Robust regional supply chains. We see this most clearly in fusion and defense, where geopolitics, more energy investments, and the drive for regional manufacturing are reshaping this industry. This plays directly to our strategy. As we mentioned before as well, we have built the hybrid business model, which means that we sell machines to clients such as MedTech, and we offer to manuf acture qualified parts for customers in areas like defense, fusion, for instance. If you take MedTech, we continue our work now during the quarter with some of the world's leading OEMs with intention to become a productivity partner by providing our industrial machine, eMELT, for serial production purposes. MedTech, as we also mentioned several times, is the segment where additive manufacturing is already well-established. In defense, we are moving from more feasibility studies towards more proof of concepts, and where Saab placed a follow-on order during the quarter. After the period, we were also granted a Vinnova funding. In fusion, we are building a strong position, especially regarding manufacturing capabilities of the material tungsten, which is extremely difficult to manufacture. We got an order from TAE Technologies and also a new alliance, which I will come back to in a moment. Commercially, I think the quarter was good across all three of the regions. If we start with the U.S., we took a very important step with an order from Intalus for two eMELT machines and with an option for more as well. This is our first industrial establishment in the U.S. market, and this is a market we have worked patiently to open as well. I think it is worth mentioning that there is an extreme focus and also attention in the U.S. to reestablish an advanced manufacturing infrastructure for metal components in general, but specifically for aerospace, space, and defense. I think you can almost daily now hear about the low invento ry levels of ammunition, such as cruise missiles, and the urgent need to ramp up. If you are looking to Intalus, they are one of these type of companies now where the U.S. government and industrial partners like Lockheed Martin and Blue Origin are funding to establish a manufacturing ecosystem in strategic areas across the country. So I think here more to come. In China, our partner, Jiuli, placed an additional order of the industrial machine, eMELT. Europe is increasingly our gateway when it comes to fusion, and where we had the most recent letter of intent with Proxima Fusion and also our Alpha Alliance membership. So, all the three regions are moving in a similar direction. I know that we have raised fusion several times already in other webcasts, and also investor forums, but fusion still deserves this attention because this is where a lot is happening behind the scenes. If we zoom in on this quarter, we secured an order from TAE Technologies, which is a U.S. company and also actually one of the most established private fusion companies in the world. Our focus in this collaboration is, again, tungsten components. For me, this is just another confirmation regarding our position as a company and our manufacturing capabilities of high-quality tungsten components with the best material properties. After the period, we took another important step, we signed a letter of intent with one of the best-funded private fusion companies, Proxima Fusion. We also joined the Alpha Alliance, which is an industrial ecosystem set up to accelerate the next generation of fusion power plants. Lastly, regarding fusion, I think the point I really want you to take away from this, let's call it fusion deep dive session, our application development is scaling towards high volume manufacturing of qualified parts, and we are already bidding in tenders for tungsten components. It is still early, but the direction is clear. Fusion is moving from a prototype manufacturing to high volume manufacturing needs, and we as a company intend to be a key supplier of parts that that market will need. This is also why we, after the quarter, have opened a position, Head of Manufacturing Operations, really to establish the manufacturing capabilities for these extreme materials such as tungsten. So we are ready to act and deliver according to the expectations when the demand is being materialized. Before I hand over to Martin, I would like to spend a moment on defense and also Saab, as I am really proud of the trust that Saab is demonstrating as they keep supporting Freemelt in various projects and repetitive business engagements. We started our first business engagement with Saab back in 2024, and since then they have invested time and also engineering alongside us. During the quarter, we successfully transitioned from phase II into phase III in one of the ongoing projects which started back in 2024. This, of course, was very well-received by both parties. I think another testament of a good collaboration was after the period where we were granted a Vinnova funding for critical materials together with Saab and also other strong partners like Hitachi Energy, RISE, Linköping University, which we as a company very much are looking forward to kick off as well. So that was the commercial and also strategic picture for the quarter. With that said, I will hand over to Martin to take you through the financials more in detail. Martin, please. Thank you, Daniel. If we start with orders and sales and top line, we had a record order intake, 22.2 million SEK in the quarter. That is up 11% year-on-year, leaving an order book of 25.6 million SEK. The order book is more or less flat compared to a year ago, and it represents the backlog, so basically orders received but not yet booked in the income statement. If we turn to sales, we had 9 million SEK of net sales in the second quarter. This represents mainly two machine deliveries, and it is down 53% compared to last year, the same quarter last year, and same quarter last year was, as you might remember, a record quarter in terms of sales. The composition was 72% machine sales booked in the quarter compared to 76%, which we have seen the last 12 months. We had 19% in aftermarket and 9% in projects and other income. If we then turn to the operating expenses, we had controlled spending in the quarter. The operating expenses were lower compared to the first quarter, but also compared to the same quarter last year. The total was 37.5 million SEK, to compare with 40 million SEK in the first quarter and 46.8 million SEK the same quarter last y ear. Breaking down then, excluding trade goods