Good morning, everyone. I'd like to spend the next few minutes telling you the very exciting story on Sofwave. This presentation will be covered under Safe Harbors. As an overview, Sofwave is the rapidly emerging leader in the field of non-invasive aesthetic energy devices. This field right now and the marketplace that we're serving, which is the loosened skin, lax skin, and the overall tightening effect, as well as toning, is rapidly growing as a result of the GLP-1 inhibitors. This is actually a good thing for us in our particular business. You have 12% of the U.S. population. In a segment where once these patients start losing weight, the demand is being driven already in a $2 billion market opportunity that exists out there. We have a next-generation technology that has significant scientific evidence. We have nine broad FDA clearances on our device. It's being used by the who's who, by the thought leaders in this field. It's being used routinely by many clinics here in Las Vegas, all over the globe. We're a global company. At the end of the day, probably one of the biggest accomplishments which we've done is prove that this technology works. In this field of aesthetics, everyone is hopeful. Everyone wants to look better. It's a for-pay medicine field where the provider can actually generate very large margins and create economic joy around it. In terms of the market dynamics I mentioned earlier, this is a growth market, even in bad economic times. In the segment, particularly that we're in, we have unusually high growth rates as a result because as people lose weight, their skin gets lax and it needs to be tightened. We're currently selling in 40 countries. We just announced on Monday we have a novel clearance for our device. It's the first device ever to be cleared for lifting and tightening in the Japanese marketplace. The Japanese market is the second largest non-invasive market in the globe. We're selling in 40 other countries as well. What's also the icing on the cake from the standpoint of what we do is not only our recurring revenue business model, but it's also the fact that our customers enjoy very high margins and the ROI sets a new industry standard where it's within four to six months. I'll share with you actual data as part of our sales pitch when we go out to sell the device to the customers. The product works. It's superior to any other technology that's out there. As I introduce the management team, the executive team, we've been there. We've done this before. We have a proven track record in establishing the market leaders, starting with our founder, Dr. Shimon Eckhouse, who's a very well-known entrepreneur and visionary in Israel who's invented—he has over 150 patents. He's invented much of the seminal technology within this field. He's created such companies in the past, such as Lumenis and Syneron Candela, and now Sofwave. I've been with him now for over 25 years in all three of those ventures. I would say, you know, the hallmark of our success depends upon the people in terms of the leadership team. I'm joined here today by our CFO, Mr. Assaf Korner, who worked with us previously in the past in the development of Syneron Candela, which, while we were there during our tenure before the company was acquired, was a market leader both in terms of market cap and revenue generation. As we go through the rest of the names that's there, I think what's really, really unique is there's no Chief Marketing Officer. We have a Chief Digital Officer because from day one, we understand that this business is driven by not only B2B, but B2C marketing. We have as a core competency our ability to rapidly scale our sales funnel in terms of knowing what it costs, knowing what it's like, what channels we need to leverage, what channels we need to invest in to convert actually the money that we spend into procedure growth as well as into console placements. I would say any company, as you're listening to all the pitches and all the stories here today, there's always a lot of promises. I think, again, one of the things that we really pride ourselves on is living up to our promises in execution. Execution is where it's at, particularly in a market with a lot of headwinds. As we get into the numbers, we continue to perform despite the economy, despite tariffs, despite all these other things that we hear about as we put our news feeds on. Why is this technology different? I'm going to give you the capsulized, the short version. We have time for one-on-ones. We can see it at our booth if you want to do a deep dive into the technology. The present methods are complicated. The present methods, because you have people who start losing collagen and elastin when it starts in the 20s. You know, we have everyone's been searching for the fountain of youth for many, many years. You used to think that this was just a baby boom phenomenon. Now it's a global phenomenon. People of all skin types, skin colors, are seeking treatments. If you really want to get rid of wrinkles, improve skin texture, and lift