Good morning, all, and welcome to Pod Point's Half 1 2024 Results presentation. I'm Melanie Lane, the CEO of Pod Point, and I'm joined today by David Wolffe, our group CFO. As you know, I've been now at Pod Point as CEO for three months, before which I spent a large part of my career at Shell. And I'm sure many of you will want to ask the question, why I joined Pod Point, and whether I'm aligned with the Powering Up strategy. I'm gonna touch on why Pod Point, shortly, but in terms of Powering Up, I think in opening, this presentation, and having been in the business for three months now, meeting key partners, suppliers, and customers, and being out on the road, I think it's absolutely the right strategy for the group. At the outset, I'd like to say I'm fully supportive. I'd really like to thank David, Andy, and the team for all of their hard work in creating Powering Up and putting the company back onto the right path. We're gonna cover a lot of the detail during today's presentation, but, you know, let me be clear upfront, we're making solid progress, and Powering Up is really delivering. Our financial results are in line with expectations. We're maintaining our full-year guidance, despite the more challenging market backdrop, and you'll see that we're making really strong progress against the nine operational targets that we outlined at the Capital Markets Day earlier this year. Now, that said, we're still only at the start of delivering our strategy, and there's a lot more work ahead of us, especially as demand for EVs remain sluggish, both in the U.K. as well as across most developed economies. But my key message really is that we are focused, we're delivering, and we're going to continue to deliver. If you just note, please, the disclaimer that should be on the slide now in front of you, and then I will turn now to the agenda. I'm gonna provide a summary of my early impressions since joining Pod Point, what we've achieved in 2024, and how we're delivering on our promises. David will then provide a full review of our financial performance in H1 2024, and then I'll come back just to give a little bit of an update on our strategic focus and priorities as we look forward to the balance of the year. And then, of course, we'll happily take your questions. So let me move then to my first impressions. Three months into the role as CEO at Pod Point, and honestly, I am really thrilled to be here. I've admired the business actually for quite a long time, uh, given its brand, its great reputation for customer service, its scale, as well as, you know, its ecosystem of, you know, partnerships and distribution relationships. I've been made to feel really welcome by everybody in the business, and I'd just like to, you know, take the opportunity to thank my colleagues, as well as the board for all of their support. Let me share four key takeaways with you at this kind of early stage of my journey with Pod Point, which hopefully give you some, you know, useful insights into how I'm seeing the business today. First, as I said, the most common question I get answered is: do I agree with Powering Up, you know, having just arrived? The answer is a definite yes. I think the team did a really excellent job formulating the plan and then, you know, starting to execute it. I was in, you know, as you would imagine, in regular contact with the board through the interview process, and so I was very much aware of the strategic direction that was being set out. And all of the component parts that we'll, you know, touch on again today make a lot of sense. Second of all, being inside the business, you know, I've been able to confirm what I thought from the outside were key strengths. We've got a lot to be pleased about, and I'm really, you know, pleased to be able to confirm that now, you know, working on the inside. Let me just pick a couple of those highlights that really hit home for me. You know, we've got a really good brand, and it's fantastic to see the Trustpilot scores of, you know, 4.4 and trending upwards during the period. Customers really love the the Pod Point brand, and the Pod Point offer, and they put a lot of trust in our products and our services, and that's something to be really proud of. We've got a seriously scaled network. We've got over 240,000 units in the field, giving us a really important footprint from which we can provide customers with more and varied offers, and which really can provide us that basis for recurring revenue streams in the future. Which brings me on to Flex. You know, we're a leading player in an emerging Flex market. We're leveraging our shareholder, EDF, but also partnerships with other energy providers, and the progress the team have made to date in building internal capabilities is, you know, genuinely impressive as I come in from the outside. My third insight then, kind of building on that, is indeed around internal capabilities. You know, for a small business, we've made really great progress in improving systems and processes, and this is what I often refer to as, like, the spine of the business. Now, there's still work to do to ensure that we're set up for operation at scale, but for a company of our size, and based on what I've worked with previously, that journey isn't something I'm worried about. If I think about the people side, we've got a really passionate team who demonstrate a good balance between kind of purpose and profit, and we're in the process of making changes to the leadership team that we mentioned back in April. We've got our Chief Operating Officer, who was appointed and started earlier this year. And we've got a new Chief People Officer and a Chief Revenue Officer, who will both join in the coming months, and I'm really confident that that's going to kind of complete a high-performing team that can lead this business into the future. It