Thank you very much for the introduction, and welcome, everyone, to our year-end report call for 2020. First, on slide number two, you can see that we will make some forward-looking statements. Turning to slide three, I would like to highlight our key activities during the quarter. Both Will and Kleanthis will discuss these in further detail a bit later in the call. During the quarter, IRRAS continued to grow commercially with distribution partnerships added with Greece, Holland, Southeastern Europe, Austria, and Latin America, and initial revenue generated from these markets. Also, revenue was generated from direct sales in Denmark, and two very important evaluations were closed in West Virginia University Hospital and Buffalo General Medical Center in the U.S. We saw revenue increase from both the previous quarter and a year-on-year growth of 40%. Global IRRAflow placements increased during Q4 from 55 to 68. After preparations throughout the year, our steps have been taken to establish in-house manufacturing of IRRAflow, the control unit, ensuring control of both product supply and quality at a reduced cost. We also successfully completed IRRAS' first FDA inspection audit with zero observations. Turning to slide number four, we have highlighted here some other financial data from the report. The revenue for the quarter was SEK 2.5 million, which is a reduction compared to the same quarter last year. It is a growth from Q3, and it is revenue that we see in spite of global lockdown and a sign of the efforts we are pushing through. EBIT for the quarter was SEK -36.8 million, above last quarter, but close to last year's figure and in line with budget and the cost of the year-end close activities, with lower cost of goods than last year. Earnings per share was SEK -0.57, and cash flow from operating activities SEK -28.7 million, well below EBIT, thanks to well-managed cash and the impact of the year-end activities. Liquid funds by the end of December was SEK 135.6 million. I would now like to hand over to Kleanthis, our CEO. Thank you, Sabina. Welcome, everyone. On the next slide, you'll see the market opportunity that IRRAS is addressing. I believe it is very obvious that we're looking at a very significant market in neurocritical care that comprises of two aspects. One is the intracerebral bleeding. This is any pathology associated with bleeding in the brain, typically very significant, very serious pathology that requires hospitalization. We're looking at an opportunity of over SEK 1.25 billion in the EU and the U.S., and over SEK 2 billion globally. It's a market that is growing because of the aging of the population. Both hemorrhagic stroke, chronic subdural hematoma, and other pathologies associated with intracerebral bleeding are typically much higher incidence in elderly, and that's why we're seeing a growth of about 8%-10% on an annual basis. We also looking into the neurocritical care as a different type of an indication, and that's the traumatic brain injury that, again, between the EU and the U.S., is about 400 million. We're looking at over 5 million traumatic brain injuries in the EU and the U.S., out of which over 1 million requires hospitalization, and 20% of those will require products that we are actually offering. In the next slide, you will see the very comprehensive product line that we talked about before. On the next slide, you'll see the intracerebral bleeding. This is addressed by the IRRAflow family of products. IRRAflow is the world's first irrigated intracerebral drainage system. It allows us to, through a computerized system, to control irrigation and drainage while we are continuously monitoring intracranial pressure, all of this is done in one system. In traumatic brain injury, we're introducing Hummingbird, which is an advanced neuro monitoring device. We think it's the most accurate device on the market. Has zero drift in terms of monitoring the intracranial pressure. By that, we mean that it does not need to be re-referenced on a daily basis, which is typically what happens with other products. Lastly, it allows for multimodal monitoring by introducing the world's first multi-modular bolt that allows the neurosurgeon and the health provider to take care and make sure that it does monitor multiple aspects of the brain. We are extremely excited about where we're going with IRRAS. We've said that over the past years, despite some significant setbacks, primarily with the regulatory delays, those are all behind us. Both the regulatory, clinical, manufacturing, and quality, R&D, all of these risks have been minimized, if not eliminated. We focused our efforts in the past period exclusively on executing on a commercial strategy. What you can see on the next slide, that despite the obvious circumstances with COVID and restrictions in access to the hospitals, we continue to treat patients, we continue to make significant progress. Overall, since we introduced IRRAflow in the marketplace, we have treated over 200 patients in three different continents. We now have engaged over 30 different hospitals in 18 different countries, and we continue to increase that base. Even under COVID circumstances, we found a way to communicate with neurosurgeons and staff through digital means. In fact, as Will is going to tell you, as we speak, we have a handful of cases ongoing in two different continents. We're very pleased with how the adoption curve is going. We