the skin, the treatments leave you that you're not going to be on a Zoom call that afternoon. You have downtime. If you look at some of the other technologies that are out there, they're very complicated. They could cause a complication. The equipment is very expensive. It's sophisticated. It's non-delegatable, meaning that the physician themselves has to do the treatment. As we look at our broad knowledge, we've innovated our team. Many of the key technologies, many of the fundamental technologies that are currently being used by a dermatologist, plastic surgeon, or med-spa, we were the innovators in some of our previous lives in some of these companies. We knew exactly where the energy needed to be delivered into the mid dermis in order to cause a stimulation, a micro-injury into the mid dermis, which would stimulate the collagen and the elastin to regenerate. In order to do this, you need to be able to penetrate the skin non-invasively so you do not have the downtime we saw in the previous picture. You need to protect the epidermis. You need to protect the skin by cooling the skin. You need to reach high energy of 65-70 degrees. At the end of the day, we had to innovate. We use a high-intensity, high-frequency ultrasound, which has eight patents issued right now and over 30 office actions pending, which is employed in the form of a unique seven parallel ultrasound beams penetrating into the mid dermis, causing a volumetric injury, which is very different than any of these other devices that have ever been able to do. By virtue of the fact that we have a unique intellectual property of cooling the transducers, we actually protect the skin. The other thing that's very important is we made the device so that all the safety mechanisms, all the fail-safes, as well as the user interface, are all built into the device so that you can delegate the procedure. I could probably train anyone sitting in this room, whether or not you've, you know, first, how to turn the machine on, but secondly, how to safely operate the device and get efficacy in less than 30 minutes. I mean, it's really an embodiment of our 25 years+ of knowledge to put it into the device and to have it work in such a manner. The other thing that's working in our favor right now is we've all seen people with the Hollywood stars and people, you know, wherever that are overfilled. Today, the trend is going towards natural-looking results. And we have the ability, in one to two treatments with our technology over the course of a year, to volumize the face in a natural-looking manner and in a superior manner to the fillers. As their utilization drifts away, as people want to refill the skin with weight loss or lift the skin, we have the ideal solution. The other thing that we've done, which is unique, we first launched the product in December of 2019. We all know what happened to the world immediately thereafter is we haven't had to do a single pivot. I mean, we sat down. We used all of our experience, all the things that we learned from in the past as to create a business model, which basically we haven't had to pivot from since day one and yet generate high double-digit revenue growth over the course of our years of commercialization. First off, we wanted to make it street legal. We wanted to make sure we did the clinical study, make sure we had the FDA clearance, and market responsibly within our clearances across a broad range of treatment categories. The next thing is we went to the skeptics. We went to the key opinion leaders, the people who control the scientific meetings, the people who control the podium, the scientific journal, to make sure that the mechanism of action, our novelness, our innovative technology was recognized and understood, embedded by the world's top authorities so that we'd have the wind at our back. Today, I would say these people are our best salespeople. They're better than our sales team that we have, the direct sales team in the U.S., because they're so convinced not only on the basis of the patient satisfaction, the results they're achieving, but their ROI. You know, it's great to have something that works in theory. It's great, you know, to sit in the hypothetical armchair how it works. This is a for-pay business. You have to show them the money. Because the patients are coming back more routine than we ever envisioned because they like the treatment, they're seeing the results, everybody's happy at the end of the day. The patient's happy, doctor's making money. As a result of that, our customer satisfaction levels are extremely high. The other thing, as I mentioned earlier, that we did in-house, when you look at companies as well, particularly when there's a B2C component, you have to look at the sales and marketing costs. It was critical for us to look at achieving a brand awareness where it's much easier to sell to provider if the phone is ringing. We're not a pharma company. We don't have that kind of money. We don't have that kind of runway to go out there. So we invested into our own team in-house