wouldn't be a surprise, of course, though, if I also reflected on a couple of key challenges. I'm sure you'd expect that. So let me say a couple of things on that. I think any organization that has gone through, you know, significant change, as Pod Point has over the last few months, it needs to find its footing. And I think at Pod Point, we've now got a really significant opportunity to reset culture around high performance delivery and really effective ways of working. You know, creating an environment in which people can really perform at their best is something that is, you know, super important to me personally. And given nearly all of our costs are people related, you know, this is critical work to ensure that we're harnessing the full value of our business. And actually, this is a path I know really well, and I'm really looking forward to executing. It's also very in line with the cultural agenda that Andy laid out previously, and now that we're through the majority of the internal changes, you know, we can really begin to make progress on this at pace. Pod Point has historically been a company that, you know, makes chargers. And this is another one of my kind of key reflections. And the primary focus, you know, has been on the development and the delivery of charge points, so an asset to customers. And moving forward, I think there's a real opportunity to reposition ourselves as a charging company, with a broad ecosystem of products and services, with material recurring revenue opportunities. I think this is particularly important in an increasingly competitive market. You know, building a business with a diversity of partnerships and a focus on customer lifetime value. That's something I've done before, and I'm really pleased to say that the groundwork here is already laid, you know, to allow acceleration of that path. And then, probably the last thing, I would just say is, having run an international business in EV charging already, I really recognize the challenges here. The strategy of market expansion is absolutely the right one, and it will give us material cost optimization opportunities as we move forward. But it does require us to access the right routes to market to hit that sweet spot between cost and profit. Now, we've identified those route to markets, and I'm really confident in our ability to deliver, and my focus now is to ensure that we get the right footprint, not just any footprint, starting first with the markets that we outlined, before, France and Spain. So what's my focus looking forward? Well, given I believe that many of the core components are already in place for us to be successful, it's now really all about ensuring delivery. So execution of the powering up strategy. So firing up home and driving consistent commercial excellence, progressing our flex business and driving for recurring revenues at pace, delivering on the cost-out program, and ensuring that we've got an ongoing focus on a fit-for-purpose operating model that will see us through, you know, the coming decade. Building a high-performing team, including systems, ways of working, our people, delivering the products and services on our roadmap that really help us to accelerate the delivery, get that flywheel going, and then continuing our targeted international expansion. That hopefully gives you a sense of my early thoughts. So let me now turn to market dynamics. On the face of things, the BEV market looks pretty robust, with registrations showing steady progress. But market dynamics have been very weak in the private market for new zero-emission vehicles. And as you can see on the slide, private registrations are actually down 12% year-on-year. And that's down to a combination of things, including, you know, negative press stories on on electric cars, you know, the cost of living pressures, concerns over, you know, residual, like low residual values for EVs, and of course, you know, the ongoing discussion about range, and the quality and extent of infrastructure in the U.K. The fleet market, on the other hand, does remain a lot more robust, and that's kind of supported by significant incentives, you know, such as, you know, salary sacrifice schemes and the like. If I move on to key financials, in terms of the key financial highlights for H1, our numbers are tracking in line with expectations, and they continue with the momentum that we demonstrated in Q4 last year. Net revenue was GBP 28.1 million, which is down 8% compared to H1 2023, and that's in large part due to the strategic exit of non-core segments that we flagged already at our prelims. We continue to expect mid-single-digit million of exited revenues in the full year 2024. Gross margin, however, was up 200 basis points to 32%, and that improvement really builds on the significant progress that was already made in 2023. And I think this has been a really strong achievement by the team, and that actually, you know, underlines our confidence in being able to deliver the 500 basis point improvement targeted by full year 2025, and David will come back with more detail on the drivers of this performance, later on. Our adjusted EBITDA loss was GBP 8.8 million for the year, reflecting the impact of exiting those non-core business segments, before the full benefit of the cost-out program is realized. But we'll start to see the benefit of those changes impact our performance positively as we move into H2. So our net cash ended the half at GBP 29 million, and our cash management has been really good. David and the team have done, you know, a really great job here, with lots of disciplines now embedded firmly in the business. And we continue to tightly control our working capital. And a GBP 30 million EDF credit facility was undrawn during the period. So let me now turn to powering up. For those that joined our Capital Markets Day