Hello, and welcome to this digital presentation with DecideAct, where CEO Flemming Videriksen is going to do a brief company presentation and afterwards answer our questions. With that said, I hand over the word to you, Flemming. Thank you very much, Ludwig, and thank you for letting us present DecideAct at this occasion. So, yeah, we are right now doing a rights issue, and I would like to have the possibility to present what we are really doing. So basically, DecideAct is an infrastructure for strategy, and what does that then mean? Well, first of all, and why do we exist? First of all, most leaders, they have difficulties to make sure that the organization's strategy is implemented. Most will find it hard to make strategies happen, and the fact is actually that three out of four strategies are not executed, do not reach their goals, are not even implemented. It's not something we have made up. It's something that, as an example, Martin Reeves, a professor from Boston Consulting Group, have documented, and a lot of other surveys are documenting the same thing. He also documented that, it's very difficult to, to reach these things. But there's another organization, which is nonprofit, which is called Brightline Initiative. They have documented that $3 million is actually wasted every single minute, and that means about $2 trillion in a year. As far as I know, that's the same as the BNP of all the Nordic countries together or Canada alone. So if you look in the strategy space and you speak sustainability, there's a big waste here, and I think we, as executives, need to up our game, and that's why DecideAct exists. That is basically to make sure that there is not a risk if you invest DKK 10 million or DKK 100 million, that 75, they just go down the drain. So the classic problems we see is very often that it's difficult to have a systematic approach to strategic alignment if everything is manual, and we kind of say that, or we know that most of these things going on still in organizations, public or private companies or public sector, it's quite old-fashioned and manual. If it's modern, it might be in PowerPoint and spreadsheets, but, you know, most of the other part of the business is already digitalized. So why are we not modernizing this part of our business, the core of our future as businesses? Employees are not involved and cannot see how they can contribute. Actually, a global survey says that 95% of all employees, they have no clue how they can contribute to their organization's strategy. They might know the three overall priorities, but then from there on, they're lost. And finally, this, of course, leave executives and boards kind of in the dark because we do not really have a measurable way to monitor what's going on. Okay, some can maybe monitor the KPIs, but the whole execution part, how things are linked and all that, nobody can almost do that. So we have a saying, out with the old and in with new. So that's basically why we are here. So out with the spreadsheets, out with calling in for meetings to understand where are the strategy. This should be just as simple as when you press a button to know your balance sheet for your finances. So DecideAct, in some ways, are for the strategy, what your finance system is for your economy. But we are, of course, much more because we can also be forward-looking. So we are an infrastructure for strategy. That means that, you can have overall owner strategy, corporate strategy, unit strategies, everything can be connected, or it can be in the same strategy. You can have an ecosystem of strategies where different parties are collaborating, and this means that however you're working with this, you can have a good top-down governance. And by the way, we know that organizations that deploy the same rigor governance on the strategy execution as they have on the finances, they will succeed. Of course, if you have things in a platform, you can be much more agile, and you can have educated discussions on where are we heading and where are we not heading. And you can, of course, engage people any level in the organization. So bottom up is very possible, and you can solve the problem where people do not know how they can contribute. So they can contribute in the overall strategy if you want them to, or sub-strategies. We also like to say that DecideAct is like a GPS for your strategy. This is despite that, I would say, 95% of all leaders in modern businesses, they are still driving their strategy with a paper map. Who would drive through Europe with that? No one. We all will use a GPS or Google Maps or something else to help us to find the way, and that's what DecideAct can do for the strategy. Of course, kind of over time, when our general AI and machine learning and other things get better, we will also be able to look around corners. For now, we can talk about roadblocks, we can see how your culture, execution cultures, and stuff like that, and can help to predict where will you end. So in other words, we can help to engage the entire organization, whether on laptop or mobile, as you will see here. So why is this important? That is because you can need quick decision-making to succeed. You'll get early warnings and could have consistent follow-up. You can have effective execution, and you will be flexible and can adapt to changes along the way without changing everything and need to call people for a meeting and look in spreadsheets and PowerPoints to understand where are we really. So a digital infrastructure for strategy execution really, really help our organizations to be ahead of their competitors, but also to succeed. That means managing execution much faster, create transparency on strategic priorities and initiatives, make sure that we can facilitate stakeholder alignment and the communication, keep momentum in strategic projects, and of course, enable early warnings. So that means we very early can know if something is going off track or if risk are popping up, and we can act on it. And of course, we can ensure consistent follow-up, and as mentioned earlier, adapt to changes.... I thought I would quote McKinsey & Company just to say that, that it's not just something we have made up. So they actually have documented that organizations that make fast decisions, they will also outperform their peers in the industry. They will usually be kind of four times, or actually five times, as innovative as their competitors. They will grow three times faster. The organization health will be up to three times better. Employee will be 2.7% more satisfied. The financial performance will be 2.5% better than their competitors, and they will be more resilient when they meet resistance or crisis and stuff like that. So in other words, to have an infrastructure for strategy makes it possible to act much faster, be much more agile, and strategy and strategy execution adjust to how is the environment. So why do we then in basic exist? That is, of course, because our mission is to transform strategy into action. On longer run, we probably also will be very good decision support for executives, and that's where it comes in, that we wanna modernize leadership through technology, which we're already doing. But on the longer run, as I said, then we will also be able to support decision-making much better than we can do today. Our aim is to become a dominant player in the space. Strategy execution management is a new industry, and there's still space to be a dominant player there. There's not really anyone there which is totally dominant at this point of time. And our value