Good afternoon. Let me hear it back. Good afternoon. Great. Very welcome. It's great to see you all here for Surgical Science first ever Capital Markets Day. We have what I hope will be an interesting program for you. We got one of our customers. I'm very honored and happy that Dr. Mark Slack is joining us and talking a bit about what simulation means to CMR Surgical and their journey. Me and Anna will start off, and then joined by Simbionix co-founder Ran Bronstein, Stand up, Ran, so people see you. Yeah. Who will talk a little bit about the process of and experiences of the work we did together of merging our organizations. And we will have a coffee break around 3:40, 45 or so. Then the Surgical Science board member, Dr. Henrik Falconer, who's also a robotic surgeon at Karolinska, will talk a bit about robotic surgery and simulation. After that's when the real fun starts. In the next room over here, we have all of our educational products set up. We have all these simulators, and we have all of our product managers ready to let you experience simulation and medical simulation. We are filming this event, but we're not streaming it, but we will use bits and pieces from today going forward. It's just an information. Good. Let me start. Surgical Science has a vision that everyone on their way into the OR should know that the surgeon has been trained and objectively certified in a safe, simulated environment. This is our DNA, patient safety. The organizations that formed Surgical Science, we are all, you know, 20-plus years doing this. For a long time, we have actually been, you know, sort of research companies really developing this technology that can make this possible. I'm also happy to present to you our Chairman, Mr. Roland Bengtson, who sits here on the front row. Roland has been one of the largest owners in Surgical Science for more than 15 years and has led the work that the board does. It's really been a collaborative effort between the board supporting the management in the way we've been able to grow the company and get our technology out to the physicians. If you look at Surgical Science today, when we do acquisitions, we do them from a strategic point of view. If you're going to get the strategic value out of different organizations, we firmly believe you have to fully integrate them. Today, Surgical Science is working in global processes. We're not different companies that have been sort of brought under the same roof, but we're one organization consisting of global functions. I have actually with me today, for example, if we start from the left, the CTO and co-founder of Surgical Science, Anders Larsson. We have, he's part of the global management team, just like our CFO, Anna, that many of you have met. She's over there, Rani. We also have a lot of our team members here. For example, you know, because we're built to serve our customers, so we have a global service and support function. Mr. Guy Greller is sitting right here, so talk to him during the coffee break. He and his team are out there working with the end users, making sure our products work. In sales, we have one team led by Doron Zilberman. Doron, you're here. I thought you were out selling somewhere. That's Doron. He leads all of our global distribution channels for our own simulators, where we do generic technical skills training. We have Chad Osinski, North America. Chad, there we have. He's also a good guy to talk to. He and his team were the ones that managed to close this big deal of $6.7 million with a leading U.S. hospital chain. You know, we've been selling to this hospital before, but sort of hospital by hospital. Now they brought it up on a strategic level. We also have Niklas Olsson, who's leading our industry OEM, also part of the global management team. Supporting all this with products and marketing and skills and working with the medical associations, we have Inbal Mazar, also part of the global management team. Great. The risk is, of course, always that you forget someone when you do like this. I believe those are the people that are here today. We also have Boaz Tal, who runs, who's our CEO and is back in Tel Aviv, keeping the fort running while we are here in Stockholm. Very good. This is a Capital Markets Day. Surgical Science was introduced at Nasdaq First North in June 2017. During these acquisitions, we have raised capital, and we've done so with share issues. Actually, we've been doing a pretty good job at, you know, for our shareholders to do the share issues at or very close to all-time high for three times in a row. We've been able to grow the value of the company together in this context where these new companies have been part of Surgical Science. Acquisitions has been a successful part of Surgical Science. We also believe that going forward, we will continue working with acquisitions. Actually it's still an open question of how do we then finance that. This is also where we like to hear from you shareholders, and I know many of you are that in the audience, because we have a clean balance sheet, we have a really strong cash position, and there could be other ways to finance our acquisitions going forward. Now I'm going to hand over to Anna, and she will talk us through the Q4 report and our full 2022 results. I will come back and talk a little bit about how we envision reaching our 2026 goals, financial goals. I'll give some color on that, and after that, Ran Bronstein will talk about the integration process. Thank you for now. Thank you. A very warm welcome also from me to this, our first ever Capital Markets Day. This morning we released our Q4 and full year report for 2022. I have the privilege of presenting our numbers to you. Q4 was really a strong end to an amazing year for us. We had another record quarter