back in November, you'll recognize this slide, which is a summary of the powering up plans, plan on page. And as I mentioned a few moments ago, I'm fully aligned with this powering up framework. At its core, we're aiming for 1 million customers by 2030, which will result in significant revenue for the group. The three pillars of the strategy are a focus on home and workplace segments with capital light growth internationally. Second, the rapid growth of Flex, but also other sources of recurring revenues, which it will accelerate our customer lifetime value. And then finally, taking out costs to improve our gross margins and our operating cost base. So that plan will ensure we deliver attractive financials with double-digit EBITDA margins, high recurring revenues, and attractive free cash flow generation that we believe will drive the much-needed long-term value creation. So let's talk about progress. So how are we doing to date? Well, we believe we've built really strong foundations that support powering up. So let's talk about the kind of the big three buckets first. For home and workplace, our brand strength has remained really high, which you can see in reports from YouGov, Ipsos, and our excellent rating with Trustpilot, which I've mentioned before, now at 4.4, and still trending upward. Customers like and trust Pod Point, which is a great place to start. We act as a consumer champion, and we've been awarded the Which? Trusted Trader status, the only charge point provider with this status. We've signed lots of new partnership deals, including Rentokil, Zenith Leasing, Speedwell Group, Avery Dennison Group, among others. And we have, you know, more importantly, maintained our market leadership position in terms of that installed base, ending the half year with over 242,000 installed charge points. If I move then to the next pillar, flex and recurring revenues. Again, it's a story of really strong progress, as we laid out at our recent Energy Flex Capital Markets event. We've now delivered over GBP 250,000 of flex revenues from the DSO market, which is the smallest of the six different potential energy flex markets. We've got critical scale, the nameplate capacity of a small nuclear power station, and just as with home, we've signed multiple commercial agreements for flex, including with Centrica, with EDF, and with the UK Power Networks. We've got real-world trials underway, so we're really kind of, like, learning as we go in new market segments that are delivering us, you know, recurring revenues and providing that future upside potential and, and importantly, giving us the confidence in the strategy that we've laid out. And then if I move to the cost-out pillar, we've already delivered the first and second phase of our transformation plan. And these actions mean that we are on track to deliver the GBP 6 million targeted cost savings. The significant improvement in gross margin over the last 18 months shows that costs are coming out of our bill of materials and our installation costs. And we remain really confident in our target of improving by 500 basis points by the end of 2025. And David's gonna talk a little bit more about that later, including Project Poppy, as an example, to give you more insight into how we'll deliver the rest of that gross margin improvement. And finally, we've started to simplify, you know, the group structure, you know, all of the things that we're focused, focused on within the business, exiting some of our non-core activities. And on that, recently, you may have seen the news about that we didn't renew our contract with Lidl, which, you know, for us, meant that we could avoid incremental investments in non-strategic areas. So we're making progress on all fronts. If we look now at the KPIs, if we kind of go down a level to the nine operational targets that sit underneath those three key pillars, again, we're making great progress against these. As you can see, six of our nine targets have already been delivered this year, and we're fully on track for the other targets to be delivered by the end of 2024. I've obviously already touched quite a lot on these subject areas, but let me just expand a little. When it comes to the home and workplace, we've returned home to growth, and we delivered a 6% growth in H1. Solo 3S is now in market, and we're really pleased with the consumer reaction to this so far. The product launch, you know, was really key for us to unlock international markets as well. It's not just about the domestic market, also about international, and ensuring that Pod Point has got, you know, a leading product again available for customers in the market. And then if I look at the international rollout, so part of that, that pillar, we're on track for launching in two markets during the course of the year. So moving on then to the operational targets associated with Flex. We're really pleased with the momentum we're seeing, and we've delivered two out of the three targets here. We've successfully entered a new segment of the Flex market, the Balancing Mechanism through our Centrica trial, and we're now playing in the local constraint market, wholesale trading, and Balancing Mechanism segments. Secondly, we hit our six-figure revenue target for the year with over GBP 200,000 in H1. Just to note, as Pilgrim mentioned in our capital market event on Flex earlier this month, Flex revenues naturally weigh more towards H1, so our full year 2024 guidance of GBP 300,000 doesn't reflect, you know, any lost momentum. It's just indicative of the cycle of revenue opportunities. So finally, we're on track to bring all of that together, meeting the last of our targets there with the launch of a customer proposition later on this year. Then if I move to cost down, on track to deliver both the organizational transition and also the GBP 6 million of