Okay, I hope you enjoyed these two presentations as much as I did. We're going to proceed with the Q&A session, which will be hosted by Mr. Mikael Wåhlstedt here. I have with me here on stage, Georgios, our Chief Commercial Officer, and Nicklas, Chief Product Officer. Together, I think we'll be able to answer all of the questions, as many as possible at least. That's our ambition, and thank you for putting in so many questions. We got quite a few before the presentations, and during the presentation, you have basically bombarded us with questions. We will probably not be able to answer all questions today, but if you don't feel that you have gotten an answer, please post your questions once again to ir@exeger.com, and the company will, as long as they can, try to answer those questions that were not answered today. Let's start with a broad question. Listening to you at the presentation, you seem to be able to fulfill all the challenging plans that you have had despite the COVID. What is the recipe for that success? Well, I think it's a mix of two things. Number one, since I started the company, I wanted to build a new industry, and I wanted to do it like we did in the old days in Sweden, in the whole world probably, where you assemble all competencies under one roof. We have everything at our site at Brinellvägen. Everything is under one roof, engineering, science, research, prototyping, software, hardware, all of it. We're not depending on global supply chains, which is now, as we see, causing enormous disturbances all over. That's one reason we can maintain our operations and always being well-funded, which is part of our strategy. Secondly, last year, we did a strategic shift because we could see that the international travels just stopped, and working with hardware integration for the first time ever is not something easy. It takes a lot of time and really a lot of new learnings, and it became very difficult and very time-consuming to do this in these international projects. We focused on customers in the near region, in the Nordics, basically, because we could meet them, we could work together with them. I think that Urbanista is a good example. We managed to shorten the time a lot. We are now working a lot with the customers we have, helping them and working very closely with them, and this is so far going really well. We could see two slightly delayed, but one also came earlier. That's just how it is. Overall, we're very satisfied with our strategy now actually showing that we were right. Maybe a question to Nick and Georgios. Two Swedish companies commercializing your innovation. Will these learnings with these two companies allow you to go towards international clients despite the travel restrictions? How do you look at it? Will it be more Nordic clients going forward, or will you be able to go more internationally, even if we might have COVID after the summer? Well, sure. We are already working with several of the largest companies in the world. As we heard in the presentations earlier, it takes a longer time, of course, we will use what we have learned in these projects, it will go easier the second time, of course. I think one of the things we can add there is that when you do something for the first time, you need a lot of iterations. If you try to iterate between three continents without being able to travel, each iteration takes months. Now we've been able to do that with Urbanista, as you heard Anders talk about in the video, really quickly. Those are all learnings we can now use. In the second phase now, when the world opens and we have all the other customers that Georgios have lined up in the headphone space, for example, each iteration is going to go faster. Clearly, what we've learned here with our Swedish friends is going to be applicable for all the global customers, for sure. Yeah. Also, the helmets especially maybe. We see a massive inflow there now from other helmet manufacturers. Other types of helmets as well. Other types of helmets, yeah. Drilling down in different verticals is part of your recipe. Exactly. From headphones, we look at products similar to headphones as well, for example. Which verticals do you want to focus on? At the moment, we're focusing on consumer electronics, IoT, smart home, and the smart workplace. Those four sectors, they're quite broad, a few of them. Within consumer electronics, we are working on headphones a lot, and we'll have a few other releases coming later this year. within the consumer electronics sector with specific verticals opening up. You promised some six, seven product launches in 2021. According to the information film, you seem to manage that with maybe a small delay into Q1 next year. How do the outlook for 2022 look like? For 2022, we're going to talk about this in the end of the year meeting, like we did last year. For us, this is like an update. At the end of this year, when we know better also how COVID I hope how it ends, someone's going to say, I hope it ends now. That was going to change a lot, the global scene. We're going to come back to that later this year. Very exciting. I have a good feeling for next year. Good. Yeah. There are a few shareholders that asked about mobile phones. Yeah. I know that there is some technical challenges with the mobile phones. Could you explain how you can work around that, and whether you will see Powerfoyle on the mobile phone, or how will you deal with that challenge? Yeah. Maybe Nick, you have developed quite a few mobile phones over the years in your previous life. Yeah. Maybe you want to answer this one. Yeah. Every time we look at a product, we look at how much the product draws, the power draw of the product, which we call drain. The amount of energy we can create, our gain of energy, is directly related to the size of the product. As