Good afternoon, and welcome to this Investor Presentation and Q&A with Brain+. With us today, we have the CEO, CFO, and Chief Commercial Officer. First, there will be a presentation, and afterwards, a Q&A with the management team. 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. So, Kim, Devika, and Hanne, your mic is now open and ready for the presentation. Good afternoon, everyone. Thank you for being here today to hear this update. We will be going through three major topics today. One is just leading up to the fundraise that we've had now and the announcement that we put out recently about the new rights issue, then we'll go into the latest, greatest on the sales pipeline in the U.K. and give you an update on that, including what the forecast looks like, and we'll finish off with the details of the new rights issue, understanding what, when, how much, and all of these details, so with that in mind, let's jump in to look into what has led us to this point of announcing this first rights issue. As we did already announce back in September at the time of TO4, we would be looking into various initiatives to fund the company further. And so we explored several tracks in parallel, including bridge loan, directed issue, talking also to private funds and private investors. And here we can say that our first priority back then was to see if we could do a directed issue and/or tied with a larger bridge loan. So this is what we worked on for a while with two strong financial advisors, including our current financial advisor, Sedermera, to explore that option. And what turned out to be the case was that while we could get commitment to a good part of that, there was a lot of the professional investors that wanted the safety of having such an issue tied to a unit rights issue. And in the end, that's why we ended up with this solution, which is a combination of a bridge loan and tied to the unit rights issue that will be taking place in March. This was a way that we could get sufficient funding on board for our needs to reach basically the goals that we have. And we're very happy to have secured that funding in something that is still a very tough market, especially on the Danish First North market. So very, very proud that we have actually secured 50% of the rights issue, including having the continued strong support of our largest shareholders who have been with us in all the last many both rights issues and warrant exercises, and including the Board and Management investing, which has also been with us and myself included in the last many both rights issues and warrant exercises. So we can get into more details about that later. I'd say another one of the things that we found challenging was the fact that as we shifted and got to know the U.K. market better, and Devika can talk much more to this, is that we discovered that the private home segment was a very attractive segment where we evaluated it to be much more likely that we could quickly scale short-term sales. So we up-prioritized that in Q4. And that also meant, as part of the explanation, that we shifted our expectations from getting sales from Q4 last year into Q1 this year. And Devika will talk more about how close we are to getting those sales. But of course, it means that we got the sales later than we actually talked about earlier, which was also part of the challenge, you can say. The outlook is very positive now in terms of the forecast that you'll soon see. And even with the 50% guaranteed, we have the sufficient funds to realize our goals this year, assuming that we also have 50% execution of the TO5 in June when we have that one. If we get 100% coverage, then that will take us to break even and beyond. And one of the good things, which will, or one of the, you can say, one of the things that we also decided to do, and we'll speak more about this later, but we decided to reduce our operating cost very significantly. We've been doing this the past few years in relation to the previous fundraising rounds as well. But we have kept the capacity to keep doing some new product development to want to build the future potential. But what we just find very, very critical now is that we can run as far as possible on every kroner that we get in and really ensure that we get those sales in so we can see that reflected in the value of the company before we do any more investments in products that will serve us in realizing the full potential down the line, which are not important for realizing the sales potential in the shorter term, the next one to two years, which is fully supported by the product that we already have in the market and the team that is left after we have done these cutdowns, which do include saying goodbye to several very talented staff team members, which we're sad about, but which we see as an absolute necessity in this circumstance. So with that said, we will continue now to say what is the outlook for the sales, which is the absolute first priority of the company right now. The floor is yours, Devika. Thanks so much, Kim, and thank you everyone for joining us today, so I'll talk through now a bit about our update on our pipeline, and I'll talk through also our year one strategic growth objectives, which Kim has alluded to slightly, but I'll go into a bit more detail, so as Kim mentioned previously, the initial target audience, which is still our target audience, but what we initially were focusing on prior to me joining was really the NHS. Since I've joined and have been supported by my colleague Fi, we've worked really hard to try to identify a market and innovate into a market that will provide us with an easier sales cycle, a shorter sales cycle, and a volume play, which will enable us to reach our target much quicker and much easier than a public sector NHS. I'll go into a bit more about where the NHS landscape is lying right now, but I wanted to talk quickly through our strategic growth objectives that we have really spent a lot of time and effort on making sure that we are clear, we're articulated, and we're data-driven in our approach to targeting our sales. First of all, first and foremost, our year one, which is this year, we are establishing a really strong foundation for growth. We are wanting to position and are positioning Ayla as a recognized entity within the care home sector. We'll be using this