Good morning, everybody. Thank you very much for joining us today. We announced our results on Tuesday. We're very happy to have the opportunity to talk to you today about some of the highlights of the progress that Dialight has been making over the last couple of years since Mark and I joined the business. I'll be talking first, and then I'll hand over to Mark Fryer, our CFO, who will talk to the numbers later on in the presentation. This presentation is all about our shifting focus on medium-term growth. We've spent the last couple of years really putting the business back in shape and really focusing on the operational and margin performance of the business. Now we're moving towards how do we get growth. Just to say a couple of words about Dialight for those of you who are not familiar, we essentially operate as two divisions. The largest division, which is about 75% of our revenue, is the solid-state lighting division. That provides hazardous area lighting, predominantly in high-value industries like oil and gas, petrochemical, mining, and so on, as you can see from these photographs on the first slide. The second division is our Signals & Components division, and here we supply LEDs, we supply indicators predominantly in AI and data center-type applications. This has been a very good opportunity for us with the rise in AI data centers and so on. We have a lot of strength in the business, and it's predominantly built around our brand awareness and the quality of the products that we're supplying. As a business, we're known for very high quality, very reliable, industry-leading products where we offer a 10-year warranty. Basically a fit and forget. This has led us to a completely 100% LED native portfolio. We don't have any other lighting devices other than LED-based. For the solid-state lighting business, we have roughly a 20% market share in the hazardous industrial lighting space. I mentioned that we're very focused on end markets where our high added value and safety-critical products really are appropriate for those opportunities. It's not possible to offer commercial lighting devices into the oil and gas market except in very commercial areas like in the offices and so on. If you're out on the site, you need the type of products that we supply to be able to operate in those hazardous locations. We have a really, I would say, strategically valued, valuable platform. We see all around us the industry is consolidating. We actually have a small number of competitors in the hazardous lighting space, and we actually see our platform as a leading business within that space. We have restructured the management team. We've now got a really strong width and depth of team, and all focused on delivering the next phase of our transformation, which is the growth. I think we're at an inflection point. I think growth we saw in the fourth quarter of the last financial year, we saw growth coming back, and we continue to see that moving forward. Just a reminder that when I came in two years ago, we set out a transformation plan. The first four pillars of the plan were the key things we put in place immediately to bring performance back into the business. The first pillar was winning hearts and minds. If you can't persuade the people in the team that they should get behind you and all row in the same direction, it's going to be extremely hard to bring about change in any business. I'm really pleased to say that by over-communicating with people and really making sure they understood the strategy and direction of the company, we've actually had a big engagement from everybody within the team. They understand where we are going, and they're supporting everything that we're trying to achieve. We've transformed the sales team. We have a much more disciplined approach. We have a pay-for-performance remuneration scheme for the sales guys that rewards not only volume, but also margin. A lot of effort has gone into transforming the operations where we have optimized every aspect of our manufacturing, our engineering, and our design. We've had a big focus on improving margin and cash generation by essentially removing unnecessary cost from across the business. Just recently, we introduced the fifth pillar, which now that we have a strong base, we can now look at profitable growth coming in the future and the pathway to get there. Just a quick executive summary of how we performed in the last financial year. We had a very strong underlying profit and cash generation, even though the U.S. market conditions have not been helpful. I'll talk a little more about that later, because we are seeing things improve. Tariffs put a real shock into the system last year, but I think the whole market is now starting to be comfortable with the fact that tariffs are here to stay, and that cannot stop progress and new projects coming to the front. We are actually seeing a loosening in the market, and we're hoping that that will help us drive growth going forward. The long-running situation with Sanmina, we lost the Sanmina court case. We were facing a significant cost in terms of legal costs, in terms of the actual award, and in terms of interest. We had a good conversation with Sanmina. We came to an agreement. We have now paid off and completely settled that Sanmina situation. Everything is now clear. We are out of that and firmly looking at that as being in the rear view mirror. I mentioned earlier