everybody knows, because we're all living in a world of charge anxiety on smartphones, it would be the holy grail of pain points to solve, right? We know that they drain a lot. Currently, when you build the product, you need what we call a value proposition step-up that actually makes it different for the end consumer. Adding an hour here or adding a little bit, maybe adding 10% or 20% power to a smartphone, which we could do today, doesn't really move the needle because you have to charge it every night. Infinite power of a headphone, check, really good product. Double the battery time on something, check, really good if you have charge anxiety. On smartphones, we need to get to a place where our efficiency is a little bit higher or quite a bit higher. I think that with the new platform, ask us again in 18 months, and I think that then we will have line of sight to when we can do smartphones. There's one big problem with smartphones, that you can't place them in the sun. If you place it in the sun, it's going to stop working. We're not allowed to incentivize the phone company's users to use it in a way that sort of blocks the main function, to use it as a phone or a small computer. That's a challenge as well because, of course, if you have full sunshine, it's going to charge much more than if you're in the shade. We're already now looking at the mobile phone ecosystem, working around it, thinking so because everyone has a phone, and where do I have my phone? Out in my pocket. Maybe in my jacket. Jacket could charge. Maybe I have it in my bag. Maybe the bag can charge, and we can have storage as well in the bag. We can have smartness. Where is my bag? Is this a fake bag? Is this the original bag? We can add certain new features to it, which will add the value of charging the phone just as you go, but without compromising the functionality of the telephone. Interesting. We want to address this billion per year plus phone market, of course. Like Nick says, technically, not really there yet. difficult. We're there. We'll see. We have one shareholder asking, "It would be very interesting to know how big and how small Powerfoyle units can be made. Can one outfit entire car with it? Can you make it small enough to fit an Apple AirPods, for example? With this, what is the efficiency when comparing big to the small? Okay. This is long. The first question, how small or big can we do it? Well, we've screen print. The largest we can do today is one square meter print. It's not very efficient to do that, but we can. The smallest one we have done is four by four millimeters. That's also inefficient to do so small ones. With regards to putting stuff on Apple AirPods or other true wireless products, the surface is very small, and it carries some difficulties. The case. The case could be a way, again, to work around the actual product. Because where are they when you're not using them? They're in the case. When you use them or you can have the case placed in a bright spot, immediately, that's interesting. That's good. That's pretty good value proposition. Yeah. There is a lot of questions around the factory. Okay. Will you have enough capacity to produce enough to meet the demand that you have in the near future with your present factory? What will your capacity be once you're up and running with the secondary factory? Yep. We have capacity in the current one. to deliver against our multiple commercial contracts. Otherwise, we wouldn't have signed them. That's an important thing. As we said, we are in control because we have customers who want to sign with us, but we're only signing with the ones with the brands we like and with the right capacity and the right products. We don't want to sit with 10 different verticals now. We want to enter a few verticals and dominate them. That's our strategy. We are really good now in doing headphone related and headphone similar-ish products, and helmets as well. That's our strategy, to enter and dominate the verticals. Yes, we have production capacity to meet the contract we have signed and for the next coming years. The new factory will be really big. It might be Europe's biggest. We're not sure. Among the biggest, for sure. When it's fully expanded, it's going to be 2.5 million sq m per year. Which is huge. We're going to build it modularly, so we'll be able to easily meet demand as we go since the cycles are quite long in our industry. From doing a prototype, unless you're Urbanista, then it's quite fast. All the other normal companies, it's like one year plus. We have time to easily expand if we need it. It's going to be fully built just within a few years. With new factory in place, full capacity, how many square meters are we talking about? Roughly 2.5 million sq m. Good. So that's? This one, I think, is quite interesting. Is there any disadvantages in scaling the production in Sweden since most of your partners probably have production in China? Nick, you want to answer this one, or? Yeah. The short answer is no. For a lot of companies that manufacture things that are bulky or are expensive to transport and then, of course, not environmentally or sustainable to transport, there's an issue. For us, it's more of an advantage because not only do we have an invention that is completely unique, we also make our own components, and we have optimized the machinery and also built quite a few of the machines, as we have said before, ourselves. Having both the first and the second factory in Sweden as we screen print, and it's a very easy-to-scale process that we, in the second factory, will automize to a really high degree, and make a really smart factory. Shipping these things, they're very light. This is, I think, 113 g, so we can put 5,000 of those in a very small box. I would say that the advantages are much larger than the disadvantages