Good morning, and welcome to Optima Health's full year results presentation. We are joined today by Jonathan Thomas, Chief Executive Officer, and Andrew Bones, Interim Chief Financial Officer. If you would like to ask a question during today's call, please press star one on your telephone keypad, or you can submit written questions via the webcast. I would now like to hand the call over to Jonathan to begin. Please go ahead. Lovely. Thanks very much, Sergei. Good morning, everybody, and welcome to Optima Health's FY 2026 financial results presentation. Tom, would you mind flicking to the next slide, please? Today, I am joined by Andy Bones, Chief Finance Officer, and the two of us will take you through the agenda as we have got there. So FY 2026 financial headlines, our strategic progress and outlook. Andy will go into a bit more detail in the financial review, and then as Sergei has mentioned, we will open up for Q&A towards the end. Next slide, please, Tom. So to reacquaint those of you with Optima, or those of you that have not heard about Optima before, Optima Health is the U.K.'s market leader in occupational health and wellbeing. So what does that mean? We help organizations to implement multi-year health programs where we monitor, report, advise, and rehabilitate workplace-related health issues for employees in the U.K. We help businesses comply with legislation, manage their risk, and ultimately, make favorable management decisions where they are able to improve productivity of the workforce, the wellbeing of the workforce, and the health of their employees. The market which we operate in, as you can see down at the bottom, is a favorable one. Our target addressable at the moment is roughly GBP 1.6 billion across the U.K. and Ireland. The issue at hand are some of those key headlines and metrics there. So the cost of ill health for employers is roughly GBP 85 billion. That equates to 150 million days lost to sickness absence annually in the U.K. Across from a state perspective, the cost to the state is around GBP 212 billion of this issue. There recently was a Keep Britain Working report published by the government that suggested to make inroads into those and improve some of those metrics. The target addressable market could be up to GBP 6 billion. That equates to around GBP 15 per employee per month spent on occupational health-related services. Capability-wise, we have unrivaled capability across the U.K. and Ireland. So we support around 6.5 million employees and the customers that we serve, of which there are around 3,500. We directly employ around 2,000 people, of which 1,250 or so are directly employed clinicians. So doctors, nurses, physiotherapists, counselors, multidisciplinary team that we need to support our organization. Next slide, please, Tom. Underpinning that, we have some key fundamental USPs and strengths that support us exploiting those positive market dynamics. We have got comprehensive U.K.-wide and Ireland-wide scale. That means we can support any client in any sector, anywhere from a geographical perspective across the U.K. and Ireland. Underpinning that is our proprietary IT platforms. That gets the cases to the clinicians, the right clinician, the right time, with the right intervention, and allowing our customers to flexibly access our services. We deliver the full breadth of scope of what could be required in a workplace health perspective. Anything that a corporate or an organization requires, we are able to deliver it in-house, whether that be occupational health-related, mental health, musculoskeletal, triage-related, neurodiversity assessments, et cetera. Our model is a favorable one also. We are a profitable organization. Our contracts with our customers are recurring in nature, long-term in nature, and multi-year contracts, which allow us to deliver profitably, turn that into cash, and invest in our business going forward. Finally, we have got a great track record from an M&A perspective, which I will touch on on the next slide, of consolidating effectively, being disciplined in our approach, and delivering on the outcomes that are required there. Next slide, please, Tom. I thought I would remind everybody of that journey and that track record over the last few years or so. In 2021, end of 2021, Optima sold the business into Marlowe PLC. At the time, we were around GBP 70 million of revenues and GBP 10 million of EBITDA. That delivered significant shareholder value at that point in time. Thereafter, through 2022 through to 2023, we integrated 12 businesses into the Optima Health platform and the model. That integration activity finished in 2023, delivering the scale platform that we have today and delivered significant operational benefits and synergy savings. In 2024, we embarked on a strategic demerge from Marlowe PLC and listed the business on AIM in September of 2024 to allow us to really focus and pursue strategies tailored to our end market and customers. Thereafter, we continued with that strategy. In 2025, we acquired three businesses, entering the Ireland market with Cognate Health, BHSF Occupational Health, and Care First EAP. In addition to winning a significant contract with the U.K. Armed Forces that is around GBP 210 million over a seven-year term. Then finally, in