Good afternoon, and welcome to this Brainplus webcast. Brainplus will begin with a presentation followed by a Q and A session. During the Q and A, the management team will address pre submitted questions and questions submitted live during the presentation. With that introduction, I will now hand over the call to Brainplus to begin their presentation. So Brainplus, your line is now open. Great. Thank you everyone for being here today. I hope you can hear me properly. Today, you're joined with myself, obviously, CEO of Brainplus. We have Hannah, who's our CFO, and we have Fiona, SVP of partnerships. So we'll take you through an update based on the h one report and our commercial update. We'll take you through an update on the amazing outcomes that we've seen that has received some brilliant press, and we'll go through our commercial pipeline and Hannah will give an update on the finances. I will answer your questions at the end. So so just to start, I think it's important to set the foundations and give you an understanding of the monumental amount of work that we have put in place to get us to a position where I can confidently sit here and say we are moving mountains and doing incredible work to get us to a place where we can confidently create an incredible dent in the dementia care market. The whole point around h one has been around laying these foundations, getting validation, credibility in the market, and reference customers that are now enabling us to be in a position that we can actually scale. So commercial traction is the first point. We have shared with you all that we have had three UK care home operator contracts signed. Really, really incredible logo customers that have enabled us to create a validated proof point that the concept and the market offering that we have come out with actually works. So these three customers are Southcare, Majesty Care, and Park Homes. The customers covered seven sites, and they've now moved to expansion stage, which is 22 plus additional sites. We have really exciting updates that we shared yesterday around SouthCare Homes, which has shown that they have now signed a contract to uplift to their four sites with the fifth one will be expected very soon. They're just in the middle of creating it so that it's actually ready for us to go live into. Clinical validation. So I just want to clarify here. South Care Homes, even though we positioned it as a pilot, it was a paid pilot. So what that meant was South Care Homes for us was the first proof point and the first customer customer to take us on. They trusted in us. They trusted in us as a company, as an organization, as leadership, as a team, and as a product. And they decided to take a, you know, chance to see whether we could actually do what we say we do. And this for us was absolutely groundbreaking. So not only do we sign with this customer, they paid for the pilot, which is very rare, and it showed absolutely measurable improvements in resident well-being, cognition, staff satisfaction. It moved either from promise to proof, and that's evidence you've now seen in the publications. I hope everyone seen today go live in the pre in the press. And and enabled us to actually validate our market, validate our offering, and give something material to be able to show to other care homes nationwide in our commercial pipeline that we do what we say we do. And that for us is absolutely groundbreaking. Marketing positioning and market positioning. So prior to entering into The UK market, we had absolutely nothing in terms of brand awareness in The UK market. We didn't have a validated customer positioning. We did not have a validated customer market potential. What we have done since coming into The UK market in such a short period of time is pretty remarkable. We have had the NHS dementia innovator accelerator recognition, so we applied to be part of the NHS clinical entrepreneurship accelerator. This is a globally renowned accelerator. It is extremely hard to get It's led by professor Tony Young and their team who accept only a small percentage of accelerate of innovators on the accelerator annually. So for us, not only was this kudos and a tick to say that we are doing something groundbreaking, but this year's dementia accelerator was the first of its kind, and we were one of three accepted onto this accelerator. So the recognition for this is is unbelievable. They have partnered with Alzheimer's Society, which for those that know, is not only a key customer potential for us, but a key logo and a tick of approval that we are doing something that's not only relevant, but can actually change shape and the face of dementia care in The UK. We have seen some extremely amazing media visibility, thought leadership webinars, and through all the work we're doing, the way we're positioning ourselves, my personal connections, the personal work that I put into place in The UK market, we have brought on some key strategic advisers. Those include Anthony Hall, who's a former lead CQC inspector, former director at HC1, the largest care home operator in The UK, and the MD of Park Homes, which was one of our signing contracts. Michelle Shah, who is a lead across health and care sector, who is the MD of Sweetree, one of the largest, most prominent job care providers in The UK. And Michelle Tempest, who is a lead psychologist, a doctor, and a a keen and massive advocate for affected dementia care, having written a book and having being a partner at a company called Pandesic with with the largest amount of connections across the the care home sector. Financial strengthening, so we raised a tier five warrant exercise of 5.8 mil. We had our cash runway extended, and we did lean organization post restructure. So the reason behind that was up until the point of earlier this year, we were operating not very lean. We had quite a few employees in the organization that we needed to basically cut back on prior to us