as to doing it in Sweden because we both get control and then we create an industry in Sweden. There are quite a few curious questions around the use cases. One of the shareholders are asking, "Is there a possibility to create a smart home who can be supplied by the energy that Exeger's products produce? At the moment, we're not targeting energy production. No in itself. We're really focused on improving products that people are buying already in the hundreds of millions. Like I explained in the movie, first you had to be a country to have solar, then if you were a house owner, you can buy solar, you can still do that. We want to go from the other way, moving into products that we use that are important to us because disruption will happen when great world-changing technology is adopted by the masses. That's when the real magic happens. We want to create that by just being the stuff that we're carrying around and using all the time. To power a smart house, I would strongly suggest to go for a rooftop and then using other really cool Swedish innovations for improved ventilation, isolation, and all the stuff. All the things, all the devices, they will be powered by us inside. Right. It's going to be a combination. That's why I think it's important because we are not threatening anyone. We're not taking someone's market. We're not destroying. We're creating something new, and that's also important. I know there's a lot of questions, why have you selected this strategy and all that. We have selected these products that we have for two reasons. One, great value for the end user. Massive value. Number two, we are alone. We are the only ones who can do it, and we're not taking anyone from anyone. We're not threatening anyone. We're just adding. That allows us to really execute on our business plan without being afraid of anyone or threatened or anything, because we're just adding to the equation. That's pretty nice. We're in a really nice position there, I think. Basically, because there are questions about which companies do you look at as your competitors. From your past answer in these verticals, you don't seem to feel that you have a lot of competition. No, not really. We have selected products where we are alone. We're overlapping in some peripheral products where design is not so important, might be, for example. Other technologies could be a substitute. That's okay. In the center, our core, just us. That's important. It's key in our strategy. Home security is increasing. different devices at home for protection. Is that a space where you also could be the charger rather than using batteries? Georgios, you want to answer? Definitely. We are looking at that market very closely. It's a market where the volumes are really large. Very interesting with several different products. Give some examples, I think. sensors, remote controls. When we talk about sensors, there are humidity sensors, heat, temperature. gases, carbon dioxide. Yeah. A lot of different Many applications. Very interesting market. It's growing very fast. People have been talking about the IoT market. Very few companies have had volumes. Now we start to see real. Yeah volumes. Do you think incumbent players will be transforming themselves into utilizing this technology, or do you think that there will be coming new players to the market that sees the benefits of this technology? I think we will also see a shift that these products will change because we can add extra power. For example, some sensors that are too power hungry today. You can't go around and change tens of thousands of sensors in one building. We can open up for new things. New products. Maybe we will convince our customers to improve their products. To look at the list of features and the power consumption, and then we can push them to take a step and go for eternal life or maybe add some more features to existing products. You want to say something? Yeah. I think that one of the things with home IoT, everybody that has some, knows that it's been extremely difficult to make it work. Right? There's been some trials by some famous people to actually build a smart home operating system. that would work for everything. It didn't work. Now there's something called the Connectivity Standards Alliance that is really going after it with some of the incumbents there. Will they go after the market? So far it's been the alarm companies and then a bunch of small, really driven companies that have grown. Nest was of course acquired by Google, et cetera. Clearly, to Georgios, point, there's a trend of energy consumption in Bluetooth Mesh and Zigbee and Z-Wave going that way. New chipsets coming. With that, this alliance, I think is going to simplify your ability to put one smart home together pretty easily. That's going to grow volumes. With the energy consumption going down, the ability for us to power something in a small way that actually looks nice in your home. You think about all the smart stuff you have that is security, if it's window sensor, door sensors, what it might be, not all of them are pretty. With our stuff, they can become. I think this is a huge potential for us. Yeah. Having power in the product all the time would definitely also enable computer chips to be in products and be even smarter. How do you look at that? Will that change behaviors? Will you be able to play in that game as well over time? Absolutely. At the moment, we've been very focused on improving existing products already smart connected. We can definitely take a passive, like a table or whatever, and make it smart. We will give it power. We'll put some chipsets in there. You have a 5G connection, and boom, you're connected. It can work for you. It can collect data, process data, transmit data. You can use it. It can help you in your life. That's a very interesting field, and that's going to come now as we see the IoT is becoming more accessible and people are more used to it, then all these cool ideas will come, and we're going to power them. Now I'm going to test you because this seems to be a very technical question. I don't really understand it myself. How can the 2 nm and its 75% less power consumption impact Exeger? The new chipset. Yeah, that's the new processor. Two nanometer. Yeah, exactly. That's a very interesting question. Of course, I think the power consumption will be reduced in phones and everywhere where this is coming, like three times or something. Right? Of course, as Nicklas said before, this is in general, as the new chipsets come, this one you know that one hour outside is three hours listening. 