and depreciation, we had personnel costs of 11 million, which is flat compared to last year, and we had 6.9 million in other external costs, which is sharply down compared to the same period last quarter. Turning to cash and funding, as Daniel mentioned, we had proceeds from the exercise of a warrant. So after the financing costs or the associated costs, sorry, we had 33 million coming into the bank. We had an operating cash flow, which was negative 40 million, and it was then negatively impacted by an inventory buildup and also an increase in receivables. The total cash flow was 14.1 million SEK in the quarter, which leaves cash at bank of 41.6 million end of June. Turning to the balance sheet, we kept investing in our patent portfolio and also in our technology, 5 million SEK in the quarter. As I just mentioned, we also build inventory up 7.7 million compared to Q1, so that's 84% up, and that's basically to meet the upcoming demand and to deliver on the order book of 25.6 million. Every quarter, we have had goodwill depreciation of 11.9 million impacting our P&L. We only have 10.8 million SEK remaining in the balance, which means it will be completely depreciated in the third quarter. In the fourth quarter onwards, we will see a significant positive P&L impact when this depreciation no longer affects our P&L. Okay. Thank you, Martin. Let's wrap up first half of 2026. Again, the world is changing quickly and we are exposed to the geopolitical tensions, which actually comes with rising investments, for instance, in energy and also defense. Also across industries, there is a clear growing pull towards regional manufacturing, supply resilience and extreme materials, and also qualified parts. This is exactly what plays directly to our strength and our focus as well. I th ink it's important to reemphasize on what I've said many times before. For years, much of our most important work has happened behind the scenes in such as materials development, application development, in deepening customer collaborations, and in advancing projects towards serial production, and especially in the area of tungsten components, where we have a very strong position. That strategic groundwork is exactly what position us today as a supplier in the ecosystem for extreme materials and critical applications. So the market is now moving our way, and we have been building towards it along as well. So this is now the foundation for the next chapter of Freemelt story, which we will continue to clarify and also demonstrate as we go. With that said, thanks for your attention, and let's open up for some questions. Yes. Thank you for that presentation. We will now open up for a Q&A session where the first question is, you have a new open position for head of manufacturing operations. Does this new position imply Freemelt will soon, in 6- 12 months, receive orders on manufacturing components? I can answer that one. Yes. As I said earlier today, that we are already bidding on tenders for manufacturing of components. Of course, we expect to be successful in some of these, let's say, tenders as well. So this is why we now also must have someone in place, so we can also then establish the operation to manage the expectations on deliveries as well. Yes. Moving on. You have an order backlog of SEK 25.6 million. How much of this do you expect to recognize as revenue in Q3 and Q4? Where is the typical lead time from order placement to revenue recognition for your machine orders? Right. As implied in the question, there is a lead time. From the purchase order to installation of machines, which is the point where we recognize net sales in the P&L, is typically three, four months. It is also dependent on when the customer decides that they want the machine. It could be that they, for some reason, want it at a later point in time. For example, if the floor space is not ready or whatever. Three, four months would be the typical from order to recognition in the income statement. When it comes to the order backlog and how much we expect for Q3 and Q4, I would expect the m ajority to be recognized in the second half of this year. The order backlog also includes project revenues, which are for longer projects where we recognize the revenue over time. There is also a part which is machine rentals, which is also then recognized over the period of the rental contract. Thank you for that. Order intake amounted to 22.2 million SEK, while revenue was 9 million SEK. Is the significant difference primarily as a result of the no rmal lead time between orders and deliveries, or are there currently capacity constraints that prevent the order backlog from being converted into revenue more quickly? Okay. I can take this one as well. Like I said, it is the normal lead time between orders and deliveries. This is certainly true. We are ramping up our machine build. Tha t is what we see in the inventory build-up. We are building more machines because we have the record order intake. We are building more machines, and we need to scale up capacity at our supplier, Scanfill, to meet the current demands. We do not see any constraints, but we are scaling up. Yes. Moving on. As far as you know, to produce the plasma-facing tiles in tungsten, according to the specification from ITER, would a Freemelt machine be required for this, or are there competitors with comparable capabilities? I think when it comes to fusion as such, regardless of if it is ITER or not, it is still in development. I think also here, we mentioned in some other forums as well that, we as a company and our technology, we have worked a lot to educate the market over the last couple of y ears. When it comes to defining specifications for fusion reactors and so forth, that has also been defined since some years back as well, which also have been then, let's say, set for other, let's say, specification based on other, let's say, manufacturing technologies as they might not have been aware of E-PBF and Freemelt technology, and so forth. So what we have been doing now in those different kind of projects when it comes to fusion, we are trying, of course, to demonstrate the capabilities and also, of course, influence, let's say, the specifications of the, in this case, I think the question was about plasma-facing tiles towards our technology. I think also what has been evident and also why we are pretty much exposed now to a lot of the d ifferent fusion projects around the world is that now these companies start to realize that additive manufacturing and Freemelt now can actually