proving out our business model, proving revenue, proving commercial traction, and operating in a leaner way so that we could get to a place where we were we were at a healthier company and operating to a breakeven in 2026. So laying the foundation, when we first came in, Fiona and I, to launch into The UK market, we had to pivot, and we had to prove to the market that we had a validated market potential. We did a temporary pivot from the NHS. At the time, when we were looking into the NHS market, there was political changes across the NHS infrastructure and the organization, which would have significantly impacted our potential to sell into the NHS. It wasn't just us that was impacted. It was widely seen across the entirety of the health care system, across the digital innovators. And if we hadn't pivoted, we would have had no business model and no market. We quickly found a route to market within the care home sector. This has proven to be one of the most valuable decisions we could have made because not only do we find a validated product market fit, but we found an opportunity for Eilid to actually have a home in a place that we can make some real impact and a real pathway to scale, and we managed to secure sales within the first few months of going into the care home sector in a market where we were completely unknown, which enabled us to get the traction where we are today. We've gone from zero awareness to credibility. So we've entered UK as an unknown brand in a market with limited CST traction and patient and public awareness. We're now positioned as a trusted voice through consistent visibility on LinkedIn, industry webinars, and press. And I can't emphasize the power of becoming a trusted voice when we think about commercial traction and selling. Marketing, we have built this from scratch. We have no marketing team in house, and we had no spend at the start of the year. We built a compelling brand in house at no cost, a brand that resonates with people, that people found the human side to it, that again reinforces the power of us to sell into organizations that believe in us. We did a whole website redesign. This is about to go live. We managed to deliver this at a cost of £365 versus £12,000 that gets quoted often for website redesigns, which is a 97% cost saving. That was done through myself and Fiona working through an entire website redesign, copy, structure, UX, and UI that we then translated into a rebranded website with the help of a designer and a developer. We then engaged Summit, an external agency, at the cost of 3 and a half thousand pounds a month instead of building on an internal team. This enabled us to deliver 55% monthly saving plus access to wider expertise. We built a new SaaS licensing model, which is the pathway to a full data driven platform, and we've built a UK sales pipeline of 2,700,000.0 in opportunities. All of this work has given us a compelling foundation to success. What we came into was a CST product. What we now have is a fully scalable, fully opportunistic, service driven market opportunity to embed a SaaS licensing model at scale across the care home sector, generating valuable outcome data that will prove to the market that what we are doing can significantly improve lives of people living with dementia. So marketing overview. For those that can see on LinkedIn, we are becoming more and more open. We are engaging more. We're becoming more seen as leaders in with our voice. Some have begun posting on in April. And whilst it's not been a full quarter yet, following metrics that you can see in front of you over only two months are super encouraging. So we've gone from a total number of posts of 17 pre some ex to 79. The average total number of new followers has gone up from a 193 to 589. Our impressions has significantly increased from 5,197 to nearly 45,000 impressions, and the average engagement rate has gone from 7.3 to 9.4%. This is above the industry average of 2.8%. This engagement and this impact has a correlation between the engagement and the post and the dementia post and the thought leadership that I am pushing out on my own LinkedIn, which coincides with an increase and an influx in inbound inquiries, press coverage, media coverage that is helping us to become a recognized brand and a recognized product that can actually change the face of dementia care. On the advisory powerhouse team that we brought in, we have Michelle Tempest, Michelle Shah, and Anthony Hall. Michelle Tempest was a personal connection through wealth, which is a community that I have, which is for women across the entire sector of health, whether it's investment, digital health, health care. I connect with her through this community, and she has joined pro bono as an adviser to support us on our mission. She personally feels very, very excited and passionate about helping us, and she has already opened the doors to a number of different care homes, including opportunities that could give us significant revenue over the next six months. Vishal Shah was a connection I brought in personally as well through my LinkedIn, and Anthony Hall, again, a connection I brought in through my LinkedIn through engaging and becoming a thought leader. Now the really exciting part that we're really excited to share with you, which I couldn't be more proud of, it's just going to show the phenomenal work that our team has put in day in and night to create the product validation that we needed to scale this up further across the care home sector. You will all have seen the press coverage, hopefully, about Eila and our seven week digitally delivered dementia therapy with Southcare Homes as a paid pilot that has improved cognitive outcome measures by nearly fifty percent. What this has done has translated the academic research of CST into real world evidence in a market that enables us to productize and commercialize an evidence based therapy. Up until this moment, no real world evidence have been carried out in organizations to show the impact that CST can have on people. The academic research is now bridged into commercial research that enables us to sell this widely in a way that care homes can see not only outcomes validated, but the economic validation. The results have been absolutely remarkable. In seven weeks across two care homes, we saw almost a 55% increase in cognition. Resident well-being went from 15% to 50%. Resident satisfaction, 9.6 out of 10 rating. 