so that our ability to scale well behind or well beyond our 1 million followers and our 6.5% engagement rate. The industry standard is much, much lower. It's 1.5%. And we're at 6.5%. Why? Because I think we know what we're doing. And I think we've invested the money accordingly. And we're investing in the direct sales team in the U.S. We currently have about 35 people in the U.S. We have four in the U.K. And we have world-class partners that we work with in two of our other companies that are the market makers in each individual market. In this marketplace, why did the doctors buy? What are they looking for? Just like all of us in the room, they want competitive advantage. If they're going to invest in anything, it has to be something that works far better, has to be disruptive versus any other technology that it has. It has to have a demand. If there's a buzz about it, that the patient heard that the Kardashians just had a treatment or something like that, if it's highly visible on Instagram, it makes it easier to sell. If there's no downtime, it makes it easier to sell to the doctor. The biggest thing is that they want to be able to make a high margin. I mean, they're looking at margins at 75%-80%. You have to have a technology that's delegatable. You have to have a technology where the cost of acquisition, the cost of ownership makes sense to them, and it has to be scalable. We have competitive advantage versus other names that are in this industry right now. We're actually gaining market share in a high-interest rate environment where there is pressure on capital spending. We're selling to the haves. We're selling to the plastics and derms. A lot of our business people just put on their credit card. We're not as vulnerable to high interest rates and high leasing rates that some of our competitors are at this point in time. At the end of the day, the brand awareness, if that phone is ringing in the doctor's office and that machine is lit up, uptime, that's the way they look at it. That's the way we've built our business model. I'm just showing this slide. We have a whole library of before and afters. We'll be happy to review all that. The point of illustrating this is the device could be used broadly. This is not a niche product. It could be used by every provider. Anybody providing aesthetics can use this device and integrate it with existing technologies across the face and body for men, women, skin of color, and the like. At the end of the day, the business model that we have is virtual. We sell the device for somewhere around $100,000. The device comes loaded with approximately 3,000 pulses. The pulses are consumable. It's all digital. It comes to us. It's 100% gross margin to the company outside of a little bit of development store. Each treatment takes about 200 pulses. Nominally, each pulse costs $1.50 per pulse. Every time a patient goes ahead and does a treatment, the treatment cost is, on average across the United States, between $2,500 and $3,000. If the doctor does two treatments per week across a broad range of categories, various from eye lifting to jawline to the neck to cellulite to acne scar reduction, they can go ahead and they can get an ROI in four to six months on the device. We further back that up with a minimum advertised pricing policy wherein our customers, we monitor the pricing across the various social channels to make sure no one is discounting. Anybody who's discounting it, we write them a letter within their contractual agreement. We no longer sell them pulses at a discount. It's all FTC compliant and the like. It maintains the integrity of pricing. We have one competitor in the marketplace that's probably oversold the market where they used to charge for a series of three treatments $3,000 for three treatments versus Sofwave is one treatment for $3,000. Now they went and they sold to veterinarians, dentists, pharmacies, you name it, and they can't get for three treatments $1,000. By virtue of the fact that we have a premium brand, premium product, superior results, and a consumable business, a lower cost of acquisition, and a business model where the provider can still make a 75%-80% gross margin and delegate the procedure, it's a near-perfect mousetrap. Here's the ROI map. These are audited numbers. This is across the United States. This shows, you know, it's probably one of the best-selling tools we have besides the reference selling that occurs with our users. This shows that the average user in Minnesota, they get a 145% return in the first year. Minnesota is not the, you know, not the capital of aesthetic procedures in the U.S. In California, where we have a large install base because the demand is so high, it's 180%. In most cases, the competitors, it's 25% ROI in the first year. ROI is significant, which is the biggest argument you need to make to a provider right now. It needs to make sense for them to fit it in. It needs to, again, give them the advantage versus the guy or gal next door. At the end of the day, we see this business model and this