continue, despite the difficult COVID circumstances, to make progress, and we look forward to giving that growth that we have been anticipating, both IRRAflow and Hummingbird. With that, I'm going to turn it over to Will, who's going to focus on what everybody's interested in, and this is how we're executing our commercial strategy. Will? Thank you, Kleanthis. Good afternoon, everyone. Look forward to building upon the introduction from Sabina and Kleanthis, and continue to convey for each of you our confidence and optimism for the IRRAflow and Hummingbird product lines moving forward. Moving forward to the next slide. The reality of COVID isn't lost on any of us. In each of our key direct markets, the United States, Sweden and Germany, the second half of the fourth quarter, the impact of COVID returned. Patient treatments were down, ICU space became at a minimum, and travel restrictions returned. In spite of that, our team was able to continue to drive commercial progress forward, post-needed revenue growth. A key element of that is on the next slide, slide nine. We've talked at length in the past about the sales cycle and the longest part of that sales cycle being getting what's so-called value analysis approval at an individual hospital. That situation ultimately requires the hospital to determine how a new product fits into their treatment paradigm. With IRRAflow and our newly published data showing the reduction in treatment time by more than 50%, reducing the period of time that a patient stays in the ICU, this story throughout the fourth quarter in particular really began to resonate at higher levels with our customers. As you see on slide nine, we were able, in many key hospitals, to reduce that selling cycle, and allow that story, that value proposition to resonate based on these struggles with ICU capacity that everybody is well aware of. Additionally, on slide 10, you start to see the impact of many of our early patient treatments and our building relationships, strengthening relationships with our customer base. The video will not play through this embedded portal on slide 10. Please pay close attention to our social media. This patient testimonial and physician testimonial video was put together by the team at University of California, Irvine, telling the story of Dr Horace Mitchell, one of their patients who was treated for a chronic subdural hematoma early during the COVID-19 pandemic. He was able to return home after his brain injury, after his intracranial bleeding, after only one day in the ICU, and return to his normal life. This is a story that has really generated a lot of positive enthusiasm within our team, showing how our efforts on a daily basis impact patients directly. We're very excited that University of California, Irvine is beginning to tell that story to the community as well. Moving forward onto slide 11. You'll also see another key element of what is providing us optimism for continued enthusiasm and growth during 2021. We're in the final stages of readying our IRRAflow 4.0 version system for launch. This contains an upgraded, enhanced software that will walk nursing through system setup, an enhanced user experience, so that even though our team cannot be bedside as much as we would prefer due to COVID restrictions, we're still able to move forward with the launch and training process with an increasingly interactive software. Additionally, this system has bedside monitor communication built in. Now this system will communicate with the centralized nurses station to make it even easier for nurses to keep track of patients during treatments. It also has a differentiated way to hang the drainage bag at varying levels, which is more consistent with traditional drainage and will continue to lessen the learning curve for staff and nurses when using the system. This updated 4.0 version of IRRAflow will begin to roll out in various markets later in the first quarter. We're very excited to be able to put this in the hands of our customers. It's received very positive feedback during our usability testing. The other key thing that will continue to drive growth on slide 12 is the Hummingbird group purchasing agreement that we announced early in the fourth quarter with the Premier Hospital network in the United States. Throughout the rest of the fourth quarter, our team built upon this, started to fill the sales funnel, and navigate the approval process at various Premier hospitals with the Hummingbird product line. That will continue to drive additional revenue for IRRAS throughout 2021. In fact, I can announce that yesterday we received an evaluation purchase order from Texas Children's Hospital, which is one of the largest pediatric hospitals, most prestigious pediatric hospitals in the U.S., to evaluate the Hummingbird Solo product line. As a result, we'll use that to continue to build forward momentum with the Hummingbird product line. On slide 13, what drove much of our forward progress during the fourth quarter and will continue to contribute at high levels during 2021, is the contribution of our European team. Coming out of the receipt of CE Mark in December of 2019, the growth and forward momentum of the European launch of IRRAflow was obviously impacted through the first half of the year by COVID-19. Those efforts really started to take hold during the fourth quarter. We added two additional sales professionals in Germany to drive this launch. During