time to really test and refine our systems and our service delivery model. Part and parcel with what we're doing is we're building a really strong brand presence and awareness of Ayla as the go-to CST assistant, which is by no means a small feat, but we have a really, really strong value proposition that we're really confident on delivering and something that's actually really setting ourselves out from the crowd. There are no competitors in the market currently to what we're doing. And when you look at the competitors of services that are being provided into the care homes, we really do position ourselves as a leading therapeutic to really support residents with mild to moderate dementia. So our second objective is really achieving that ARR level of GBP 900,000. Obviously, that's EUR 1 million by end of 2025. The way that we're doing this is we're driving revenue through a licensing model. We're targeting really, really hyper-targeted penetration of a private pay and luxury care home market and driving strategic partnerships with major care providers, and part and parcel of doing this work, we are developing a really scalable commercial model that supports that long-term growth, so really coming up with a really crystal clear value proposition, a really strong sales narrative, and really strong sales collateral that will enable us to really develop a seamless and scalable sales pipeline and commercial model, part and parcel of this work that we've been doing is around building a network of strategic customers and advocates, so we really want to, as part of our third strategic growth objective, secure logo customers and strategic advocates who align with our brand vision. We've got a number of those which we're in conversations with at the moment who will really stand us out to having a really good presence in the market. That's a really critical one for us to be acting on. We want to leverage the right endorsements to strengthen our credibility and increase adoption and align with influential partners to enhance industry recognition. A bit about the right endorsements. We're actually, I can't mention probably what it is, but we're shortlisted for a really quite exciting, nationally recognized accelerator, which will really accelerate our growth not only on a trajectory of going into the market, but actually from a really incredible endorsement and logo perception. We're shortlisted and having those conversations next week. That's one example. And the second example where we're talking about endorsements is, and I've mentioned this before, we really want to become the Kite mark or set that gold standard for how CST should be delivered. And to do that, we believe there's a really incredible opportunity here to position ourselves with the care homes as using Ayla, your CST assistant. You get that Kite mark or that stamp of approval that really enables you to be an effective dementia care provider. And I'll go into more detail on that on the next slide. And then we have been doing an incredible amount of work, and it's really exciting, this part around the market expansion. So not only evaluating the home care as a parallel market, but actually looking into Ayla becoming a conduit for NHS integration with a community-based care model, which we really see can be an exciting opportunity for us. And we've innovated and come up with what this potentially could look like. And we've been working with one of our advisors who's senior in the care home space to support us on what this looks like. And I'll go into that in the next few slides, but I'll first of all talk here on the right-hand side about the pipeline value and opportunities. So total pipeline value. So when we talk about our total pipeline value, we're talking about the total number of customers that have now come in from a potential marketing qualified lead into a sales qualified lead, in which case they are in conversations with us. We are in that process of moving through to either initial conversation of the sales qualified lead into contracting. And that can vary in timescale depending on the size of the organization, depending on whether people are available to talk, because obviously we've just come back from that Christmas lag time, January, and now February is ramping up again into those conversations becoming a lot more easier to pin down. So our total pipeline value has increased from the last webinar that we delivered, which means that we've got more sales qualified leads into that pipeline. Total opportunities, as it stands at the moment in February 25, is 40. So these are 40 opportunities which we have qualified in terms of had initial conversations, and they'll all be at varying stages. And I know there was a question on where we're at in certain deals and deal flows. I'll answer that when that question comes up so I don't obviously repeat myself. In terms of the deal size value, the care homes, and I'll go into the next slide into what's our actual business model in terms of the care homes, but we've innovated and come up with a really kind of powerful pricing model, which enables us to be a simple SaaS model that's scalable with an average annual license fee per care home or per site at GBP 4,000. This enables us to achieve the volume that we need at scale, which is the conversion of 400 care home sites into paying customers, which is out of 16,800 care homes, is not really a big percentage or number. And it just goes to show that our total addressable market is there, but just to achieve this year's number, I think it's 0.2% of the total number or 2% of the total number that we need to achieve. Also, as part of our annual target to get to that EUR 1 million is we've put in and got a target of four NHS memory assessment units. We've got two very warm conversations or hot conversations now with two of those memory assessment units, which we believe we can close in probably end of Q1. And so the last two we've actually projected for another further down the course of the year. The main revenues you see will be coming in through a volume play with the care homes, which we've created a really seamless, really streamlined, really easy sales cycle that hopefully can enable us to get that volume at scale. You'll notice the NHS unit average deal size is slightly more than the care homes here, but I wanted to just make it clear