annualized cost savings. We've completed, as I said already, the first and second phases of our redundancy program, and I really want to thank all of my colleagues for managing, you know, that change, professionally and with sensitivity. You know, these changes are never, never easy, but this program's been really critical for the long-term success of Pod Point. So let me move now to Solo 3S, which is one of the, you know, it's been one of the critical enablers, of our powering up strategy, and something that we've talked to you about before. So we've now launched our Arch 5, the internal kind of name or the Solo 3S, as our customers know it, product. Last year it was clear that, you know, Pod Point really had lost its leadership in the market in terms of charge point functionality, and we were losing tenders as a consequence of that. You know, both in terms of the functionality, but also having an OCPP- compliant product. You know, Andy in his tenure here really pushed the team to deliver the product on a, you know, a radically shortened timetable, which, you know, they did. You know, all credit to the team. So Solo 3S, it gives us a competitive product, and it's been in market now since May. It's Solo compatible, it's OCPP- compliant, and customers, you know, it, it meets the needs that customers have been asking for, Solo compatibility. And then on the commercial side, you know, businesses want a charger of OCPP compliance, and that's what we've given them, and it's, and the response so far has been super positive. Just as importantly, that OCPP compliance piece means we've got a product ready for the international markets. And, you know, as you recall, we want to focus on capital light expansion into international markets. So being able to use this product means minimal incremental R&D spend or CapEx, which, again, really important for us. We're moving at pace to deliver our target to launch into international markets, as we've already identified, France and Spain, June 2024. We've recruited a small team, we've completed the testing of that product in market, and we're involved in multiple tender processes, as well as discussions with many different European wholesalers. So really, a lot of confidence in the progress that's being made there. If I turn now just a little bit more detail on Flex. I mean, I've talked a bit about Flex already, but this is a slide that's borrowed from our excellent capital markets event on Flex back at the start of July. We had a great audience for that. Maybe some of you were there, but if you missed it, a recording is available on our IR website. So it's been a really busy month for us on Flex over the last six to nine months. And let me just kind of give you a couple of highlights with a bit more detail. So since February this year, we've been running a pilot with, Centrica, with around 2,000 customers, where customers are being offered a special energy tariff. They receive GBP 0.50 per Flex event, which happens around twice a week. And Centrica have helped us enter the balancing market as well. So the work with Centrica is progressing really well. We also launched in May another pilot, this time with EDF, which is similar to the Centrica trial, but the reward is a flat GBP 5 a month, which ends up on balance being similar to the Centrica reward. So again, this whole test-and-learn process and really building our muscle and capability in the Flex space. Customers can now see those Flex events in, their customer apps, and the sign-up for those propositions has been really good. And most importantly for us, you know, Flex is now business as usual. Automated systems with no human interaction means we can... you know, we've got the potential to earn revenues and profit from Flex, you know, 24 hours a day, 7 days a week, when called upon. So again, great to have that in place. So to conclude, before I pass over to David, we think we have got a lot to be pleased about in terms of what's been delivered in the first half of the year, building on the progress we made, in the second half of 2023. Powering up our transformation strategy is well underway. We're focused on delivering growth in our strategic home and workplace segments, as well as in international markets via capital light partnership approach. Plus, we're accelerating that customer lifetime value flywheel through end-to-end delivery and powering up. So a really positive place to be. Our 2024 financial results are in line with expectations, and we are on track to deliver our 2024 full year guidance, which remains unchanged today. Our cost out program is on track, we've executed our restructuring commitments, and we're taking full advantage of our strong partnerships across the energy sector, including with EDF and Celestica. And finally, we're showing strong momentum with Flex. As I said, revenues in H1 were over GBP 200,000, and we've signed some great contracts, meaning we enter additional market segments and take advantage of our market-leading install base and the long dwell times associated with this. So great news! I hope you feel super encouraged. I'm gonna hand over to David now, to go through the financial review. Thanks, Mel. Onto the financial summary, then, starting with the P&L and working down. Revenue at GBP 28.1 million is 8% down on H1. A little improved from the 11% decline at our prelims, and that reflects the shift away from some non-core areas of commercial, as we laid out at the Powering Up Capital Markets Day. We indicated that the focus on core would reduce revenue in the full year by mid-single digit millions, and that's exactly what we are seeing in that 30% decline in commercial. However, in home, despite disappointing market conditions, we're pleased to see a return to growth at 6%, a sharp turnaround to the 35% decline we saw in FY 2023. Furthermore, we have a sequential