Good afternoon, and thank you for joining the Pollen Street Capital full year results presentation for 2025. I'm Lindsey McMurray, and I'm joined with our CFO, Crispin Goldsmith, today. Now, Pollen Street is a private capital manager focused on the mid-market across Europe. Our strategies have been in place for over 20 years, with a focus on financial and business services and with through the cycle experience and track record. We continue to see strong structural growth and opportunities for specialist investors. At the year-end, we managed GBP 7.1 billion of assets with GBP 5.2 billion of fee-paying AUM. Fee-related earnings are at GBP 30.7 million, and we're positioned to scale from here. We invest with a focus in the mid-market, which is rich with opportunities and resilient for capital formation. We focus on sectors where we have deep expertise and strong origination capability and combine this with a disciplined investment approach, which underpins our ability to generate consistent alpha for investors. Our business enjoys high visibility recurring revenues, with management fees forming the largest and ever-increasing proportion of revenue and earnings as the platform scales. Our investment company has delivered long-term consistent returns to support dividends. As profits grow in the asset manager, we have further options for capital allocation. Now, 2025 has been a very strong year. We have seen momentum in AUM growth in both strategies, with total AUM increasing to GBP 7.1 billion, which is a 30% increase year-on-year. A successful fundraising has translated into growth in Fee-Paying AUM, which has increased to GBP 5.2 billion, which is up GBP 1.3 billion year-on-year. We currently have GBP 800 million of uninvested capital. This provides strong visibility of continued growth in management fee income. Revenue has increased to GBP 114 million, with growth driven by the scale-up in the asset manager, but paired with that consistent return generated by the investment company, which has demonstrated stability for lasting 10 years. Overall, the combination of strong fundraising, disciplined deployment, and recurring fee growth underpin earnings and shareholder returns. To provide more detail on the composition of revenue and earnings, the investment company provides stable, consistent income as it has done since inception, contributing GBP 32.9 million in the year. Now 71% of revenues are generated by the asset manager, which is up from 62% only two years ago. With that group, EBITDA has increased to GBP 64.6 million. This combination underpins growth in earnings and our ability to deliver consistent cash returns for shareholders. On the fundraising front, both strategies have been performed strongly. We previously reported that we had completed the fundraising of Private Equity Fund V at EUR 1.5 billion ahead of our EUR 1 billion target. Private credit is well positioned to significantly outperform its initial EUR 1 billion target too. As of today, Credit IV stands at GBP 1.8 billion of commitments, and we'll finalize that fundraise in the coming weeks. We have broadened and diversified our investor base with strong support from existing and new limited partners, together with their global consultants. At the start of the year, we set out clear priorities across fundraising, growth, and capital allocation. We have delivered strongly against each of these. We exceeded fundraising targets, grew AUM and earnings, and maintained our capital return framework. I'll now take a bit of time to look to our investment strategies and how they're positioned in the current market. Across the group, we operate two complementary strategies in private equity and credit. In private equity, we invest in control positions in mid-market businesses, working closely with management teams to deliver value through operational improvement, product development, international expansion, and M&A. In private credit, we focus on senior asset-backed lending to mid-market companies. These investments are secured on diversified cash generative asset pools and structured to provide strong downside protection to withstand significant macroeconomic stress. Capital preservation is central to the strategy with risk managed through both asset security and transaction structuring. Across both strategies, we focus on areas where we have deep sector expertise and long-standing relationships. A high proportion of our opportunities are sourced directly, supporting pricing discipline and selectivity. With the market disruption, how do we have confidence that our strategies will be resilient? In private equity, we invest in mid-market, which provides a rich and deep opportunity set without concentrated risk across the portfolio. Within the target market, we maintain a disciplined approach to pricing, and we compose our portfolios with a forensic bottom-up analysis, deploying relatively low leverage and active management to drive growth. Fund V is deploying well, with nine investments already made, with 55% of the capital committed, so that pacing is in line with expectation and with an exciting pipeline to provide confidence they will deploy the balance of capital to curate a first-class portfolio. Exits from Fund III are healthy, and we're turning our mind to Fund IV too. In relation to private credit, given the current market backdrop, why do we remain positive? Firstly, we benefit from strong structural tailwinds in asset-backed credit, with investors increasingly seeking non-correlated returns and stable income streams. Secondly, our relationships with borrowers are typically bilateral, and we conduct our diligence ourselves together with trusted advisors. Our fund structures do not have liquidity mismatch. Lastly, the