our contractual backlog of signed agreements or pending installation agreements faster than the rate of converting to revenue. So while we quadrupled our revenues, we're building our backlog even faster. That, again, is a testament to this is a market that's growing and market demand that's growing very, very quickly, and this is primarily all in North America. We, again, don't see this trajectory slowing down, and we're cautiously investing to continue to fuel that growth. If you look at our financials, you see our investment in OpEx is less than single digits every year. The top line is growing 2%, 3%, 400% every year at a very healthy GP that continues to grow also every year. So we've built a highly scalable and efficient model for growth, which puts us on a great path towards cash flow breakeven. One of the things that's unfortunate about the physical security market and industry is there's a lot of, let's just say, aggressive marketing. So we intentionally took a different approach and said, "Look, you don't need to believe our marketing. Let's go look to some of the most respected security organizations in the world, organizations like the TSA, the FAA, the NPSA in the U.K., which is a U.K. government-funded organization, the Department of Justice, who writes the standards by which these technologies have to operate against in terms of their efficacy at detecting weapons." And we're very pleased to say that as the next generation solution, we're the only solution that has actually carried on those organizations' reviewed and approved product lists and catalogs. When we are asked by organizations, "Well, does it really work?" our answer is, "Let's go talk to the NPSA in the U.K., and they'll share with you their testing results and their report." We've also built over time some very, very strategic partnerships. The Oak View Group, based out of California, which runs about 350 venues globally, arenas, stadiums, convention centers, theaters, places like the McCormick Place in Chicago, the Moody Center in Austin, Texas, Acrisure Arena in Palm Desert. Oak View Group owns and operates their own arenas, or they own and operate other arenas on behalf of others like cities and universities. They went through a heavy-duty analysis as they were opening up Climate Pledge Arena in Seattle, with the idea being, "This is one of the most technologically advanced arenas on the planet." They invested a ton of money to ensuring that. They even used the rainwater off the roof to make the ice for this rink to skate on. It's really quite fascinating, and they said, "The last thing we want to do is open up this most technologically advanced venue and have people experience the first brand experience being walking through 50-year-old walk-through metal detector technology." That's a really bad introduction to a multi-billion-dollar investment, so after extensive analysis, they tested multiple different solutions, and they selected us as their technology partner for their venues around the world. MSG did something similar. MSG sits in the heart of New York City, where the competition for the entertainment dollar is very, very high, and accordingly, they have to stay on the leading edge of innovation while recognizing that they are a security risk because of who they are. If someone was to do some sort of a terrorist activity, MSG is probably a likely target. So after about 12 months of extensive testing, over 24 different test periods, they actually selected our solution, but then went on to say, "We'd like to invest in your company because we think this is the future of the guest experience for these kinds of entertainment venues," and working with them, we're seeing more and more innovation into the system where we're starting to use things like facial recognition to identify, "Who is this individual? Do they have a valid ticket? Are they banned from the venue? Are they a known felon? Do they have a weapon?" All at walking speed while somebody just walks from the sidewalk to their seat. No more standing in lines to go through the metal detector and then through the bag screening line and then through the ticketing line. Completely changing the dynamics of the guest experience. One of the things we're most proud of as a company is our ability to hit our milestones. We come out to the investment community every year and say, "These are what we're going to do and how we're going to do it," and the feedback we constantly get, it's something I'm incredibly proud of from the investment community, is, "Wow, not only did you say you did what you're going to do, but you've done it again and again and again." So we're creating for the investment community a high degree of predictability and reliance on what we can execute as an executive team. That's something that I'm very proud of the team we've built and their ability to continue to deliver what we promised we were going to do. In summary, and I'm going to wrap up here and give a few minutes for some questions. If I were to conclude, why do people come to Xtract One and why do they look at us as an investment community? First, we're in a significant and growing market that is not going to go away. The weapons issues in this country and around the world are not getting better. They're getting worse. And to a certain degree, the horse is out of the barn. We're not going to take the guns away. And there isn't a debate here that I'm trying to enter into about the Second Amendment. I'm just saying we provide a solution for those venues who choose to want to protect their venues to do so in a transparent manner. There's very, very high barriers to entry. What we're doing is we're breaking the laws of physics to be able to identify that what you have in your backpack is a knife, a gun, a laptop, a tablet while you've just walked. You don't have to wait for an X-ray machine anymore. No more bolting an X-ray machine onto the side of some other kind of metal detector. Right? This is at kind of walking speed, giving insight so that the security organizations can proactively deal with something. But it's hard. We're really working on bending the laws of physics here, and there's a lot of people who have tried and failed. It's a tested and proven technology by third-party organizations we talked about earlier who validated that we do indeed what we said we were going to do. And that's given us a huge competitive advantage, not only in that the third parties have validated us as the most effective solution, but the fact that we can do more and we continue to innovate. You saw earlier from our financial charts our momentum. And again, we don't see that momentum