and hopefully reiterate this message. When we're talking about the care homes average annual license fee, we're talking about sites. Care homes can either be one standalone care home, which may have 15 or 20 beds, and they can also be a franchise model, in which case they may have 20, 30, 40, all the way up to 100 different sites under their name. And so when we talk about that 4K, we're talking about a standalone single site with a single user, so a single carer that's been trained and qualified in CST that will be training as part of our platform model or our framework model. And then what we're talking about in terms of larger value numbers in terms of the care homes is we're talking about enterprise-level opportunity where that number will be incrementally higher. But I just wanted to show here what the average annual license fee would be for a single care home. And when we're referring to the NHS unit size, we're talking about the pricing point that we put into the G-Cloud, which is an average size. The 7.5 is the average. There's a slightly higher size depending on the number of sites and delivery of groups. So here, I just want to talk briefly into what we're doing in the care home market. So as I mentioned, we're introducing Ayla into care homes and trying to set the gold standard in dementia care. It's an incredible valuable and brilliant value proposition that I believe that we've come up with and innovated. And the initial entry point, which we're using to get those customers through the line into the first point, is we've got a flat fee introductory offer at an incrementally lower price of GBP 1,500 per year. This won't be for every single customer. It's only for the first few that we're signing on. But it's just really to go back to that objective number one, which is to get those logo customers on, to get those first kind of ambassadors and advocates onto our site, onto Brain+ and using Ayla, which will then you'll see a domino effect and incrementally more and more people signing up. When you're a first mover in a new market, this will always be the case. And I don't have any hesitations or worries that this will not be able to drive the sales up. Also, we believe that we've gone in at a price point that we can fundamentally go up to in terms of what that average pricing is of that GBP 4,000. In terms of the care home, so this works out at an extremely low cost of GBP 13.39 per resident. So when you're thinking about the care home models, their margins, their costs, this is really cost-effective. And in terms of upskilling and add-ons to the platform, so because we are now an accredited provider of CST training, we are adding into our SaaS model that we can upskill and train staff in CST for an incremental price point, which is GBP 200 per staff member to be fully trained to deliver CST as a CST therapist. On the right-hand side here, this is an evolution of what we're hoping to build and create in Brain+ with Ayla, which is really exciting. So part of our value proposition of servicing care homes is we want to basically support these care homes to really be dementia specialists, have the Kite mark of they are providing the Ayla CST assistant dementia care as part of their care home offering, which is really for a care home a huge marketing tool to drive more residents into their care homes in a very, very condensed space. Like you'll see, there's 16,800. How are they competing? A lot of care homes consider themselves and kind of message across that they are dementia specialists. When you really look under the hood and think about what's making them a dementia specialist, it will be iterations and amendments to the way that their care home is designed to be friendly for dementia patients. But what we're really doing, which is completely different, is allowing these care homes to deliver a therapeutic that is really going to drive improvements in cognitive function, improve staff retention in terms of upskilling care members, care staff, and really creating a kind of wholeness in terms of what it is to support people who live with dementia. So part of that sort of marketing tool and what we want to really become is we really want to enable these care homes to be advertised onto Brain+ so that every time a care home signs up and is delivering Ayla, Your CST Assistant, you'll be able to search for that care home onto our website. And so people will start to see where CST is being delivered in care homes. Not only that, it's going to drive new revenue numbers into the care homes because part of our value proposition is that we want these care homes to open up these groups to private pay to enable them to come in and sit into groups as an added extra revenue line, which is for a care home an incredible opportunity. It really drives towards that kind of community-based care model that we're looking at. I'll talk about it in more detail in the next few slides. Briefly, just for everyone's benefit, this is the work that we're doing around becoming a proven provider of UCL certified CST training. Part of our value offering and our value proposition is we've got what's called the Ayla Academy, where we'll be able to upskill and train staff in CST. This will be through the license model, but it will also be a separate addition for people to join us and be trained in CST if they're not part of an organization that is delivering CST, and that's an extra kind of revenue opportunity stream for us, and also a marketing tool for us, a powerful marketing tool, which is always what we've got to be thinking about, driving those inbound leads at the top of the funnel. The second part is we're enabling people to become CST certified in one day, so really, the really critical reason and value here is that we're lowering that barrier for people to deploy actively against the Ayla platform, so it's meaning there's little lag time. Once people are signed up with Ayla, your CST assistant, there's very little lag time to getting them up and running, which for a SaaS platform is really critical, and then the third one is the fact that we want to really, in future, have access to a bank of CST trained professionals because we'll have trained and have a record of people that have been trained in CST, so that if there is any, for example, instance within a care home setting or an NHS setting where