80% would recommend CST. Staff confidence, a 100% confidence in delivering therapy. The resident feedback has been absolutely unbelievable. I was there in the care home last week. The whole organization was buzzing. I spoke to residents. I spoke to their family members. I spoke to the care team. Family members were telling me that their loved ones have recognized them for the first time, that they have remembered stories they never thought they would remember again. The activities coordinator delivering it has said they feel valued. They feel like they're doing something that is worthy. They feel like they are seeing the impact in their residents. They're seeing their residents smile for the first time. They're seeing residents unblock memories that they were never able to speak about. That in itself is groundbreaking. The care home manager is telling us that they are seeing relationships formed between the care home residents in the lounges outside of the sessions. They're seeing meaningful interactions. They're seeing memories being made. They're seeing moments being created, and this is all from ILA being deployed in a seven week period. This is not just data. This is not just outcomes. This is something that we can tangibly see. And as someone that has visited every single care home that we have been speaking to, as someone that has worked with this customer from the moment I connect them on LinkedIn to the point that we have now deployed it, I can handle my heart, say, as someone who's been a young carer, who's someone who has been a carer, as someone who's had a carer agency, this is absolutely remarkable what we are doing. The next steps in the impact update, so you'll see that we've already had two publications in the last few hours. That is incredible. The publication is still being released. SOMX has created a incredible press release and press pack for journalists to take up. So we will expect to see more PR and more press coming out in the next twenty four hours. Press for us is instrumental considering the fact that the headline is highlighting that digital dementia therapy is boosting condition by nearly fifty percent in care homes. It's validating and proof in our product, which again is is game changing. In terms of Sussex, this press release is really important for us because from a sales perspective, which was Fiona can go into, Southcare Homes was positioned in Sussex and Surrey, and it enables us now to do a really, really hyper focused attack, a sales strategy attack on the borough of Sussex and Surrey based on the positive outcomes from SouthCare Homes, the press release. We can now go to the commissioner, and we can we can look at a wider commissioning strategy around the care homes in that borough. We're doing an economic evaluation, so we're starting to design economic evaluation methodology to highlight the ROI for care homes nationwide, which will allow us to embed the real value the care homes can see from an economic footprint perspective. We've had inbound sales inquiries in the last couple of hours from my LinkedIn. 16 new care home operator leads have come through. The foundation, so this is the first real world evidence patent CFT in a home that drives impacts and can be delivered and scaled sustainably. This is the first of its kind. We've never seen this before. And again, regional commissioning, this is now led to high impact, high value commissioning conversations with local authorities that commission services across care homes within boroughs. We're actively in conversation with one borough that services 5,000 care homes with week to Market's webinar. So the work we're doing is absolutely laying the foundations for success. I'll now hand over to Fiona who'll talk to you about pipeline. Thanks, Debbie. I think it's also just worth reflecting that the care homes isn't by accident and isn't purely opportunistic. It's always with the view of how we support the NHS to more effectively deliver cognitive stimulation therapy in a way that traditional approaches don't work. And that's thinking about logistical barriers to group based therapy that forms the basis of CST. So thinking about residents or patients living with dementia, how they get to group therapy in a hospital that might be an hour and a half away from their home, for example. So the idea is really about building a network of care homes from which they can access CST in support of NHS pathways. And that's very aligned with the objectives that have been outlined in the ten year plan, which was released in July and has started we're starting to see elements of government funding come through now following some of their strategic objectives being written down, as you would expect, for the change in government that we've seen over the last twelve months. In terms of what that means to the pipeline, though, so as Debbie quite rightly pointed out, it has been a very deliberate strategy. No customer in a new market wants to be the first. So the fact that we've managed to get three care home operators with multiple care homes is a testament to the quality of the conversations, but it also enables us to build from these foundations to really start getting down to business in terms of sales mechanics. So you will see that the pipeline at the moment demonstrates significant So what this means is effectively, we've reached out to a number of care homes over the last nine months. And their issues have