early 2026, we acquired the transformational acquisition of PAM, People Asset Management, which adds around GBP 66 million of revenues to the group. Next slide, please, Tom. Taking you through the financial headlines, if you go on the next one, please, in some key metrics. Really pleased with our results, for FY 2026. Revenues increasing around 15% year-on-year, so GBP 120.6 million. Contributing to that and underpinning some of that is some of that disciplined M&A that I talked about on the previous slide, but sustained and resilient demand for our services. Adjusted EBITDA is also very pleasing. FY 2026, we delivered GBP 20.1 million versus GBP 17.6 million the year before, which is also around a 15% increase. Again, those acquisitions that we probably talked about last year around lower margins that would then be brought up to corporate margins have now been integrating and are now delivering those corporate margins that we talked about. The operational transformation initiatives that we also talked about a previous year are now starting to deliver results, and we are looking to proliferate those and move forward with those. Our results also include other operating income of GBP 4.7 million, which we will touch on in later slides. Cash, in a really good position as well. Cash generated from operations was GBP 17.3 million, a big uptick from the previous year. Our net debt has increased to GBP 94.4 million. What is worth noting there is the M&A consideration paid in the year was GBP 106.6 million, plus fees and expenses in relation to those acquisitions as well. A bridge loan that was used to finance the PAM acquisition that completed on March 26th was repaid a number of weeks later in April. That net debt position obviously reduced significantly in April following our bridge loan being repaid and the equity raised. New business and our outlook in that regard is also positive. We delivered GBP 10.8 million of annualized new business wins in the year, which included a key and strategic deal with Perkbox that we announced earlier in the year. FY 2025 obviously was a bumpy year, looks slightly flattered by the U.K. Armed Forces number in there. FY 2026, we are really happy and is a positive number. To underpin that is a further GBP 8.6 million of annualized new business that we have won since March 31st. We have made a good positive start thereafter. As we stand today, we have combined our pipeline across Optima Health and the PAM acquisition. We have a pipeline of roughly GBP 34 million in annualized revenue that we are working on at the moment. Statutory operating profit improved slightly. Obviously, acquisition-related fees were expensed in the year, and they equated to GBP 3.2 million. It is worth noting our amortization acquired intangibles number that runs through our numbers of GBP 6.8 million. We are really pleased with the ability for us to originate and convert on the M&A opportunities that we have highlighted in previous announcements. The GBP 100 million transformational acquisition of PAM, obviously a key one for us, and we will touch a little bit about the integration activity in a slide or two's time. Also some of the others that we have undertaken earlier in the year. We have made great strides forward on those. The Cognate Health business in Ireland, our entry into Ireland, has rebranded Optima Health Ireland and is progressing well. The BHSF Occupational Health and Care First businesses were both fully integrated by January 2026 and delivering to expectation. Next slide, please, Tom. On again. Now we will cover a little bit of our strategic progress and outlook. Again, it is worth reminding, we first, I think, showed this slide at our interims in December. Our medium-term targets are to grow the business to GBP 200 million of revenues and GBP 40 million of EBITDA. That is underpinned by some key in-flight strategic initiatives that fall into those four categories that you see there. First and foremost is our core bread and butter, organic growth of the business, focusing on our sweet spot, areas where we think we can win market share, where we can first-generation outsource contracts, the biggest of which being the AFR, the U.K. Armed Forces transition, which is planned to go live in calendar year 2027. Also increasing the services that we deliver and the wallet share across our existing clients, as well as winning new business. Our operational transformation activity is progressing well, and we have got a slide on that in a moment or two. This is around how we make our services more efficient, more profitable, but also improve the quality and client advocacy of those services. We will touch on that in a moment or two. Part of our strategy has been and will continue to be a disciplined approach to allocation of capital to M&A, leveraging our platform that we have built in the U.K. to deliver economies of scale and efficiencies as we bring those on board, but also looking to expand into complementary adjacencies. Then finally, our overhead efficiency. We look to optimize that, whether that be through technology, synergies as we acquire businesses. That is a key area where we can improve and move towards our medium-term targets of GBP 40 million of EBITDA. Next slide, please, Tom. Looking at that