Yes. Hello, everyone. Thank you for joining the Thunderful Group webcast, where we will be talking about the restructuring program that was announced this morning. The agenda for this call is as follows, but first, I can introduce myself. My name is Martin Walfisz, and I'm the CEO of Thunderful Group, since September last year. And with me, I have Henrik Lundkvist, who joined as CFO in December last year. So the agenda for this presentation is to talk a bit about the rationale behind the restructuring, the actions we see going forward, the impact on the group, and then a brief summary. We think we'll be covering these topics quite quickly, and then move on to a Q&A session, where we will be taking questions from the audience. So moving on. The rationale behind the restructuring is very much connected to a realization that Thunderful has over-invested in the last few years. We are basically taking on more costs than we have financial capacity to cover. And as we have been joining the company recently and then uncovering more and more and understanding more and more of Thunderful, we have realized that the problem has been bigger than we initially expected or realized. So in short, we have seen the need for immediate and substantial cost reductions to ensure that we can stay competitive and sustain Thunderful as a group going forward. So we are, of course, also focusing the restructuring program to make sure that we keep the areas where we believe we have the best future growth and profitability prospects. The actions that we are focusing on implementing is primarily cost savings. The cost savings are in the game segment by a big, big majority. In essence, what we're doing is concentrating our games publishing and development efforts into the companies and studios we have in Sweden and the U.K. We will also be much more careful and scrutinize the investment decisions we make going forward, and be very careful about starting new high-risk projects, for example, starting new IPs. That will be something we'll be scrutinizing a lot more going forward into the future. As part of this program, we are also evaluating the divestment of non-strategic assets, and see again how we can focus the company better. And a process that was started already a little while ago, but will continue during the spring here, is to implement a much clearer strategy and vision for Thunderful's game segment going forward. When I joined, it became obvious to me that I think we need to have a much clearer portfolio strategy. So that is an ongoing discussion. It's, it's sort of separate from the restructuring program, but it's obviously connected still and, and much needed. So the estimated impact, Henrik? Yeah. Thanks, Martin. So, a brief overview of the restructuring program. So we are targeting to make approximately 20% of our staff redundant or divested. So as we are somewhere more than 500 employees, that means approximately 120-ish. That could potentially vary a bit due to negotiations with unions, et cetera, there. And the layoffs, they are, of course, subject to negotiations with the unions in the different geographies. But it's also connected to some discussions with counterparts connected to some of these games and assets. Fully implemented, we expect this program to save us approximately somewhere between SEK 90 million-SEK 110 million, and we can put that in comparison to our current cost base, which is approximately SEK 400 million. It is a significant saving that we are targeting. Regarding the timeframe for this cost-saving program, that will be fully implemented during the second half of the year or the end of this year. But that will, of course, take us some time to do the negotiations and have the implications then. We expect some restructuring cost of approximately or somewhere between SEK 30 million and SEK 40 million. We do not include write-downs in that amount, so these are more related to redundancies, terminating contracts, and terminating offices. In terms of the write-offs, that is a bit early to talk about what kind of amounts that could be, when it comes to some of the intangible assets that we keep in our balance sheet, but we are looking into that as well. But we will know more when we go into these discussions. Okay, with that, I hand over to you again, Martin. Thank you, Henrik. I'm just going to summarize. So the situation we are in is due to overcommitment and over-investment in the game segment over the past couple of years. So this obviously leads to the immediate need to cut costs and focus on our primary and strategic assets. As you said, Henrik, the cost savings are estimated at around SEK 90 million-SEK 110 million, and the restructuring costs estimated at SEK 30 million-SEK 40 million. Also, what I want to add is that even though we need to do these cost savings, I think Thunderful is an absolutely fantastic company, and there is so much talent, there is so much creativity, there is so much engagement. These changes are due to the financial capacity we have at the company. It is not a signal of the quality and the effort and output we think we can get to in the future. This is a necessary thing we need to do now. With that said, I think we should jump into the Q&A and take questions. If you wish to ask a question, please dial pound key five on your telephone keypad to enter the queue. If you wish to withdraw your question, please dial pound key six on your telephone keypad. As a reminder, if you wish to ask a question, please dial pound key five on your telephone keypad. All right. Let's wait a little longer to see if we get any questions. The next question comes from Anton Hoof from Redeye. Please go ahead. Hi, guys. Thank you for taking my questions. Can you hear me? Yes. Yes. Hello, Anton, we can hear you. Thank you for listening. Yeah, nice. So first of all, I mean, are any specific studios or game projects affected, or is it more a cut across the entire organization? Yeah, that's the first one. Yes. So the cuts will not be evenly distributed. There are parts of the company that will be more affected than others, and like you said, that there are specific game studios that will be more affected than others. But we want to have internal discussions with the studio heads and the studios before we talk more openly about exactly where we're doing the cuts. I mean, are you shutting down any games in your pipeline completely, and how should we think about the revenue impact here? So, I think a part of the answer is also reminding the audience that we've already before Christmas, we decided to divest Headup. So that process is ongoing, and that also affects the portfolio going forward. But other than that, yes, there will be effects on the portfolio as part of this restructuring. The exact effect. We haven't really given, obviously, any guidance on 2024, and we don't give guidance for the future. But we're not expecting a big impact on the restructuring we're doing right now. We're keeping most of the important projects that we have in the pipeline. Maybe to add to that, Martin, when we did this exercise, we also looked at the revenue streams for 2024, 2025, and 2026, making sure that we also have a healthy pipeline in the future, but of course, with some focus on improving the cash flow during 2024. Yes, good point. Okay, but it's fair to assume that it's mostly game launches in the second half of 2024 or 2025 that will be affected, so not in the first half? Yes, that is a reasonable assumption, yes. Should we expect any game delays associated with this, for example, regarding the SteamWorld games? We are currently not expecting any delays of the projects that we're keeping after restructuring, but it, of course, depends on how smooth the restructuring goes, so we might need to come back to that. But right now, we're expecting things and launches to go as planned. This has not affected the overall strategy of releasing one new SteamWorld game per year. Is that right? No, no, not at all. I think it's, it's rather a testament to a refocus on, on our SteamWorld IP and also games that we can have a much bigger impact financially, a better return on investment going forward. So basically, a focus, a better focus on the portfolio strategy. Okay, thank you. And the last one, and you said that it's too early to mention anything about the write-downs, but maybe if you can give some color on maybe the timing and what potential size we're talking about. Yeah, in terms of timing, I mean, this is something that needs to be worked out during the first quarter of 2024. So, I mean, this is what we're starting to discuss and negotiate now. But I do not want to say anything, any amounts around this because there are so many parts, moving parts in this, so it's a bit early. Okay. That's all for me. Thank you. Thank you, Anton. Thank you. Let's see if we have any more questions. As a reminder, if you wish to ask a question, please dial pound key five on your telephone keypad. There are no more questions at this time, so I hand the conference back to the speakers for any closing comments. All right. Thank you, everyone, for listening in, and we'll speak again in the future. Goodbye. Thank you. Bye.