been, can you show us where you've done this before? What were the outcomes? What were the impact? And then we might be willing to have a conversation. That is reflected in the prospect to nurture the leads, those care homes that were in stakeholder engagement, the demo, the proposal sent. You will note that there is a figure aligned with the pipeline in its totality, which is around million. The outlook for the remainder of this financial year is close to GBP700000, and at each stage, it's weighted. So we know what the weighted value is. We're probably coming in at this stage at GBP200000 going up until the end of the year. But as you would expect, as I'm sure you're all aware, from a sales perspective, there is movement across pipeline all the time. In addition to customers moving through and prospects moving through these different stages of the pipeline cycle, we're also seeing new customers come in at varying different stages, which means that, that number is constantly flexing. I think that the growth to date has been constrained by trust, not by capability. It has been constrained somewhat by having a reference site, which is why we place so much emphasis on it and why we've known that us just shouting by Eila because Eila is really good wouldn't be enough in The UK market is a sophisticated market from a digital perspective. And therefore, this has been really, really important and is integral to how the pipeline moves in the right direction. Can you go to the next slide, please, Dev? Within that, we have a priority pipeline, as you would expect. So we have 20 customers, our ideal customer profile. At this stage, the ideal customer profile is an operator with three to 20 care home sites that will have staff sitting above the operations of the day to day operations of the care home. So they have the time and the bandwidth in order to be able to engage in conversations about innovation. I personally have spoken to people who really want to talk to me, but have to deal with a fire door or have to deal with someone knocking at the door saying something's happened to a resident. It's really important that we're able to mitigate some of those challenges by being able to talk to head office staff, which is why we're really looking at three to 20 care home operators. You will note from earlier in the year, we talked about some really promising conversations with the much larger operators. But as we predicted, they take a lot longer. We're in constant dialogue with them, really positive dialogue. They're very supportive of Brainplus, they're very supportive of Eyla, but they have their own cycles in the same way that the NHS would. And so this is why we're being hyper focused in terms of the type of organization, the type of operator that we're targeting. So that forms the backbone of some very targeted outreach. Those top 20 opportunities equate to two fifty care homes, which equates to £375,000 The initial outreach has already opened up conversation with one of these providers, opening up an opportunity worth 25,500 and coverage across 17 sites in the East Of England. Outside of these target customers, we are also moving forward with a pilot in an organization with coverage across 30 sites. The reason why it's a pilot is because their funding is more from a local authority or municipality type arrangement as opposed to a pure private care arrangement. So their margins will be smaller and therefore their ability to act needs to be in consultation with these local authorities, which is why we want to progress that pilot because it's really important that we work with this type of customer. It's also really important in the context of our NHS strategies, where NHS and local authority are working hand in hand. Next slide, please, Dev. So what that means day to day, you will have noted from LinkedIn that we have recruited a new business development manager. And what that means is that we've been able to get much more into the mechanics of the selling, especially in the backdrop of the work that's been done in So in addition to working the existing pipeline, and as Dev said, undertaking a very hyper targeted approach to the care homes in Sussex. It's worth mentioning again that we have a highly competitive space in the care home sector. It's largely privatized. When I talk about local authorities, that's a proportion of funding. The vast majority of people living with dementia in The UK will contribute some form of cost to their care. And therefore, having these mixed models is really important for us. It also means it's a highly competitive space for care home operators. They don't want to have issues with occupancy. They want to make sure that they're attracting the best, which is why some of this local coverage is really important because if it was national coverage, it wouldn't probably move the dial in terms of that care home down the road really worried because this care home has introduced an amazing intervention and has got proof points around it. That's what we're really trying to into, which is why it was very deliberate that it was a localized repressed strategy. That will then manifest in a coordinated campaign locally that will then drive some of those competitive factors. Look at what your neighbors do and why aren't you doing it. And we expect that to manifest and translate into deals moving through the pipeline in the coming weeks. At the same time, we're going to be introducing 10 new ICP accounts a week. That's because we recognize that it's time intensive. We don't just want to do a scattergun approach and hope for the best. We know who our ICP are. We know who our key personas are that we're targeting, but it does take a bit of research, it does take time. And so for that reason, we've got a cadence of introducing 10 new ICP accounts, which even if it doesn't translate into this quarter and next quarter, we'll build the foundations of the pipeline moving into next