improvement on the second half of last year. H2 showed 3% growth, and we've now progressed to 6% growth, with more to come. Within that home total, we also achieved some ARPU improvement of 2%, on top of the 5% ARPU improvement we achieved last year, which is encouraging, along with a total growth of home connected charge points to 213,000, up 13%. U.K. distribution, where we sell units into the wholesale market and to house builders, dropped by 8% as we saw housing completion slow. But this comes after growth last year at 26%, and this segment tends not to be linear. In fact, H1 is actually 55% up on H2 of last year, to put that into context. Owned assets was flat, reflecting the completion of the Tesco rollout. And in Energy Flex, we're now driving real revenues, and we're at the beginning of that exciting opportunity, recognizing GBP 0.2 million half. So although total revenue was down, we are continuing to see further material improvements in gross margin%, up by another 200 basis points to 32%, on top of the 700 basis points of improvement that we reported in 2023. This is driven by progress on a number of fronts, which I'll come back to in more detail in just a moment. But as a reference, this margin is significantly higher than where we were in 2021 at 27% before the supply chain crisis. The combination of revenue reduction, but margin improvement, leaves us with gross profit within 0.02 of last year at GBP 9 million. However, we carried into this half the legacy high overhead base from the second half of last year, preceding our cost out program, which only takes full effect during the second half of 2024. We also committed some additional spend on our growth areas, like international and flex, and these factors combined increased overheads by GBP 1.7 million. And that takes our adjusted EBITDA to that GBP 8.8 million loss. The full loss before tax at GBP 18.7 million is a significant improvement on the GBP 32.8 million loss last year and reflects no further impairment charges. Next slide, please. So on to the evolution of gross margin percent. And after 700 basis points of improvement last year, we have that further 200 basis points of improvement in H1. As I said before, there have been several areas of progress with more to come. Total gross margin moved up from 30% to 32%, and the main driver of that was the reduction in bill of material cost, working with our EMS, Celestica, representing a margin uplift of 2%. We also delivered operating efficiency improvements across logistics of a further 1%, and we benefited from a 1% revenue mix uplift associated with exiting unprofitable non-core business. The benefit of the ARPU increase of 2% in home came through in that 1% margin improvement from price. But there was a margin reduction within the mix of 3% from install labor mix, as we did not achieve expected staff utilization levels in a slower market. However, we are specifically addressing this in what we call Project Poppy, which is already well advanced and combines improved work scheduling with further outsourcing and contract renegotiation. This will drive further margin, margin opportunity. This first half, 200 basis points improvement is very positive progress, and with Project Poppy, we're expecting further margin improvement through 2025, in line with the Capital Markets Day commitment of a total of 500 basis points margin gain. Next slide, please. Looking then directly at that increase in adjusted EBITDA loss from GBP 6.8 million to GBP 8.8 million. The revenue reduction in commercial of 30% away from non-core business drove a gross profit decrease of GBP 500,000. But we saw an aggregate increase of GBP 500,000 gross profit from trading across home, owned assets, and the high-margin Energy Flex recurring revenue stream. However, the picture also reflects a GBP 1.7 million increase in overheads, and in this period, we carried into the half the exit run rate of the high overhead base from H2 of last year. Our cost-out program only takes full effect during the second half of this year, and furthermore, we did commit some additional spend on our growth areas, like international and Energy Flex, which are key to the future. But we have taken significant actions in this period to reshape the organization, and looking forwards, we remain on course to deliver the GBP 6 million annualized savings that we committed to in the Capital Markets Day. Next slide. Looking then at cash utilization in H1, we continue to demonstrate steady cash management. Closing cash sits at GBP 29 million, so use in the half was GBP 19.7 million, including some one-offs surrounding the transformation. The main outflow was the GBP 8.8 million adjusted EBITDA loss, and after that was the invested GBP 5.9 million in capitalized development, where we've been working on both product and software developments. We used GBP 2.9 million in cash costs of the transformation, part of the GBP 5 million that we indicated at the Capital Markets Day. You'll see that owned asset investment does not appear here, which reflects the end of the Tesco rollout, and this segment is no longer a focus for the future. We had minimal change in working capital, where we delivered GBP 6 million of improvement last year. Here, we continue to hold a tight control of stock and ordering in response to uncertain market conditions. We will continue to exercise careful cash management so that our healthy balance sheet gives us the resources and time to deliver fully on the Powering Up program. Next slide, please. Despite what we're experiencing in challenging market conditions and bumpy EV growth, we are maintaining the full year guidance that we laid out at the Capital Markets Day and reiterated at prelims on all the headline financials. That is revenue around GBP 60 million, adjusted EBITDA loss around GBP 14 million, and cash