Good afternoon, and welcome to this investor presentation with Brain+. With us today, we have the Chief Commercial Officer, Chief Executive Officer, and the Chief Strategy and Innovation Officer. First, there will be a presentation, and afterwards, a Q&A, where the management team will answer questions submitted via Stokk.io. There have already been pre-submitted questions on Stokk.io, and the Q&A is still open, so that you can submit questions live as well. I will now hand over the mic to Brain+ to start the presentation. Your lines are now open. Good afternoon, everyone, and thank you for being here. We're very excited with today's presentation because so much is happening, and it's only one week away from our launch in the U.K. of our product, the CST Assistant, as a medical device, and also we have, for the first time, released an actual sales forecast for the coming years in terms of sales projections, so we're very excited to share that with you. We are also for the first time sharing the 2025 product roadmap that has been unveiled today in a press release, and just as importantly, and probably the most important thing that we'll be focusing on the rest of the year, is to tell you in the more operational side, how we're actually going to succeed with the commercial plan. We covered a lot in the last webinar about the U.K. market, why it was attractive, and some high levels, commercial strategy. But today, Devika is going to go into a lot more detail on who are the customers and how are we actually going to reach them. So I'll start with a quick introduction of the company, and then we'll round off with just briefly mentioning the TO4 exercise that is ongoing. So as a company, we are solving one of the largest health and social challenges of the world today, and this is dementia. It's the second leading cause of death globally already, and in a market like the U.K., it is the leading cause of death for women, in fact. It is something that is really costly. In a country like the U.K., it costs nearly GBP 36 billion per year. Basically, we're looking at a massive challenge that requires smarter solutions than what is available today. Thankfully, there is actually a therapy available that is well-resourced, has very strong clinical evidence. It's called cognitive stimulation therapy, and this is basically today's leading non-drug dementia therapy. It is something that corresponds, that gives people who take this therapy a six-month delay in cognitive decline, improved communication, and improved quality of life. This is really something that is scientifically and clinically backed over a couple of decades that a lot of people are not having access to today. This is something that we will remedy. Why is it not having access? Because today there's no standardization of its delivery, something that therapists needs to spend a lot of time preparing. And basically, there is a very long waiting time as well for any patient to get access to therapy of any kind. So we have a solution that will solve a lot of the problems, not only with the long wait list in a country like the U.K., but also with the scalability of a therapy like cognitive stimulation therapy. So basically, we are pioneering the digitalization of cognitive stimulation therapy, and that's one major piece of what we is building towards as the category leader of dementia care and dementia management. As we'll get into much more in the product roadmap, you'll see how we're building out that platform to become category leaders within dementia management. Our mission is to make dementia care accessible for all who are in need. With this, I will hand it over to Devika, who will speak a little bit about, as you can see, a new look and feel for us here with a presentation. Devika will also speak a little bit about that rebranding exercise and why we have done that. Thank you. So yeah, thank you, everyone for obviously being part of this webinar. We're really excited to show you this new rebrand and the new journey that we've embarked on at Brain+. So you'll notice that there's new colors, new font, and new naming, and all of this has a real purpose. So hopefully, I can bring you along onto where that journey came from and why we're on it today. So, historically, Brain+ has done some incredible things over the last few years, been very focused on R&D, developing the product, all around trying to improve people's access to, dementia products, neuroplasticity products, et cetera. What we really now want to try to do is productize the solution in a way that makes it accessible and familiar for every single person that touches it. And what we mean by that is, Simon will go into more around the product roadmap, but we wanted the product name to evoke a feeling of care, of light, of happiness, of opportunity and positivity, which is what we really believe we're doing here at Brain+, which is about creating products that essentially is going to reduce cognitive decline and improve patients' outcomes and outlook that have dementia. So Aila is our dementia care platform. This is our first suite of products. It's Aila, powered by Brain+, and the dementia care platform that we're talking about encompasses multiple different products that will essentially solve for the entire journey or the full end-to-end journey of patients from pre-diagnosis all the way through to diagnosis and care. So first and foremost, there are three pillars and foundations to what we believe our dementia care platform, Aila, is doing. Number one, we have a cognitive stimulation therapy foundation, which