Good morning. Welcome to our Q1 presentation and capital markets update. My name is Fredrik Eeg, and I'm the CFO of the company. Just to give you an overview of the session, I will start off with a quick run-through of the Q1 2021 figures before leaving the mic to our CEO, Terje Wibe, who will take you through our outlook and growth opportunities. This will be followed by presentations from our CCO, Lars Vangen-Jorå, CPO, Arild Nilsen, and Head of M&A, Jacob Møller, before I will round off with the financial perspectives. We expect to be ready in approximately one hour and 45 minutes. Due to the technicalities of the digital presentation, we will have a Q&A session towards the end of the session. Feel free to write in your questions at any time during the presentation, and we will answer as best we can towards the end. Let's move on to the Q1 figures. We are showing strong progress with continued growth and solid financial performance. As you will know, we acquired Negometrix in the Netherlands during the first quarter and followed up with acquisitions of our Dutch distributor, CTM Solution, and the Danish invoice and expense management company, Ibistic, in May. We secured funding for our acquisitions through a share issue in February and paid for the last two acquisitions with cash at hand. Our ARR has overall increased by 170% over the past year and totaled NOK 634 million at the end of Q1. This is obviously supported by several acquisitions over the past year, but we show a 28% year-on-year growth excluding the ARR that has been acquired. Revenue was up 160% year-on-year to NOK 148 million with organic growth of 18%. Next slide. Comparing our financials with Q1 last year is obviously affected by the many acquisitions in the period, with Q1 2021 supported by the first full quarter including Visma Commerce. Adjusted EBITDA was NOK 40 million in the quarter, with the adjusted EBITDA margin increased from 17% in Q1 2020 to 27% in Q1 2021. Reported EBITDA was SEK 5 million lower at NOK 35 million. These figures were all significantly above the first quarter last year and also higher than the previous quarter. Next slide. Looking at the ARR development in Q1 isolated, ARR increased by NOK 82 million to NOK 634 million. Organic growth was NOK 21 million, with NOK 15 million from new sales and NOK 28 million from upselling, partly offset by NOK 20 million in churn and contraction and a slight adverse effect of currency developments. The consolidation of Negometrix added NOK 61 million in ARR measured at the time of the acquisition. Next slide. The special items of NOK 5 million in the quarter include M&A costs of NOK 5.3 million, with other special items having a combined positive effect of NOK 0.3 million. We have spent NOK 9.3 million on advisory services and other costs related to the IFRS conversion and preparations for a listing on the main exchange in Oslo. This was offset by a positive reversal of accruals of NOK 9.6 million from previous periods. Operating profit or EBIT came in at a loss of NOK 2.8 million, compared to a loss of NOK 1.5 million in Q1 last year after significantly higher depreciation and amortization due to the acquisitions and increasing investments in R&D. Net financials showed a large positive number of close to NOK 60 million in the quarter. This was boosted by NOK 87 million in unrealized foreign exchange gains. This mainly reflects the accounting effects of our NOK 1.1 billion bond loan due to the appreciation of NOK to SEK. We show a positive profit before tax of close to NOK 57 million in Q1, compared to a loss of NOK 20 million in the same period last year. Operating cash flow remains strong at NOK 49 million in the quarter, including a cash outflow of NOK 14.6 million related to the special items I just mentioned. Net cash flow from investments includes NOK 34 million in capitalized R&D, with the remainder reflecting the acquisition of Negometrix. Our investments were funded by a share issue in February, although the net cash flow from financing was partly offset by repayment of a SEK 150 million sellers credit relating to Visma Commerce and by interest payments. Overall, we saw cash at hand increase by NOK 3 million to NOK 331 million in the quarter. Next slide. Finally, a few comments on our balance sheet, which hasn't changed that much from the end of 2020. The increase in intangible assets once again reflect Negometrix as well as the investments in software development. On the other side of the balance sheet, we see that positive earnings and the share issue has strengthened our equity position. We have a sound financial position with an equity ratio of 53%, cash at hand of NOK 331 million, and net interest-bearing debt of NOK 764 million. With that, I'll leave the mic to Terje to start up our capital markets update. Good morning, and thank you, Fredrik. As Fredrik said, we continued our growth in the first quarter, and we show improving financial performance. I'm going to spend the next 20 minutes trying to show you the growth opportunities we have in front of us and outline our long-term ambitions before handing over to Lars, Arild, and Jacob to take you through our commercial operations, our product development plans, and our M&A strategy. We have built a strong position in the Scandinavian countries but have higher ambitions. As we state in our vision, we aim to be the preferred e-tendering and procurement platform in Europe by unleashing the full potential of a user-friendly and trusted marketplace. This is what our CCO, Lars, and his sales teams work with every day. This is what CPO Arild seeks to build with our products and platform and what our Head of M&A, Jacob, strives to achieve in our M&A activities. Although we have only been a listed company for less than a year, Mercell goes back to the late 1990s, when the company set out to provide a digital arena for the public tendering market in Norway. Over the course of the years, the company grew slowly but surely in an organic manner and exported the Mercell solution into neighboring countries. Offices were set up in Sweden and Denmark already in 2003, and in all the three Baltic countries during 2008 and 2009, and then Finland was added in 2016. I joined the company as CEO in 2014, and even though we experienced a solid organic growth rate of 10%-15% per year, this was from 2014 to 2018, things changed when Viking Venture in 2018 became Mercell's lead investor, initiating the buildup of an experienced and strong C-level team and a more aggressive growth strategy where M&A in new markets should play an important role. Over the last two years, acquisitions have significantly boosted our scale, and we have also expanded the product offering by entering the post-award segment. The acquisition of Visma Commerce last year was a major milestone as we nearly doubled the size of our pre-award business. In February this year, we really kickstarted our European growth journey with the acquisition of Negometrix in the Netherlands. Our focus stays steady on becoming the preferred e-tendering and e-procurement platform in Europe. Our growth through 2019 and 2020 and so far this year has made us one of the largest B2B SaaS companies in the Nordic region, with annual recurring revenue of NOK 634 million at the end of first quarter this year. This is more than a six-fold increase in just two years. As you can see in the graph, this has been supported by a string of acquisitions. We acquired nine companies in this period, which combined contributed to NOK 406 million in ARR at the time of acquisition. At the same time, we have grown ARR by NOK 130 million through organic growth in both our existing business and in the acquired companies. All our acquisitions have continued to show growth after we have taken over unless customers have been migrated to other Mercell platforms. I would like to single out EU Supply and Visma Commerce as good examples. EU Supply has increasing ARR by more than 50% since we took over, and as Lars will talk you through, we have managed to change a flattish ARR development for Visma Commerce in Sweden into solid growth in the few months we have had the ownership. Taking one step back, we at Mercell provide workflow solutions for the full procurement life cycle and create value for our customers both before and after the contract is awarded. We have tried to simplify the many complex interactions for