ROI just like da Vinci's perpetual motion machine. Once it gets started, you know, the provider begins their own social media. We add to it. We reinvest part of our marketing dollar into making sure that the phone is ringing and that the patients are basically coming back for more and that across the social channels and word of mouth that we're generating procedure demand. We've done since, I would say, in the last three years where we had solid access to the clinics, we've done well over 425,000 treatments to date. We've generated revenue. If I go back to this slide for a second here, the numbers aren't there. We've generated in the U.S. alone for providers over $80 million in revenue. We're making money. We're a tool for them to make money. We're a tool for them to attract patients, retain patients, and sell them other goods as well. It's a core staple technology. That's the way to look at Sofwave. This win-win situation that we have here leads us to scale even further. The other thing we've done is we wrap around everything we do and we look at the device's uptime. How do we maximize uptime? How do we drive the procedure growth? How do we make that customer successful? Because each one of these units can generate several hundred thousand dollars. We have sites where one device has generated over $1 million in treatment revenue in a year. We have multiple stories like that. We have people buying their second and third device right now because if they look across all the products they've bought over their entire career, Sofwave has been the number one breadwinner for them, as well as the fact that the company is standing behind this. We do this in a cost-effective manner. It has all the value-add. This is something in a company that probably had the largest exit valuation. This is what Zeltiq had, many of these attributes. We're well beyond what—we're living in the digital age. We do most of this at a very highly advantageous ability to supply these services versus what CoolSculpting had to do. We are setting a stage as people talk to one another. This is a business where people, you know, your reputation and your name is everything. This is something where people say, "Trust Sofwave. Work with Sofwave," which is very important for us as a young and growing company. At the end of the day, the marketing success that we achieve, we continue to fuel on it. I talked a little bit about our background. Last month, there was a group called Qsight, Guidepoint Qsight, that monitors 3,000 medi-spas and 1,000 physician practices across the U.S., completely independent. We do not pay them. We have no contract for them. We are the fastest-growing brand now in the U.S., all done organically, all done within a sales and marketing budget where we think we can not only continue as we look forward a little bit, high double-digit growth despite the headwinds, as well as expand our EBITDA considerably by virtue of how the company is built and the business model that is unique. In terms of the Kardashian effect, this is a great story, which I am going to compress. The Kardashians are disciples of this individual, Bryan Johnson, who you might have seen on Netflix or on local TV. He is considered to be—he is a private equity person. He invested his billions that he made into figuring out how not to die. His company is called Don't Die. It's a Netflix series. In the West Coast in particular, and as far away as Indonesia, he has a cult-like following. Kardashians are followers of him. This Bryan Johnson actually has one of our devices in his house. He treats himself routinely. He's fanatical about this whole thing. He brought us the Kardashians. The Kardashians were treated by a doctor right before New Year's Eve. He charged them tens of thousands of dollars. He charged each one of them tenfold what someone from the streets would be charged. They came to us. We don't have a million dollars. We're not going to spend—I'm not going to say waste—spend a million dollars on a Kardashian endorsement. They came to us. We treated the two of them. They gave us unsolicited endorsements. The word "viral" is not appropriate. It gave us a huge bump, huge bump in the numbers that—excuse me for jumping through here too quickly—it gave us a huge bump in the numbers where we had 100% growth in both the website visits as well as in the actual number of Instagram engagement and the like. All of this really helped us in terms of our marketing spend and making it more scalable. I mentioned we're selling now across 41 countries. We just got the Japanese clearance. We do exceptionally well in Asia. I'll show you the revenue split in one second. We're working on the Chinese approval. In China, we have a great partner, HTDK, which is a wholly owned subsidiary of Warburg Pincus. We see the Chinese market opportunity as large as the U.S. The U.S. Market is considered to be the largest. We are working in the reasonable future, hopefully, to bring that product into China as well. We see this marketplace as well. This year, we will add a