there's a sickness or people aren't available to deliver a course and they want to maintain the retention and maintain the progress and maintain a group going, then they'll be able to access people that can continue that delivery via Brain+, and just talking briefly about our vision, which is a place-based approach to delivery and care. So one of the things I mentioned earlier is around capturing a new revenue stream. So we talked about the care homes extending dementia care to community members, capturing a new audience to enable people to basically come into the care home and have a private pay opportunity to be part of a CST group. Because we know, first and foremost, through our research that even if people are being diagnosed in the NHS and people are being referred into CST, there are waitlists, there are lack of availability. So utilizing that place-based care approach, those care homes that we're going to be delivering and servicing with CST, it enables there to be more of an offering for people, more of a supply of opportunities in terms of places they can go and increasing that demand into care homes so they can actually increase their revenue lines and have private pay customers coming in, but actually also a funnel of new people that could potentially become residents into their care home, which again, for them, is a huge asset and a huge marketing tool. The second one is obviously part of our kind of value offering to the care homes at the moment, which is enabling them to sort of work towards improving or enhancing their CQC reporting and rating through really standing out as a dementia care specialist through delivering a structured and evidence-based dementia care therapeutic solution. And then the third part is kind of we educate, engage, and retain staff development through training and intuitive interfaces, which is part of our full value add package. And just to briefly touch on, because I think the next bit is Hanne, but just to briefly touch on the NHS piece. So the NHS is not something we are forgetting about. It's not something that's been put into the back pocket. The reason why we have put our efforts into the care home and we are still driving conversations into the NHS is that we know that there is a short-term, quicker revenue opportunity in the care home sector as opposed to the NHS, which is a public sector market. There was also a new report that was set out from the government about the priorities for the NHS for 2025. Unfortunately, they've taken out the operational targets for NHS ICSs to diagnose dementia patients. This is an extremely terrible decision from the government. It doesn't mean that we have no market into the NHS. It's far from that. There is still a highly serviceable and addressable market. It just means that we need to think more innovatively about how we can support the NHS to deliver a service like CST. Part of what we've come up with here, we believe that there's a truly disruptive opportunity here that we actually hadn't thought about before in the NHS. As it stands at the moment, one of the biggest limitations within the NHS is their ability to resource CST groups. At the moment, they are resourcing it internally. They'll utilize their own staff members to deliver CST. Part of what we're trying to achieve by doing this supply and demand piece is the more care homes that we can supply as a CST offering, so care homes that are offering CST, we can actually move those CST groups out of the NHS setting into care homes so the NHS can actually refer directly into these care homes and take away that resource management that they have to deliver within the NHS, and that would actually alleviate a lot of their burden of their waitlist out of the NHS into these care homes. It then really becomes a hub-and-spoke play, which is where I think we really can create a disruptive model to CST. What we're trying to do by actually providing and delivering a huge supply of care homes that are actually providing CST, we introduce more demand and we can push that resource out of the NHS into the care homes. There can be joint commissioning, joint contracting that can happen with a revenue share model with the care homes and the NHS and Brain+. That's what we're working towards. However, the conversations that we've got that are hot that we're working through contracting and decision-making now, that's based on a standard delivery of Ayla, your CST assistant as a digital therapeutic and toolkit for the memory assessment units to deliver CST more effectively. We're starting off with that, but we're trying to work towards an innovative disruptive model that can actually support CST to be delivered truly at scale. So I'll pause there and I'll hand over to Hanne. Thank you so much, Devi, and good afternoon all, and thank you so much for listening in, so on the 22nd of January, we made an announcement that we would be doing a public rights issue. And at the same time, we also announced a restructuring of the company, or rather a refocusing, I would say. What we have been doing over the past years is essentially to keep our cost level very, very tight, but what we also had to realize for companies being in a scale-up pre-revenue phase, that it is an extreme risk aversion that are meeting companies in the investor market, so what we decided was to refocus completely all our resources on directly sales-supportive activities, and that meant to actually hold any new product development. So over the course of the last two years, while we have been focusing on building and making ready for our go-to-market in the U.K. mainly, and now building on the commercial side of things, we have also kept the organization, as Kim said in the beginning, to build the pipeline of new products to be able to scale sales going forward. But that has now been sort of halted. So the focus is entirely on these sales-generating activities. And that means that when full effect of the refocused organization kicks in from the second half of 2025, we will see a 35% reduction in our operating expenses. And the consequence of that is essentially that while the cost will be reduced, we will retain our revenue expectations because the sales that have gone into our model and still goes into the model is based entirely on sales of Ayla, your CST assistant, in the U.K., to a lesser extent in Denmark. But