slowing down. In fact, if anything, it's only accelerating, particularly with the announcement of the One Gateway solution that was purpose-built for places like schools. Every school has been considering weapons detection, but is saying, "I just don't have the staff to deal with looking in every backpack for a laptop or having the children do silly things like hold it above their head. Just let them walk into school and get educated," and so we see unbelievable growth in the marketplace with the new One Gateway. Multiple streams of revenue. While we've established our base of our product, delivering our gateway systems, we're now starting to layer more and more SaaS revenues with more feature values on it, like ticketing for the customers, which creates a great recurring revenue model to stack on top of that incumbency. As investors, they start to say, "Okay, I can see growth in the GP with more and more software value delivered." It is a SaaS business model. While we do sell to a number of customers in an upfront manner, we also sell to other customers in a SaaS model, which I personally love because SaaS is the gift that just keeps on giving, right, with a lot of predictability in the revenues and recurring revenues. The most important thing to me, though, as the CEO of the company, is the compelling outcome not only for our customers, but for their customers. When Adele walks through your system and goes, "That's swanky," and she's had a great experience before she goes sit courtside at the basketball game, that's something that our customers notice and creates a lot of repeat business with us, and so something we're very pleased of is that where that customer focus is coming back to help us. I'm going to stop and pause at this point and ask if there's any questions? Please, sir. The TSA is not one of our customers, but they have tested our product extensively. The primary reason that the TSA is not one of our customers is by choice. To go through the scenario of having the TSA evaluate your product, get it approved, all the state, all the local governments, all the different organizations that run an airport, that's a long process. It takes a long, long time, eight, 10 years. Quite frankly, as a small business CEO, we're going to go where we can get the most money the fastest. So instead of putting the same effort into eight years of analysis with TSA for 450 airports, if I can spend the same amount of time to go win the business of Oak View Group that's got 350 arenas with probably four times as much deployment per arena as you would to an airport, we're using our time judiciously to go after those market segments where we can move much faster. Having said that, having them validate our technology, we think is very, very compelling because it's probably one of the most preeminent security organizations on the planet. Does that answer your question, sir? Thank you. I'm sorry, did you have a question? Yeah. Just to kind of go off of that a little bit, what does the normal deal flow look like for you? How long does it take to get to these arenas? And then on top of that, where are you at with the educational system? Yeah. It's a great question. For the benefit of the rest of the group, the question was, where are you with your typical deal flow? Obviously, what is your typical sales cycle? Where are you with the educational market? Did I capture all of that? So the deal flow depends on the type of customers. We've had some deals that have been done a demonstration and closed two days later. We've had some organizations where they've gone through almost a year of testing and validation based on who they are and what they have to validate. When you're an organization like the VA hospitals, there's a large degree of cybersecurity analysis, a large degree of testing, a large kind of a budgeting cycle that they've got to put in place. It really depends on the segment. It depends on the customer. In general, a 90-120-day sales cycle is what we see for typical customers. Okay? With education, we were doing extremely well in education. We had not targeted education intentionally a few years ago, knowing that 100% of the laptops would alert, and that would be delivering annoyance to the schools, not value to the schools, particularly if they didn't have the staff to deal with that. With the announcement of the One Gateway product, we already have the inbounds from the schools is significant. Our last fiscal quarter that we announced prior to the announcement of the One Gateway product, 50% of our revenues came from the school sector already. So we already had great momentum there. Right? Now with One Gateway, I want to say we're getting two, three calls a day from customers who are in the decisioning process. And I was saying, "Hold on. That's compelling. Let's talk." And so I'm very pleased with the growth of the pipeline in the school systems right now. Thank you. Great question. Thank you very much. Any other questions here, folks? Yes, sir. Yeah. I'm sorry. We do have an investor package that's on our website, www.xtractone.com. The question for the rest of the group is, what does our balance sheet look like? We're sitting on about CAD 8.5-ish million of cash. We've been declining our burn significantly over the last two years. We think cash flow break-even is quarters, not years away. At the current pace and execution, right now, it's just on us to execute. We are looking at about we generally throw off about 62% gross profit. Okay? Our OpEx growth year over year is about single digits, while top-line growth is about 200%-300%. And so simple math, 200%-300% top-line growth, 62% GP, single-digit OpEx growth. You can do the math and very quickly see how quick we're getting to cash flow break-even. We're not in a position where we need to raise cash. If we did, we would do it only to accelerate our growth faster and further. I'm sorry, sir? How many shares? Again, we've got our CapEx table in the investor presentation. We're about a little bit north of 200 million shares outstanding. Yes, sir? I'm sorry? What percent of stock is owned? It's single-digit percentages. Our largest shareholder is Madison Square Garden at 16%. Other questions, folks? We're just about to wrap up here. I think we're under our last couple of seconds. Well, thank you very much for taking the time out of your day. I really appreciate it. www.xtractone.com. My name is Peter Evans. You'll see me around the event. Karen Hersh is our CFO. She's right here in the front row here and you can corner her and ask any questions. We'd be happy to set up follow-on calls with anyone at your convenience. Thank you so much.