the fourth quarter in Germany, we completed our evaluation at our first new hospital in Germany, Halle. They're moving into a purchasing decision this quarter. They're actually initiating a new patient treatment this morning, which shows you their continued enthusiasm for the system. That's a new customer for IRRAS. We even began to retreat patients again at former customers such as Lübeck during the fourth quarter. As COVID-19 restrictions allow, we're finalizing discussions to expand that customer footprint across more and more hospitals in Germany, focusing on those where activity and focus on neurosurgery continues during the current situation. Similar forward progress is made in the Nordic markets. We've talked at length in the past about the work that we're doing in conjunction with Helsinki. We're now expanding that to thought-leading institutions both in Denmark and Sweden with the partnerships that we've signed and evaluations that have been agreed to at both Aarhus University in Denmark, as well as the prestigious Karolinska Institutet there in Stockholm. Both of those hospitals we are undergoing virtual training right now with their team. We'll begin to do in-person training and patient treatments once COVID subsides. Because our travel was impacted throughout the quarter, much of the forward progress and much of the revenue generation during the quarter continues to come from expanding our distributor footprint. As Sabina referenced, added additional countries throughout the quarter. Most notably contribution from Southeastern Europe, Greece, and even Latin America during the quarter to expand the install base and expand the number of markets that can contribute from a revenue standpoint. The key now is transitioning those distributors into revenue-generating customers for us, taking that interest and converting it into patient treatments in each of the markets. I'm also pleased to report that patient treatments are underway as we speak with our distributor in Portugal, with our team supporting virtually. I got word this morning early that Queen Square, The National Hospital for Neurology and Neurosurgery in the U.K., is preparing for their first patient treatment with IRRAflow as well. We're starting to see the fruits of our labor in these distributor markets as well. All of that bodes well for continued forward progress throughout 2021 for the launch of IRRAflow in Europe. On slide 14, you can quickly see how we're supporting these distributors and just customers in general. Even with travel restrictions, our team has worked to put world-class training materials in place. As you can see on slide 14, all of these new IRRAflow training videos have been uploaded to IRRAS Academy. We've prioritized QR codes that will allow a nurse to take a picture and very quickly go to any training video at any point during the patient treatment. This has been very, very well received by our customer base and will continue to play a key role in how we bring customers up to speed on using the system on slide 14. Moving forward to slide 15. The other thing that will drive forward growth for us is expanding the international contribution, the global contribution of the Hummingbird product line. Right now, the technical file for Hummingbird is under CE mark review under the new MDR guidelines. We also have an MDSAP audit ongoing, which will verify that our quality system meets the stringent requirements for Brazil, Canada, Australia, and Japan. Getting these two critical regulatory and quality steps out of the way will allow us to expand, later in 2021, the geographic footprint of Hummingbird and allow it to begin contributing in a similar fashion. Which allows us to have enthusiasm of what that product line can grow into and what it will grow into in 2021 as well. Ultimately, it all comes down to what we see on slide 16. This is our revenue growth, revenue progression over the last year and a half or so as a company. I point out multiple things on this slide. Starting on the left, you can see the growth of revenue throughout 2019 as awareness and contribution grows during the initial wave of this launch. That revenue growth was hit during the first half of 2020. Like many companies, we are impacted by COVID and growth was stalled, but the hard work to prepare for future success did not stop at this point. We invested in education, we invested in training tools, and we expanded our distribution base to allow us to do work in more markets. That has started to bear fruit over the last couple of quarters in Q3 and Q4 as revenue growth has resumed. In the fourth quarter, due to the strong Swedish krona, we posted 19% quarter-over-quarter growth when one looks at SEK. If you look at US dollars, which most of our customers pay us, it was actually 30% quarter-over-quarter growth. That's also reflected in annual growth, 40% year-over-year growth in Swedish krona, over 50% annual growth in US dollars. From a highlight standpoint in the fourth quarter of 2020, you can see here on the slide the green notes that revenue has now for the first time, begun being contributed again from Germany. Significant growth in revenue from other European markets, both due to these direct orders in Scandinavia as well as new distribution partners. Our growth in the U.S. was on pause in the fourth quarter as we transitioned evaluation accounts into commercial accounts. Buying decisions at hospitals such