nature of the investment means that we have low exposure to AI disruption as we're lending against tangible assets with predictable cash flows. We also operate in a market with strong barriers to entry, where specialist expertise, structuring capability, and relationships are key, supporting both margins and creditor protections. Again, the deployment in fund four is in step with fundraising, with a well-diversified portfolio of assets of about 50% of the capital raised already deployed. I'll now hand over to Crispin, who'll take us through the financial performance, and I'll come back to wrap up our priorities for 2026. Thank you, Lindsey. It's good to see you all again, and I'm delighted to be presenting another strong set of results for Pollen Street. As Lindsey has already outlined, the key message for 2025 was one of strong fundraising. Not only did we raise GBP 1.2 billion across both private equity and private credit, but we also developed a strong pipeline of investor interest, which is now being converted. This AUM increase feeds into growing management fee income, which is our highest quality revenue stream, and in turn into increased profits. We aim to balance growth both in the near and long term. Fundraising has a long cycle, and the fundraising success we are delivering today is in part down to investments made in the team a number of years ago. As we grow earnings, our primary focus remains on making the disciplined investments which will support the growth of the platform into the future. We do this while delivering strong cash return to investors through our progressive dividend policy and through our ongoing share buyback program. Now, I wanted to spend a few minutes recapping on our revenue model. While there may be a level of complexity in our investment activities, the way we generate revenue is actually very simple. Our LP investors commit to our funds typically for 8-10 years, and there's no opportunity for them to redeem early. Our management fees are a fixed percentage of Fee-Paying AUM. What this means is that our management fee income is highly predictable and repeats over multiple years. For example, PE five has EUR 1.5 billion, as Lindsey said, of commitments with a management fee of 2%. We earn EUR 30 million a year in management fee revenue from this fund and will continue to until the first close of Fund VI. At that point, fees will move to being calculated on invested cost until the end of the fund. Our other funds are similarly predictable. This is what makes up the GBP 69.9 million of management fee income in 2025, which included GBP 8.4 million of catch-up fees. That's up 28% on 2024, and excluding catch-up fees, management fee growth was 24%. Our performance fees are broadly balanced across credit strategies and private equity. In credit, the consistent month-on-month and quarter-on-quarter performance of those funds generates similarly consistent performance fees. In PE, we currently only recognize carry for those funds accounted for at fair value. It's calculated on a look-through basis to the fund valuation without it being impacted by the timing of exit. Now, as I guided at the half year results, performance fees for H2 were significantly higher than for H1, reflecting growing deployments in the credit strategies and the expected seasonality of returns in the private equity funds. Performance fees for the year were GBP 11.2 million, in line with last year. The third contributor to income is the investment company, which generates returns from our balance sheet investments. That's shown here as net investment income after deducting the cost of debt. The commitments we've made to our private equity funds have continued to draw down over time, and this has increased the percentage of the balance sheet invested in equity, which is one of the contributors to increasing underlying returns. At the year-end, we had GBP 188 million of GP commitments to our funds, of which GBP 136 million was drawn. Private equity was GBP 40 million, and private credit was GBP 96 million of that. Reported net investment income was GBP 32.9 million, up 4% on 2024. A return on net investment assets of 9.9%. That was after GBP 2.4 million of dilution from equalization effects, where gains are reallocated between investors as if they'd all come in at first close. Adjusting for those effects, the underlying return was 10.6%. That continues a long track record of delivering consistent, attractive returns on the balance sheet. Turning now to costs, which are largely people-related. Fund management costs of GBP 49.4 million for the year were up 25% compared to 2024. There are a couple of points I wanted to focus on here. First, there's a natural lag for credit funds in particular between recognizing fundraising costs in the P&L and seeing the benefit of that fundraising in our revenue line. Team incentives and placement agent costs align with closing committed capital into the fund, whereas management fees are generated once the capital is deployed. As Lindsey mentioned earlier, we had GBP 800 million of uninvested capital in credit at the year-end, which will become fee-paying once deployed, and this has increased further with the closes in Q1. Second, and as we already touched on, we aim to balance near-term profitability targets with investing for long-term platform growth. We continue to build out our investor relations team and develop our investment teams as we continue to expand and develop our platform to support growth through the next generation of funds and beyond. Taking all this into account, fund management EBITDA was up an impressive 17% to GBP 31.7 million for the year. We're delivering steady growth in the asset manager led by management fees. We've grown fund