showing sales of just above SEK 250 million. That was up 27% against quarter Q4 2021, which was a very good quarter as well. We had tough figures to compare against, so even more happy that we could show this growth. It's also the long-awaited first quarter with clean comparable numbers after the acquisition of Simbionix. In local currencies, the growth was 14%. I'll come back to FX effects in a while. In Q4 2021, we had a one-off item due to harmonization of accounting principles after the acquisition coming together as one group. Excluding this effect, which was in Industry OEM sales, we showed growth of 33%. Full year numbers, we broke the SEK 800 million bar. If we look at reporting numbers, that was 119% up. Of course, more interesting to look at is the pro forma numbers, comparable units as if Simbionix had been part of Surgical Science for whole 2021. Looking at that, we had pro forma sales 2021 of SEK 600 million and now then above SEK 800 million, meaning then a 34% increase and 21% excluding FX effects. Looking at our two business areas, starting off with Industry OEM. Oh, this is interesting. Just read. Just push the button. Thanks. Thanks. We had sales of just below SEK 100 million. That meant 38% of our total revenues for Q4. Again, if we exclude this one-off item that I just mentioned, we see that the growth was 27%. For the full year, sales of almost SEK 300 million, and that was then 37% of our total revenues for the year. In our Q3 report, we talked about that we had implemented a new strategy for this business area, among other things, focusing on our major accounts. This is an area where we see great potential for growth and so to capture that, there's a new strategy in place. Also during the latter part of 2022, we hired a lot of new people within sales. We have now a strong sales team together with Nicklas to implement this new strategy. We saw license revenues coming from several different customers in 2022, also from the new entrants coming to market with the new surgical robots. We have said that they will be a bit more lumpy, these revenues in the beginning because our new entrants purchase these licenses more in batches. Between the quarters, it can vary a bit. Educational products, a great year, fantastic year. Sales in Q4 and also ended the year on that note with the Q4 results. Sales of just above SEK 150 million. That was 62% of our sales for the quarter. U.S. continued to be strong, but not as strong as Q2 and Q3. We saw several other markets contributing to the growth. To mention a few, we had countries in South America and also in Asia, in particular China was strong in Q4. In Q4 2021, we said in our report that Russia was really strong, and of course that then had a negative effect on our comparable numbers this year. For the year, we had sales of above 500 million SEK, 63% of our total revenues. Again, many markets, many countries contributed to this growth. To mention one thing, we have to mention the order that Gisli also talked about with Chad and his team landing this record order of $6.7 million U.S. to one of the largest hospital chains in the US. We announced this in May. We said that we anticipated the order to be fulfilled within the coming six months. We recognized $2.1 of the order in Q2, $3.9 in Q3, the rest, $0.7 million in Q4. It was delivered and recognized in Q4. That means that this order has now been completely delivered, recognized, and also paid. For 2022, we started to report on a new segment where we have divided our revenues into three main revenue streams. The largest one being our own simulators, meaning both hardware and software, and this one also includes support and upgrade agreements. Our smallest revenue stream, but still important, is the development revenues. That means that when we adapt our software to the primarily robotic company's hardware platform, we get development revenues. Those were somewhat lower in Q4 than the previous quarters during 2022. We did final delivery of several projects, also in the very long projects we have, they are often divided into different phases. When one phase has been finished, there's usually you look at the statement of work again, and that might take some time and be some downtime before you start with the next phase. License fees, I talked about those being a bit more lumpy between the quarters. The first quarter in 2022, we had SEK 36 million in license revenues, then SEK 45 million, SEK 40 million, and then ending the year with a very strong 63 million Swedish crowns. FX effects. We have said that we are very dependent on foreign currencies, above all the US dollar. Of course, for 2022, we've had some tailwind with the strong US dollar. As you know, we report our growth also excluding FX effects when it comes to sales. For this report now, we also included what you see to the right there, how our costs are distributed between these currencies. You see here we have revenues of above 80% of our revenues are in US dollars, but only 40% of our costs. Of course, we are very dependent on that. When the dollar is stronger, that's good for us. The euro is the same, but not as significant, but more revenues than costs. On the other side, you have the Israeli shekel and the Swedish krona. There we have a lot more costs than revenues in those currencies. Margins. Gross margin. Our gross margin for Q4 was 66%, that was also the number for the full year. Our gross margin is dependent on the revenue streams that I showed you before, where license revenues has the highest gross margin. If that's a larger portion of our sales, gross margin tends to be higher. Of course, a lot of other things also affect the gross margin. For Q4, it was a bit lower than Q3, it has been pretty stable throughout 2022. In Q4, we saw that the