year, which is already sitting at 1,600,000.0. Next slide, Derf. So in summary, what that means is that we have a dual commercial engine now in terms of the pure mechanics of sales. So we've got the ICP cadence constantly building the profile of our ideal customer profile, thinking about who else can we target, how do we target local connections of those we're already working with, how do we tap into these competitive tensions and how do we then present them with a really compelling offer that's indicative of our understanding of this market. We also have general lead gen activities, so referrals and social proof, as Derre has said, this is directly manifesting now as a result of the LinkedIn activity. So thinking about that outreach and our inbound that's coming via those channels. We've also got the marketing engine. So we're going to be doing more and more and more around marketing and making sure that we continue to do the webinars, we continue to establish ourselves as a trusted voice, we continue to make sure that we become really credible. This is also really important because we want to be part of the discussions around the modern service framework for frailty and dementia that will be taking place from this autumn going up into the beginning of next financial year in The UK, which starts in April. Our inclusion in these conversations will be really critical to making sure that, a, we have a voice and b, we continue to advocate for CST because it hasn't I think it's fair to say that when only thirty one percent of patients are being offered CST, that it's fair to say that it's been a difficult translation from the academic research to operational delivery. What we now think with Eyla is that we're in a position to really help health care systems overcome some of that. And so we want to be around the table and we want to be able to make sure that we're using every lever at our disposal to make sure that people are hearing us and that they want to talk to us about how this might inform what a modern service framework looks like in dementia, what biopsychosocial approaches to dementia look like in terms of combining traditionally very medicalized models of care with more approaches that look at more holistic factors such as mental health and well-being, where they do contribute to frailty and where they do contribute to A and E attendance. And then finally, obviously, expansion. So we've always taken the view that we want to target those customers, not single site customers where there's no room to grow, but where there's the opportunity to build that trusting relationship that makes that expansion much easier and makes it easier for care homes to see their route because this is as much about their ability and their appetite to engage with Aina as it is about us and our ability to sell it. And then finally, other leads, which will off the back of our Board advisors that Dev has put together and other various different factors that influence the buying decision. By combining this cadence with a broader lead gen and expansions, we're creating a balanced engine and disciplined Any salesperson will tell you that. So it's been a really important part of our strategy, which is why we place so much emphasis on brands and market visibility. I will stop there. I am aware I talk very fast, so I hope that that was okay. But always happy to pick up any questions around pipeline and management of pipeline. Okay. Thank you. And with that, we move to the financial part. And welcome to all of you listening in or good afternoon, I'd say. It's a pleasure to have you with us and a pleasure to be able to sort of give you this update. In terms of financials for the first half, it reflects completely sort of the activities we've been focusing on, as Debica has explained. And in particular, does it also or the numbers reflect the implementation of an organizational restructuring that we undertook in January in order to operate with a leaner model and be able to allocate all resources available to directly sales supportive activities. So the result of that was that we came out with a gross profit or a gross profit loss of DKK1 million compared to a profit of DKK1 million last year. This is really very much accounting measures. So still, can we see that the revenue component of gross profit is small. And this is exactly as expected, because it still completely relies on the small DK sales. So no UK revenue is included in the gross profit for the period. We had this effective hold of development activities in January. And that had a consequence in the sense that we have previously, in the 2024, taken 2,000,000 of income based on capitalized development cost. But as we have decided to hold all development activities in the pipeline and allocate it to directly sales supportive tasks and activities, we essentially had no income from capitalized development costs. And that EUR2 million sort of drop is the only reason why we had a EUR2 million drop in gross profit. Both recognized income from grants and G and A costs were unchanged compared to the same period last year. So the net result obviously reflects the gross profit. And on top of that, we also have seen staff expenses, which have amounted to million, and that is a 16% reduction compared to the same period last year. And that is actually the early result of the restructuring implemented in January, where we sort of made a more lean organization to be able to sort of extend our cash flow or our cash runway. Amortization of activities activated development costs was essentially the same as last year. And that resulted in an operating result of minus CHF7.9 million versus CHF6.7 million in the 2024. And again, if we exclude the effect of the CHF2 million drop in income from capitalized development cost, which has no cash flow impact whatsoever. It was actually an improvement of million compared to the same period last year. And the net effect of