improve the specifications or improve the performance of the materials. So we definitely do everything we can to influence that specification will be updated and, of course, based on our technology. Having that said, when it comes to E-PBF, there are other companies providing E-PBF solutions as well, but I think it is important to consider here as well that technology is one thing, then it is another thing to develop, if you call it the recipes. If you take tungsten and the material processes and so forth, that is something that we as a company started many years back, and I think that is also why we have established a really strong position. This position, of course, we intend now to try to really capitalize on as well when the volumes of the manufacturing of those tiles are being materialized. So long answer to the question, but I hope, in the end, it was some sort of answer on the question anyway. Thank you. Moving on. Based on the current cash position and cash burn, it appears that your existing liquidity may not be sufficient beyond Q1 2027. How do you plan to address the financing needs if the business has not yet reached a more self-sustaining level by then? It is a correct observation that when we grow, we do tie cash in our business. I think what we see here in the second quarter is a good example of this, where we tie cash in the business to deliver on the order book that we have. It depends on the level of growth, how fast we grow. The f aster we grow, the more cash will be tied. Let's see how this progresses. It also depends on the sales mix, of course. Some products have better margins, better payment terms versus other products, so the sales mix is important. The third reflection I would like to give is also that we have started to use debt financing to cover the liquidity needs we have in our business. We started in Q1, and I think we will expand this over time to meet the cash needs for the business. Yes. A significant part of the investment case depends on future industrial adoption. We have seen other emerging technologies, such as parts of the hydrogen sector, str uggle to convert long-term potential into near-term profitability. How do you plan to generate meaningful revenues and move toward profitability in the near term while building toward that long-term opportunity? First of all, I think our hybrid business model is one way. We will have still the potential of selling volume numbers of machines to customers like MedTech, for instance. We will continue to work on projects both across all the industries, continue to sell machines also to the academia. But I think maybe the question is more related towards fusion. If it is, then here, I think as well, rega rdless if fusion will, let's say, be commercialized in the end, it's a massive R&D industry. This we have also mentioned many times when it comes to just take one of the reactors, take the ITER reactor in Southern France. If we just zoom in on specifics for us when it comes to tungsten tiles, the plasma-facing tiles, we are talking more than 1 million tiles. Then, there are around 45 private fusion companies now. The investments have never been bigger. I think it's the combination of the business model we have, but also the fact that the R&D and the development business of fusion, for instance, is so big, and it will also be ongoing for the next, let's say, five to 10 years, which we, of course, will aim to capitalize as much as possible from and also, of course, establish an even better kind of position. If and when fusion is becoming an industry, which then it's intended, it most probably will become the largest industry worldwide as well. Again, I think just to zoom back or zoom out a bit, I think it's our hybrid business model and to have a combination of different type of businesses in near term and longer term as well. Great. When do you expect the current customer projects, system sales, and broader industrial initiatives to start translating into a more meaningful and sustainable inflow of cash? It's a difficult question. I think it's more or less go back to what I just said. It's really depending on project to project. Again, our hybrid business model is based on the fact that on, if we call it mature customers when it comes to additive like MedTech, for instance, here these customers, they in most of the cases have already decided to convert into additive. Here, yes, we will continue to offer our systems, sell the machines to aftermarket and service and so forth. Then, once again, when it comes to defense, when it comes to fusion, here our focus is really to provide qualified parts, so end parts to the user. Again, this kind of combination that should also lead to a more, let's say, sustainable inflow of cash as well. Yes. During Q2, the number of active projects increased from seven to 10. TAE is obviously one of them. Can you tell us about the other two? The other two, this is, as a public and a listed company, in some instances, some customers don't want to be mentioned publicly. We are trying to be as transparent as possible and sharing what we can share. That's what I can share. Yes. And finally, your gross margin was strong in Q2 at 60%. Could you elaborate on the key factors behind this performance and whether you view this margin level as sustainable going forward? Sure. This is a good question. We did have good margins, and I think one of the reasons is the higher percentage of after market compared to what we had in the last 12 months. The after-market part has higher margins, and that helps. It's also the sales mix in the quarter, depending on exactly what we sell and to what customer. In the second quarter, we had a secondhand printer, which was one of the sales, which then had a high margin, which also contributed to the higher number. But over time, 60% should not be considered as high, but this is over the longer term. But over the shorter- term, we do have new products which we work carefully to improve the margins over time, whereas the more established products have higher margins. It will be volatile quarter to quarter, depending on the exact sale contract, what the price is, and what type of product it is. We do, of course, aim for margins over time to strengthen. Thank you. That was the final question for today, so we will now conclude today's conference call. I would like to extend my sincere thanks to Daniel and Martin for the presentation, as well as everyone who submitted questions and joined today's webcast. I wish you all a pleasant rest of the day. Thank you.