our customers and thought we'd do the same for you in a short video describing our business. Mercell is the marketplace matching professional buyers with suppliers. How does this marketplace work? Let's take a tour. Our platform covers the entire source-to-pay value chain, enabling our suppliers to discover business opportunities and securing valuable purchases for our buyers. The buyer starts by identifying her purchasing needs and explores the market. She then plans, develops, and finally publishes her tender. Now it's time for our suppliers to shine. When a tender is published, the suppliers who are relevant for this tender will get notified. They create their offer and develop it through the Mercell solution. Our buyer can now start to review, evaluate, and negotiate with the suppliers, ending with signing of the contract. When the buyer and supplier have come to an agreement, they can now enter our next phase, the purchase-to-pay e-commerce solution. Our supplier uploads their goods and services and cooperates with our buyer so she gets the full benefit of her contract. She also uses Mercell's order matching, invoice workflow, automation, and spend analysis modules to get even more value from our system. As you can see, Mercell's marketplace enables buyers and suppliers to cooperate in a way that makes everyday life easier for both parties. Join us into the future of e-tendering and procurement, unleashing the full potential of a user-friendly and trusted marketplace. The dual marketplace you just saw offers benefits beyond just the workflow systems. Large and growing marketplaces create network effects that increase the value for all players as the platform grows. The more buyers and tenders we have on our platform, the more attractive the platform will be for different suppliers. The more suppliers we have on the platform, the more competitive and efficient the process becomes. Arild will talk more about how we are working to make sure that both the buyers and the suppliers get max value out of the platform. We have established a unique market position. We service approximately 30,000 customers as the clearly leading player in the Scandinavian market. Our acquisition in the Netherlands places us as the clearly largest private supplier in that market as well. These four core markets account for a little over 90% of our ARR, although we have also established solid footholds in several other European markets, as well as in the U.S., through Negometrix that has been in the American market for about three years. I talked about our dual platform, we are one of very few players addressing both buyers and suppliers. Most of the European markets are really fragmented with no clear number one player, we actually see a few examples of companies having the same dual business model as Mercell. This is a crucial advantage as we are building a fully-fledged marketplace and positions us as a natural consolidator in the European market. Let's have a closer look at the value drivers and the market opportunity we see ahead. Our starting point is that what we do is important, not only for the users of our solution, but in fact for the whole society. The volumes and values that run through public procurement processes are massive and typically amount to 10%-20% of gross domestic product in a country, and as much as 20%-40% of government spending in each country. The European Commission estimates that more than 250,000 public authorities in the EU annually purchase goods and services for more than EUR 2 trillion. Our core markets are among the biggest spenders relative to GDP, with three of our core markets among the top five, and Denmark a little further down the list. The sheer size and importance of the public procurement sector means that regulatory bodies like the OECD and the EU Commission are driving for improvements in both public governance and also efficiency. The OECD calls public procurement the cornerstone of strategic governance and seeks procurement regulation that foster both efficiency and trust in the public. The EU Commission highlights well-managed and efficiency procurement as prerequisites for high-quality public services and points out that even a 1% efficiency gain could save the taxpayers EUR 20 billion annually. These are really big numbers. EU has come a long way in setting up a regulatory framework and legislation to improve governance and efficiency. Digitalization of the procurement processes lie at the core of these efforts to simplify and shorten the processes, reduce bureaucracy, increase transparency, and reduce corruption, speed up innovation, and improve market access for small and mid-sized enterprises. This process took a long step forward with the introduction of the Public Procurement Directive in 2014, which has later been turned into law in all EEA membership states. As you see from the timeline to the right, the process is continuing, with more and more processes and parts of the procurement lifecycle being included in the regulations. The upside is huge. The EU says that authorities that successfully have implemented e-procurement solutions report saving of as much as 5%-20%. Applying those figures to the whole EU market equals some EUR 100 billion annually. Like I said, what we do is really important. The EU Commission's objective measurement of the various European markets shows that Mercell's core markets are among the top-performing markets on EU's procurement performance scoreboard. Northern Europe has come the furthest in the digitization process, which leads to more efficient and well-functioning processes. As the EU Commission states, performance measure where the purchasers get good value for money, and our products and services help ensure widespread publication of tenders, increase the number of bidders, and increase market participation for the smaller sell-side players. All of this fits well with the core principle of good and compliant public procurement. We believe this market backdrop opens up opportunities that support high growth ambitions. Firstly, we believe there is high value yet to be captured in our existing markets, and we see the potential to more than double ARR in these markets over the next five years. The bulk of this is expected to come in the pre-award segment, primarily through increasing network effects and higher monetization of the supplier segment. We still see room for increasing penetration in this segment and an opportunity to significantly increase the value for the suppliers with new products and services that open for upselling and new pricing models. Lars and Arild will come back to this later. We also expect to see growth in the Netherlands as we add supplier services to the buy-side platform we acquired with Negometrix. Our post-award business will also be an important growth driver, where our main job over the coming years will be to exploit the large cross-selling potential that lies in our existing large customer base within the pre-award segment. These are the same customers, only in another part of the procurement life cycle. Turning to new market opportunities. We see the opportunity to build a business of similar size as in the existing markets. We target markets with significant growth potential, and these are markets where size and scale matters, and where gravity pulls the customers to the largest and most successful platforms. We have a clear sense of urgency to get going to capture this window of opportunity and a winner-takes-all mentality and seek to build at least a 50% market share across our total market reach. As Jacob will talk more about, we will follow our playbook, starting with consolidation and professionalizing of the buy side in new markets. We develop the supply side on the dual marketplace platform and also begin to upsell post-award products to an increasing customer base. We will also consider our options in the U.S. market, where we gained a foothold through the acquisition of Negometrix. While still early, it is impossible not to recognize the potential in a large and fragmented market with extremely paper-heavy processes and limited use of digital procurement tools. Over time, the U.S. market will develop in the same direction as Europe related to digitalization of public procurement processes, and Mercell aims to be positioned. Negometrix has developed a very happy U.S. customer base in a