financial was also much smaller than last year. So it was a minus of compared to DKK400000 last year. And last year, we actually had a tax credit component. But again, as we have cut down on development costs, we do not expect to have a tax credit component for 2025. So the cash flow position as of end first half was EUR4.3 million. The cash flow from operational and investment activities was EUR7 million compared to EUR7.4 million in the 2024. The investment cash flow obviously consists of yes, sorry, the investment cash flow is the capitalized development cost, which was CHF2 million in first half twenty twenty four, but has been insignificant again, as said, this half. So from financing, where we were successful in actually raising a total net of CHF 11,300,000.0 through faster bridge loan, which was associated with the unit issue in March, April, and then the sort of TO5 warrant, which was issued together with the units and which were which was oh, there's a word lacking here, exercisable, I think you'd say, in June. So that resulted in a net cash flow of CHF4.3 million versus CHF1.6 million in the first half. And as said, we completed the year with million or completed the half year with CHF4.3 million in cash. Next slide, please. So our financial forecast and cash runway. So in the full year report for 2024, we projected that we would be able to close sales contracts of a worth of DKK3.6 million, and we retain that forecast. And again, based on the development in the pipeline and all the activities and the established validation that we now have, we definitely expect as presented by both Debica and Fiona to see an accelerated conversion of the pipeline prospects we have. So that is the reason why we still expect to be able to close contracts of €3,600,000 worth of DEEP. So but in terms of cash flow, since we can see that the sort of time cycles from closing the contract and to we see cash flow come in, they are longer than we projected earlier in the year. And this is the reason behind the sort of, how do we say, lowering of our cash flow forecast from previously EUR 3,500,000.0 to EUR 3,700,000.0 to 3,000,000. In terms of recognized revenue, because the contracts that we are closing, we see would be paid upfront. But as they cover a full year, the recognized revenue from those contracts will extend into 2026. And as a consequence of the sort of again, the longer cycles from closing the contract and to seeing cash flow, we also see the same impact on revenue. So we downgraded that from around CHF1 million to around CHF0.5 million. And in terms of net loss, also considering the impact of the non development cost income component, we have we now expect a net loss of around because not only in those seven weeks can they see the outcomes are significantly improved, but they also enable them to have the framework and that blueprint to then deploy it easy across all the other sites. So Majestic Care is a yes. Park Homes, we have started the implementation phase. They will be up and running very shortly, and we hope to sign out to full contracts before the end of the year across all the other sites. Getting a new product out on market is very challenging, perhaps particularly so in healthcare, what typical conversion rates to expect from now until mid next year? Please use a metric of your convenience for this. Phoe, do you want to answer that question? Yeah. I tried to touch upon this. So because we know and yes, to the author of the question, you're quite right. That is exactly what happens in healthcare. We I am currently working on a five times. So where we the target figure, we basically need the equivalent of five times pipeline value. So if it's 1.6 times, then the total figure a sales target would be 20% of that. And there is because for all the reasons that you'll be aware of, there is drop off in pipeline. And we know that, which is why we've waited every single stage of the pipeline to come up with a view of where we'll land by the end of the year. And also, it's talking about that flex across different pipeline stages. So for example, if a champion of yours leaves the organization and then puts it at risk in terms of timelines, but we know that there's an opportunity there, it will move back and forth and so on to make sure that we're not over inflating the pipeline. Both, Debica and I have experienced overinflated pipelines. It's not fun. I'm certainly using those experiences and that discipline to make sure that doesn't happen here. But as a key metric, we would expect ultimately 20% of leads to convert into contracts with the view that those leads that haven't, that 80% would still mature at some stage through the pipeline. We also know that as it stands right now that there is still a bit of work to do in terms of getting up to that total five times number, which is why I've highlighted the work we're doing to continue to expand our list of ideal customer profile, how that impacts our reach out strategy with the view that anything else that comes through the pipeline is then upside from Target. So it's a very deliberate approach. It's a conservative approach. It's based on our experiences and it's based on industry benchmarks for HealthTech, which is around 20% conversion. Thank you, Phe. The press release today showed remarkably good first results. Thank you. Do you believe this will have a practical impact also on the execution of your planned rollout already this fall and within a twelve month period? What other is you believe be the key for various groups of care homes when they ultimately decide whether to give either a chance or not. So, yes, it has had a significant impact as you've seen even in the last few hours, not only on the engagement from LinkedIn, we've had inbound inquiries, we've had press release, we are now also using the outcome report and the press release to engage conversations with warm and hot leads, new leads, which is really exciting. What