progress outlook. Focusing first on our progress to date. The operational transformation initiatives are now delivering impact. That is operated under seven work streams under our chief operating officer, focusing on the areas that you can see there. Clinical efficiency, self-service and contact center modernization, operational process flows and improvements, admin excellence. Our mix of clinical expertise, our proprietary IT platforms, and our overhead efficiency. Those programs have now been going for around about nine months and, as I say, are delivering benefit. Adjusted EBITDA, and you can see some of that benefit in our half one versus half two. If you exclude the other operating income from the headline numbers that I talked about there, our half two adjusted underlying EBITDA was GBP 3.4 million favorable to half one, a 530 basis point improvement, highlighting some of that margin improvement. We exit FY 2026 with good momentum on those transformation programs and further to go. The PAM acquisition that we completed on the 26th of March, as I mentioned, adds around GBP 66 million pro forma revenue, GBP 8.2 million adjusted EBITDA. At the time, we highlighted that we were targeting GBP 5 million of synergies over three years. Pleased to report that we have already delivered GBP 2.1 million of year one synergies from that combination. We have made a very good start in that regard. The U.K. Armed Forces contract that we announced around a year, a bit more than a year ago now, is in transition. That is yet to start to deliver service revenues, which are planned to commence in calendar year 2027, financial year 2028. That strong new business, as I mentioned before, so GBP 10.8 million of annualized new business won in FY 2026, including that Perkbox deal that I mentioned, which was implemented a month ahead of schedule in June. The preferred bidder work or signed work since the year end of GBP 8.6 million, which will be in various stages of being implemented, and a continued robust pipeline of GBP 33.9 million that we are working on there to convert further in the year. As I touched on that previous M&A, BHSF Care First integrations completed, and our first expansion internationally into Republic of Ireland with Cognate Health has now been rebranded Optima Health Ireland and is progressing well. Where do we go from here? We are going to continue to execute and deliver our strategic plans to deliver and then go on from those medium-term targets, as I mentioned. GBP 200 million of revenues and GBP 40 million of adjusted EBITDA. The first and foremost and top of that list is the comprehensive integration of PAM, People Asset Management, realizing those full operational and financial benefits, including the GBP 5 million synergy target that we set ourselves at the point of acquisition. We'll then continue that transformation activity that's ongoing in our business under our Chief Operating Officer across operational efficiency, clinical enhancements, and that overhead efficiency. There's been a lot of progress made, but there'll be further progress made in our protocol improvements, the use of technology and AI tools to improve our operational efficiency. Clinical enhancements, we will continue to roll out technology enhancements to include the quality and the productivity of our clinicians. At the time that we announced that, we announced that we'd undertaken last summer a number of proof of concept studies of areas where we thought there was benefit to be had. We focused first and foremost on delivering some of the biggest hitting items first. Those secondary items from those proof of concepts are now moving into development and delivery, and we'll deliver further enhancements and benefits for the business. Aligned with our integration of the PAM business, we're starting to focus and are focusing on our overhead efficiency, targeting best practice that is able to support scaling business, but also delivers margin enhancement opportunity. As you would expect us, we'll continue to convert new business pipeline, which is as strong as it's ever been in both core and adjacent markets. We have and will continue to discern and have a disciplined approach to M&A opportunities. We've got around a dozen opportunities that we've got at various stages of origination that we're working on, and we'll continue to evaluate whether they can create value for Optima Health PLC shareholders and execute those accordingly. Next slide, please, Tom. Looking a little bit then into the integration approach and where we are from key KPIs post-PAM. It's worth noting that given that PAM completed right at the end of the financial year, the P&L is not in our financial FY 2026 numbers, but the balance sheet side of that is. We report some pro forma numbers, as you can see here. In key headline numbers, the GBP 67 million or so added from PAM, plus the FY 2026 numbers of Optima combines to GBP 188 million of revenue, GBP 28 million of Adjusted EBITDA, 1,250 clinical employees, as I talked about, and 3,500 customers, and a market share of around 15% in the U.K. market. At the point of that acquisition, we outlined and talked about our integration approach, as you can see there on the right-hand side. First and foremost, we establish single and