short period of time, and while we see significant organic growth potential, we will also explore M&A opportunities to accelerate growth in the U.S. market. As you understand, these ambitions will require continued high M&A activity also going forward. I mentioned earlier that we had acquired companies with a combined ARR of NOK 406 million over the past two years, or around NOK 200 million per year. Our ambition is to continue our M&A activity at the same level going forward, to enter new markets, to consolidate positions, to attract new customer bases, to broaden the product range, and to strengthen the tech base. Jacob will talk more about our strategy later. Summing up, what we do is important, and we see continued high value to be captured in our existing markets. We expect to more than double ARR in these markets over the next five years and see the opportunity to build a similar-sized business in new European markets within the same timeframe. The U.S. represents additional upside potential. We will continue to combine organic growth initiatives with a highly active M&A strategy. These initiatives have the potential to accelerate our growth significantly in the years to come. Fredrik will talk more about the financial perspectives. We have a highly scalable SaaS business model and believe increasing scale and high operational leverage will enable us to grow our long-term margins above 40% from the 27% level we report for Q1 this year. With that, I will leave the word to our Chief Commercial Officer, Lars Vangen-Jorå. Thank you, Terje. My name is Lars Vangen-Jorå. I'm the Chief Commercial Officer in Mercell Group, and I'm happy to present the commercial views. I just want to emphasize our vision, which I believe is more relevant than ever for Mercell. We aim to be the preferred e-tendering and procurement platform in Europe by unleashing the full potential of a user-friendly and trusted marketplace. I think it's actually more accurate and relevant than ever. Next slide. Before we start, let me share the commercial area at a glance. I joined Mercell in August last year, and at this point, Mercell was a 300 million NOK ARR company with roughly 180 people in the commercial area. Today, 10 months later, we are a very different company. Annual recurring revenue is 634 million NOK. We serve more than 29,000 customers. Our commercial staff, including sales, marketing, customer service, and customer success resources, are approximately 270 people. Our team is very experienced with a tenure of 4.6 years. We do have offices in 10 different countries as of today. In Mercell, we deliver a clear value proposition to our customers, both on the buy side and the supply side. Looking at the buy-side customers, electronic tendering processes have shown to reduce public procurement spending and the use of time significantly. Buyers also see the value of accessing a large number of suppliers that potentially increases the competition and hence give better price and services to the public sector. Finally, the increased transparency and traceability in a fully electronic tender process is something that is also driven by and supported by EU regulations. For the suppliers, to the right, our services provides access to a huge market of business opportunities within the public sector. To be able to stay on top of this and not to lose out on any opportunity is important for our customers. Adding on to this, a more efficient tendering process, as well as access to unique content, makes our value proposition very attractive among suppliers. Looking at our customer base, Mercell have had a strong growth over the last years, both on the buy side as well as supply side. We now have approximately 3,000 paying customers on the buy side, which is a five times growth from year 2018. On the supply side, we have grown from roughly 9,000 customers in 2018, and today we have a bit more than 26,000 customers. What is also important to understand is that our business model is a dual side model with network effects. Buyers put tenders onto our marketplace, and then suppliers submit their offers on those tenders. Hence, the more buyers we have, the more tenders they will publish on the marketplace, and the more attractive we become for suppliers. Vice versa. The more suppliers we have, the more will they compete on the tenders, and buyers, they want to be on the marketplace, which is the most effective for them. This network effect creates a self-reinforcing growth across buy side and supply side. Our customer portfolio is highly diversified across industries and with very low concentration risk. As an example, we see that our top 10 customers have an ARR share that is less than 5% of our total ARR. To the left, you see some logos of clients across industries and segments. Within pre-award buyers, you find public entities, and as you can see, they vary from municipalities to large organizations like European Commission. These are very loyal customers, and they have a marginal churn. Within the pre-award supply side, you find a highly diversified portfolio of companies within the private sector. On this slide, you just see a small sample, but also here, what we see is our products are important. Approximately 50% of our customer base have more than five years of relationship with Mercell. Moving to post-award, we see more of a mix of public and private companies, ranging from municipalities to large multinational companies. These products, they are deeply integrated into the customer organization, creating high stickiness and very low churn. Looking at our three different segments from an ARR perspective, we see that our supplier business counts 54% of our ARR. Here, we also have the majority of our customers, and these are, as I said, mostly private sector companies, and the majority of these customers, they use our tender alert products. Looking at buy side, accounting for 33%, the majority of customers are then public entities using our tender management platform. We do have some private companies as well using the platform, mainly in the Netherlands. Post-award, with 13% share of ARR, here we see a mix of private and public customers. As of today, the vast majority of these revenues in post-award are from the Danish market, where we have a very strong foothold. We have a few customers in Norway from the acquisition of Aksess Inn Kjør, but we have now ramped up the sales in Norway, and we have already landed two new customers recently. We are super happy for that. Going forward, we will establish this product area in all markets. To give you a bit more flavor on post-award. When we talk about post-award, we talk about covering the procure-to-pay value chain. This includes products like procurement, e-commerce, invoicing, payment, and spend analysis. This offering makes Mercell a complete provider of e-procurement services. As we see it, post-award offers a unique selling point to our existing customers within public buy side. With our modernized product portfolio, we can solve the entire source-to-pay value chain for them, or we can solve parts of the journey. This enables us to better serve their needs. We see it as a natural step for our clients to be able to digitalize the process that allows them to actually work on and fulfill the contracts they have entered into with their suppliers. We also see that adding post-award products onto existing customers further strengthen customer loyalty. I wanted to deep dive a bit into our sales process and give you some example on how it works. We started implementing what we call the Mercell Way of Sales in Norway in 2019. The key behind this was to improve our customer journey, to optimize and to professionalize each step of it. We have established three distinct functions covering how we work with new customers and existing customers. For pre-sales, it is all about generating leads and free trials that we can then pass on to new sales. In new sales, our objective is to land the right customer as fast and as effective as possible. Then entering into the customer success part of the journey, we aim to increase the value we deliver to our customers. We want our customers to have success using our products. Of course, this is not a project you have a deadline on. We continuously work on improving this journey, optimizing each step of it. As an example, in 2019, we did several qualitative and