as Buffalo and West Virginia was paused as COVID came back the second half of the quarter. I can tell you our team is on the ground treating patients in Buffalo and in West Virginia, finalizing purchasing decisions right now. That will fuel much of our early 2021 growth. You also can see return from the purple bar on the slide here showing that other markets contributing for the first time, and that's due to our first IRRAflow shipments to Latin America. This allows us to say with confidence that we envision the growth curve continuing to move up and to the right throughout the coming quarters. We look at this, and most specifically with our leading indicator of global install base of IRRAflow systems. The growth that we showed during the fourth quarter was the largest growth that we have seen quarter-over-quarter in the history of the company. You can see that on slide 17 in more detail. What drove that, again, was adding distribution units right now that were added during the fourth quarter, expanding international units at more markets, and continuing to grow the evaluation base within U.S. customers. On slide 18, we'll look at this in slightly more detail. This is what is ultimately driving our optimism. Now, as I said, that Q4 growth was the largest to date. We now have 25 IRRAflow systems stocked by distributors in 14 markets. How that generally works is distributors begin with a discounted starter pack. They'll order one system or two systems so they can get out there to demonstrate the product, treat the first patients, expose customers in their market to IRRAflow. As that customer interest is confirmed, much like we're seeing at Queen Square in London, much like we're seeing in Portugal, that confirmed customer interest leads to larger reorders to support customer commercial business and will ultimately result in larger stocking orders from the distributors. The other thing that we are heavily focused upon is re-engaging U.S. accounts that were put on pause during the COVID impact of 2020. Multiple evaluations were paused in the middle. We missed a key resident onboarding and training opportunity in the summer of 2020. Our nurse education team each week is working to reengage and train customers, residents, and nurses at these hospitals to restart patient treatments and regain that lost momentum. What you'll start to see in coming quarters is moving of that orange bar, which is evaluation units in the U.S., over to the blue bar, which are commercial units in the U.S., and driving ultimately more customer reorders. Ultimately, what it all comes down to are patient treatments. During the fourth quarter, we treated more patients with IRRAflow globally than we have in any prior quarter. In fact, patient treatments in the fourth quarter were higher than both the second and third quarter combined as we were navigating our way through restricted hospital access. All of these things are strong leading indicators of where growth will take the company in 2021. On slide 19, you can confirm and see these are the key hospitals where in the fourth quarter, evaluations were completed. We've talked about Buffalo. We've talked about West Virginia. We've talked about Halle. Each of these customers are in the buying window during the first quarter. In coming earnings presentations, we look forward to sharing continued progress with these customers and others as they aren't just evaluating the product, but as it becomes a continued part of their day-to-day treatment activity for their neurocritical care patients. With that, Kleanthis, I'll hand it back over to you. Thank you. As you can see on the next slide, we have laid the foundation in place to support the growth. As everybody has experienced, of course, the adverse conditions of COVID, but I like to highlight that we have now, in the past three quarters, demonstrated growth on an average of 30%+ in what you just saw from Will. We're very excited about what things are looking up as we see restrictions being opened and are in place between a combination in Europe of distributors on the model that you just heard from Will and our base of interactions in over 30 different countries. We have set the bases, the quality, the regulatory, the distribution network is there. We now begin to see the fruits of all this hard work despite the adverse conditions with COVID in the background. Obviously, we're thinking that as COVID improves and conditions open up, we're going to see some significantly stronger growth going forward. To this, I would like to the next slide to tell you that one of the best ways to follow us is through social media, where you can see as we are continue to doing life-saving work with patients and both institutions that are performing those operations of themselves are putting out their communications to highlight and emphasize the impact IRRAflow is having. Of course, we're doing that and all of these tools will allow you to connect with us in seeing our progress until we report our next quarter. With that, operator, I'd like to stop and see if there's any questions from the audience. Thank you. Thank you. If you wish to ask an audio question, please press zero one on your telephone keypad. If you wish to withdraw from your question, please do so by pressing zero two to cancel. Once again, please press zero one on your telephone keypad if you wish to ask an audio question. There will be a brief pause while we wait for