product mix was a bit unfavorable, the main reason for it being a bit lower was that we sold a lot more through distributors in Q4 than on our direct markets, that then affects the gross margin. EBIT and EBITDA margins were at their highest level as they usually are in Q4. The margin that we look at the most and which we think is the most important for us and to show how the company is doing, is the Adjusted EBIT margin, where we also have our financial goal. We'll come back to that. Gisli will come back to that. Adjusted EBIT margin for us is EBIT, and then we add back amortizations related to our acquisitions on customer contracts and technology. For the quarter, we had 27% Adjusted EBIT margin, and for the year, full year, it was 23%. Looking at our OPEX and how that is divided between our different functions. We talked about the gross margin, being 66%. Consequently, cost of goods sold was 34%, both for Q4 and the full year. Sales cost was 17% of our sales, both for Q4 and for the full year. In absolute numbers, sales costs were higher in Q4, and that was due to the fact that we had a lot of activity, a lot of congresses. We also, as I mentioned before, employed a number of new people within the sales organization. Also, when we have very good sales, which we usually do in Q4, sales commission also tend to be high, so salary costs or personnel costs are a bit higher generally in Q4. Admin costs being at a stable level, both in terms of percentage, as a percentage of sales and in absolute numbers, 7%-8% of sales. R&D varies a bit between the quarters, depending on what we work on. If we have more development contracts, we see the R&D costs actually up in COGS. It also depends on how much we activate, put on our balance sheet as an asset. For this quarter, we had SEK 7.6 million that we activated, and for the full year, SEK 23 million. We continue to invest and employ new software developers, et cetera, in R&D. That's super important for us. Just to mention, if you compare the numbers, if you look at 2021 numbers and 2022, we also had a reclassification where we moved certain salary costs from sales to R&D. That's something just to take into account when you look at the numbers. Organization, it's all about the people, and we have a great team. Rani, I think, will speak more about the team. We also grown the organization quite a lot during 2022. Going into the year, we had just above 200 people in the group, and now we are fast approaching 250. That's pretty much in all functions that we've employed new coworkers. You see the split down to the left between the countries, where Tel Aviv is our largest office, then also Sweden with our offices in Gothenburg and Stockholm, and the U.S. with offices in Seattle and Cleveland. We have some other also smaller sites. Finance net and taxes, we have no loan financing in the group, our finance net, there are no interest costs. It's mainly revaluation, exchange rate effects. For the fourth quarter, we also had a reversal of the earn-out for Mimic that was attributable to 2022, where no earn-out will be paid. It was for three years, 2021, 2022, and 2023. We have a remaining item in the balance sheet amounting to close to $8 million. Taxes, we have no carryforwards, both in the U.S. and in Sweden that affect our taxes. Due to the structure of the acquisition of Simbionix from 3D Systems, we for this year, for 2022, also had NOLs in Israel that we could use. That affects the tax cost. Net result for the year was SEK 188 million. We are happy with the cash flow for Q4. We said in our Q3 report that we were not as happy because we had quite a large amount in our accounts receivables. We also said that we did not see any risk in our accounts receivables. Now we have this big positive effect in Q4, where we, despite the fact that we increased our sales so much, only increased our accounts receivables marginally. If we look at the whole year, we have increased accounts receivables, and we have also increased inventory, but we have grown the company a lot. We think it's been good to have things in inventory so we can deliver to our customers. With the sometimes problems with supply that have been, et cetera. We're ending the year with a very strong SEK 434 million in our bank accounts. Except for cash flow from operating activities, we had minor items from investing activities. That's mainly our activation, our development costs, and then cash flow from financing activities. We have had some increase of long-term debt, not loan financing then, but pensions and prepaid support agreements. For those of you who are not familiar with our cap table, these are our 10 largest owners. We have approximately 7,390 more owners than these 10. I would like to end by thanking all of our owners for the great support that you've shown us throughout 2022. Thank you. What I'm going to focus on is our financial goals. One year ago, we announced that in 2026, we aim to have a turnover of SEK 1.5 billion, and we want to reach 40% in Adjusted EBIT. Question is, how are we doing, you know, one-fifth of the way? 