20 minutes outside to one hour listening when it's sunny, right? With next year's chipsets, maybe it's going to be 15 minutes, and with the next one as we also go up, maybe it's going to be 12 minutes. It's just compatible with your technology too. That's how it is. Yeah. That's true. Of course, suddenly because the value of 1 power unit becomes three times more valuable for the user suddenly when the power consumption drops. Then change your behavior on top of that. Change your behavior on top of that and software. At this point, as it is now, we're so used to if you have the phone, you lift it, boom, it's on. All the emails are there, all the texts, and whatever. What if you have maximum solar charge software? You are just going into hibernation. When you are not using it, and it senses it is charging, it just shuts down. For me, I would totally be okay with saying, okay, I have 10 seconds before I have my emails, my texts, whatever. I do not care. Maybe I let the text through or not, right? This is a matter of how do we want to control our behavior with the software, and then we have to be a visible gain from the power. You have to say, oh yeah, I have earned this much. Now I have got 30 minutes more music listening on my way home on the bus, or whatever it is. We could talk a lot about device availability. When do you really need to be able to make that phone call? If you know that, okay, I can stand here for 10 minutes, and I can do this phone call, I can call my help, I can get the bank or whatever it is, that has a great value. We're looking at, it has many aspects. Good. We have some 15 minutes left. There is quite a few questions that are more of a corporate nature. Okay. One that keeps popping up and seems to interest many of the shareholders is the IPO question. Can we elaborate a little bit once more on the IPO? Should we expect an IPO in the future? If yes, when? Yeah. Like I said in the movie, our primary goal, target, mission, everything we do is about creating value for the shareholders. The company, thus the shareholders. That's how it works. We have a setup where we have the luxury to choose. At this point in time, we are very focused on having an optimal capital allocation when we raise funds. We've been able to, as you saw, attract pretty good funding split here with the one share issue and then the banks, the rest. One important argument for being listed could be to have access to capital through the stock exchange. We've been able to attract funding in a very successful way in the private market, and it's been very successful. I would say that if the stock exchange is the best place for Exeger to be, we're going to be there, definitely. For sure. It's not unlikely that we're going to end there. Many of these kind of companies that we are eventually land there. It's not a goal for us. It will be a milestone to be listed, but then we would just keep on building the value of the company. I would say earliest 2023 we would evaluate an IPO. Yeah. Do you need to raise more funding in the near future? We announced in the December meeting last year, we're going to raise SEK 500 million-SEK 600 million this year for the factory expansion and so on. I think that we got the question as well, Örjan, is this enough for, I believe I said something in the style of assuming that COVID ends now, that's going to be enough. Well, COVID hasn't ended yet, we have money, as we always do, for a couple of years in the bank, we're good if nothing comes in, which it will. We're good on that. We also want to ramp, we want to scale now. I know what Georgios wants to do, and Nick. We are ready. We want to be well-funded for a super takeoff. We will evaluate this all the time. If we need more money, we'll bring in more money. We have a lot of interest from massive, really big investors who wants to come in now. We will constantly evaluate what kind of money do we want to have. We want to have long-term money, who believes in this, who believes in taking environmental responsibility because it's so important. We're going to continue to raise funds in the best possible way as soon as we need it. One shareholder asked, why didn't SoftBank invest more money? For us, it's been important to broaden the ownership base for various reasons. It can be good. We have made a directed share issue. We haven't offered it to anyone, any shareholders, not AMF or Stena either. They agreed on this, okay, let's offer this to Ilija, and for all the shareholders who wants to increase, they can buy on the gray market. Of course, SoftBank, they have loads of money, so if we need to. We're pretty proud of not having asked them, can you please give us more? They have big wallets, so we'll see what we do next time. Cash flow seems to be a popular question as well. When do you believe that you could be cash flow positive? Cash flow positive. Yeah. We will see now how COVID plays out, but we have started generating revenue already, and it's going to increase next year, and 2023 is going to be a lot. Depending on also how much we