is what Kim just spoke to. It's fundamentally anchored in CST, which is delivering evidence-based structured activities, enhancing cognitive function, and improving the quality of life for individuals living with dementia. It's digital-first integration automation, so it's designed as a digital-first solution because we want to be able to scale the solution of CST globally and across the U.K. as our first and foremost, methodology of accessing the market. We want it to seamlessly integrate with EPRs, which are patient records across health systems, and we want to automate workflows to enable CST to be delivered across hundreds of different care sites and to millions of patients. We want it to be data-driven analytics for efficacy and efficiency, and what that means for us is that we want to leverage comprehensive data, analytics, and AI within our platform to continuously monitor and evaluate treatment outcomes of CST being delivered to these patients, but also for health systems and healthcare providers to capture the benefits of what we are trying to do through delivering CST at scale to patients across the U.K. and globally. So what we have developed essentially has three different aspects which we believe is overcoming the barriers of adoption and delivering at scale. So it's cost-effective. When you break down the unit economics of the value of what we're offering, it works out to GBP 156.15 per person per year. When you think about that first statistic that Kim mentioned, of the circa GBP 32,000 of the cost of the patient suffering with dementia to the NHS per year, this is a huge benefit in terms of being cost-effective. It's scalable because it is digital first, which means that through using our solution, we can do a multi-site adoption. Which means that at the sites that currently offer CST in an analog standard style, utilizing the digital version of our digital CST is enabling it to be adopted across multiple sites across the U.K. The functionality and the beauty of our product is that there's adaptable content, it's filtered depending on the demographic, and we can make it culturally appropriate. And there are a hundred and fifty-plus clinically and expertly validated CST assistants, CST sessions for CST therapists to go through and use and choose as they're delivering their sessions, which makes this really easy to implement and really easy to scale. And another point, which is accessibility, so we've standardized it, which is the most important aspect of trying to then prove that we are delivering great patient outcomes. Because through standardizing the format of delivery, means that we can actually capture and prove the value of this solution in its digital form. And it enables therapy to also be delivered online, which is one of our product iterations that Simon will now go into as he goes through the product roadmap to you. So I'll hand it over to Simon, who's been instrumental in supporting the outlook for our roadmap, and he'll take you through our really exciting new products that we have coming up. Thank you. Thank you, Devika, and thank you, everyone. Yeah, so we would like to take you a little bit through, first, the first product that we have, on release already next week, and then a little glimpse into the products ahead. So the first product that we have, Aila, Your CST Assistant, that we've been speaking about, the overall goal for this is to bring the clinically validated therapy of CST to patients for better patient outcomes, what Devi also described before. So it's also a cost-effective solution of delivering CST, so it provides easy preparation and delivery for therapists, but also cost and resource savings for healthcare providers. So the next product that we will have in the pipeline... Before going into that, a little bit about our focus for the roadmap, looking into both next year and the years ahead. So for the next year, it's about getting the CST therapy out to as broad a segment of people as possible. And so some of the ways that we're going to do this is through scalable delivery forms, so virtual delivery of CST, which I'll speak a little bit about in a minute. We also wanna start engaging with people earlier in the patient pathway than before they reach the CST group, and engage with them from home. Another important aspect here is also that the products, Brain+ products, is visible from the workflows at the healthcare provider site. So these are the Electronic Patient Record systems or electronic medical records that Devika also mentioned before. This is a, it's key for the product to be visible in there in order for the practitioners to see them and have easy access to them, so we will focus on that as well. So the first product that we have in scope here, which is called Aila: Your Home Companion, version one, that's depicted under the two here in the as the first product. This will be a product that is intended for people to use before they go into a CST group, during the CST group, and after the CST group. And the purpose for this is to tap into some of the waiting times that there are before people go into group, and actually also before going into the diagnosis, to start supporting people from home there. But also, of course, start engaging with people earlier, so, and also continue to engaging with them from home after the CST group ends. This product will contain education and training material to support people from home. It will also have wellbeing scales, and a number of other content that can provide meaningful progress feedback to the patient, but also