double-digit number of countries that we sell into. I just came back from Brazil as well. Brazil is the sixth largest country in the world. You need the right partner. This is innovative technology. This involves a partner that can go to the thought leaders and help develop the market. We highly curated the selection of our partners. I think we are well on our way to taking it even further. Our product philosophy is steady product newness. We're launching at a meeting that I'm going to the end of this week at the American Society for Laser Medicine and Surgery a new applicator, the lift HD applicator, which has a new ergonomic and higher density to allow rapid treatment of the body. This continues the investment, customer investment in the console. They continually have an upgrade, expands utilization, drives the pulse sales as well. We have the devices that are all Wi-Fi enabled. We have many other things in the R&D pipeline as well. The most interesting product that we introduced, which we just recently got another expanded clearance on, is the Pure Impact. Now, what's happening with the GLP-1s? Besides losing the massive amount of weight, people are losing up to 15%-20% of their muscle mass. You know, it's unfortunate because people want to wear short sleeve shirts, particularly women. We introduced next-generation plyometric-based 16-channel module to the Sofwave device. Again, putting ourselves in the customer's position, not trying to sell them another $200,000 box, but selling them a module where they get more utilization out of the Sofwave console and gives them yet another breakthrough treatment that, again, has a virtual component that every time they use it, a portion comes back to Sofwave. The treatments work like functional exercise. You can exercise the abdomen, your back, your shoulders, your thighs, your buttocks all at once, which previous generations' technology only had two points of contact. Or if they had multiple points of contact, it was not simultaneously. This is next generation. We're just now, I would say, in stage one of the rollout and expanding upon that. Some highlights financially. First off, the CAGR is 69%. Last year, we had a very strong year versus our competition. We grew by 19%. We grew 24% in Q4 as well. Our pulse revenue increased significantly to $7.2 million. Our revenue for the year was $59.7 million. At the end of the day, the really important thing was we're not just selling boxes. This is not a box business. We're placing consoles and driving procedure growth. We want to drive procedure growth where our consoles are because it's at very, very high margins to the company. On a quarterly basis, we've hit the numbers all but once. We were behind one quarter because we had less than seven products left. I'm just getting a signal that I have one minute left. Commercial split you'll see here is 60% U.S. We are profitable. We plan on expanding that further this year. We have $20 million in the bank at present time. We're traded on the Tel Aviv Exchange. We're looking forward to one-on-one conversations. Thank you. Yes. Did you say that your management team was involved with CoolSculpting? I'm saying CoolSculpting was a company that had the highest exit valuation. 'Was anyone involved with it? No. Okay. No, we had Syneron Candela at that time. It was a company we had. Yes. You mentioned that GLP-1 does not go into the business. How are you currently either currently seeing it or will see in the near term the negative impact of compounding, getting this in, and also just natural public payers or, in fact, coverage? The payer business where people who have diabetes are getting it. You know, I live in California, so anybody can get it and have it reimbursed. The med-spas right now, what's keeping them alive in this business, you know, it's very difficult for them to expand because they have very difficult access to capital. It's challenging. They're living off the GLP-1s. They're buying it from compounding pharmacies. Next year, Lilly's going to have a tablet, which is going to put further pressure on it. I think it's like buying a house in the neighborhood. I think it's a great market for us, having the best solution for tightening, lifting, and relaxing. I think the dermatology office, as well as the plastic surgery office, is going to be filled for the foreseeable future. Sooner or later, the interest rates will come back down. Sooner or later, right now, we're estimating 12% of the population. Sooner or later, it'll be 15% of the population. A study done by Needham showed that for the first time, at a first time of GLP-1 patients, 80% of them that have never had an aesthetic procedure before are now considering an aesthetic procedure. I see it go hand in hand. I see that by virtue of the fact with the people are going to find a way to get it. They're going to find whether it's the oral, whether it's to go and pay out of pocket. It's making a big difference in people's lives. I don't see that phenomenon going away. All right. W e're done. Thank you. Thank you.