that we have new HR leadership, and we have put in place a top to bottom management team where everybody's goals and objectives are aligned from myself all the way down to every single individual within the company. We have a bonus scheme and long-term incentives that reward people who are playing a really big part in the senior roles of driving the business forward. We feel that we have a good succession in place, and we're able to really take this business forward now with the right people in the right places with the right remuneration. I mentioned the transformation plan. The first phase of that is now complete, and we're starting to see a lot of the financial and operational benefits coming through. That's not to say we're stopping. We still have a lot of runway to go, and I'll talk a little bit more about the next phase over the next couple of years in specifics of what we're doing. Revenue slightly down year on year, but a big improvement in operating profit. Excellent cash generation. Net bank debt finished at GBP 1.9 million. I'm pleased to say, as of today, we are cash positive. We felt confident that we could upgrade our medium-term ambitions, and I'll give you a look at that when we get to slide nine. What happened last year? In terms of the factories and supply chain, we had a lot of cost-saving projects going on. We reduced our direct labor by around 30%. That was really important because we were incredibly inefficient in our factories. We've now got a much more efficient operation where we're focusing on really the high-running products. Whereas historically, there's been too much emphasis on special products. We're now constraining the salespeople and making sure that their first thought is to sell the things we want to sell at the margins we want to sell them at. This has actually been one of the bigger contributors to the improvement in performance. We had a very favorable global product price variance last year, which contributed a couple of million dollars into the kitty, as it were. We were able to reduce our inventory by $16.6 million, which really helped with the net debt. Mark will talk more about that later. As I mentioned, we've reorganized and strengthened the management teams. In terms of the products and looking at new business, our finished goods SKU reduction was around 30%. For those of you who attended the prior year, we talked about sub-assembly reduction of 90%. Now that we've reduced the sub-assemblies, we've been able to reduce the finished goods SKUs, and again, that's allowing the sales team to prioritize and focus on the higher margin SKUs. In order to fill out our portfolio, we've taken the view that we will source and sell rather than design and build ourselves, because being able to fill out the portfolio allows us to pull through more of the high-margin SKUs that we actually want to sell. We've launched new products, lower cost, better features, and better margins. That has actually extended into Signals & Components. It's not just the solid-state lighting, but actually we're now looking at what more we can do in our Signals & Components division, where, as I said earlier, the AI data centers are really, really giving us good growth in that area. These were the ambitions we set in June 2025, only a year ago. We had set ourselves the ambition of a 45% underlying gross margin, 11%-13% return on sales, eliminate bank debt, and significantly reduce our inventory. What has happened is we went backwards in revenue. However, we were very strong in all of the other areas. As we come into this new financial year, we come in with a very strong backlog, a product portfolio that has been enhanced and will continue to be enhanced, as well as looking at what comes next. We've restructured the sales team, we've removed non-performers, and we've acquired new talent. We have a pay-for-performance commission plan. In Signals & Components, we have new partnerships and products, and we've created an EPC, engineer procure construct, and strategic accounts and specification sales group. Bit of a mouthful, but essentially what that is focusing on the major large projects from the strategic accounts that we follow. We think this is where we will see the most opportunity for significant revenue growth in the future. We're very confident based on how we finished Q4, the backlog that we have coming into the new financial year, that rather than revenue decline, we will see profitable revenue growth as we go through this financial year. I mentioned some of the initiatives that we still have in the hopper. Obviously, we've got annualization of the cost reduction benefits that we've already banked with some of the changes that we've made over the last two years. More of the cost reduction benefits will come through during this financial year. We have three factories, two in Mexico, one in Roxboro, North Carolina. Actually, we have a fourth factory in Malaysia. What we decided to do is transfer all of the operations from our Roxboro facility into our Mexico facility, at which point we will then close the Roxboro facility. That should lead to a very nice saving in the following financial year, and it'll make us much more efficient. At the moment, we manufacture molded products in Roxboro. We send them to Mexico where they add value to them, and they're then sent back into the U.S. and Canada for sale. It's a little bit of an inefficient process. We are