want to put our foot on the throttle, and now we have some things we really want to do, and that's going to cost a bit of money, but it will pay off in the long run. The next coming years will have significant revenue, and depending on our cost base, we'll see when exactly we've crossed that line. One shareholder asks, what is your accounting principle for research and development expenditures? We put it on the balance sheet. We do. We activate it. How many years do you write it off on? Five years. We got the presentation of quite a number of new board members. Seems that you have managed slightly better on diversity than in the past. What is your view in terms of the competence that the board now has? You have double chairs here. You're a major shareholder, but you're also the CEO. Yeah Normally maybe the CEO shouldn't comment on the specific board members, but what have you as a shareholder looked at when looking for new board members together with other shareholders? How important is diversity both on board and in the company? Yeah. Diversity is super important. We have people from 22 countries, from young to older, above 70. Some people, they just want to keep working. They don't want to quit. We have so many cultures and people, genders. Diversity adds a lot of value, that's also scientifically proven. For us, it's about maximizing the possibility of success within the organization. Now we've taken these steps to broaden the board, and with these new board members, we were looking for competencies in the sectors where we felt that we needed, maybe not today, but within this year, next, and the next year, these sectors will be very important. If you look at what, for example, Astrid and Sofie brings to the table. Astrid is very experienced in the tech sector, scaling companies, working with telecom, IoT, this whole connected thing. Has a background in both nanotechnology and business. She's brilliant. Sofie, who has made a very humble presentation. I've had the pleasure to meeting her many times and having very interesting discussions. She's number two in the Google global marketing team. She's based in Silicon Valley in Mountain View. She's been with Google for 12 years. She's absolutely fantastic, and she brings this whole thing with the marketing insight, digitalization, consumer trends, all these things that you can't access that kind of information almost, and so she's massive. Karl, huge experience. He was with McKinsey first and then Investor Growth Capital, and then Seventh AP Fund, and now Stena Sessan. Very seasoned investor who brings a lot of experience from both private and public places, and also Sofie, both private and public experience. Now, we wanted to broaden the board and prepare for the next phase of the company. I'm very proud of these new board members. The war on talent and competence is definitely something that all successful companies need to be good at. Apart from the warrants, how do you build a culture where people can reach their potentials and get the challenges necessary and really be the most attractive employer in this field? Do you want to answer? I want to hear your answers. I know what I'm going to say. What do you think is important when you recruit people? I look a lot at the team, actually, to have a good team spirit, and we do that in the sales team, and we cooperate very well with other teams like Nick's teams. At Exeger, we work cross-functionally. We cooperate. It's not like first we gain the customer and then I hand it over to Nick. We stay in the entire journey, and we work together. Team spirit is extremely important. We have cultural after-work. We have people from many different countries. One month it might be Greece, the next is Italy, and then it's India, and then it's something else. We eat food, and we experience the culture from that country. We go on ski trips together. We have parties. We do sports, a lot of sports. Sports. I think that's very important. You should fit into the team and have the right spirit to work at Exeger. What do you think, Nick? I think the first, you go to yourself. The purpose. If you look at younger talent today, the wish to do something with purpose. Of course, you can do something with purpose that is really green, and it might be a technology or it might be whatever other environmental effort you're going after. In our case, we can offer state-of-the-art nanotechnology at its best. If you're a researcher and you're really into the technology and technology development, like you said, him and Henrik have been nominated for the patent award this year, the European Inventor Award. Technology is right there with purpose. If you then go to my field, which is I want to build gadgets. I want to build stuff. That's what I've done my whole life. Now I get to be the integral part of the Urbanista headphone and be with them when they build the product, but with a purpose for once. Being part of actually a movement. I see that when I interview people all the time now. It's like people come and you tell them what the technology can do. It's really cool with purpose, and then the stuff that we get to work with, all the customers and all the samples we get. Georgios' and my area is just filled with gadgets that are either picked apart or redone, et cetera. You get to be there and change the world, but with purpose. I think that's the key that drives it. Of course, you need to have good teamwork and you need to take care of people, but that's the easiest thing. I think the mission of the company is the thing that drives the ability to recruit talent. Yeah. When I recruit more senior people, because usually they have had a really good career, usually in the middle of their career, and they feel like, okay. I know what I can do. I'm really good at what I do. Everyone knows I'm really