very meaningful data back to the healthcare practitioners. So the third product, number three, the Aila, Your Virtual CST Assistant, this is very much about broadening the reach to other segments that are currently not accessible to traditional group CST in clinics. So this can be due to geographical or medical or personal reasons. So this product here is an adaptation of the Aila, Your CST Assistant, with content that's suitable for delivering virtual. We will also have a protocol on how to successfully deliver it virtually. We will also be clinical validating this in a randomized control trial. Effectively, this product, Aila: Your Virtual CST Assistant, will lower the thresholds for sites to scale their CST offering to more sites, or other segments, but also for new sites to come on and start delivering CST. The third, fourth product, the Aila: Your CST Planner, this is a planning and logistics system to make the whole CST planning easy. It's also a way of, of course, to connect to the other products and services in our portfolio. So the use case here is that when a specialist, a psychiatrist and neurologist, does a diagnosis of a patient and speaks about the CST with them, they refer them to a community care trust, where an occupational therapist takes over and do the planning of this. This is a very laborious task and requires a lot of calls and forms that are ideal for automation. So this is essentially what the Aila, Your CST Planner is. So again, it's a way of also making offering of the services more attractive from healthcare provider point of view, but it's also a platform where we can expand with other services in the future, such as offering clinical services and educations to personnel and so forth. The final product, which is leaning into 2026, is a version two of the Home Companion, so this is a fully interoperable version of the Home Companion support tool, which have also been expanded both with therapy modules that enable people after the group to do more home-based therapy to maintain the benefits from the CST group, but also a way of going into this remote patient monitoring, where we can seamlessly feed information back to but also get information from the healthcare practitioners, so that was a little glimpse into the products ahead. Excited to share this and get on with it. I'll pass it on to Devika. Me. Thanks. Thank you, Simon. So yeah, hopefully that gives you a glimpse into the roadmap. You're still muted somehow. Am I? Nope. Me? Right. Okay. Yeah, hopefully that gives you a glimpse into the roadmap and the products that we have coming into the market, which are fully strengthening our commercial strategy to become a category-defining product in the dementia care and management space. Like we've said, and I know Kim had mentioned this at the beginning, we have been doing years, around three years of R&D. We've done an incredible U.K. usability study with Age U.K., which is one of the leading aged care charities in the U.K., which had really positive outcomes and feedback, and that usability study has been published, and so it's able to be seen. We sent it out as part of one of our news releases, but it's on our website for people that want to go view it. And it's really set us up to have a tremendous U.K. release this month and next month, and towards the end of the year. So over the next few months, sorry, we've lined ourselves up to be regulated, validating our product. And we're now sat on the G-Cloud procurement platform to enable us to work with the NHS. In Q1, 2025, we have some great grants that we've applied for, and so hopefully we'll have some positive outcomes from those. Some of them include the Smart Grants and Innovate U.K. grants, and we're also really keen to set up a clinical trial of the virtual CST within the NHS over the next year, which is part and parcel of what we would hopefully be using our funding for to further enhance and prove the value of what we are offering. A competitive quick overview so that people can understand and get an idea about where we are and where we've positioned ourselves. As we mentioned, we are wanting to be the leading dementia management treatment platform or a dementia care platform and so we are really sitting across being able to scale the treatments and the solutions that we have developed. And not only that, the treatments that we have got, which is our CST, is actually one of the most effective, if not the most effective, on the market at the moment as a non-drug treatment for dementia. But actually, when you look at treatment effectiveness in relation to the drugs that are on the market, and you take into account what effectiveness means, which in our case, which is how we've done the analysis, is around clinical evidence, clinical relevance, and cost-effectiveness, we sit really far ahead of how the drugs are currently even being priced, and the effectiveness, and how much they can actually target within the market. So one example of this is Leqembi, which I think is a really important point to bring up. Leqembi is a brilliant drug that's come to market. And unfortunately, NICE, which is the standardized format for how we get drugs and treatments regulated, but also affirmed and prescribed throughout the NHS, have declined, saying that they won't be putting Leqembi through to the NHS because the cost-effectiveness of it is low, in the fact that it's expensive, and it actually is only able to treat seventy thousand patients in relation to how it's being offered and who it can be targeted for. In comparison to Brain+, Brain+ can