'Cause now we have four more years to go before we're going to be there. We think that we're really good out of the gate. We believe we're on a good path to making our financials goals in 2026. I'm gonna aim to give you a little bit more color on that because I know this is something that interests a lot of shareholders. Illustrative example, not a forecast, just we don't do forecasts, just a calculation example. Last year, great, you know, doing all this heavy work together, getting the teams into global processes, et cetera, and then moving from SEK 600 million to more than SEK 800 million in sales. If we then look at educational products that had, you know, fantastic year last year, we said in our financial goals that on average, educational products should grow by 10%-15% yearly over the period. If educational products were to grow 15% on average from where we are today, we will end up at, you know, SEK 888 million for educational products, implying then that industry OEM would need to grow, have a CAGR of 20%. Equally, if we would be in the lower range of those 10%-15%, that means educational, Industry OEM, our med device collaborations would need to be a little bit more than 25%. These are the things, just sort of mathematically that we're looking at in terms of growth rates in order to reach our 2026 goals. Educational products. We are convinced educational products will keep on growing for us. Why do we believe that? Well, look at the macro trends. There is an increased focus on patient safety. There is no doubt about that. I mean, we just can't go on like we're doing sometimes, you know, practicing on people. There is also this continuous shift from open surgery to minimum invasive surgery, and all this is being supported now by data, meaning hospitals and our customers are actually getting real evidence, black on white, how surgeons are performing. We are convinced that, among other things, will actually drive simulation. We're convinced about it. What do we have as a company? Well, we have a really broad product portfolio of the best simulators in the world. They're in the room just next to us, so go try them out after our sessions. We also have an amazing global sales organization and distributor network. Actually, the reason of why also we're combining, you know, our Capital Markets Day and why we have it here and today is we've just spent 2.5 days with our distributors from all over the world. There were more than 40 countries represented China, Japan, Latin America, Europe. More than 40 different markets came to Stockholm to work with us and, you know, practice and train on the new products, interact with the product managers. It was overwhelming. We were like, huge room. This organization is really good and really strong. They are the best distributor network. We have, you know, the global service and support that can make sure these simulators work. Furthermore, we're really working hard with the medical societies and associations because there is a lot going on within these associations in terms of setting curriculums that is supported by simulation. Of course, we have, you know, more than 100 people, the best developers working on bringing new products out. I guess a good way to summarize it is if there is any experience from 2022 for our educational products is that economies of scale work for Surgical Science. I mean, these things have just gotten stronger by becoming bigger. All right? How about the other side, Industry OEM? It's of course a lot about surgical robotics because that is the most interesting niche for us and most important niche for us. Here is actually the product manager for robotics in Surgical Science coming right in at the right moment, the one and only Smadar. Good to have you, Smadar. Surgical robotics is our most important niche. Now let's look at just, you know, some external data. At SRS, which is a global conference once a year on surgical robotics, Goldman Sachs always do this analysis. You know, there are lots of them out there, but just one data point. They believe, and, you know, they're reasonably, you know, smart bankers, that robotic revenue will grow by 16% on average between 2021 and 2027. You know, like almost $7 billion to more than $16 billion. That's a lot. That's revenue. That means, you know, instruments and new surgical consoles, et cetera. We are a lot dependent also on the number of robots and what you do with them because that's when you need simulation. It's not, you know, one-to-one tied to revenue for robotics as say. Our license revenue, Anna talked about it just now, you know, very strong, good development in 2022. There is some lumpiness, especially with the newer companies. Still, you know, SEK 184 million, a big chunk of Industry OEM. The question then is a little bit, all right, will simulation grow slower, about the same, or faster than the surgical robotic market overall? We believe it will grow faster. Why do we believe that? Well, first of all, you know, working on a surgical console in robotic-assisted surgery is not like driving a car. Because, you know, I'm an old-fashioned guy, I use a manual car, and if I take another manual car, I know exactly where the clutch is, you know, where I'm going to change gears. I mean, it's always there, right? I mean, I can do it, you know, closing my eyes. For surgical robotics, that's not the case. The user input devices are actually different. I am intrigued now to see some of the studies that I know are underway when they compare, you know, rather similar surgical robots in terms of skills acquisition and patient safety. I think this, if anything, will increase the use and the need for simulation, especially if you are a surgeon working in a multi-robot environment where you're using different consoles. I mean, there are experiences from other industries. I mean, ask Boeing. They launched a plane that was very similar to another plane, but, and they didn't have a simulation. That was, you know, definitely a mistake. There is also the fact that, you know, there are new instruments, and there are new indications. You use the robot for different things. You also have new different surgical techniques. This is where also as technology gets better and our simulation gets better, we have more and more to offer. We believe we can grow a lot within our existing customers. I hope Dr. Slack agrees, but he will talk for himself a little bit later. There is also what I like to call, you know, simulation