questions to be registered. Our first question comes from Ulrich Truchna from Carnegie. Please go ahead. Thank you very much. Good afternoon, everyone. Obviously, with the COVID situation, it is difficult, especially giving that you need to go out and demonstrate these types of products. It's obviously great to see that you're growing the number of the installed base. It leads me into my question, whether you can provide us with some more information on how many sites are currently evaluating the IRRAflow currently, as well as are you seeing the sort of sequential improvements? Obviously, COVID has affected the Q4. Now we're sort of in the midst of Q1. The accounts that you talked about in the U.S. where you have re-engaged sort of the contacts, how hard are they to approach currently, should we expect them to be converted into evaluation customers during the first half of this year? That would be my first question. Thanks. Thank you. Will, you want to take that? Yeah, absolutely. I think you're thinking about it the right way. COVID obviously has an impact. Particularly in Europe and certain parts of the U.S. geographically, access and patient treatments are on hold to some degree right now as attention is focused elsewhere, which is why our team is focused on where they can continue to move the ball forward, where they have access, and where distribution partners are still engaged. Ultimately, it does come down to transitioning that interest into patient treatments and subsequent revenue. What I can tell you is that the forward progress, the forward momentum, particularly at those U.S. hospitals, continues. We're moving through the final stages of the ordering process and continued patient treatment process at the hospitals that we've referenced and talked at length. Beyond that, the evaluations that were placed on hold, which is another 7-12 hospitals, it's at varying stages. Some of those are actively looking to treat patients again, have treated patients again, and are moving into the final stages of their evaluation and will continue to contribute. Others, we have a little more work to do just to retrain and get a new team of residents comfortable with the system. We're essentially starting from scratch. That takes time and that takes energy from the team. When hospital access is restricted, that's not a sound way for us to prioritize our limited resources. Some of them we haven't fully engaged and probably won't contribute over the next handful of months until things really do calm down. The key for us in everything we do is focus our resources. Prioritize the accounts that we're dealing with, where we can have the most impact during these challenged times. There's plenty of those places for us to be able to positively impact patient lives and continue to drive revenue forward. Great. Thank you. That leads me into my second question, because what it seems like is that it is a high conversion rate of the ones that have gone through evaluation. If you can provide us with some more sort of ballpark numbers on what the conversion rate is for the ones that have been sort of in the evaluation phase. Also, Will, you talked about this upgraded software, the IRRAflow 4.0 with more bedside support. Has that in any way sort of impacted the sort of ease of implementing the IRRAflow into practice and in terms of also being able to sell these instruments and get a higher sort of adoption rate? Both great questions. Let me start with the conversion rate. We still remain very pleased with the conversion rates of hospitals that work their way through the evaluation. As we talked about, there are numerous hospitals that are in various stages of evaluation that will contribute to this metric moving forward. For the hospitals that have completed the evaluation, both in the U.S. and now in Europe as well, we're seeing a conversion rate well north of 80%, 85%. There have been a handful of hospitals that a physician champion left the hospital, where COVID impacted their budget, and they were unable to bring in new products and so forth. Our modeling from the beginning has always been about a 50% success rate on evaluations, and we have been well north of that at every stage of our launch so far. The key is continuing that success rate as we enter into more markets. As you deal with distribution partners doing more of the training. That's where a lot of our resources and energy has gone as a company during the challenging COVID times. That led to the development of this IRRAflow 4.0 software. The neurocritical care environment is one where there historically has not been much innovation. We talk as a company a lot about the fact that new products haven't been introduced into the Neuro ICU for drainage in decades. That creates an inherent challenge for us as a company of getting nurses comfortable with something new. That's ultimately what drove the development of this software. Handholding nurses, walking them through every step, making the user interface even easier to follow and understand because our team hasn't been able to be there to do a lot of the training over the last 6- 12 months. We want to make sure that the software helps to build that confidence with the user, even though we're not there. That's how it's been positively received during all of the testing and usability assessment during the development of the software. Great. Yeah. Go ahead Let me add one more thing here. That