good at what I do, but what's going on over here? I meet them and I start talking about the vision, where we want to be. We're going to touch the lives of a billion people by 2030. We're going to be one of Sweden's largest industrial companies, of all companies. They're like, okay. What's your name again? No, they're like, what's going on here? I start talking about how we're going to get there by providing world-changing technology that people care about and breakthrough disruption, like I said, happens when great technology is adopted by the mass and they start to think. They say, okay. They come and tell me, there aren't that many journeys like this that you can hop onto in the middle of it. People said, Spotify, when they were valued at SEK 6 billion, oh, it's too expensive. It's never going to be anything. It was some small thing people said. Boom, one of Sweden's largest companies. Klarna, they were struggling for years in the beginning, and they were bashed when they pitched it in their first pitch they did at Stockholm School of Economics and blah, blah. It just took off. There's been so many good examples now I see in Sweden, and like Nick said, what's unique with Exeger is that we have 10 companies under one roof. Whatever your skill is, you can find a home. You say, okay. Oh, you're really good with design. Here's the design department. Oh. That design department is working together with the design department of Harman, the world's largest audio company. Over here is Urbanista, and over there is a few other companies I can't mention. Like, what? Yeah, we want you. You're important for us. We want you to go to Germany and sit with their head designers, who won 20 billion awards, together with Nick, and you're going to create a product. It's so close to being in the middle of where the action happens, and it's so apparent that everyone feels important. I know why I'm here, and I have a purpose. The purpose, a greater purpose, like saving the world, but also me, I have a purpose. This makes people like Sofie come to our board. She's in Mountain View working with the best people in the world in marketing. Her boss is CMO of whole Google. Sofie and her boss, they write a strategy for whole Google, which is presented to the CEO. Why does she want to join the board? Because she sees something, and it's a combination. People, it's like you have to come there and sort of touch it. We have one minute left. I'm going to try to put two questions. One is limited competition, enormous possibilities seems to be the common thread. The risks, what is the biggest risks in your view, and how do you want to manage those? Yeah. I think that you should answer because the largest risk for us is always run dry. We're not going to run dry. We have a lot of money. The second one is always commercial. What's your view on that? Yeah. In customer projects, delays, that's a really large risk. Late changes. Things happen. We see now COVID, we see a shortage in the component market. There are, of course, risks, and it takes longer time now to develop products with COVID, with the travel restrictions. Yeah. I think that's the largest risk. We are working with a lot of different companies in a lot of different sectors. We have focus on some product categories, but then we expand to product categories similar to those, so we can use what we have learned and apply that to similar products to grow faster. I think we have a really good strategy for growing very fast. Yeah. We have a very nice pipeline. Yeah. These delays, if you don't have funding, can destroy your company. That's why you have two years in the coffers. That's why we always have so much money. It used to be a technical risk, high technical risk. That's no more. It just made our life so much easier. Now it's like money in so we can execute our business plan, and then just massaging the companies, building great products. You want to add something, Nick, to the risk? If we talk about one risk that is commercial, is being managed by having done it once now and going after the same thing, having the knowledge in my team and especially Georgios' team, managing the customer, helping them get there so they don't stumble. I think the other thing that we mentioned was global supply chain and problems like that. We hired a new head of supply chain. I hired a new head of sourcing this year. Just today, we had meetings on material risks and our bill of materials and our consumables to actually be able to address something that is three or four quarters out, to actually be ahead of the curve, because again, these men have made sure, together with our CFO, that we have money, so we can actually go and secure the materials that others might run short on. That's important. Again, the funding helps, but we're all over also the supply chain. Time is running. It's already 7:30. Thanks for being so open. We haven't gotten a new question since 15 minutes back. Thank you. Hopefully, that is evidence that we have covered most areas. If you do have questions that you don't feel we have answered, please email them to ir@exeger.com. Yeah. With that, I hand over to Gio to close today's AGM. Thank you. Thank you, Mikael, for guiding us in this Q&A session. Thank you guys for helping out to answer. Thanks all of you for listening in. I want to end by saying that we get a lot of positive feedback that we are much more open now, much more communicative, and we love that. We have different phases in the company development, and in this phase, we can talk much more openly, and then we will. We love that. We couldn't before. Now we can. That's the reason why we're much more open now. With these words, I want to thank you for listening in on the information meeting before the AGM of Exeger Sweden AB, and I wish you all a very pleasant evening. Goodbye.