quantitative studies in order to identify pain points in the customer journey. One key finding was that onboarding was the single most important touch point in order to improve the value we deliver to our customers. By improving this, we have been able to reduce churn by 22% from 2019 to 2020. I think that the single best data point that this sales process actually improves our business is the growth in ARR before and after implementing Mercell Way of Sales in Norway. It works. Now we take the best practice from Norway and implement this in the rest of our markets, and we have already started implementation in Denmark and Sweden. Over the next few slides, I will give you some samples on how we work within each step of this customer journey. If we start within the pre-sales, the objective is to drive leads and free trials. Here we see that the network effects we achieve from our Mercell Marketplace puts Mercell in a unique position because we have a constant inflow of leads and trials at zero cost. When a buyer publishes a tender, suppliers discover it on our Mercell Marketplace, they place an offer using our platform. This can be either a paying or a non-paying supplier. Of course, the non-paying suppliers, they are really hot leads for us. It is companies that do business with the public sector, so they are spot on as potential customers for our supply products. This network effect drives hundreds of potential new companies to us every month, we have between 3,000 and 4,000 users, which is actually people working within these companies, logging into our platform, we do not spend EUR 1 attracting those leads. Further on, all of these users, plus the users that through our regular marketing campaign and other activities we do, have entered into our website, maybe asked for a trial or want to participate in one of our free webinars, are then automatically part of our base of users, which we can follow up on. Once they become qualified leads, we can pass them on to sales. As an example of an activity we did in order to mature leads to become qualified leads, we had a free webinar in March in which we invited new potential customers. We had more than 1,000 users signing up, and 750 to 800 of them actually attended our webinar. I think it is a clear indication that our products are important to the companies and that our value proposition is recognized as well. Entering into new sales, it is important that our product offering is designed to cover the needs from different customer segments. It is also important that we can communicate a clear value proposition in order to close the sale as fast as possible. Finally, of course, that we are able to monetize the value we offer. And we see a lot of potential in becoming better and better and more and more sophisticated in how we package and price our products. When acquiring a company, we work together with the management on repackaging, pricing of value added services, bundling one-offs to become recurring revenue, et cetera. What I show you here is an example from our supply side business in Denmark. We have recently done an analysis of our existing offer in the supply side here, and we saw a few issues that we set out to fix. The design of our packages was not matching value versus price. We also saw sales reps spending too much time with the customer explaining the different packages. Therefore, we have done a repackaging of our products. This includes changing what feature we include in the different packages, renaming it in order to avoid comparison with the old one. Lastly, adjusting price to better match the value we deliver. Even though it's a bit early days, we see that we have increased the pickup rate on more expensive packages. This has led to an ARPA increase of 15%-20%. We also see that it's easier to communicate, so time spent to close a sale is down with 10%, 15%. Moving on then to how we work within customer success. I wanted to share two examples of how we manage to upsell customers. Working with public procurement entities, usually our initial sales is with a single user and with limited functionality. As our customer success team work with the customer and offers training, webinars, et cetera, to increase the value we deliver, the customer becomes more experienced in using our products. Normally, we then see that the customer start expanding the number of users, they start using more advanced products. This was the case with the electricity company, Sogn og Fjordane Energi, where we have been able to increase the ARR with just shy of four times over the last two years. We actually see the same trend with our customers in supply side as well. Telia is a large telco company, and they see the public sector as a very important source of business. As they experience the value we deliver, they've expanded both number of users as well as adding more advanced products like analytics. The ARR is now 4.6 times higher than the initial sales. Finally, I wanted to share with you the value of adding post-award products to existing customers. As I said earlier, we see this segment as a perfect upselling possibility to public entities already using our pre-award tender modules. It is kind of a natural extension once they become more mature and digital in how they work. Enabling them to fully digitalize the entire procure-to-pay, utilizing the contracts they've entered into are synergies we see with the buy-side customers. On this slide, we see an example from Denmark, Ballerup Municipality. It's a mid-sized municipality with approximately 40,000 inhabitants, and they use our tender platform. They saw a need for a more digitalized workflow working with their suppliers. Over time, we have added three modules from our post-award product, such as Mercell Marketplace, contract management, and spend analysis. This has increased our ARR by more than seven times. The additional benefit we get is that this also adds stickiness, since post-award products are deeply integrated into the organization. I think it's a great example on how post-award adds value to our customers. What happens then when you apply our sales process to a new market or a new company? Here is the example of the ARR development in Visma Commerce, which is the company we acquired from Visma in Q4 2020. As you can see, we have reinforced the growth in the company within a short timeframe, seeing a higher growth rate in Q1 than previous Qs. With the release of the next generation products, we believe there is a huge potential for continued growth in ARR. Arild, our CPO, will talk more about this in his presentation. Of course, having a large customer base of more than 29,000 customers with a strong focus on customer success, and then we add on new products like tender search product, collaboration tools, and bid delivery, will enable us to continue to solve more problems for our customers and drive more customer success. Finally, we see a large upside in establishing our dual-side business model, as well as establish post-award products in all markets. We actually believe this is one of the key parts of our playbook going forward. As explained, we see self-reinforcing growth driven by networks effect between buyers and suppliers. Therefore, building a dual-side business in markets where we have a strong buy-side customer base is part of our playbook. Looking at the Netherlands, we see the Dutch market as such a market. We have recently acquired Negometrix, and even more recently, we announced CTMS, and Mercell is now the leading pre-award buy-side player in the Dutch market. Going forward, building the dual-side business by offering great products to all suppliers in the Dutch market will be important to us. Looking at the post-award segment, we know it holds a large upselling potential towards our existing buy-side customers. Therefore, we will continue to expand the sales of those products to all markets, and especially where we have a large customer base, such as in Norway, Sweden, and in the Netherlands. To summarize my presentation, we have today presented you with our organic growth target of 15%-20% yearly growth. We will achieve this because we have a highly scalable business model with self-reinforcing growth driven by network effect between buyers and suppliers. We will build on a large and growing customer base with low concentration risk and high retention. We have a proven sales process