target a huge number of patients with mild cognitive impairment. But we can also actually target CST from a pre-diagnosis all the way through to post-diagnosis, which actually, when you look at the lifetime value of a patient, can expand around 20 years from pre-diagnosis all the way through to diagnosis and then treatment. The side effects are none, which is an amazing outcome for a treatment of a therapy, in comparison to the drugs that have multiple side effects, and the ability to scale and implement CST across the marketplace is huge, especially with our digital offering, or actually only with our digital offering, and then, when you look at the other groups of solutions that exist, we've put in here cognitive training, reminiscence therapy, light-based recommendations, and music therapy, and these all scale as quite low in terms of effectiveness on treatment, including very little to no clinical evidence, and then the ability to scale and actually have the outcomes and the clinical effectiveness that we have, again, is very low, so we really do stand as a perfect storm and a perfect positioning to bring our solution really across the market globally. I'll now go into the commercial strategy, so I know everyone's sat eagerly wanting to understand the unit economics and what we're going to be achieving over the next few years, and we have brought some numbers into the market, so I will now talk through and bring some light into what we are achieving. So, what we are building our model on is a SaaS model, which is software as a service, and it's built on a site network activation strategy. Our target sectors are the health systems, care homes, and the at-home care market. First and foremost, we are looking at the health systems, and that is the NHS in the U.K. When I refer to a site, a site is a location that offers CST or where CST can be held. When we talk about sites within the U.K., these are currently across the NHS and can be offered via memory assessment units. So when a patient comes in to get diagnosed or they're on that pre-diagnosis journey, they're often coming in to see their family physician or their GP. And they'll come in because their loved ones, their caregivers, have highlighted that there are some symptoms that they seem to be seeing that somebody may allude to having dementia or early-stage dementia. So a person will go in to meet the GP. At the point of meeting the GP, they will then be referred onwards for an assessment, and that assessment will then take into all the different tests to assess whether that person has dementia, and it will look at cognitive function. From that point of assessment, they will then go through to get a referral, and that referral will go into a Memory Assessment Unit. And once that referral goes into a Memory Assessment Unit, they'll then be referred onwards for treatment, and treatment will be set up, and then a care plan will be created, and that care plan will then be reviewed every 12 months. When we refer to treatment, at the moment, those options are CST or drugs. Often things like antipsychotic medications, antidepressants are often prescribed, or some other drugs that have come to market, potentially. So the treatment options are very, very slim. Also, the time taken between pre-diagnosis all the way through to diagnosis and treatment is huge. We highlighted it on one of the first slides. It can take up to a year for someone to come in with symptoms to then be diagnosed, and that's actually a standard average that they're seeing across the U.K. at the moment. The data that we've seen, because there was a huge report done or an audit done on the memory assessment units, is that 66% of all memory assessment units currently in the U.K. offer CST, and there are around 120 Age U.K. sites that also offer CST. Site availability is not the rate-limiting step here. It's the lack of scalability of the solution. So actually, if we have a scalable solution, we can deliver CST more within those sites, and we can deliver it at scale, and we can also increase the number of sites that could potentially be offering CST, but we can also offer it virtually or in different situations as well. I just wanna talk quickly about what a CST solution as a group looks like, so that the numbers will make a little bit more sense for people. So each site can often do between five and 10 groups a year. Group sizes generally tend to be between or around eight patients, up to 15 patients maximum. And they happen across the U.K., across these different sites. If you look into the number that can then go through, if you're counting on five- 10 groups a year, that's around between 40 and 80 patients on average, and that equates to about GBP 12,400 a year per site, and that's how we come out to the number, which is between GBP 150 or GBP 200 per therapy for a patient, so if you look into the numbers now, we'll go into a bit more detail, so year one, we projected, based on 50 sites and one site being priced at around GBP 12,000 per year, equating to GBP 156 per patient on the average number of patients that we're seeing going through. That means that at fifty sites, we can get a year one projection of GBP 0.9 million, and that's what we are projecting, and that's what our targets are going to be. This number doesn't actually factor in any uplift in contracts. As I mentioned, we're building a SaaS model, so there are going to be opportunities for uplift in relation to the different products that we're bringing to market, which will not only enable people to effectively monitor and do more in