consistent leadership governance and talent stratification. We've already done that. That's done. Not only is that done at a leadership level, we've actually rolled out our talent valuation process and procedures across the entire business of PAM. We're very aware of where our future and emerging talent is across the organization as we bring those businesses together. We target one core technology platform, of course, and operating model, and we are well progressed on that. As we talked about when we announced the PAM deal, we start there with central functions. All of our central functions, finance, IT, our people function, our governance, are now under one line of command, if you like, in terms of integrated together. That supports us unlock those scales efficiencies as we start to look at how we deliver more efficiently, look at where we have duplicate costs in the business, and deliver some of those synergy benefits. We have deployed our dedicated, experienced M&A teams that have got a clear plan of how we fully integrate that business and unlock the operational and financial benefits that we expect. The result of that will be that scalable platform that is primed for future growth, whether that be inorganic activity or organic growth, and with the ultimate aim of us creating value for our shareholders. Next slide, please, Tom. In a little tiny bit more detail before I hand over to Andy to talk about the financial review. Here is our high-level roadmap from a One Optima program perspective, which effectively is the name that we have called the integration with PAM. In half one, and this is calendar year, half one of calendar year 2026, that was a strategy, early governance stage, of us finding out about the business, building on our due diligence process to discover exactly what we have got and how we will go about that. We combined the leadership team established very early on, and we put in place the comms and engagement plans for our people and outlined what we would do there. We are now already into delivery phase and execution phase of that integration, communicating things such as our brand strategy. Central functions integrations are well underway. Our Ireland business is well underway to being combined, as PAM also had an Irish subsidiary, and we will progress from there. Ultimately, we will be substantially integrated as a business by that December. That does not mean that we will unlock the full GBP 5 million synergy benefits at that point in time. That will come as we proceed through, some of which already have been delivered, as I have mentioned, but we will look to optimize and unlock some of those benefits as we go forward into calendar year 2027. As I have already mentioned, the AFR service is also due to go live in 2027, which will then see us getting into a, we call it the scale and value stage of that integration, where we have unlocked those steady state efficiencies and the long-term synergies that we expect. Things like from property rationalization, where we have got duplicate properties, et cetera, that we will plan on executing. Tom, please can you move us on a slide? Andy, I will hand over to you to go through in a little bit more detail some of the financials. Thanks, Jonny, and good morning to everybody. I will take you through the financial review now. If you could move to the next slide, please, Tom. As Jonny has already mentioned, I am going to go through these key items, but revenue has increased by 15% year-over-year, and that has been delivered by a mixture of organic revenue growth, and the full year impact of the two acquisitions made during FY 2026. Point of clarity, of course, that this statement of comprehensive income does not include any impact of the PAM acquisition, so that is excluded. We can see that the gross profit has increased from GBP 35.3 million from GBP 33 million in FY 2025. FY 2026 also includes the other operating income of the GBP 4.7 million. When we look at the Adjusted EBITDA figures, we are at GBP 20.1 million versus GBP 17.6 million at 17% EBITDA margin in both financial years. The Adjusted EBITDA also includes national insurance and real living wage impact of GBP 2 million and the new PLC cost of GBP 0.8 million, which is why there is an increase in admin expenses as well as the integration and change team costs of GBP 0.6 million, which were treated as a business as usual cost in FY 2026. In terms of operating profit, there is an increase in exceptional costs, but GBP 3.2 million of that associated with the acquisitions made during the year, and I am going to talk more about that on a subsequent slide. FY 2025 exceptional cost of GBP 3.9 million included GBP 2.8 million of the demerger and listing costs in that year. The depreciation amortization is due to the new acquisitions. Next slide, please. As I have already mentioned, just quickly to go through the exceptional costs during FY 2026, we recorded GBP 4.7 million of exceptional costs in FY 2026, GBP 3.2 million of which related to the PAM acquisition. These were external advisor and legal costs that related to the acquisition activities made in March 2026. It also includes fees related to the bridging loan of GBP 30 million, which was subsequently paid after year end. There was a further GBP 1.5 