it is not for the next 18 months having any revenues in from new product development. So in that sense, with the reduction in operating expenses and the retained revenue expectations of reaching an annual recurring revenue level of EUR 1 million by end 2025 being built up, so starting with expected the first sales contracts in the first quarter of this year, as Devika told, and then building up towards the end of the year, we now expect that we will see cash flow break even month over month from mid-2026. That is half a year earlier than our previous predictions. In terms of actual revenue expectations for 2025, we will present that in connection with the units' rights issue in March and the communication around that. Next slide, please. The rights issue that we have presented, we intend to carry out is actually it can bring Brain+ gross proceeds, so proceeds before transaction-related costs of up to EUR 16 million. We had a target to have that covered by secured commitments up to 50%. As Kim also presented and as we have announced, we were successful in doing so. Obviously, with the EUR 8 million secured and assuming that we will get a 50% coverage of the related TO5 warrant, we expect now with the new operational expenditure level that we will be able to ensure funding of the company into 2026, even without assuming anything in addition to the pre-subscribed or pre-committed EUR 8 million. The rights issue is structured essentially like the rights issues we have carried out previously. That is with preemptive rights for the company's existing shareholders to subscribe into the issue. Anything that will be subscribed above the 50%, which is secured, will be able to further support our commercial initiatives in the U.K. And should we be so lucky as to see a much higher coverage than the 50%, we will then be able, towards the end of the year, when we have started to see sales come in, to reinvest into the new product development. So the pre-subscribed or pre-secured EUR 8 million is divided with 4.2 coming from pre-subscription commitments, which is a majority from existing shareholders and one new investor. And out of this, about EUR 1 million has been pre-committed from board and management. And then we have secured EUR 3.8 million from guarantors. So the next steps, as we have also announced, we will be having an extraordinary general meeting on the 12th of February to hopefully have the general meeting resolve that we carry out this rights issue and to authorize the board to make the final decision also on the final terms. We have also made a proposal to reduce the share capital of the company and correspondingly reduce the nominal value per share. And the main reason for doing so is that we want to be absolutely sure that we can allow the predicted rebate or discount to those that subscribe into both the rights issue, but also who will subscribe on the warrants in June. So this is a unit rights issue, meaning again that there will be new shares and warrants for each unit subscribed. And the shares will be subscribed at a 30% discount to the Theoretical Ex-Rights Price, so what is referred to as the TERP. And therefore, we cannot currently say exactly what will be the subscription price. It will be based on the share price of the existing shares prior to making the final decision to carry out the rights issue, which is expected towards the end of February or early March, pending the resolution at the EGM. And the warrants of series TO5, which will be part of the units, they will be exercisable in June. And as said in the EGM, it will be most likely from the 5th of June and then two weeks going forward. And new shares to be subscribed on the basis of the warrants will be at a 30% discount to the prevailing share price calculated as the volume-weighted average price 10 days before the subscription period. So we have, as Kim said, we had targeted to do the directed issue. But given the market conditions and the very high risk aversion that we see currently in the markets, we had to tie the bridge to a public rights issue. And the intention and hope is obviously that the sales contracts that we expect to see closed during the first and the second quarter will be reflected in a higher share price so that we will be able to have subscriptions at a higher share price with less dilutive effect for existing shareholders. And also that we do it as a preemptive rights issue is essentially also to allow our current shareholders, first and foremost, the opportunity to subscribe at a lower price and at the discount. And I think with that, we are ready to open up for questions. Perfect. Thank you, Hanne, Kim, and Devika for the presentation. And let's move directly into the first question here. What long-term content marketing activities are you working on, especially for the U.K.? I'll answer that question. In terms of, I suppose, when we refer to long-term, I will talk about kind of, I suppose, digital and online versus sort of an offline approach to marketing. In terms of our online marketing, we have made a first iteration to our website, which you would have noticed, which went hand in hand with our brand change. You noticed that we evolved from the blue Brain+ into a new light of Ayla your CST assistant. We positioned Ayla as a personified toolkit that's going to enable better dementia care across providers and care homes. That was our first iteration into presenting a brand presence into the U.K. market that was going to be strong. The second part now is really evolving from that. We are in the process now. We've got a mini project going on internally of optimizing the website as it stands currently. We're going to. You'll see some bigger changes to the website. This will include a landing page for care homes specifically, which will enable us to optimize lead gen coming through. We're doing a bit of a project now around SEO and AdWords. We're looking at the different types of words and different keywords that are really going to be critical for us to optimize on. We'll then utilize those keywords and agree on which ones are the most effective and create blog posts, educational content that will be across all of our social media platforms, including our website, to optimize that inbound lead gen opportunity to kind of bring in that top-of-funnel approach. So that's more around, I