it is enabling us to do is, like I said, proof. It's proof. It's validation. One thing to further enhance it, which we've obviously discussed on this webinar is really starting to showcase that economic ROI piece for the care home. So they can now, you know, first of all, what you need to show a care home is that, is it easy to implement? Is it going to tangibly improve the lives of people living there? Is it cost effective? Is it clinically effective? Is it going to be something that they can scale up widely? Scale up widely obviously comes hand to hand with being able to provide a very, very succinct economic ROI and I think that's really easy to do and we're on the ground doing that now. And we're working up what that looks like. We'll share it with you shortly when we have it available. And in terms of cost effectiveness versus clinical effectiveness, we have done that. All of our commercial modeling has been around the cost effectiveness and the clinical effectiveness. And so we've priced it competitively, we've priced it justifiably. And so I don't think there's any hindrance to us having any conversations happening. But again, we will have we will have these coming out from Majestic Care and Park Homes. The more outcome reports we have, the better proof we have. And it's and it goes one step further than that. It's again, like I said at the beginning, we're bridging the gap from the academic research which was on paper into a real world evaluation validation in a care setting which enables us to show proof for the pudding that this works in a space that has never been done before. The next question, as a CEO of a thriving company like Brainplus, Devicoy is fully focused on Brainplus. Does she perhaps any have any side projects? Thank you for that question. So I'll just start with saying, I hope from this webinar and through taking you through the traction, you may have changed an opinion or seen that the dedication I have to this role is the top of my priority. I'm doing everything I possibly can to make this company a success. I've been in the position of CEO since April, and I would like to say the traction is for itself. I can't materially change Brainplus' history, but I can and I am accelerating its future. Every LinkedIn post, every conversation, every strategic decision that I make has one laser focus, and that is driving Brainplus forward. This isn't theoretical for me. This is not my first rodeo. I've been a young carer since I was 10. The story of my grandmother is not just a story. It is marked in me. It's my passion. It's my purpose, and it's driven me to create authentic conversations, meaningful connections, and drive commercial conversations. All of the commercial sales that you have seen have started with the narrative around understanding the pain point of these care organization. That generated £2,100,000 in year one. Everything I do is with intention. My network through wealth, women in health has brought us in customer conversations and strategic advisors like I shared with you. My personal mission and Brainfuzz's commercial mission are completely aligned, improving outcomes for people living with dementia. And in the five months that I've been here as CEO, we've established our UK presence, launched the enhanced technology SaaS system, secured the significant funding, completely made our operations lean, strapped away and pushed away any costs around resource that we didn't need to be lean in our approach, to prove to the market, and prove to the investors, and prove that we have a sustainable business model, which I believe hasn't been done before and signed commercial contracts. So that's not distraction, that's focus delivering results. And I don't think the question here is whether I'm dedicated to Brainplus, it's how fast we can scale the impact we're already proving in the market. So hopefully that answers your question. I think maybe if I can add to that as a close management colleague to Debica. I have never met a CEO as committed and as commercially focused as Debica, and that's speaking from the heart. I think Brainplus has, with Devika on board, the best chances ever of making a great success in The UK and beyond. Lack of dedication is nowhere to be seen. And I think we're all human beings. So, of course, we have something, call it, life projects or whatever. We also have a life outside that may be fifty, sixty hours put into the job. The question is only how much do we expose those also on on social media because we are all human beings. Lack of commitment and lack of dedication to Brainplus is absolutely no such thing with DevyCamp. Thank you, Hannah. And just to reiterate, if any shareholder or investor ever wants to have a chat with me, my line is always open. You can always email me, and I will always have a personal call with you to rectify any concerns you may have and speak to you about the work that we're doing. So my line is always open. And I think we've actually gone over time, so I think maybe I must I don't Yeah. Questions on on unanswered we can follow-up on if you're right to us. Perfect. That is perfect. We can end the Q and A here. And yeah, you have access to all the questions. So if there's any questions you want to answer afterwards, you can do that or else investors can contact you in your Investor Relations contact information. So that finalizes the Q and A and the webcast for today. But before we end, I will just hand over the word for you at Brainplus with your final remarks. Just thank you all for your time and listening to us today. And Rest assured, we are doing everything we possibly can to make this a success. Every single individual working here is committed, is passionate, is talented beyond means, and we aren't gonna stop until this is a success. So thank you, and we'll keep you informed of the amazing work that we're going to continue to change the lives of those living with dementia for the better.