product extensions. We have a great IP. We have a great technology. It typically sits on the surgical console as a software, but you can actually use that same technology, let's say, on other hardware platforms. There are, you know, standardized head-mounted displays now. You can actually do some, you know, practicing even before you come to the console. You can also use simulation a lot for R&D as you develop new instruments. A lot of these players are gonna develop new instruments. Another area that's, you know, we're sort of just scratching the surface on is synthetic data. You're using simulation to train the AI very rare events. The car industry knows everything about this because, you know, the self-driving cars, they've been using a lot of video to train their AI, and now they're moved away from it because they need to simulate those really rare things that the self-driving car needs to understand. Obviously, there will be more competition. There is a lot of, you know, good new companies entering into this space, trying to break in. It's an attractive niche. Some surgical robot companies will try to do some simulation on their own. This doesn't concern us so much because we have a really strong footprint in this market, and as long as we're the technology leader and can provide the best solutions, which we are, we believe we will have, you know, a really good part of this market. That's enough because the market is going to grow a lot. Let me move into how do we get to 40% Adjusted EBIT from like 23%. First of all, let's try to just break this down a bit. You know, if we look at our costs today, a very important part of this and, you know, you saw the revenue figures, is that license revenue will be larger proportionately to the overall revenue. Those are the highest margin revenues we have. That means, you know, our gross margin will increase. That will immediately hit the Adjusted EBIT. If we're moving from SEK 800 million to approximately double in four years, we also have the cost side. Of course, we will have more, you know, some more salespeople and more sales cost. It will definitely not double. Admin, there are some economies of scale there. R&D is an area where we're investing basically as much as we can, really trying to find the brightest developers to join the team. You know, today we're 100 people in our global R&D. Let's say, again, just sort of for the sake of argument, that in four years' time, we are 150. That's an amazing growth. You know, it's like 12 people per year. You have some, you know, natural, you know, replacement recruitment. That means every month, you know, we need to re-recruit a couple of people. Even in that scenario, you know, we would grow the cost by only half of what the revenue grows. You know, that's five percentage points right there, from 23-28 in Adjusted EBIT. My message is basically, if we are right in our assumptions about our revenue and the revenue streams, we feel very confident that we will hit our profitability goal. I think it would be even I'm having a difficulty seeing us missing our profitability goal if we can do approximately what we said on revenue. Now, this day, we will talk a lot about surgical robotics, and, you know, we have two external speakers, or one external and one Surgical Science board member, but who also works at Karolinska, the university hospital. That's a big focus for us. For anyone who wants to understand Surgical Science, it's also really important to understand that we would be not where we are today if we didn't have that really strong strategy of working both with educational products and our industry partners. You know, having the same technology that we developed over years and years, getting credibility from working with these academic institutions, also the associations and societies that do curriculums, and basically the end user understanding. That's why the med device companies wants to work with us. It's technology, but it's competence and understanding. Again, this is a really important foundation of our strategy as a company. It's also important that, you know, the team is growing and having fun together. There were some amazing dance moves yesterday evening, I heard. We are having fun, and we are growing as a company. With that, I'm gonna open up for some questions. I think we are okay on time. Then I'm gonna hand over to Rani. Any questions? Very much. Perhaps starting off with a sort of wider picture, you allude quite a lot naturally to robotic surgery. In the industry segment, could you just talk about the prospects outside of robotics? We know that Medtronic, with their LigaSure instruments and instruments becoming more and more advanced, are more or less required to have simulation training included in their sales process and administration process. How does this play into your current sort of financial forecasting? Thank you. Good question. You know, if you look at again Industry OEM, you know, it had really good revenue from non-license fees. That's typically when we sell hardware and software. We do that, you know, within angio, vascular surgery. It's a huge area for us. Again, great synergies with the educational products. We do that within laparoscopy. We do it within endoscopy and ultrasound. It isn't the same sort of leverage and profitability as within surgical robotics, but it's very important areas for us, and we see a lot of potential for growth there. Perhaps more importantly, we also see a potential for digitalization in those areas as well. We can embed software only on our customers' platforms. You know, there is a lot of growth potential in other areas as well. Surgical robotics is today and will be for the period we talk about and have set our goals, the most important niche in order to reach our