million from integration costs made from acquisitions made earlier in the year, and these are redundancy costs and restructuring costs, which we do not consider business as usual costs, hence the GBP 4.7 million of exceptional costs during the year. For clarity, how we classify exceptional costs. There is an integration and change team that is in the business to deliver the value from the acquisitions, and these were in FY 2026, treated above the line as an administration cost. So they were not in exceptionals during the year. The acquisition external costs are included within exceptionals, as are redundancy costs. There will be costs incurred to support our transformation program, which will be treated as exceptional costs, during FY 2027. Next slide, please, Tom. The balance sheet reflects the fact, of course, that the PAM acquisition was made towards the end of March 2026. The net assets has remained largely unchanged at GBP 170 million versus GBP 168 million FY 2026 from FY 2025, and the total assets increased by over GBP 100 million, which is related to the PAM acquisitions. Again, if you look at the trade and other receivables, it has increased to GBP 34.7 million from GBP 19.2 million. But that is really from being a larger group from the acquisitions. You will see in the cash flow that the net working capital position actually decreased year-over-year, which drove cash performance into the business. So the year-end cash was GBP 21.6 million compared to GBP 14.8 million on 31st of March 2025. And the net debt increased to GBP 94.4 million, which was the financing of the PAM acquisition. However, at year-end, there was GBP 70 million term loan and the GBP 16 million drawn RCF and the GBP 30 million related party bridge facility. Post year-end, via the equity raise, the GBP 30 million bridge facility has been repaid. That is now at zero, as we are today. And the trade and other payables has increased up to GBP 36 million from GBP 12 million. But again, this is to do with the enlarged group that we are following the business combinations in the year. Next slide, please. You can see from this slide that the working capital movement was actually positive during the year when you strip out the impact of the acquisitions. So the net cash flow generated from operating activities was GBP 17.3 million versus GBP 5.4 million in FY 2025. The GBP 17.3 million also included GBP 4.7 million of restructuring, demerger, listing, and acquisition costs. So the underlying cash flow generated from trade was higher. So how has the cash been generated? Well, there is a GBP 1.9 million net working capital inflow into FY 2027. So we are really pleased that the cash conversion remains very strong in this business and reflects the recurring and contracted revenues seen in this business. GBP 101.8 million of net acquisition cost outflow relates to the acquisition of PAM, primarily. So at year-end, the net debt, which excludes leases, is GBP 94.4 million, reflecting the PAM acquisition. Again, to repeat, the GBP 30 million bridge facility was repaid post year-end. And the enlarged group remains focused on a deleveraging over the course of the next two to three years as we bring down the leverage position of the business from where it is today. Next slide, please. That is brilliant. Thank you very much, Andy. Tom, if you would not mind moving on to the next slide, and I will just summarize before we open up for Q&A. So, to reiterate, we are the U.K. leader in corporate health and wellbeing covering both public and private sectors. We have got a large and growing market with attractive dynamics and some really good natural complementary adjacencies that we are looking to expand out into. We have strong new business momentum, organic growth perspective, so GBP 10.8 million of annualized contract value won in FY 2026 and a further GBP 8.6 million won or at preferred bidder stage post that year-end. And as I mentioned, a robust pipeline of activity that we are working on of almost GBP 34 million there. The growth outlook in our analyst forecast, as you've seen, for FY 2027 and into FY 2028 is underpinned by a long-term contract that we've won with the U.K. Armed Forces, which is due to start delivering service revenues at GBP 20+ million per annum once that's been transitioned and in calendar year 2027. Those transformation activities that we have outlined and the program of transformation that we're delivering is already starting to deliver margin improvements and will deliver more margin improvements as we grow. We're seeing the early signs of that GBP 3.4 million of extra underlying EBITDA, 500+ basis point improvement in margin in half two of FY 2026 versus half one, and we look to proliferate and accelerate that. We've invested the time and effort. The acquisitions that we've done to date have come about by investment of time in originating, building relationships in our market, and we continue to do that. So we have a substantial and qualified pipeline of M&A opportunities that we will continue to discern and allocate capital in a disciplined fashion where we see there is value to be created. As a result, I and the board are really confident of our FY 2027 and both our medium-term value creation targets. Next slide, please. At that