is an exceptionally high rate for a novel device introduced into the hospital, meaning the conversion rate of north of 80%. Just as an example, as Will emphasized, all of our original estimates were in our modeling projections, were calculating on a 50% projection rate, which is more of the average that you see. Emphasizes the point that we've been making that demand is there, conversion is there. What we need is execution on the commercial front, which requires feet on the ground. This is what we are now reducing to practice and demonstrating despite COVID. We're much more excited about once things normalize, what we can do as we move forward. Great. Thanks both, Kleanthis and Will. That further sort of leads me into my last question before I'll get back into the queue. With such a high conversion rate, it doesn't seem like the pushback you've been receiving from evaluation customers or the hospitals per se is on a technical perspective. Should we call it more that there are some budget restraints? Why we're not seeing a wider adoption despite COVID? I would say there's a handful of things. One, you have to get the customers through the evaluation cycle into the buying cycle. That's part of where the technical piece comes in. COVID stalled a lot of that progress. Many of the evaluation accounts that either received product free from us for an evaluation or purchased disposables during the evaluation, they're still working through that initial order in order to get into the commercial buying phase. That's where much of the contribution during 2020 was impacted by COVID, just not being able to get through the evaluations at the rate which we originally forecasted, which we would have assumed in a non-COVID world. The other piece is absolutely. I wouldn't say it's budget constraints, but I would say that it's budget awareness of the hospitals. Everything's taking longer. One of the notes on the slides that we didn't get a chance to reference, we're seeing more and more of the hospitals not wanting to purchase capital equipment. They're wanting to take advantage of a so-called placement agreement, where in exchange for using a certain amount of disposable equipment, they receive the capital equipment at no charge. Our model of the number of hospitals that we expect to purchase the capital equipment is evolving because more of the hospitals are hesitant to spend that money up front while keeping money in reserve for COVID. We're projecting larger disposable stocking orders to offset that. I can tell you that both West Virginia and Buffalo, as we've gone into these buying decisions, they don't have capital budget availability right now. They've locked their capital budget. We're discussing larger disposable purchasing orders. That process in general is just taking longer because purchasing and legal, none of those employees are actually present at the hospital now. They're all working remotely. What we would normally walk from one office to the next to navigate our way through a process and sell every step of the way, we're unable to do that because we can't have face-to-face conversations with these individuals. You're trying to do it via email, you're trying to do it via phone. That inevitably adds a couple of weeks to several months to the process. That is ultimately why the bar of evaluation units is still higher than the bar of commercial units, because we're still taking the time to navigate through that increasingly detailed process that's been caused by COVID. Would you call it that, or would you say that it's tougher to introduce new types of modalities in terms of how you're approaching sales with webinars due to the fact that there are physician champions that are quite conservative in terms of how they approach this and is sort of the ones that are actually the champions implementing this? Or could you actually do more of the sort of digital training that could eventually then be even sort of structurally positive for you in the long run? The digital training, the remote training, without a doubt is a positive for our company long term. You want to make your customers independent. You want them to be self-sufficient sooner rather than later. COVID has forced that. It's forced that upon the hospitals. It's forced our team to think increasingly in that direction. Now when I look at, in my head, somewhere between four and seven hospitals on multiple continents that have patients with IRRAflow catheters in their head, only one of those has an IRRAS representative in the hospital supporting that treatment. The other ones are all being done remotely. That's a positive impact from COVID. That's a positive impact of the training materials that our team has developed. That'll help us accelerate in 2021 and beyond. Without a doubt, COVID has challenged the new product approval process in every market. It's added uncertainty. It's added a conservative approach. For a good four to six-month period during 2020, hospitals weren't considering any new products unless they were COVID related. The sales funnel just moved back by that period of time. The fact that our team has been able to reinitiate growth over the last several quarters and set ourselves up for meaningful steps forward moving forward is a significant positive. Even though new hospitals came into the sales funnel at a slower rate during COVID, the physician champions, appropriate physician champions still helped us