ending around GBP 15 million, without drawing on the EDF facility. In getting to those numbers, we are putting our home segment back into growth, which is offsetting the orderly exit from non-core segments with an impact of those mid-single-digit millions. We're maintaining the upgrade in our Energy Flex business, with revenue around GBP 300,000 for the full year. We are on track for the GBP 6 million annualized savings going into 2025, as well as a further 300 basis point improvement in gross margin. So we continue on course towards adjusted EBITDA breakeven in 2026, and positive free cash flow in 2027. And with that, I'll hand you back to Mel. Thanks, David, for that run-through. Okay, so if I turn our focus now to the balance of the year. As I touched on earlier, the balance of the year really is all about the operational execution of Powering Up. So let me just summarize the areas that I'm focused on. So firstly, firing up the home segment and driving that consistent commercial excellence. We've now got our new product in market, and we're gonna be really ramping up our marketing efforts to make the most of that product. Number two, progressing our Flex business and our drive for recurring revenues and doing that at pace. We've got a clear roadmap for Flex, which we've outlined for the rest of 2024 and 2025, including the launch of our new customer app and loyalty program, and we're gonna convert those existing trials that I spoke about earlier on into full commercial agreements and signing up across the U.K. with all of the DSOs. We're gonna continue to deliver on our cost-out program and ensure that we've got an ongoing focus, not just on cost-out, but on a fit-for-purpose operating model. We'll deliver the GBP 6 million annualized cost savings by the end of the current year and we're making really great progress here with a clear line of sight for achieving that target. Next, on my list is building that high-performing team, which I touched on earlier, including systems, including ways of working, and including people and capabilities. We'll deliver the priority products and services on the roadmap that get that flywheel turning, and accelerate our delivery, and we'll continue that targeted international expansion. With compliance checks now complete, the key focus is building up that team, getting the right distribution agreements in place, and signing commercial deals. So execution in all of these areas will certainly ensure another positive move forward in our trajectory. So if I move now just to my conclusions, in summary, we've delivered a really decent first half against, you know, the backdrop of a weak market. We saw solid growth in our core home segment. We delivered 200 basis points of further gross margin improvement and a significant step up in our Energy Flex revenues, all demonstrating the validity of our business model. The closing cash balance remains healthy, and we've got further liquidity available in our GBP 30 million credit facility, which remains undrawn.... We are executing on powering up as, the strategy that's, you know, really reinforced with our relationship, with EDF, and we've hit 6 of those 9 operational targets, with the others, you know, on track for delivery this year. With Flex revenues growing rapidly, growth margin, you know, improving, you know, we're pulling the key levers we need to grow that customer lifetime value. The leadership team's been strengthened. We've added a number of senior roles in the last six months, and I'm really enjoying working with Andy Palmer as he's moved to Chair, which has given us, you know, a really great continuity. And do you know what? Everybody at Pod Point firmly believes that the long-term future is really exciting. EV penetration is increasing, and so despite some of the near-term challenges and the demand for Flex is increasing, we've got the right ingredients for success. We've got a great brand, we've got widespread partnerships, we've got a leadership position in the market, and we've got growing customer demand. And then, as you saw at the Capital Markets Day, our long-term growth and profitability potential remain really attractive. So this is a great place to be. So we're on track for our EBITDA breakeven in 2026 and free cash flow positive in 2027, and we're well on our way to having those 1 million customers. So thank you. That now concludes the formal presentation, and David and I will answer your questions. So we'll move to that now, and if you could just keep to two questions, and state your name and your company that you work for, please. And so we'll move now to questions. Great, so we have a few questions from the webcast. The first question is from Ken, from Goodbody. He's asking: In setting your 2024 guidance, did you expect the current U.K. EV market slowness, or has the 1H 2024 outturn been achieved despite stronger external headwinds? So maybe I'll just say a little bit about the market, and then if you want to add anything, David. So I mean, I've been working in the EV market now for, I don't know, five years. And I have to say that the predictions about the EV market continue to be, continue to be bumpy. I think what is really fair to say is that there is no question about the direction of travel in terms of EV penetration and adoption. That path is set. The path to electrification is, is really solid, and we can take great confidence in that. But I think not just this year, but every year, we have seen those bumps in the road, based on kind of local market conditions, and external environment. But nothing that causes us any cause for concern. Yeah, I think that's a fair observation on the market. All I would say is in delivering and reaffirming guidance, our expectation for the year isn't that we see a material change in market conditions. So, we're comfortable with the