suppose, optimization of websites, optimization of content to drive that SEO and AdWords position. In terms of offline, so as Hanne alluded to, we are being really lean in our approach. However, what we've understood and realized as a management team is that we should be really driving a lot more costs into the commercials and the marketing side. So that's why we've seen that move from that R&D approach into now allocating costs into the marketing and commercial. Part of that is that we have allocated a budget for SDR, so supporting us in that lead generation activity. So to really drive that funnel in, that pipeline and that top-of-funnel, and that SDR will either be through an agency or an individual who will work with us. And then the other side of the marketing, which is obviously the offline, is around presence at conferences. It's around those kind of strategic endorsement pieces that we're doing, including the likes of the accelerator I mentioned at the beginning, although there was no cost associated with that, but I suppose that does encompass a marketing activity. And then also speaking opportunities, podcasts, I think are really important for us to drive awareness to CST as a solution, but also CST as a therapeutic because a lot of people are still really unaware of the real value and incredible improvements that it can bring to people's lives. So it's really an educational piece that we need to be bringing awareness to. All those activities coincide together to help us to get that top-of-funnel approach to then bring leads in to help us to convert that 400 sites from the care home perspective and the kind of four from an NHS perspective. The next question here from Espen is, what's the conversion development now in terms of direct clickable interest compared to before the new website? So we actually weren't really monitoring before I came in. There's been no monitoring of the, I suppose, lead generation or click-through rates on our website, partly because we've been heavily R&D focusing on developing this brilliant solution rather than focusing on driving sales and people to click through our website. So we haven't needed that, which is fine because, again, there's costs associated with tracking these sort of click-through rates and digital marketing pieces. So now that's what we're doing. The part of the work that we've done around the SEO AdWords proposal is thinking about what are those words, those keywords that we should be looking at. How do we sort of generate them onto the website, depending on different landing pages, depending on different content? And then how do we monitor that click-through rate? How do we monitor the heat map of how people are landing on our websites, where they're landing from? Are they coming from LinkedIn? Are they coming from a webinar? Are they coming from a podcast? Are they coming from a blog post that we posted? The only thing I do know is apparently when Brain+ was doing blog posts a while ago, that's where we got our most click-through because we were measuring basically against the blog post alone. So we know that the content around CST is really capturing an audience. So once we've kind of pushed that website optimization in and you'll see that new design, part of that, one of the slides I showed you was a kind of wireframe as to what we want to kind of position ourselves as. We can then really start to utilize those measurements and metrics, and it will really support us in understanding how our marketing spend is being allocated and what sorts of things that we're doing in terms of marketing activity is driving the best leads, and then we'll start to share with our investor community and our shareholder community those rates as well because it really supports you guys to understand how our marketing and sales strategy is working. Espen has another question here. Can you please give specific examples to first how your current use AI and automation to enhance operation and development? Secondly, how you plan on going about this in the future? Yeah, sure. Oh, do you want to go with Hanne? Sorry, Kim. I'll add on. Go ahead. Sorry. I'll start, but I obviously probably don't know it all. But I know that in terms of our, so we've got a really good strategy that we've worked together as a management team in terms of our kind of tech strategy, marketing, product, commercial, etc. AI is being extensively used across all aspects of that, including kind of operations for content creation, which is really important, and the research and problem-solving, but also in addition to our software development. For products and services, in terms of our pipeline, we do have a release of a small language model that will support onboarding with specialized CST and product knowledge for product support and in-app CST support preparing sessions. So that's how we attempt to utilize the kind of SLMs going forward. And as you've asked the question, so I'm pretty certain that you probably know a lot about AI and automation, but bringing in SLMs is becoming common practice now in terms of especially in the support and, I suppose, customer success, customer support, account management perspective is becoming really a utilized tool that's really cost-effective but low cost to kind of implement. So that's just a few of the ideas. But Kim, please add on if I've missed anything. I think the only thing I'll add on because you mentioned the things that are specialized to what we do, and I think just want to add that we're also doing the things that are generic that any company should be doing, of course, like using AI and note takers to make sure that we easily summarize meetings and all administrative optimizations that can be done with AI. We're using it for that as well. We're even using it in the financial processes as well, so that has been a conversion through the year, and it will be even more so in 2025. Then we have another investor here with another question. Nils is asking, "We all know that share price for the moment is 100% related to sales development. And I'm not asking Brain+ to have an opinion about current share price and the market mechanism, but how focused are you for the moment at getting a U.K. order announced so that the upcoming new issuance and funding will be at a better level than what is possible at current potential funding level? I mean, the