fixing that over the next 18 months. In Signals & Components, we are cleaning, automating, and transferring the remainder of those products to Penang in Malaysia. Again, most of the products that we supply, parts come from Asia. We bring them into Mexico, we add value to them, and then we send them back to Asia, which clearly is a very inefficient way of operating. We will fix that again over the next 18 months, which again, will lead to some significant savings, which will go straight to the bottom line. We're also looking at hybrid manufacturing, which really means we want to find alternative sources for the manufacture of our products for a couple of reasons. We want to make sure that, for example, with power supplies, that as we grow, we can scale quickly by having alternative sources of supply. We also want to make sure that we have a disaster recovery opportunity in terms of not having a single source, in this case ourselves, making sure that we have partners who, if we do have a problem or they have a problem, that we can pick up the slack and we can have an alternative source of supply. We have some other opportunities to further automate and improve the manufacturability of our parts. We see opportunity for growth. We certainly have opportunity to improve the performance of the operations and manufacturing. That has all led into, just after a year, the fact that we are updating our medium-term ambition for Dialight. We still think revenue growth of 3%-5% is. It's certainly what we're targeting. With everything going on, with things improving, that could actually be better. At this stage, we have no evidence, and therefore we are trying to be a little bit conservative. Certainly looking at the progress of the underlying gross margin, we are now targeting 45%+ and a return on sales of 15%+. As I mentioned, we are cash positive, and we think that we can achieve a return on average net assets between 25%-50%. Had you asked me a year ago would I be doing this now, I would have probably laughed because we did not think that we could make the progress that we have made. I am pleased to say the team has worked exceptionally well, and we have come a really, really long way in a year, and I think we have got a long way to go, a long runway ahead of us for further improved performance within Dialight. Okay, I will hand over to Mark and he will take us through the financials. Mark, over to you. On the financials, the revenue decline is disappointing, about a 1/3 of that is the fact that we have exited the traffic business, which we exited in October 2025. The revenue in the prior year for traffic was $13 million. In the current year it was $8 million, and that is now completed. The real highlight was the 3.4% improvement in the gross margin to 39%. You can see that if we exclude traffic, which is a low margin business, the margin would actually have been just under 41%. What we have seen as we have introduced the new margin-based commission scheme for the salespeople is the margin has been increasing through the year. In Q4, we actually achieved our 45% target. The actual was 45.7% in Q4, and for Q1 2026, we are actually at 47%. When we look at the Salesforce CRM, we can see that our pipeline, which is not an order, we have got roughly a $300 million pipeline, and that is at about 52% margin. The margins are moving up. Just to reference that 52%, two years ago, the gross margin was 28%. As well as increasing the gross margin, we are also reducing the overheads. The overheads are down by $6.5 million in the year. We expect those to continue reducing going forward. Steve talked about pay for performance for the salespeople. Within this profit figure, we have also provided the best part of $3 million, and every employee in the company this year will get a bonus from shop floor to management, and that has been provided. Other than that, the overhead would have reduced to $52 million. The profit obviously is up about 250% to $10.3 million. The market expectation was 9.5 million. We've come out on the upper end of market expectation. The non-underlying items, although they've reduced significantly as Sanmina has been settled, we have still spent GBP 4 million on non-underlying. Really, in these results, we're signaling that for the purposes of non-underlying accounting treatment, there will be no further use of the non-underlying line going forward as the rationalization plan is complete in that regard. Moving on then, those costs that we've incurred, $4.4 million has been on the transformation plan. That has seen the group take out 300 heads. As Steve said, we've exited the year with just over 1,000 heads, and the annualized saving that comes from that $4 million spend is about $9 million. $6 million of that was in the prior year. There is a further annualization benefit, which is about $3 million, which was on the earlier slide that Steve showed. That annualization is worth $3 million of extra profit this year over the prior year. The next line of cost is a defined benefit pension scheme. The group has two old closed schemes. The final costs to do the GMP equalization and wind down those schemes has been incurred in the year, and the wind up is now in process with the pensions regulator. Those costs will now stop. The other big cost, there was a little bit of cost on Sanmina. The big benefit that we received in the year is we received two employee related credits which