that we know drives growth, and we will implement this in new markets. Finally, we will expand our product portfolio into new markets, establishing supply-side businesses where we have strong buy-side positions and establish post-award in all markets. With this, I thank you for your attention, and I will now hand over to Arild, our CPO. Thank you. Thank you for the introduction, Lars. Hi, I'm Arild Nilsen, and I'm the CPO of the Mercell Group. I will speak to you about our product strategy and give you examples of some of the exciting product development work going on in Mercell. Next slide. Mercell's product portfolio has traditionally been within e-tendering, starting with a need to perform a tender and ending with a signed contract. Last year, Mercell expanded its product suite through acquisitions to also include purchase-to-pay. We now have a comprehensive product portfolio of workflow solutions for buyers covering the whole customer journey from source-to-pay. This includes integration to finance systems and automated pre-accounting of invoices. We see a steady increase in tenders from public buyers requesting integrated source-to-pay solutions. We're now well-positioned to deliver on these customer needs. At the same time, we are expanding our product offering towards the suppliers. We are creating an integrated customer journey, covering also their needs from source-to-pay. We expect to see new services being offered, enabling increased supplier revenues as a consequence of this strategy. Next slide. Our vision offers a clear marching order for our product development efforts. We need to build a product platform that scales in a European perspective, and we need to build a user-friendly and trusted marketplace for public e-tendering and purchasing. We want to be the eBay of public e-tendering and purchasing. Our ambition is to build the best products in the industry. The consolidation efforts enables us to finance the development of the best products in a way few of our competitors are able to match. The larger size also enables us to attract top product and technology talent. One of the things that sets Mercell apart from our competitors is that we're a marketplace for public tendering and procurement. More often than not, our competitors focus on delivering solutions to only one of the sides of the marketplace, most often the buy side. Many of our acquisitions are examples of this. Be it EU Supply or Negometrix, delivering e-tendering solutions to public buyers, or Udbudsvagten providing tender notification solutions to suppliers. We think of ourselves as a platform where buyers and suppliers meet to transact or a marketplace. We need scalable solutions along many dimensions, i.e. scaling with the number of users, scaling to many new countries, but also scaling with our organization. Significantly increasing the number of developers on the platform can only be achieved by moving towards a modular platform with dedicated product development teams for individual domains. Lastly, we also need scalability in the work we do, and that means we need to reduce bespoke development work to an absolute minimum. The last point of our product strategy is to transform the way we are doing product development to ensure that our customers are at the center of everything we do and that we build products our customer love. Next slide. When I look at the industry as a whole, I see many small niche players, mostly focused on delivering services to public buyers, some to suppliers only. I also see an industry with ongoing regulatory changes requiring constant product updates, sometimes significant updates such as eForms. Often the difference in bargaining power between the companies and the public buyers drive the development of bespoke solutions that fail to scale to multiple customers. This leaves little room for product innovation to the detriment of the buyers and the companies themselves. When I started working with Mercell almost two and a half years ago, there were approximately 10 of us working with product and tech development. Today, there are more than 200 of us working across UX, product, and technology. Thanks to the consolidation effort, Mercell can finance the development of the best products in a way few of our competitors are able to. The larger size also enables us to attract top product and technology talent. This is why scale in itself is important, as it enables us to outpace the competition in product development. Next slide. Mercell is a marketplace where buyers and suppliers meet to transact on our platform. The business model is driven by delivering software-as-a-service workflow solutions to buyers and suppliers, supporting them through the entire source-to-pay user journey. In our pre-award user journey, it is vital that our product development efforts support the continued expansion of the network effects across buyers and suppliers. As a marketplace, we need to take ownership to the effect that buyers and suppliers have on our platform. We need to ensure that suppliers can find relevant tenders and that buyers receive relevant bids to their tenders. This ownership is beyond what you would expect from a software-as-a-service workflow provider, and I believe this is a factor that will increasingly distinguish Mercell from its competitors. Next slide. If you look at the public e-tendering process today through the eyes of a marketplace, you will see there are two important friction points. Firstly, the high average cost of performing a tender. Secondly, that too few tenders receive a sufficient number of bids. Costs of submitting bids is likely to deter suppliers from bidding on public tenders, to the detriment of public buyers receiving an insufficient amount of bids. If we can make it simpler to deliver bids, we believe we can increase the supplier pool. Too many tenders do not receive the desirable number of bids. Across the Nordics, we see that around half the tenders receive two or less bids on average. You could expect a successful tender to have at least three bids. In addition, there is a relatively high share of tenders that do not receive any bids at all. We do not have a complete understanding as to why the cost level is high or why such a high share of tenders receive an inadequate number of bids. However, to me, these are industry problems that Mercell needs to take ownership of and do our part in trying to solve. Next slide. Our most important task as product managers is to solve important customer problems with solutions that users can easily understand. This requires us to implement a product development process that is customer-centric, goal-driven, and iterative. For some of our product development teams, this is quite a transformational change compared to how they have been doing product development previously. The product development process starts with a deep understanding of customer goals and problems derived from research performed by our user experience team. From there, we test prototypes of solutions with customers, and based on the feedback, we iterate until the solution is validated. Then, and only then, do we start software development. This process ensures product-market fit and significantly reduces the risk in product development. Next slide. After performing 11 acquisitions, we are left with multiple overlapping platforms across our pre- and post-award products. This creates complexity in our operations and represents an opportunity to take down technology costs. What is on top of our minds across product and technology is to move towards a common and modular platform. We believe that this, over time, will enable us to drive new revenue growth, extract synergies, and enable product innovation at scale. I think we all understand that innovating across multiple overlapping platforms is not cost-effective. Where possible, we will base our common platform on one or more of the existing platforms. In the case of the post-award platform, we are applying best-of-breed solutions from our existing platforms. For the buy-side pre-award platform, we will evolve one of our existing platforms into our new Mercell Tender Manager product. Next slide. We split the platform consolidation project into three parts. The first, the buy-side workflow solution, or Mercell Tender Manager, as we call it. Second, the Mercell Marketplace and supply side workflow solutions, or the