point, Sergei will open up for some Q&A, some questions. Certainly. As a reminder, to ask a question over the phone, please signal by pressing star one on your telephone keypad. Please make sure the mute function on your phone is switched off to allow your signal to reach our equipment. Again, it is star one to ask a question. We will pause for just a moment to allow you to signal. We'll now take our first question from Adam McCarter from Cavendish. Please go ahead. Hi there. Thanks for taking my question. The first one I have is, I appreciate it may still be early following the PAM acquisition and the increase in scale across the enlarged group. Are you seeing any early evidence that this is helping you win larger contracts, improve conversion rates, or compete more effectively versus other providers? Yes, Adam, that's a good question. We're obviously at the early stage of integration and unlocking some of those benefits, but those absolutely will come, and we are absolutely talking about what those benefits are in pitches. As we talked about at the time of the acquisition, there are some great technology elements in there, so feature-rich functions that we can deploy now across group, in terms of we'll be deploying across group. We've got the increased resilience in scale from a clinician perspective. We had a client just the other day that was asking about that and when that will be available. We were already robust from a clinical services delivery as a business, but even more so now. Again, that benefit will be coming through. Also, again, as we talked about at the time of the acquisition, some very complementary services that we can now cross-sell across group. A good example of that is PAM has assistive technology and support, effectively equipment business that we're able to leverage and sell across Optima clients, and there's opportunities vice versa. We'll start to see what does that do to our new business win rates and metrics in time, Adam, but certainly some of those themes have been talked about in some of the pitches that we're attending at the moment. That's great. Thanks, Jonny. Just maybe sticking on the BD and commercial pipeline, just wondering if you're able to elaborate a bit more on that GBP 33.9 million annualized opportunity pipeline. Does that contain any sort of larger double-digit opportunities? How should we think about the conversion of that over the next 12- 24 months? Yeah. That's a good question. Broadly speaking, it's been hovering around just the Optima business, 12 - 15 at previous results presentations that we've had. We add in obviously the PAM pipeline and obviously cleanse that so there's no duplicates in there. There's a number of things in there. There's lots of, let's call them core business occupational health contract opportunities that you would anticipate us we'll be tendering and bidding for, but then also broader adjacencies. We talked previously about some of those areas that we might look to broaden out into, and there's a couple that are in that segment as well. Some of those are larger based opportunities in there. Not to the size of the U.K. Armed Forces, I would say, at this juncture, but they are getting up to the high single figure million pound opportunities in there. Brilliant. Thank you. If I could just follow up with one final one. You've obviously highlighted throughout about AI and technology being quite an important contributor to your efficiency gains going forward. Just wondering if you're now at a stage where some of those benefits are actually now measurable, or are they still largely prospective at this stage? Those are measurable. There's a number of things that are going on the half one to half two numbers that I talked about underlying there in that GBP 3 million. It's not all just operational efficiency. We had organic growth, new wins in there, et cetera, as you would imagine. But we are absolutely tracking and seeing some of those benefits come through now. Some of those AI efficiency gains where we've implemented those procedures are absolutely tracked in clinical productivity. We see that come through in extra clinical output from our clinicians. In the operational space, we're seeing an increase in our admin efficiency ratios already as we need less administrators to deliver more revenues, et cetera. Absolutely starting to see those come through in the metrics, Adam, in our operational metrics. Brilliant. Thank you very much. Thanks for answering all my questions. Okay. Thanks, Adam. Thank you. As a final reminder to ask a question over the phone, please signal by pressing star one. We will pause for just a moment to allow you to signal. It appears there are currently no further questions at this time, so I will hand the call back over to Jonathan for closing remarks. Over to you, sir. Brilliant, Sergei. Thank you very much. That is great. Well, thank you very much for your time, everybody, for dialing into our FY 2026 results presentation. We are really pleased with where we have delivered for this year. As I mentioned, we have got lots of plans that we intend to continue to execute on into the future. So very excited about what FY 2027 and the medium term will bring for Optima Health. Thanks very much, and we will close up there. Thank you.