management EBITDA to more than double the level of two years ago, and we've consolidated the step-up in margin achieved in 2024. As a result, fund management EBITDA has grown to GBP 31.7 million and now accounts for almost half of group profits. We've already touched on performance fees. We're currently recognizing Fund IV and Accelerator I for private equity, Funds III and IV and our SMAs for credit. The nature of how IFRS 15 is applied to PE carried interest means we're not yet recognizing carry on Fund V or Accelerator II. Now, we actually expect these two funds to be comfortably the largest contributors to performance fees out of the current generation, but we expect recognition in the P&L still to be some years off. In part related to this, the board has carefully considered how performance fees are allocated between the group and its employees. We believe it's important that group shareholders should share in the performance of the funds through the carried interest. At the same time, it gives a useful mechanism for optimizing the mix between cash compensation, long-term incentives, and retention of the team. Team alignment is naturally a key focus for our LP investors as well. As a result, the board has concluded that there should be more flexibility on the share of carried interest which will be allocated to the group for future funds rather than simply fixing this at 25% for all funds. For private credit four, in particular, reflecting the significant outperformance of fundraising, the board has decided to make an additional allocation to certain team members, which will have the effect of reducing the house share to 17%. Given the significant outperformance in fund size, there's no change in the group's financial guidance as a result of this. As I've already mentioned, the investment company delivered another strong period of stable and growing returns on our balance sheet. At the year-end, GBP 188 million was committed to Pollen Street managed funds, and 72% of that was drawn. We maintain a conservative gearing position on our balance sheet with net debt 35% of gross investment assets at the end of December. The debt facility is a tool for managing liquidity as well as for optimizing returns, and we had GBP 40 million undrawn at the period end. Turning to the future. I'm pleased to confirm that the group is on track to be in line or ahead of expectations for the current year, and there's no change to guidance. We have increasing visibility on reaching our target of GBP 10 billion AUM, which we expect to achieve with the next generation of flagship private equity and private credit funds. I've talked today about the clear and predictable linkage between Fee-Paying AUM and management fees, and this will continue to be the case going forward. I've also discussed the inherent operational gearing in our business model, which will allow fund management EBITDA margins to scale over time while we continue to prioritize investments to support long-term platform growth. Performance fees will remain towards the lower end of the guided long-term average range until we start to recognize that carried interest on the more recent PE funds. We expect to maintain low double-digit underlying returns in the investment company. In summary, we have a high-quality recurring earnings model and a clear pathway to scaling AUM margins and earnings. Thank you. That wraps up my section, and I'll now hand back to Lindsey. Thank you. Just taking a few minutes to turn to the outlook. The priorities for 2026 are focused on three areas. Scaling the platform, investing for growth, and continuing to deliver returns. From here, our focus is on completing the fundraising of credit Fund IV, which we'll do in the next few weeks, and then considering additional credit vehicles as demand for this strategy remains strong. We also already began preparing for the next private equity Fund VI. Alongside this, we continue to grow fee-paying AUM through the deployment of around GBP 800 million of capital already raised. We are continuing to invest in the platform to support future growth, and this includes continuing to invest in the team and further developing our tech and data capabilities internally. We're improving profitability, and that will develop over time. As ever, the income from the investment company supports the dividend. But as profits grow in the asset manager, we have greater optionality for capital allocation. These priorities are focused on scaling the platform in a disciplined way while continuing to deliver returns and investing for long-term growth. All in all, 2025 has been a transformational year resulting from strong execution. We are positioned to scale and remain focused in delivering long-term results and value for our investors and shareholders. Thank you for taking the time this afternoon, and we'll now open for questions. Thank you. Hello. Hello. No, sorry. Mike Robinson, Barclays here. I don't think you need the pen. I don't think it'll be too complicated, but you should be fine. Yeah, why not. I'd be interested to pick up a couple of things. First on the change in the carry structure that you set out as part of the piece. I mean, obviously it wasn't that long ago that the whole combination came together. I just wanted to understand a bit more why 15% is the right minimum versus 25% previously, how you think about the range and what are gonna be the variables, 'cause there's clearly when these funds get bigger and they start to contribute, that's quite a meaningful difference that's not passing through shareholders, passing to employees, and there'll be different pieces there. The second piece that I'd be interested to know about, and I guess comes with the same thing, is the timing for PE 6. If we're already 55% invested, good pipeline, when should we be thinking about that starting to come through on the, into the numbers? 