terms of what they're able to support the patient that has dementia, it means that we will be able to increase and uplift in our contracts. When we talk about the number of memory assessment units that exist across the U.K., there are currently two hundred and fifty memory assessment units, and our aim for year four, by year four, is to capture all two hundred and fifty memory assessment units, and that would equate to revenue, if we look at five hundred sites by year four of GBP 6.2 million. So we want to capture all two hundred and fifty memory sites, and we want to have new contracts across the NHS and the care home sector. But it also doesn't factor in on what we just mentioned before, which is the fact that we can capture the Age U.K. sites as well on offer, but we can have multi-year, multi-site contracts as well. Then by year eight, if we equate the fact that at 5,000 sites, based on the value of GBP 12,400 per year, we can actually have a projected revenue target of GBP 62.5 million. We can also expand into new markets like the U.S.A and APAC. Just a bit around the 5,000 sites, that is based on, in the U.K., servicing 200,000-300,000 patients per year at the cost of only GBP 156 to the NHS per patient. If you think about in the U.K., there are around 7 million patients with dementia. This is only a fraction of the number that we could be treating and the value that we could be providing. Then if I just go into the financials in a slightly more detail. So we've talked about the site numbers. So on your left top corner, you can see the graph with the projected targets. You've got our ARR numbers, which you can see over the next few years. We've got the number of contracts that we'll be achieving to get to that ARR number. So in our H2 of 2024, which is before the end of the year is out, we aim to have two contracts signed, which equates to two sites. And then by 2025, we aim to have 25 contracts, which equates to 50 sites, and then 145 sites, which is 41 contracts, and then 270 sites, which is 54 contracts by 2027. The assumptions on this, which we've highlighted, is that there is an approximate of 440% growth from 2025- 2027 on U.K. sites penetration. And we've assumed that each site delivers five to 10 groups per year, with eight patients per group, with an average of 60 patients per site per year. We are validating these numbers, and these numbers are in line with our assumptions, and the way that we validate these numbers is that we have sent out Freedom of Information requests across the NHS, which you are legally allowed to do. You can send out these, we call them FOI requests, across to different NHS providers, and we can ask for an idea or a number on how the budgets are categorized across CST, how much is delivered across CST per year, the pricing, and how they're actually delivered. So that's the information that we've had back, and that's how we've made the assumptions. We've also assumed that we'll get an expansion of customers in the following year through to moving subscription base. And we're assuming a really high retention rate of 98% due to the value and the ROI that we are offering. And I keep coming back to the number, but I think the cost of GBP 156.15 per patient versus a GBP 36,000 total spend on dementia patients when not treated or managed effectively is a huge ROI and cost benefit and cost effectiveness to using our solution. And just slightly into the use of the funds. So we will be executing our go-to-market strategy and to prepare for the business for the Series A in the next two years. With the build of our product roadmap, we've mentioned that it is data-driven, it's data capturing, so we want to really charge up our product data engineering teams and data scientist teams. So, that will enhance and further the Brain+ tech team, and we want to have key data hires as part of that strategy. I'll quickly just mention as well in terms of the opportunities within the care home sector and the at-home care sector, we haven't even anticipated for those really, in terms of the market opportunity, which is, in my view, really big, very huge. I think there is an amazing opportunity for us to be targeting the care home sector. We have anticipated site numbers increased in year four based on the care home sector, but I think we have really under assumed the value of what we can get from the care home sector in terms of what we can materialize in the margins, but also the revenue numbers, so yeah, I hope that probably takes you through some real intricacies on how we're going to be achieving our numbers, and obviously the product roadmap, and also you can see here. Sorry, just to mention that, we've anticipated for subscriptions for Aila products to be activated on a percentage basis per site as well, which was the Aila products that Simon talked through. Because being a SaaS model, we can obviously activate and uplift contract values based on new product releases and opportunities. So, I will now stop and take a breather and let people ask questions or answer the questions that I think came through at the beginning as well, or maybe Kim wants to say something. Yeah, I want to just mention briefly before we get to the Q&A section, and that we are, of course, also in this week, is the last week of our TO4 warrant exercise period. That has been progressing well. Last week, we first announced that the management and board of directors were all investing. Up to 14% of the total exercise is covered by board and management. And then later in the week, we announced an additional coverage of pre-commitments