headline numbers, and that the pipeline of operational and financial improvements that we already have in progress will carry us forward to delivering on our guidance for the year. Great, thank you. The next question comes from Carl Smith, from Zeus. With H1 Energy Flex, a revenue of GBP 211,000, is your FY 2024 guidance of GBP 300,000 too low now, or is there non-recurring revenue in there? So the 211,000 so far, and the 300,000 of full year guidance only includes flex revenue, and it only relates to the revenue they're getting from one segment of the flex market. That is the DNO, the DSO part, where we have around 2,500 participating households starting to deliver real revenue. So it's, from our point of view, massively encouraging that such a small number of participating households in what we see as the smallest part of one of six segments of flex, is already starting to deliver revenues that now appear in the PNL. Just to reiterate what Mel pointed out, what we know about the flex market is that it is, in this segment, in the DNO part, highly concentrated around the peak, peak usage in the winter months. And because January, February, March tends to be the concentration of winter, therefore, you get a skewing of revenue into the first half of the year. And it's that seasonality, rather than any loss of momentum, that is dictating the H1 versus H2 split. The trials that we're participating with, with Centrica and EDF, are really just trials rather than material revenue generators. We would expect that to kick off next year, and it's going into the Balancing Mechanism in the wholesale markets that, you know, we see really, really material revenue coming out of flex, taking us to what we've stated, the Capital Markets Day for our goal for 2027, of generating at least GBP 5 million of gross profit contribution from flex. Great, thank you. The next question comes from Alex Brooks from Canaccord. Can you walk us through the GBP 300,000 revenue guidance for Flex in 2024? How many charges is that from? What is the revenue stack looking like currently, and how is it developing relative to budget? ... I think the answer to the first part of that question is remarkably similar to my previous answer. So, the GBP 300,000 for the full year and the GBP 200,000 for the first half are a reflection of the seasonality. Just to be clear, it is only from around the 2,500 participating households that we are generating that revenue. What was the second half of the question? Could you just repeat? I think how it stacks up. I, I think it goes back to what we talked about before, so that you've got the 2,500 customers with Centrica, which is the GBP 0.5 per Flex event, which is happening around twice a week. Yeah. And then you've got the other pilot with Centrica, which is also giving the customer reward. So as David said, it's only accessing that one part of the market at the moment. I'm not sure if that's the answer to the question, but maybe clarify if there's more detail needed. The rest of the question just said, "What is the revenue stack looking like currently, and how is it developing relative to budget? Relative to budget, so we are tracking favorable to budget in this year, and that was obviously implicit in the upgrade that we announced earlier in the year. Great, thank you. Next question is from Oliver at Panmure, Panmure Liberum. What have been the key drivers of the inflection in performance for home? So a number of things I think have driven that 6% growth that we've seen year-on-year. So part of that is around the focus that the powering up strategy has given us to really double down on the home market. Part of that is around launching the Solo 3S into market. Part of that is making sure that we've got the right channels, and we're doing a lot of work managing the inflow of customers through the onboarding journey and through into the install process. So all of those three things combined have seen us able to strengthen our home segment. Thank you. Then a follow-up question was: What are some of the levers you can pull in H2 to drive further improvement in home? So I think one of the things that we're focusing on to drive further improvement in home, let me just take that in two parts. So one is, there's two significant pieces of work underway, to make sure that we are maximizing the conversion rate of people that come into the pipeline. So they visit our website all the way through to qualified leads, all the way through to installations. And so, there's a piece of work that we're doing with an expert in the market, in this space to drive that conversion rate upwards. So we expect that to yield really good results, as we go forward. The second thing that we're doing is around the fleet business. So we talked earlier around the fact that the fleet and the lease business is still quite strong, and that represents another route to market to an end home customer. And so there's also product development on the roadmap currently that allow us to offer a kind of a strengthened platform for fleet and lease customers, which will allow us to be kind of, you know, more a partner of choice for accessing the volume that goes through those channels. So things, for example, drive schemes, having a fleet management system that gives fleet managers line of sight into the energy usage of their drivers, things like that are currently on the roadmap. So direct investment into the home, but also direct investment into the right routes to market. Thank you. Next question is another one from Ken, from Goodbody. The supplier insolvency, what was that? Not Celestica, but who else is a larger supplier? So that's Tritium. So that's a major manufacturer of DC, mainly charging infrastructure. And so that's hit lots of people in the industry so far. We're, we're not as exposed as, as many, in that, you know, that's