goals, both revenue and profitability. Let's see. You help me also with the time if you feel we're run out? Who had next question? Yeah, Victor, who's analyst here at Danske Bank. Yeah. Thank you. And- So any external- This was Ulrich from Carnegie, just so everyone knows. Yeah. Follow-on question on that. Are there any external factors that need to happen on your customer side or anything else in order for you to reach these targets? No. We need to sell and deliver. Your clients that are not already live, they don't have to go live or, what needs to happen? Okay. Okay. Yeah, of course. Okay, sorry, I gave a too simplified answer. Yes. I mean, for us as a company, it is actually not, at this stage, really crucial that it's one particular surgical robotic company or another, because we work between 10 to 15 customers, have our technology embedded on their surgical console. As long as the market overall is growing approximately as anticipated, of course, there can be some differences in the content and, you know, pricing a little bit and so on. Mark has the best price, but there, you know, it can be a little bit of differences. but on average, it's more important that the market grows as expected. I believe there needs to be some more players coming to market. We've already seen CMR Surgical come to market. Medtronic got approval for Hugo in Europe last year. Medicaroid, which is Kawasaki Robotics, is behind that company, is doing good in Japan. You see companies now coming to market, but it's the overall market growth for surgical robotics. All right. Ulrich, you had another question. Just hand on, pass over the mic. Thank you. Kind of a follow-up question in regards and your impression on the 16% market growth. Do you believe or feel that there is a growing need for a clinical benefit in order to achieve those targets? Do we see that the number of procedure where this actually brings benefit to the patient increases over time? Yeah, I think there is enough data out there that there are clinical benefits. Of course, it can vary a bit between discipline to discipline and procedure to procedure. I am convinced that, A, a lot of patients actually want it. You know, if we're in the position that we get diagnosed with prostatic cancer, I mean, for sure, we're gonna wanna have it done robotically. Also the surgeons really prefer working robotically because you sit in an ergonomic way. You don't strain yourself. You have very good 3D vision. I think the benefits are there. As also more players are coming into the market, the volume gets higher, it will be accessible to more hospitals, a lot more hospitals. That means a lot more surgeons, that means a lot more training. Just to follow up on that, this might play into your simulation, obviously sort of benefiting this, do you believe that surgeon needs to become more efficient using these robots since they are taking up an operational theater? You obviously need to be quite efficient in working in a robot in order for this to be financially viable. Do you believe that this needs to be improved over time in order for sort of greater adoption? Yes. I see Mark Slack. It's like, "Come on, Mark. You can jump in here because, I mean, this is really your area." Sorry for improvising a bit, but, you know. It's all right. I think it's in phases. When robots first came along, they were taken up by the innovators and the people who wanted good tech and everything exciting. They were way more expensive. A lot of arguments, are they really worth the money? As I'll show you when I talk, you know, minimum access circuits drops complications, and therefore an uptake of robots, there'll be more minimum access and a drop in cost. What we are starting to see now for the first time is actual advantages of robotic surgery over laparoscopic straight stick surgery, and that's starting. Pain is one of them, difficulty to access places, suturing. There was just a big study done on robotic bladder removal versus the standard form with clear advantage in every domain for the robotic. Yes, I think we are now up to now, the innovators madman like me have been speculating that it will be better, but we are now following that with the evidence that it is going to be better. That's an answer for you, Ulrich, by someone who actually does this for a living. That's great. Thank you. Yeah, question. Of the surgeons that today, do a robotic surgery, what type of proportion are training in simulators? It's a very high number, but yeah. I mean, 100. ... hit 100. Okay. Dr. Slack says so, let's go with that. It would be very close to 100% that are exposed to simulation before they start. Right. Yeah. Any other takers? It's a hot mic. Oh, there we have one. Right. Thank you for taking my question, so Erik Hultgård from Handelsbanken. just a quick one. You mentioned that supplementary M&A was a part of the target and the ambition. Are there any meaningful targets out there that could move the needle, so to speak? You've consolidated the space quite heavily already. That was my question. Yeah. Thank you. Yes. I mean, we really spent some time, setting a acquisition agenda, you know, thinking about our company and how we wanna build the best company and what pieces to the puzzle could make this company even better, and there are more pieces to add to that puzzle, and it goes along the same lines. You know, customer base in, particularly in Industrial AM, complementary technologies, additional application areas, and the best technical people out there. Simulation is very much a niche. There are. In terms of our goal, it's primarily an organic financial goal. If we were to do any substantial acquisition over the next few years, it would most likely lead us to revising the financial goals like we have done also in the past.