'Cause obviously committed capital would be highly valuable. Yeah. You know, I think as you rightly said, there's no magic number on between 15% and 25%. I think it's a balanced discussion that the board had about making sure that we get the right balance of shareholder alignment in terms of having exposure to the carry but also making sure that we have the flexibility to incentivize the wider contributing pool that we have as we build out the business, particularly the business development team. It's a balanced call. We think at, you know, 15%, as you say, you know, in this particular case, it looks like this fund will end up something like double than its original expectation and therefore, you know, there's the alignment is still there in an absolute basis. It's a balanced call, and I think we'll make that decision in relation to each fund from here, and then on your- PE VI. PE VI, we have a very strong pipeline in private equity. The pacing is very strong. 55% actually committed, 5% actually committed in Fund VI, but with a view that there's probably another 10% that will go into those assets that are already invested. You're right that we have started turning our mind to the preparation for Fund VI, and sometime in, probably, H1 2027 is where we'll be focusing. Hi, it's James Allen from Berenberg. Three quick ones. Firstly, just on the topic of the carried interest allocation again, was the change in the allocation in response to team departures previously, changes in the competition, or am I just reading too much into that and you just felt it was the right thing to do given the outperformance in the most recent credit fund raise? Secondly, how big is the Accelerator I fund, and what's the expected increase in size for the second vintage of that? Finally, the junior credit strategy, which is possibly being rolled out in the next year or two, could we get a bit more info on that and how that strategy will differ versus the existing credit funds? Thanks. Definitely not a response to departures. It was as we built the team at the back end of the fundraise. There's an element of just timing that has gone with that. As we already had a very strong investment team in place, we've been building out as we've clearly built the business development team. It is incentivizing people that we've brought on, not in any kind of sort of response to anything negative, I would say. Accelerator I. Accelerator I Yeah, I wasn't quite sure. I mentioned we've got an Accelerator I and Accelerator II. Those are what we call the continuation funds. The Accelerator I was acquired as part of the combination, which means it's accounted for performance fees as fair value. Accelerator II was a later fund and therefore is accounted for under IFRS 15 in the same way as Fund V. Yeah, the sort of focus is on the flagship vintages. Accelerator I is about GBP 200 million. Accelerator II is about GBP 1 billion in terms of size. We've guided also though on Accelerator II at the time that we raised that the fees on that particular vehicle are on a fixed fee basis. We guided to that before. Those are in the numbers. The last question was? Junior Credit Fund. Junior credit fund is not an area that we're proposing. As I did mention though, there is very strong demand for our senior credit strategy. As we close out Fund IV, we still have continued demand for that. We're looking at potential for the vehicles for that same strategy. The other strategy we have mentioned over the years is something that we call, you know, an opportunistic strategy, which isn't entirely junior in nature, but is wider than the parameters that would fit into a senior strategy for investors. It's something. Our very clear focus has been getting a very strong foundation for the business based on the two strategies we have. I think we're confident that that is now firmly in place, and therefore we have the opportunity to look at some others. There's nothing that we are ready to kind of publish now. Thank you. Hi, good afternoon. I want to ask first of all about the fundraising that you've done this year, and particularly on credit. So new versus old LPs, how much, you know, repeat business has come through? What's the competitive landscape like in fundraising? And to the extent you're performing better than alternatives out there, what's driving that? Is there a sort of regional focus potentially there out of the U.S., into your geographies? Or, well, any commentary you can give on there. Oh, on that, I wondered also in credit, how much dry powder there is. If you could just remind us where that is, what you can say about the deployment pipeline and how potentially that might be affected by changes in the interest rate environment. Finally, in terms of exits, if you could just give a little bit more color on the pipeline there for the next 12-24 months. Thanks. Okay. The tricky bit is to remember them in order. Fundraising. We've had very strong re-up rate. You know, occasionally you get an investor that has a change of strategy, and it's more sort of individual than industry-wide. It's probably short of 100%, but not much short of 100% in terms of re-up rate. The big transition through these funds as they have gotten through to the scale that they have is bringing through you know, in different. On both strategies, it's been a little bit different in private equity, bringing on a strong range of the U.S. pension plans and also with their advisory consultants, which is critically important. In credit similarly, we've built out very strong reputation as being the leader in asset-backed senior asset-backed in Europe. If