from existing shareholders of up to 40%, including our largest shareholders there. So there has been a good momentum into the warrant exercise already. This week is the last week to exercise warrants, and for people who are holding on Nordnet and often other banks as well, the 26th, which is on Thursday, is the last day to take that corporate action that is waiting there. If one is not holding TO4 warrants, it is possible to buy sometimes in the open market. It's called Brain+ TO4. It's the ticker. And otherwise, it can be possible to act as a guarantor as well. For that, you would need to reach out to Brain+. You can do so by looking at any of our news announcement and using the emails that are there. So that was just a quick heads-up on the TO4. And with that, I will leave the word to you, Anders, and take the questions. Perfect. Thank you, all of you. Let's take the first question here. So the first question is: What will it require for you to reach your sales goals in 2025, and how much do you plan to need to spend on marketing and sales for this? Yeah, this one is for Devika. If you can see on this graph here, we've anticipated a 20% to kind of 30% spend on U.K. commercial team and execution of the go-to-market strategy, which includes marketing, sales, travel, encompassing in terms of conferences, marketing spend in terms of our digital marketing efforts. I've only anticipated a 10% extra on the expansion. We would look at hiring potentially an SDR or a junior biz dev hire. At the moment, our U.K. commercial team is headed up by myself and my colleague, Fiona, who is our Senior Vice President of New Markets or proposition, sorry. Together, the revenue numbers for the next year, which is GBP 0.9 million, is more than doable with two headcount, which is her and I. So we've been fairly lean in our operating in terms of what we can achieve between the both of us, and hopefully, with the anticipation of the costs allocated, will help us to achieve those targets. The next question is: GBP 156 versus GBP 36,000 sounds like a no-brainer. What will be the main obstacles in the sales process? What are the barriers for the buyers to buy and use your product? I'll go back to the beginning, and I'll take you back to this slide here, just to paint the picture a bit easier. I know I mentioned that dementia diagnosis can take up to a year, and I think these numbers definitely give the ick factor of making you feel quite shocked, but these are the true cases that are hitting the NHS to this day. It's two hundred and sixty-eight days from initial presentation of symptoms to just the assessment, which is that wait time of somebody coming in and saying there is potential that this person has dementia, which is a caregiver or a loved one, to then even getting the initial assessment to diagnose them with that dementia, to then refer them into that Memory Assessment Unit. Then from that referral into then diagnosis... It's up to three hundred and forty-seven days, which is a huge number of people, again, waiting to actually have that diagnosis to say they have dementia and then getting that treatment plan pulled together. And then only 31% of patients that were diagnosed were referred for treatment of cognitive stimulation therapy, despite this being recommended on the NICE for people to actually be referred for treatment for CST once they're diagnosed with dementia. And then the cost that we were talking about before is that it's the annual cost that a dementia sufferer will be paying, or the NHS will be paying for a dementia sufferer, which is GBP 32,250. So then if we talk about why these numbers are here, it's a no-brainer in terms of the cost-effectiveness of our solution and what are those barriers. I think first and foremost, if you look at the number of people being referred, who have been diagnosed, into getting cognitive stimulation therapy, it's only 31%. That's where we've talked about here in terms of there is huge barriers to adoption for people to be actually put onto CST. There's no standardization in that delivery. It's time-intensive. There's a huge shortage of people to actually do the sessions, which are often occupational therapists, health workers, that are doing it currently because there aren't enough trained CST therapists out there. And they are currently needing four supervisors per session, which is a huge number of people if you think about the cost per person to deliver those one session. So that's where there's a huge barrier at the moment, why people are probably not being pushed through, because it's just there's not enough sessions being delivered, and there's not enough standardization of it. There are just physically a huge wait list of people, and a high demand for the solution because it is the only non-drug treatment option currently available on the NHS. And there's another challenge, which is really pivotal and really clear, which is what we've... part of what we've solved for, which is when somebody is being referred in, for CST, there is usually a healthcare professional, who's the person that then has to find a site to book the patient on, to then go in for their CST. And normally, what that encompasses is somebody physically picking up a phone and calling around sites and seeing if there's availability for their patients to be referred into. Another aspect, which currently we think is a missed opportunity and will further enhance, I think, our commercial targets, if not exceed the commercial targets, is that we're trying to expand where CST is currently being delivered across the