Mercell Bid Manager. Thirdly, the purchase-to-pay workflow solutions towards buyers and suppliers. With the acquisition of Negometrix, we received no less than four different e-tendering platforms. One of these is NX4, which is the new Negometrix platform that is still under development. After an extensive review of NX4, we recently made the decision to base our future Mercell Tender Manager product on the Negometrix NX4 platform. Our initial plan was to build a new platform from scratch. We believe our new approach will enable us to go to market earlier and reduce the product and technology risk of the pre-award platform project. We are very excited about this opportunity to bring an improved e-tendering product to our public buy-side customers. NX4 is a modern platform, still under construction, and is today serving multiple customers in the Dutch and in the U.S. markets. The work needed to make NX4 our future Mercell Tender Manager product can be categorized into four areas. First, we need to localize the products to new countries. That is implementing new languages or complying with local legislation, et cetera. We need to secure feature parity to the existing platforms. That means we need to develop a lot of new functionality before we can start sunsetting our current platforms. The third part is about performing technical enhancements such as modularization of the platform, building up a new front-end layer, adhering to non-functional requirements such as response times, et cetera. We will gradually introduce the new Tender Manager platform to new countries and new customer groups. Our ambition is to, already this year, make the platform available to customers in Denmark that match the current feature set of NX4. We will progressively cover more complex customer needs and introduce the platform to new countries. In parallel, we will perform the needed technical enhancements that we have identified. This approach enables us to reduce the time to market while we, over time, improve the platform and make it available to additional customer groups and countries. Overall, we're confident that our revised approach will significantly improve our product offering to public buyers and reduce the technical risk of the pre-award platform project. Next slide. Previously, I addressed the industry problems in public e-tendering, i.e. the high average cost of performing a tender and that too few tenders receive an adequate number of bids. We can impact these problems by making it easier as a supplier to find relevant tenders and easier to bid on tenders. I will show you in the coming slides the new products we have made available to these ends. In addition, we are planning to build a more complete user journey for the suppliers. Currently, we are supporting some of the steps in the user journey, and we have steps in the journey where the suppliers go off-platform to solve their needs. We want to cover these gaps in our supplier workflow solution and, in the process, improve our value proposition towards the suppliers. Next slide. Late April, we soft-launched our next-generation tender search product in Norway. This is a major milestone to us, and we are very excited about it. We're moving the tender finder experience from a simplistic Boolean search algorithm to an advanced Google-like search experience based on a relevance algorithm. We combine the best of a user-friendly search experience with search filtering capabilities to narrow the search even further. As a supplier, you can easily store the searches you made and receive notifications when relevant tenders are found. If you click on a tender, you will receive access to the complete tender documentation, and you will be able to go directly to bid creation. Apart from offering state-of-the-art usability, our suppliers tell us we have removed their fear of missing out on tenders. In a similar manner to classified marketplaces, it is important to have as complete content as possible to drive the network effects. Consequently, in the new search, you can find tenders from all over Europe, from the United Nations, from NATO, et cetera. You can even find historic tenders. Next slide. When a supplier has found a relevant tender, the supplier needs to decide if this is relevant to bid on, and if so, they need to start the process of creating a bid. From our customer research, we've found that every bid delivery is in fact a small project that often includes input from multiple persons at a supplier. When there are multiple bid submission processes ongoing at the same time, it is hard to keep track of for the bid manager. We have therefore developed an easy-to-use project management tool that will help the supplier to manage this process. The user flow starts with a list of relevant tenders received from the search and discovery product. Relevant tenders are then selected for further evaluation and brought to a user-friendly workboard. From here, the supplier can invite his colleagues to the tender, as well as move the tender across the workboard as the work on the bid matures. This is a completely new product offering from Mercell, born out of our customer research. It moves a process that is today off-platform to being an integral part of the supplier user journey. We have received excellent feedback on the solution during our validation process, and we plan to launch the product in Q3 this year. The product will be available to customers of the new search and discovery service. Next slide. We have also worked hard to simplify the bid delivery process. This product is initially available on the Mercell Sourcing Service only. The newly launched product will simplify the bid delivery process for 20% of the tenders on the MSS platform. The product is now in a beta launch phase, meaning it is available to relevant tenders, but the users can still apply the old bid delivery process if they prefer. Next slide. Jointly, the new services we have launched comprise our new pre-award supply side platform. The launch of search and discovery is in reality the launch of a new state-of-the-art modular technical platform towards the suppliers. In addition to the end-user services we have launched, we have also made available new important platform components. Examples of these are a new online sales and the new authentication modules. The online sales module enables self-service sale of the search and discovery product and will over time enable self-service sale of all our products. The product is soft launched in Norway together with a new search and discovery service. The authentication module will enable a seamless user journey across all our platforms. The service is valuable to both our buy-side customers and our supply-side customers. With the authentication service enabled, you can, as a supplier, move from the new search and discovery product to bid delivery on any of our platforms without logging in again. The authentication service is currently being rolled out across our platforms. With the new supply-side platform in place, we plan to start sunsetting our existing tender alerts platforms. Our ambition is to sunset the tender alert part of the Mercell Tender Solution platform in Norway and the Udbudsvagten platform in Denmark later this year. In 2022, we plan to bring the new supply-side platform to new markets, amongst others, the Netherlands. Next slide. Moving to our purchase-to-pay product suite. We have a very comprehensive and modern product suite across our purchase-to-pay services. Each service can be bought independently of the others. We see that this is a benefit as the entry into the product suite can be made stepwise. Recently, we have, for instance, sold the spend analytics tools to some of our pre-award buy-side customers in Norway. Next slide. We are also improving our value proposition within the procure-to-pay domain. Early May, we released an important new product together with the Danish state authorities. The new product automatically allocates the incoming invoices to the correct account in the finance systems, saving the Danish state millions of NOK in manual labor. The product employs state-of-the-art machine learning technology to make this possible. It makes us proud that the Danish state has secured plenty of press coverage of our new product, where they clearly state all the benefits the product offers them. We now plan to sell this