short answer is that is 100% our top priority, right? So I think both I and Devika made that very clear that all hands are on deck to support the commercial team in actually making that happen. And while Fiona and Devi are obviously driving that as the main forces, the rest of the team is behind them and helping them as much as they can to make that happen. So our strong advisors that really have a very big influence and reach into the U.K. care home space. And please add anything that you want there. I say I can also maybe add to that because clearly among the board, management, the total organization, we all know this is the key target, and we all know that this getting the first sales in, the first meaningful sales contract is directly related to the share price, the market value of the company expectations, and also helping, as I said, to actually hopefully get a better valuation of the company prior to the rights issue, so that timing perspective in the rights issue, in when can we expect sales come in, has been also key in how we have tried to structure this, actually juggling all things, but yes, we can definitely say this is on top of everyone's mind in the company. I was on mute, but yes. Sorry. I realized I was on mute. But yes, totally agree. It is, first and foremost, the most important aspect, and it's what we're all working so hard as a team to do. So it will definitely be pivotal for us. Then Karsten has a question here. Can you reveal how close first U.K. sale or sales are where 0 is pending contact and 100 is finalized agreements with payments and Ayla startup dates being set? Or if you have a step-by-step visualization, kindly show where the ongoing dialogues are at this moment. Sure. I'll do 0 to 10 because it's easier in terms of pending contract and 10 being a finalized agreement. So I showed a slide of 40 current opportunities, of which I mentioned they're all sales qualified leads, which means they've gone through the vetting process, and we've had either initial conversation or we have proceeded into subsequent conversations. At the moment, because we are new into the care home, new into the U.K. market, and new at getting our first contract lined up, we don't have a slick understanding of it's going to take three meetings to land a contract, which you normally do after a while of once you've started landing sales, you know exactly that once we've had our third dialogue, we're now in contracting and we'll now be signing off. We're still in that process of assessing what that time has taken. Obviously, like we've mentioned, all of the work where we started initiating our sales has fallen over Christmas, so we've had to now catch up with people as they've come back off leave and get those conversations in. Of the 40 opportunities, we've got five really hot. I'd say around a seven or an eight. At the moment, it's just about landing and making sure that we're getting those conversations to that point of contracting. None of the conversations that we've had have been a no. I think that's a really positive thing to bring to life here. All the conversations we've had of those 40 sales qualified leads and even conversations that haven't gone into SQLs, no one's given us an active no and said that this solution is bad or it doesn't work or they're not interested in it. Everyone has said, "This sounds amazing. I'm really interested." The ones that have kind of been pushed out to April, of which there are a few, which is going into Q2, is because either as a care home, they're busy in terms of operating and launching a new care home site, so they've actually got their time being allocated elsewhere, or in the NHS specifically, it's about nailing down the right people, so we've got one ICS that we're talking to and have been talking to for a while, and that was one that came from a podcast that I delivered, and one of the leads sort of contacted me and said, "This is an incredible proposition. I'd like to learn more about it." We're on an email chain, for example, with 11 different people, all of which have decision-making capabilities. So whether they're a clinician or a commissioner, having to narrow down those 11 people into meetings is so difficult. And that's why, precisely for that reason, we have got the NHS going, that track going, where it's a longer-term cycle. We know it's going to be a long-term cycle because it's that sort of behavior. And then we've got that quicker care home one where we ideally, based on our SLAs that we've implemented ourselves, we believe that we can do three meetings to a close. And we've kind of come up with a very slick process. But as I mentioned, the first few are going to be trial and testing. And so we'll be refining ourselves the way that we speak about it, refining our sales collateral. But of those 40, we've got five that are at a seven or an eight. In terms of step-by-step visualization, sorry, I'll finish off. I can send you a step-by-step in terms of showing top of funnel marketing qualified leads at MQL, SQL. I can show you sort of those that are in the final stages. At the moment, I can show you only MQL to SQL in terms of conversion rates, so percentages of conversion rates. I can't show you that in terms of contract closing because we're just in those processes now of doing that. Once I've got a clear indication, we can start being really data-driven in our approach and share those data metrics with our shareholder base. It becomes an improvement game internally, but also part of our targets and KPIs that we have to adhere to in order to kind of hit our sales targets. We need to be converting at that percentage rate. So that's where we'll be getting to. Hopefully, that answers the question. I think maybe we can add to that that we have been discussing in the management team going forward, as Devika also alluded to, that we will maybe on a monthly basis or quarterly basis update the market in terms of where are we with the different leads in that funnel so that it will be able for our shareholders and the market to follow the progress in our commercial activities much more closely. Karsten has another question here. Can you clarify what short-term sales mean and what is left to do before finalizing first sales in U.K., for example, receiving payments, board approval from buyers, or installing Ayla? Can you clarify? Oh, right, sorry, this