full patient journey. So at the moment, it's only delivered post-diagnosis. We want to push it to the pre-diagnosis area, where there is a huge wait list of people who are currently being sat, waiting for that referral to diagnosis, where we could have a huge opportunity to mirror that cognitive decline journey and offer CST. And so where we think we're going to come in and overcome those barriers and help people to understand the value of what we're creating is through creating these full end-to-end category-defining products, the Aila Suite. The areas that we're coming in is obviously the CST Assistant is the supercharger for the therapist to basically be able to standardize and deliver CST at scale. And then the CST Planner enables the professional to book seamlessly at sites on the platform, so they can simply refer people in to a site, and they can automatically go into their CST sessions. And then the complementary solutions that we've developed is the Home Companion and Virtual CST Assistant, where we really, truly believe we can support that 360 view of that patient across the full journey. Going back to the question and just doing a quick synopsis, I think there's been huge barriers to this scaling, currently in its analog form, which is why we haven't seen a high uptake of it. We have a huge opportunity because it is currently offered. There are contracts being delivered in the analog form. Brain+ is going to come in and simply replace those contracts with a solution that is scalable, cheaper, and has a real high cost-effectiveness and ROI. There will be barriers, and there will be struggles. No sales journey is ever easy, so we're not wearing rose-tinted glasses at all. At the end of the day, we're gonna be working with the NHS. It's a complex system. It's obviously we've got huge politics at play at the moment around the Labour government coming in. But what we do know is that there is a huge impetus and a drive at the moment for dementia, and dementia strategies across the government, across the NHS, are a huge priority. And we know that because of things that have been happening around the Darzi report that's just come out, around real clear signals that have come out around that memory assessment audit that happened, and multiple other different signals to the market, where dementia funding is huge and big, and it's being prioritized. We do believe there is sort of a perfect recipe for creating a really great storm here with Brain+ coming through. Hopefully, that answered your question. If it didn't, feel free to maybe just do a follow-up, or I can send some bullets. Yep, that's perfect. The last question that we has received here is that some companies has in the past been hit by setting up goals for the long-term future, as we never know what might happen next year. So how comfortable are you with your new sales forecast? I think that's why we caveated. Actually, we think we've been quite conservative in our sales targets. For that very reason, I think it's really important to take a very conservative and well-thought-out, thoughtful approach to sales, because you should always take into account that there will be variables. There are huge market forces at play when it comes to working with health systems, and so we have taken that into account, and I think being conservative in our approach to our sales targets. And for that very reason, I think that we are safe and able to deliver those targets. And that's what I hope that we can deliver against. And obviously, you can see that, you know, here we've been fairly aggressive in our jump up between year one, year four, and then year eight, because I think our year one to year two is really about validating our approach. We've done all the validation of the incubation of the product in Denmark. Year one for me in the U.K. is all about validating and highlighting the value of our product and getting a really good ROI case across the contracts that we're delivering, and then supercharging those contracts into year two, when people really start to see the power of the product, and then further supercharging that across the next years. I think the first few years should always be conservative, in the first, especially three years, because it is really critical to not overpromise and underdeliver, and actually do safe selling and healthy selling. I think a lot of sales teams tend to go out really gung-ho, sometimes sell products that aren't fully ready, and overpromise even to the clients that they're selling to and then underdeliver. It's really important in terms of reputation to deliver a product that is brilliant, that it's ready, that it's able to be, you know, in the market doing the things that we're saying it's doing, and proving the value. That's the approach that we've taken. Perfect. And that was actually all the questions, so that finalizes the Q&A for now. But before we end the webcast, I will just hand over the word for you if you have any final remarks to end with. Yeah. So thanks, everybody, for taking the time to listen in, whether you're listening live or you're listening to this afterwards. I think we're very happy to basically have shared some of the details and the mechanics, you can say, behind the sales forecast and how we're gonna achieve it. We will be following up with more news in the coming time about our progress, and then again, just really excited on our end for basically just a week from now entering the U.K. market, which is the most attractive market for us right now. Wish you all a wonderful day, and we'll keep you posted.