you map the market, there are others that are entering it, but it's been the strategy that we've anchored our credit strategy with for the last 15 years, and therefore that's been recognized. You know, as much as there's a lot of headlines in this sector, especially the investors doing their work and their advisory consultants do deep forensic work into our strategies, and that's kind of we've been rewarded for coming out well on that, I would say. Dry powder, yeah. Dry powder in credit was at GBP 800 million at the end of the year. We have been very successful in fundraising and deployment, so it'll be in excess of GBP 1 billion at this point in time. But again, with a very strong pipeline. Are we changing? We did the credit deep dive a few months ago. That outlined how we approach our credit strategies, and they're always the credit. The process of underwriting in credit specifically subjects the collateral pools that we're lending against to very significant macroeconomic stress. Therefore, we expect with no complacency that our pools and our lending facilities will withstand significant macroeconomic shocks to them. They have self-correcting mechanisms to the extent that it doesn't go according to our underwriting. We continue to apply that very clear methodology and consistent methodology. Yes, we are, you know, ever vigilant to the market and to the individual and idiosyncratic situations. We do our own diligence. As I outlined, we're not relying on someone else's diligence to do it. We do our own diligence with our own advisors to make sure that we're maintaining our standards. We're not changing. We're ever vigilant, and we're taking the learnings from the errors that are made in some of these examples. We're not fundamentally changing what we do. Sorry, I think there was a final question, but I didn't catch it. Exits. We've had three exits in Fund III, and we are considering more for Fund III in 2026. We're, as I said, turning our mind to Fund IV. Again, we focus in the mid-market. We are focused on buying businesses, it may sound, you know, from the bottom up at good prices. That enables us, as long as we execute our value creation plan, to build businesses. In this, you know, even with the lower M&A and buyer appetite, there's still greater resilience in the mid-market sector and therefore we've, you know, got good optimism that we'll continue to deliver those. Thanks. One in credit, one in equity, if I may. With all the nervousness on private credit at the minute, are there any opportunistic plays coming forward for you, such as buying portfolios at an attractive discount, or is that a distraction, something you wouldn't look at? On the equity side, so you're deploying five, starting to thinking about Marketing VI. Could you talk us through how the investment opportunities have changed the last sort of year or two, particularly through the AI lens? Have sectors changed a little bit in terms of opportunity or, is it more operations? Thank you. I think the opportunity in credit. There's less of a secondary market in our asset-backed world. It may develop, but there's been less of a secondary market. Where we have optimism for this strategy is where, dare I say, some players may have come on a kind of part-time amateur basis, may then retrench from the market and that, you know, gives us. Where something with a facility may have had a risk of being refinanced somewhere, people will come back to what they know and the player that's persistent. We get a, we believe, a strong pricing mechanism vis-à-vis our counterparties because we are seen as being a persistent player. Remember, we're the raw material for these businesses to enable them. Our longevity and persistency in the market means we become a bit of a go-to player. Sometimes people can get their head turns as it looks a little bit easy, and people come back to make sure that they've got the persistency. I think that's where I see the optimism in our sector. On private equity, again, we have, as you can imagine, re-underwritten our entire portfolio as you go through the, you know, the different, the risk lens that you read on the headlines. We believe the portfolio that we have is very resilient. Now we don't have any direct exposure to, you know, events of, you know, from the war environment. We do of course have to understand the second order effect of inflation, higher inflation, higher interest rates, but they tend to be second order or tertiary. Then when you actually. You know, we've been through this as we came through in 2022. We actually had quite a lot of positive impact from inflation related contracts that come through on the other side. So on balance, our portfolio overall is on a positive with opportunities in AI. But we definitely look through the lens to say, where is there a skilled person moat, where is the regulatory moat, and making sure a lot of the things that we invest in have protection because it's a regulatory system that requires the service to be done in a certain way. Yes, we are, again, never complacent, always vigilant, but I think we are well positioned in the current portfolio and can see actually quite a lot of interesting opportunities as people run for headlines and we do our forensic bottom-up. Thank you. Got a question on here about syndication. We're asked a question about do we what percentage of our deals, and I presume it's talking to private credit, where we take syndicated positions where we are a junior partner. The answer is none. We lead the diligence. We do our own diligence. We engage the advisors to our standards. None. Good. Well, as ever, if there are any other questions, Crispin, Shweta, and I are available to have one-on-ones. We thank you for your time and thank you.