infrastructure that we've got in our public estate, you know, not across the balance of our estate. And it's, it's something that's hitting the public on-the-go networks much harder than it is ourselves. But obviously, there is still a financial impact for us, and, and David can touch in more detail in terms of the, you know, the provision and the impact that we're, we're forecasting for that. Thank you. Yeah. The next question is another one from Alex Brooks at Canaccord. Can you please give some guidance on the cash burn for the second half of 2024? Yes. So if you look at the headline, we've guided year-end cash at GBP 15 million. So from a starting point of GBP 29 million, obviously, that's indicating a GBP 14 million cash burn in the balance of the year. And if you look at each of the key components of the cash flow, you can see how that all builds up. First one, obviously, is adjusted EBITDA. We have reported just under GBP 9 million of adjusted EBITDA loss in the first half. We're guiding to GBP 14 million second half. So obviously, that implies around a GBP 5 million adjusted EBITDA loss in the second half. On exceptionals, the cash costs of the transformation were reported around GBP 3 million cash use in the first half. We've said that the full transformation will use around GBP 5 million, so that implies around GBP 2 million cash burn on exceptionals. CapEx and investment in capitalized software and product development was around GBP 6 million in the first half, will be similar in the second half. And there are other, you know, components of cash flow, which will be very, you know, low single- digits. And all those together take you to around that GBP 14 million cash burn, taking us to a closing cash of around GBP 15 million as we're guiding. Thank you. The next question is from Lacey from Panmure Liberum. "Melanie, thanks for confirming the support of the Powering Up strategy and details of the progress here. Can you give some more color on what has gone better than expected and what has been a bit behind schedule? Thanks, Lacey. I think-- I don't-- I wouldn't say there's been any big surprises, with the strategy execution. I think it's fair to say that whenever you're going through a big transformation program, you know, some things go, kind of better than expected, some things, you know, are tricky. And I would say that that's no different here. I think lots of things actually have gone, you know, you know, exceptionally well. The amount of different, kind of restructuring programs, so Poppy, that David referred to, before, putting in place ERP systems, fixing the spine, going through the staff restructuring, I mean, all of that actually has gone much more smoothly, than you might expect. I think, on the other side, you know, it's fair to say that whenever you go through organizational change, there's a bit of a, you know, a drag on the organization in terms of, you know, energy and motivation. And so that's certainly been apparent in the organization, but nothing that you wouldn't normally expect through that kind of, scale of change. And certainly, we see the organization kind of lifting its head and coming out of that now as we, as we turn the corner. I touched already, I think, on, you know, the international rollout. And not that that is slowing down, but just making sure that as we get really into the details of delivering the strategy, you know, the devil is always in the detail, that we're focusing on, you know, the right strategic partners, the right routes to markets, and that we're not doing that at any cost. So, so maybe that's my, you know, that's my message. It's, you know, we're getting underneath the hood, we're focused on the detail, and we're making sure that we're making the right executional calls, but I wouldn't say there's anything, anything particularly, surprising. Thank you. We've got another question from Lacey: "With the change in government in the U.K., do you expect any changes in the regulatory environment? And related, do you expect any benefits to Flex from P415 regulation in the current year? A couple of comments on that. I think overall, from an environment perspective, it will be positive. And I mean that in two ways. One, just a general kind of sense of optimism again in the market after a long period of instability and uncertainty, which I think will be good. Whether or not there'll be a rollback from the 2035 to the 2030 date originally for the ZEV mandate, we'll see. But regardless, I think that journey to electrification is now kind of, you know, well set. And I think the Labour government is very supportive, you know, of that direction. In terms of the regulatory environment, certainly, I think our ability to access that trading margin is going to be super helpful for us. And that represents, you know, when you start to look at the stacking of revenue opportunities into the future, that's, you know, it's a little way away. It's not kind of in the immediate future, but certainly that's on our radar as something that we're gonna be able to access, as we turn the corner into 2025 and then 2026. So overall, we see it as a really positive environment moving forward. Thank you very much. We have no further questions, so I'll hand back over to you for any closing remarks. So really, I would just want to thank all of you for coming. This is my, you know, first, my first event, if you like, talking about results and performance. And I just want to reiterate that, you know, really excited to be here with the Pod Point team. I feel really encouraged by what I've seen over the last three months, and I'm really looking forward to making some great progress between now and the end of the year, and coming back, to speak to you all towards the end of the year, with hopefully more good news, about results and delivery. So thank you very much.