navigate that process and get it started in certain markets. It's changed how we've had to think about physician champions. We've asked more of them. We've leaned more heavily on them to get more involved in the process because we need it. We've been forced to have the hospitals look more closely at things, and we need the physician, their voice to be heard even more during that approval process so that distractions don't slow the process down or derail it completely. Great. Well, thank you very much for taking my questions. I'll get back into the queue. Thank you. Just as a reminder, if you wish to ask an audio question, please press zero one on your telephone keypad. Once again, please press zero one on your telephone keypad if you wish to ask an audio question. Our next question comes from Oscar Bergman from Redeye. Please go ahead. Hello, everyone, and thanks for taking my questions. I have three of those for you today. Firstly, you have discussions of potential deals with Buffalo General and two other high-profile stroke centers. Could you give some sort of number in terms of volumes on a yearly basis that could be coming from these hospitals? I'll point you back to what we saw in the third and the fourth quarters of 2020. Both West Virginia and Buffalo completed 10 patient evaluations in approximately one to one and a half months. When the hospital's focused and engaged, Appropriate Comprehensive Stroke Center are moving patients through at a steady pace. We can't say that's what we would project in a non-evaluation process, but enthusiasm at both of those hospitals remains high, and we think they will be, and should be, significant contributors to our growth moving forward. Then I have a follow-up question for that. On average, how long do you think it will take for these hospitals to potentially sign a contract with you? Is it in a couple of weeks or rather maybe four, five, six months? The one thing that we've learned during COVID is to never make assumptions on what a hospital is able to do just due to these processes. I would say that my projected timeline is already in the rearview mirror. These hospitals were ones that we had hoped to finalize contracts during the fourth quarter. Because of the COVID disruptions during December, that just wasn't possible. I have to watch myself so I don't say too much so that we do not get ahead of ourselves in what we release publicly. We're optimistic that we're moving into the final stages of these discussions, Oscar. Okay. If we look at the Hummingbird product, is that something that you expect will make up a smaller portion of sales or perhaps a larger chunk? I can answer that in multiple ways. Throughout 2021, it will be a smaller chunk, no doubt. It's a product line that we are entering a more established market. That helps us in many ways. That also means that there are incumbent challengers that we have to displace at hospitals. That takes time, particularly with existing contracts in place. The customer response to the product line has been positive. We're enthusiastic about it. We think that the significant revenue contribution from Hummingbird during 2021 will come as we receive CE mark and the ability to market this product globally. Okay. Then is my last question. Oscar, in this regard, because both usage in the EU is much more pronounced than in the United States., you should be looking to see as we navigate through the regulatory approval in the EU, that will be a catalyst for significant sales in the European market when it comes to Hummingbird. Just my last question. I've asked this a couple of times in the last year, but in terms of hiring additional salespeople now in 2021, is that something you can give any more details on? Sure. The size of our commercial team at the end of 2020 was essentially the same size at the end of 2019. We were very judicious with our cash flow through COVID restrictions, as any company was forced to be. We are now continuing to expand the team. As Kleanthis has referenced, it's all about commercial execution at this point. Feet on the street are a critical piece of that. I will say that the hiring type and the hiring focus will continue to shift, and we'll continue to prioritize nurse education and clinical training resources. The sales opportunities are in the funnel. It's a matter of getting them through the evaluation, re-engaging the evaluations, training them for continued success. Our commercial team will continue to grow to be able to provide that support for a broader number of customers globally. You've already seen it. We've invested in two new resources in the German market. We're now interviewing for additional training resources, both in the U.S. and in Europe. Okay. Thank you, guys. That will be all for me. Thank you. Thanks. Just as a quick reminder, if you wish to ask an audio question, please press zero one on your telephone keypad. Once again, please press zero one on your telephone keypad if you wish to ask an audio question. There appears to be no further questions registered, so I'll hand back to the speakers for any other remarks. Thank you, operator. Thank you, everybody, for participating in our quarterly call. I hope it became clear that despite COVID, we've seen some significant progress moving forward with our execution on the commercial front, and we look forward to keeping you informed about our continued commercial progress in the near future. Thank you.