proposition is to engage the entire organization, or at least to engage the entire part of the organization you wanna engage. So where are we, and what is our achievements till now? We have reached now, after the IPO, that we reached DKK 10 million in ARR, and that's our first 10 times growth journey, and of course, we are ready to the next now. We have a quite expanding pipeline, and it's driven by data and marketing, so our wheels are starting to turn faster with inbound sales. So I would say we are on par with competition. And what is the focus then for the coming years and also the proceeds from this funding round? That is actually that we have, first of all, a focus for breakeven in 2024, which we expect we will be able to deliver. We have focused on sales activation, of course, in public sector in Denmark, but also in private in general, to grow further, but we see public sector as a potential game changer, and we are getting more and more deals and more and more in the pipeline there. Then we also have found a way to successful partnerships, and we can see we can grow much faster with good partnerships, where we fit in to the value proposition of our partners, and we can be part of modernizing consulting through technology. Surveys made a year or a year and a half ago tell that consultancies that do not have a good backbone of technology in their services, they will be wiped out over the next five years. And then, of course, we have a focus on large language models or artificial intelligence, or AI, so we can be better at notifications, better to help with analyzing stuff and all that. And finally, of course, as many may know, we have had our first footsteps in Canada, and we see Canada as a sweet spot for future growth. But we are still maturing our position there, getting more brands, we can say, on the shirt, so we can kind of have good references for later scaling there. So that was in short about DecideAct. So I would say DecideAct, invest in that if you are on for a journey on a long time investment. You can maybe compare us with Salesforce, that, oh, I guess 20 years ago was small, and the stock price was probably $2. Today, it's $200. If you look at Tesla and look in 2013, I checked that the other day, then was around $2 as well for a stock, and now it's on about $200. We are at beginning of industry that is growing, and with a long-term eyes, this should be possible to be a very good investment. Of course, we cannot promise that we succeed all the way, but we will do our utmost to do it. Thank you so- I think that... Over to you. Yeah, thank you so much for the presentation, Flemming. I think we'll jump right at the questions. And as you mentioned, you are now carrying out a new issue of DKK 12 million, of which 77% is guaranteed. What will this capital contribution be used for? Yeah, well, we already, as mentioned before, we went out with this, that we have assured the pre-subscription of DKK 5 million and had a convertible loan in place, so we already have secured what we need in liquidity to gain towards a breakeven in 2024. But otherwise, the funds will be used for the focus areas I just mentioned, so that will be sales activation in private and public sector, further sales activation, of course. It will be to grow our partnerships. It will be to strengthen the use of generative AI, and that's basically our focus currently. And then, of course, that should bring us to a breakeven. Yes. The company's annual recurring revenue amounted to DKK 10 million, as you mentioned in the presentation. Mm. That corresponds to an increase of 4% compared to the first half of 2022. Yeah. Do you see a further increase in the second half of this year, so to speak? Yeah. The number you're talking about, 4%, is, of course, after churn, and before churn, it had been, as far as I just remember, 22%. We had an extraordinary churn based on a couple of large clients, which was hit by the international environment and just for cutting down everything and including us. Yes, we of course expect further growth this year, quite a lot further, actually. And as we have mentioned it in our material, we expect that over the next 18 months, we will grow 45% minimum to achieve a break even. So that also means that we need to grow more than 4% this second half. Yes. You have recently communicated new agreement with, for example, a Danish animal rights organization, but also the Icelandic Climate Council. Yes. Do you have more deals like this in the pipeline? Yeah, we have plenty of those deals, and from public sector in our pipeline. A number of municipalities, which also want to use it for the climate strategy and other stuff. We also have other public sector clients in the pipeline, and also bigger associations. So yes, we have more of that, but we also have things pending on the private side, as a number of companies from private equity firms and other similar things. We have a quite good pipeline at this point of time. Thank you. You talked a little bit about the benefits in the presentation, but, what benefits can business expect by using DecideAct? Are any concrete example success stories, so to speak? Well, I think most of the organization which have implemented DecideAct successfully and are mature to go into this, they will also see that they have an execution rate, which is probably 75%+ in what they're doing, and they will be much more successful in getting things done. They will have easier to handle complexity. It will be easier for them to navigate and do changes. But maybe most important, the whole idea of having a strategy is, of course, to ensure new value creation, and we are contributing quite a lot to that. If we look at the word, the word economy sounds big, but the economy is pretty tough right now, and many industries are struggling. Do you notice a reduced willingness to invest or maybe a caution from customers? We have not experienced that in terms of caution in the deal-making yet. Not much, at least. There may be a little bit last year. But what we have experienced, as I mentioned earlier, is that we have had a couple of bigger clients, production companies, which have been hit heavily, and they have just cut, you know, all cost, including, of course, DecideAct. So, so that have affected us. But when I look at the pipeline and the dialogues we have, then I think that actually is a growing interest for a solution like this. It's a new industry, and many executives do not know it exist, but we have started to see demand for it now. Despite maybe challenges in the economy and other things, then I actually believe we will grow, and we'll grow quite steady in the coming years. Finally, why should investors take a closer look at DecideAct as a potential investment? Yeah, well, I would say any organization, private or public, are working with plans and strategies, and they do not have tools to serve them on that. They might use other things, but they do not have really an infrastructure for strategy. So if you're an investor, then we are fulfilling a need that most organizations will have, as I said, private or public. And as also mentioned earlier, I think, in, in this, interview, was that if you have the long, lenses on, then I think this is an industry that will grow quite a lot in the coming years. Just think about where Salesforce was 10 years ago, and where it is today, or it was 20. I think this industry will grow as big or bigger. Thanks so much for presenting to us today and answering our questions, and good luck going forward. Thank you very much. Thank you for letting us, Sandy.