product to other customers and countries. Next slide. Our consolidated purchase-to-pay platform will take the best from our four different purchase-to-pay companies we bought in 2020. Our ambition is to sunset the Aksess Innkjøp platform in the Norwegian market by the end of 2021. This will enable us to significantly improve the value proposition to the customers of the Aksess Innkjøp platform. The two remaining platforms from Comcare and Truelink will sunset over the next couple of years as we further enhance our consolidated platform. Next slide. I hope you have a better understanding of our product strategy and where we are in the process of consolidating our platforms. In my mind, there is no doubt that Mercell, through the consolidation already performed, is best positioned to deliver the most up-to-date and complete value proposition in the market. Our continued consolidation efforts will only solidify our abilities and position. Our strategy of being a marketplace will, over time, deliver an enhanced value proposition that will be challenging for our competitors to rival. In addition, our focus on building scalable products based on best-in-class product development processes will enable us to continuously increase the value proposition of our product portfolio, enabling us to, over time, increase the revenues from our customers. Thank you for your attention. I'm now handing you over to Jacob Møller, Head of M&A in Mercell. Hi, my name is Jacob Møller, and I'm the Head of M&A at Mercell. As you all know, Mercell has an active M&A agenda, and I'll try to shed some light on how we're working in this area and our ambitions for the future. Although Mercell is planning to have a healthy organic growth in the years to come, we believe that there is a window of opportunity to consolidate a fragmented European market and build a pan-European leader in this space. We therefore have an ambition to supplement our organic initiatives with M&A in order to accelerate our growth and seize this window of opportunity. Before we look ahead, let's take a quick look at what we have achieved so far. In the past two years, from May 2019 to May 2021, we have completed a total of 11 acquisitions, small and large, proving our ability to execute on M&A. Our 2019 acquisitions focused on strengthening our Nordic presence and established a foothold in Europe through the acquisition of EU Supply. In 2020, we expanded our scope and product offering by moving into the post-award area. This was done through the acquisition of Aksess Innkjøp, Truelink, Tricom, and Comcare AS. Towards the end of last year, we further strengthened our position in Norway and Sweden with the acquisition of Visma Commerce. Far in 2021, we've done three acquisitions. The first one was Negometrix, the Dutch market leader, which established our first market-leading position on the continent of Europe. Last week, we also announced two smaller acquisitions, the acquisition of CTMS in the Netherlands and Ibistic in Denmark. I will talk about these in a minute. When looking ahead, let's start talking about our M&A strategy. The starting point is fairly simple. Our M&A strategy derives directly from our overall corporate strategy. We view M&A merely as a tool to execute on our corporate strategy, enable our company to realize our long-term vision of becoming the preferred e-tendering and procurement platform in Europe. On a practical level, this means that our focus is to support the company in building positions on both sides of the market, the public buy side and the supply side, in order to implement Mercell's dual market business model. Next slide, please. As Terje explained in his introduction, the European market is very fragmented, with largely local players that are subscale. Very few, if any, have a dual-sided business model like Mercell. They focus either on the buy side or the supply side and consequently do not benefit from the networking effects of a dual-sided marketplace. Our view is that the European market is ripe for consolidation. We have screened over 100 potential European targets and identified multiple acquisition opportunities. We are building the necessary internal capabilities in order to pursue this opportunity through a programmatic M&A strategy. This means we need to operationalize our M&A process. We need, of course, to have key resources in place to identify, negotiate, and execute on M&A opportunities. More importantly, we need to build post-merger integration capability and resources in our organization. The latter is key in order for us to keep a high pace and be successful with our acquisitions. As you can see on this slide, we have categorized our M&A efforts into three groups. Number one, expanding our European presence, meaning using M&A to enter new markets. Number 2, consolidate existing markets, meaning using M&A to strengthen our position in existing markets, either horizontally or vertically. Finally, number 3, adding products and customers, which means leveraging our product portfolio by adding customers or leveraging our customer base by adding products. I will explain these three in a bit more detail in the following. Let's start with the first category, using M&A to expand to new markets. Mercell's playbook is built on its position in the public buy-side market. This is the strategic starting point for expansion into the supply side of the market, which in turn enables implementation of the dual market business model and upselling opportunities for our post-award products. For good and for bad, the sales cycles in the public buy-side market are very long. In addition, the contracts tend to be very sticky. Combined, this means that building a position organically in a new market takes a very long time. We therefore normally look at acquisition opportunities when considering entering a new market. Negometrix is in many ways an ideal example. There are other markets with similar opportunities. However, most markets are more fragmented with no one-stop-shop path to market leadership. In these cases, we may need to do several acquisitions to get the clear market-leading position we are striving for. If we then move to the second category, using M&A to consolidate and strengthen our position in existing markets, this can take many shapes and forms. It can mean acquiring a competitor in the buy side of the market or using M&A to build or strengthen our position in the supply side of the market. The recent example that actually achieved both was our acquisition of Visma Commerce. Through this acquisition, Mercell acquired Visma's buy-side business, TendSign, as well as its supply-side business, Opic, and through this, strengthened its dual market position in both Norway and Sweden. An even more recent example, but of smaller scale, is the acquisition of CTMS, which was announced last week. CTMS is the number two player in the commercial market after Negometrix, and through this acquisition, Mercell further strengthened its market leadership in the Dutch buy-side market. We're not only looking to consolidate our buy-side positions. We also pursue consolidation on the supply side in order to implement our dual market strategy. The Danish market is a good example of a successful consolidation play which covered both the buy side through the acquisition of EU Supply and Ethix, and later on the supply side through the acquisition of Udbudsvagten. Mercell is today the clear market leader both on the buy side and the supply side of the market, and therefore ideally positioned to benefit from the networking effects of the two-sided market. To the third category of M&A, which are acquisitions where we can leverage our customer base or our product portfolio. A good example of acquisitions where we leverage our customer base are our acquisitions in the post-award area. Mercell's strategy in this area is based on upselling post-award products to our public customer base. We will continue to look for companies with products that can complement and strengthen our product offering and where we can leverage our large public customer base. We will also consider acquisitions where we can leverage our product portfolio. A recent example of this is our acquisition of Ibistic, which we also announced last week. Ibistic provides invoice management solutions, a product that Mercell also offers as part of its post-award product suite. Our