related to 2023. They were filed in 2023 for the 2022 period when our workforce continued to work through COVID on product development. We applied for those credits from the IRS and received those in year. In terms of the EBITDA bridge, the group is generating just under $20 million of EBITDA. We include this, certainly banks like to see EBITDA, as do financial people. There is quite a lot of depreciation, amortization. Really our goal that we're guiding to is back in 2012, 2013, the group continued through those years to generate 100% cash conversion of EBITDA, and that will be our goal going forward. This is a bit of a busy slide. The main highlight, as Steve said, is the reduction in the inventory of $16.6 million. We set ourselves a target of getting to 35-40 of inventory over three years, and we've got it down to 30 in the first year. That's an astonishing performance by the factories and the supply chain team, driven really by the reductions in SKU count and those sub-assemblies also exiting from traffic. With that and a near $5 million reduction in receivables, that's been used to pay down the bank debt, which at its peak was at about $24 million in December 2025. Sorry, December 2024. We've paid Sanmina $7.7 million in the year, but $11.7 million in total. As Steve said, that's now done and gone. In terms of, obviously, return on capital, we are almost approaching the 25% target. As you will have seen earlier, we're targeting now to 25%-50%, which, with broadly GBP 50 million of net assets, is guiding you to a GBP 25 million-GBP 30 million profit figure, which comes from the four bullets that Steve showed you earlier. The annualization of cost savings, closure of Roxboro, the hybrid manufacturing for power supply, the move of S&C to Penang, a 5% price increase, which we imposed in March 2026, and which has stuck. Then a little bit of growth. Here you see the cash flow of the ins and outs of how the bank were paid back. As Steve said, we're now positive cash. We've got about GBP 1 million cash in bank today, and how we paid off Sanmina. We've also broadly halved the level of capital expenditure in the business. The business was running at about GBP 10 million. That's down to about GBP 5 million, of which half is capitalized R&D, and the rest is maintenance CapEx. Thank you, Mark. This is the final slide, really just to summarize what we've been doing over the last couple of years, particularly how well it's gone in the last year. Profits strongly ahead of the prior year. Although revenue was down, our focus has really been on operational performance, getting a solid base, now we look to drive future growth. We're doing that by focusing on higher margin products, tightly controlling the cost base, continuing to rationalize our manufacturing facilities, reducing our debt, we had a great year for inventory reduction. I don't think it'll come down much more, especially if we're getting growth. The takeaway is we had a very strong performance driven by a lot of self-help, as we move forward, we are absolutely focused on profitable revenue growth. That concludes the presentation. We are now going to open up for questions. That's great. Thank you, Steve and Mark, for updating investors today. Could I please remind investors to submit your questions just by using the Q&A tab situated on the right-hand corner of your screen. For your reference, a recording of today's presentation will be available on the InvestorMeetCompany company platform shortly after the meeting has ended. Guys, as you can see, we received a number of questions during today's presentation. If I could just hand back to you to read out the questions and give responses where appropriate to do so, and I'll pick up from you at the end. Thank you, Charlie. I will read out the questions, and then Mark and I will do our best to answer them. The first question is, "How is your market evolving medium to long term?" Hopefully, we covered that a little bit in the presentation. Certainly, AI data centers are having a big impact on our Signals & Components division. We saw a lot of year-on-year growth there, and we do expect that to continue. We are also putting more investment in as we see that market continue to improve and evolve. I think for the solid-state lighting, what we saw when tariffs came in, and to a certain extent, the Middle East situation, we saw people pause, big customers who were maybe considering new plants, new parts of plants, new facilities. Essentially, the makeup of their cost is not how much does the LED lighting cost, it is what does the steel cost, what does the copper cost, what does the aluminum cost? What we saw was people just paused. If today with tariffs, it is going to cost you $1 billion for your investment in a new plant, but tomorrow if that changes, it is only half a billion dollars, your incentive is to wait and see how things develop. I think what we have seen is as the year went through, people started to realize that tariffs weren't going to go away. It was something we had to live with, and it couldn't slow down progress, especially as in the case of the Middle East and the U.S. They wanted to produce more oil. Petrol prices going up, gas prices going up. They needed to really start investing in infrastructure. As I said earlier, we have seen loosening and increasing numbers of larger opportunities, and that's where we see things continuing, and again, where we are