webinar. Okay. So short-term sales, I think we're referring to the fact of the sales that are coming in now, so into Q1, those short-term sales. So that's that question. And what's left to do? Yeah, like I just mentioned, I think this is just a continuation of what I've mentioned before, but we're in that process now of just nailing it down, talking through the kind of implementation of the Ayla, and then going into that contracting phase. The beauty of what we've, like I said, what we've done in the care home sector is that it's a very low price point. And so it doesn't take much in terms of approvals or going through any red tape, which is why it's a really nice volume play SaaS model, which will enable us to have quick sales. And so normally, like you've mentioned there, we're not going to need board approval really at those low levels. And so that's a good thing. And also, even in the NHS, we're not going to have to have really board approvals because we're not going in at high levels until we get to those larger ICS contracts as and when they come. So normally, those sorts of sales cycles will incrementally increase and mean that you don't close for at least sometimes six months if you need board approvals. So we don't have that problem on our side. Karsten also asks here, what are the percentage costs of providing a full CST treatment cost by Ayla per patient for the users of Ayla compared to providing CST by traditional ways? Is it, for example, 75% for a full CST treatment cost? So I think if we're talking about saving costs, I'll go into that first. So I suppose in terms of delivering Ayla, your CST assistant within the NHS or care home sector, regardless, agnostic, we're currently showing that there's a 50% saving in prep time for therapists. But I think if we're thinking about more generally, like if we're gearing towards the cost saving for a patient who is being diagnosed with dementia and then having Ayla or CST solution delivered, I think if you can translate it against sort of a six-month delay, which is what we see in terms of cognitive decline, so four-to-six months delay, I think you can translate that to about GBP 10,000-ish per patient. But that's just talking about essentially CST being delivered. If you look at a kind of cross-reference against Leqembi, for example, with CST as a comparison, at the moment for lecanemab is approximately 14, I think 14-18 patients that need to receive treatment for one to benefit, whereas for CST, it's six-eight patients in a standard analog way. Obviously, there's variability in that. But that's where we're if that's the comparison we're talking about, then that's where I can sort of talk about the savings or the sort of qualities. And we can send you more information on that. But I think if you're thinking about a full standard delivery, so Ayla or CST assistant versus an analog, I would say there's probably it's 70% of the full price. But you've also got to think about the current service offerings that are analog aren't actually compliant, which is affecting clinical outcomes, which is what we ensure in our product. So when you think about doing a ballpark sort of like-for-like comparison, it's quite difficult. But what I can do, following on from this call, because I know you emailed, we can send you across a cost comparison in terms of a lecanemab versus CST. And then we can also do some kind of costings in terms of the analog version versus digital CST. But it will mainly be around the resource time cost savings, which is coming out of that 50% reduction. And I suppose there will be some clinical benefits that we can measure as well because utilizing Ayla or CST assistant means that you're more compliant. Therefore, being more compliant means that the clinical effectiveness is there. Therefore, there's probably a higher chance of having that support in the reduction of cognitive decline not happening. So there's a few things we can share with you, but I'll get the kind of thought process pulled together and then send it across to you. And then Nils also has a question here regarding the already announced issuance of new shares and the 50% pre-booked interest. Can you unveil the split in commitment between one, management, two, current institutional involved, and three, bigger private/retail investors? We cannot really provide a split. I'd say we do not have institutional investors as shareholders. We mainly have high-net-worth individuals and a few family offices. So in that sense, management has covered around DKK 1 million of the guaranteed DKK 8 million, so that is 12.5%. And as we also presented, existing shareholders and one new investor have actually pre-subscribed for about 53% of the guaranteed amount, and the rest comes from guarantors. And again, guarantors are professional investors, but mainly, again, high-net-worth individuals who are specialized in actually covering and securing transactions like this for microcap companies, mainly coming from Sweden. And then Nils also has a follow-up question to that. In addition to my question regarding who participates in issuance, is the management in U.K. participating? I figured Devika is key personnel for success in the U.K., hence important to keep her at Brain+ team. Correct. What we can say is that there is a warrant program being presented so that a large part of the incentive and the remuneration for the entire management team, and including also our U.K. key parts of the management, that is something the board is putting in place exactly for that reason that is presented by the question or in the question here. Perfect. And that actually finalizes the Q&A. You have now answered all the questions that were submitted by investors and potential investors. And before we end the webcast, I will just hand over the word for you if you have any final remarks to end with. Yeah, just thank you, everybody, for attending today. I mean, we're very happy and proud to be able to announce securing 50% of this rights issue in these conditions, in these market conditions, and also our own internal assessment and having made the hard choices of reducing our operating expenditures by 35% while securing this financing. And while, as Devika has shown, having built such a strong pipeline, we are in the best position ever to succeed. So that, I think, we'll finish on that note.