intention with this acquisition is to migrate Ibistic's customers to our platform and then in due time, sunset the Ibistic legacy platform, thereby realizing considerable synergies. As mentioned earlier, we see a large fragmented European market with several opportunities where we can apply our programmatic M&A strategy. We are targeting markets that are digitally maturing and with a high level of adherence to public procurement regulations. The markets must be open to private sector providers and have a favorable competitive environment. On top of this, we will also look for potential cross-border synergies with our existing core markets. We have mapped out most markets in Europe and screened over 100 companies. We see multiple acquisition targets that meet our criteria. Where does this bring us? If we look back for a second, we have acquired 11 companies in two years with an average ARR of NOK 200 million per year. Our ambition going forward is to continue at the same pace. As mentioned, we see multiple acquisition opportunities, and we believe we are positioned to be the European consolidator in this space. That concludes my part of the presentation, and I will then hand over to our CFO, Fredrik. Thank you, Jacob. As the final presenter today, I will bring up some of the financial perspectives of our growth journey and try to summarize what you have heard today. Next slide. As all presenters have highlighted today, our vision to become the preferred e-tendering and procurement platform in Europe is defining all our actions in sales, product development, and M&A, and this also goes for our financial structure. We are on a mission and are building scale both organically and through M&A, and we are building fast. Just through 2020 and Q1 2021, we have tripled our ARR with strong new sales, positive net retention, and a significant positive effect of acquisitions. As you have heard, we have high ambitions also going forward. We have established leading positions in four markets, in Norway, Sweden, and Denmark, and recently in the Netherlands. We still see the opportunity to more than double ARR in our existing markets through the Mercell Way of Sales that Lars talked about and the new product and platform projects Arild shared with you. At the same time, we see an opportunity to build a similar-sized business in new markets in Europe with M&A as a crucial part of the buildup. We are improving our EBITDA profitability, with Q1 2021 showing a sharp increase in both absolute numbers and margins compared to previous periods. We are aiming higher and have set out a long-term EBITDA margin target of 40% plus. We are already at this level in our most advanced markets in Mercell Norway and Visma Commerce in Sweden, and believe that increasing network effects from our dual platform, increasing scale, and higher operational leverage will drive margins upwards. This is, however, not going to be a linear path as the effects of product launches, cost efficiency initiatives, and M&A will kick in at different stages as we move forward. Deeper into our most recent earnings figures, we see that the 10 percentage points improvement in the EBITDA margin reflects a lower cost percentage relating to personnel, whereas other cost items were stable as a% of revenue. We are still in an investing phase, which is expected to yield significant cost efficiency gains and higher operational leverage in the longer run, with more efficient operation on larger and fewer platforms. Focusing further on our investments, we see capitalized R&D increasing from NOK 10 million in Q1 2020 to SEK 34 million in Q1 2021. We are running a rapid pace of product and platform innovation and are overall planning for an increase in capitalized R&D investments from a little over SEK 50 million last year to between SEK 160 million and SEK 180 million in 2021. The increased R&D spending over the next couple of years will support long-term cost efficiency and our EBITDA margin targets. We are also investing heavily in M&A and plan to continue on the same track also going forward. Jacob talked you through, we see large opportunities and have a sense of urgency to make sure we make the most of this in the years to come. This track obviously comes at a cost, with widely varying valuations depending on the target's maturity, scale, and growth opportunities. Looking at the 11 acquisitions to the right, which includes the last two with Ibistic and CTM Solution, we have paid everything from 2 to 3 times ARR, up to 10 times, with Visma Commerce standing out with its unique market position and a highly profitable operation. We are continuously working on a large funnel of interesting M&A candidates in attractive markets and believe there is ample room to find highly accretive acquisition opportunities. Lars talked you through how we have increased the growth in Mercell Commerce after the acquisition last year. Another good example with a bit longer history is the acquisition of EU Supply, which we took over at the beginning of July 2019. Upon the acquisition, we strengthened the sales function, focused on upselling on more value-added products, changed pricing plans, and converted one-off transactions to recurring revenue. The result is that we have increased ARR by 55% and turned EU Supply from a break-even business to EBITDA margins around 35%. Our M&A ambitions will require capital, and we have several funding sources to support our growth. We have a cash position of SEK 331 million and a strong cash flow from operations that should increase in line with ARR. We also have a bond tap option of SEK 900 million on top of our existing SEK 1.1 billion bond. We see the potential to increase leverage over time given our increasing scale and profitability and continued high cash conversion. We see potential for share-based acquisitions at accretive EV/ARR multiples. Rounding off, what we do is important, and we see continued high value to be captured in our existing markets. We expect to more than double ARR in these markets over the next five years and see the opportunity to build a similar-sized business in new European markets in the same time frame. We will continue to combine organic growth initiatives with highly active M&A strategy. The U.S. represents additional upside potential. With that, I'll just put our long-term outlook up on the screen and open up for questions. Thank you. That concludes the presentation part, and we are now ready to answer questions. We have already received a couple of questions, and the first of these goes as follows. When do you plan to IPO on the main list, Oslo Børs? Maybe you, Fredrik, can give some flavor to that. Yes. As we have previously stated, we plan to apply for listing in the first half of 2021. We still remain on that. We don't have an exact date yet, but we still reiterate that we aim to list in the first half of 2021. Thank you, Fredrik. The next question goes as follows. Can you please confirm what the M&A target implies? Is this to add ARR on the existing NOK 607 million in ARR from the base business as of today, or to add NOK 1.2 billion by 2025? What we mean is that our ambition is to continue to acquire companies in the same pace as the two previous years, adding an average of NOK 200 million in ARR per year for the next three years. These acquired assets and markets will be further developed with our unique business model, so that in 2025, this portfolio will be similar in size to the portfolio we already have. We have one more question. Will the focus on M&A be on Europe, or will you do opportunistic acquisitions also in the U.S.? These questions I will ask you, Jacob, to give some flavor to. Okay. Our focus is on building a European leader, but as you all know, we have acquired a foothold in the U.S. now through Negometrix. We have learned a lot about the U.S. market recently, and we see that it is a lot less mature than the European market. We do see also acquisition opportunities in the U.S., and we'll be monitoring that market as well. Thank you, Jacob. All right. So far, that's the questions we have received. We will give it a couple of minutes to see if someone asks anything else. It doesn't seem to be any more questions. No. All right. I would like to thank everyone who has followed this presentation, and thank you for your attention. I would like to wish everyone a really great day going forward. Thank you.