putting a lot of our capital. Shall I do the next one? You expect revenue growth to return, what lead indicators should we look for in the coming months? I think we will do quarterly updates on our performance. We have, as we've been going round the shareholders, been saying the 5% price increase has stuck. We've also seen volume growth in the year. After 12 weeks of the year, we're seeing double-digit sales growth, and you'll see that next with the next trading update. The next question is a capital allocation issue, which is, assuming you get to debt-free, how will you balance excess cash with acquisitions, organic investment, and shareholder returns? It's a good question. All our major shareholders are asking the same. I think their preference is that we look more to share buyback, to dividend, because we are able, if you think of those four projects that Steve has talked about, the investment in those is about $1 million, and the return is $4 million. At the moment, we're better able to get a higher return on the invested capital than our shareholders are able to get. Organic business improvement and growth in the business is the highest priority. I think our shareholders would like us to neutralize the impact of share options and the VCP program by buying back some shares. Certainly Investec have built this in. Dividends are included in their model going forward from the interims. We've also had a question about, can you say a little more about the opportunity with AI data centers? How much competition is there with the components you supply? The first thing I'll say is we've been supplying that type of product for the last 50 years, our brand recognition as Dialight is extremely strong. There is competition, but at the level we're playing at, the competition is half a dozen major players. One of the advantages we have is we add value in Malaysia, even though the source of the product may be China, certificate of origin becomes Malaysia. That's actually a big selling point to our purchasers of the products. We do see an opportunity not only to offer more, but also to have a certificate of origin which is Malaysia, and therefore potentially to be more attractive and to attract lower tariffs than perhaps direct source from China. The next one is, how financially strong are your direct competitors? Is consolidation taking place amongst those? The U.S. is our major market. It's about 80% of sales. We compete with four other companies, and they are financially as strong as strong could be. The difference between us and them is we're more entrepreneurial, nimbler, faster-moving, and we've got a better product set. We have a saying that if we hang ours, we'll win, because we have better products. Their industrial hazardous lighting businesses are generally a very small part of a much broader electronic products business. They generate super high margins, higher margins than we do. We don't typically compete on price, and that again, is one of the reasons for the turnaround in the margin from 28%-52%. We don't need to compete on price. It's on specification and features and payback and energy saving. For us now, it is going into the sales that we made 10 years ago and replacing the lights that are now out of warranty that we sold 10 years ago when we were a bigger business. Thanks, Mark. We've had a question, how much of the remaining margin improvement will come from the structural cost reductions versus a recovery in sales volume? It's very difficult to say, because it depends how much the sales volume increases, to be perfectly honest. We have plans to improve margin through continued operational performance, and hopefully we've outlined some of the initiatives that we are embarking on there. Then the sales, if we can get the sort of growth we think we can get, then the drop-through is pretty good and it'll make a good contribution to that gross margin and actually operating profit performance. Very difficult to give a number, but we are pushing on both fronts really hard to try and optimize and maximize the opportunity that both of those things bring. That's great, guys. Thank you for answering those questions from investors today. Before we ask investors to share their feedback, which I know is particularly important to the company, Steve, could I please just ask you for some closing comments? Thank you, Charlie. Yeah, I really appreciate everybody joining us today. We've come a long, long way in the last two years. We had a business that was, quite frankly, quite badly broken with a lot of risk, not least of which was the Sanmina situation. I think over the last two years, we've come a really long way, and we're at that inflection point now where we have a path to better and better performance in the coming years, that's what we're focused on. Hopefully today this has been a useful insight into where Dialight is today and where we're going in the future, hopefully that might encourage you to become a part of the Dialight family. Thank you all very much for joining. Thank you once again, Steve and Mark, for your presentation this morning. Could I please ask investors not to close this session, as you'll now be automatically redirected to provide your feedback, which help the company better understand your views and expectations. On behalf of the management team of Dialight PLC, we would like to thank you for attending today's presentation, good morning to you all.