Hi, everyone. This is Johan. I'm one of the founders and the CEO of Vertiseit. Today, we're going to share our strategy updates that we had in a longer version on the Capital Markets Day. Now it's a condensed version in English. Beside me, I have- My name is Jonas Lagerqvist, and I'm the Deputy CEO and CFO of Vertiseit. I'm going to share some of the financials. Yeah. I'm going to quickly walk through the major changes that we have done within the group. It's due to, of course, the acquisition that we did before the summer of Grassfish, becoming the number one retail digital signage software provider in Europe. Also that we have performed according to our long-term goals, actually 1.5 year ahead of schedule. We are really happy about that. We will present the new goals, and of course, also the new strategy that has been impacted by this. If we first take a close look to the group. The group now consists of three companies. We have Vertiseit, which is actually more of a full service provider, the digital in-store agency for retailers and brands. We have Dise. It's an acquisition that we performed 2017, aiming to be the platform for the digital in-store experiences, and it has been the platform for everything that we have done in Vertiseit. It also have a sales throughout the partners out globally. The latest acquisition, Grassfish, is basically somewhere in between. It's the most used digital signage platform in the DACH region, and they also have included expertise in form of consultancy services as part of their offering, but they also go together with partners. If you look at the customer list, we could see that we have customers from Vertiseit that's basically grown in and out of the Nordics. We have Dise with customers through partners, basically all around the world. We have Grassfish with successfully signed direct contracts with leading brands on global scale. They also have fulfillment partners to take care of the roll-outs globally. I will come back to this later on to see where we are heading. To give you a brief introduction to how the industry works, and what you see in the retail environment is digital solutions to support and enhance the customer experiences. If we start from the beginning, it's built up with a platform at the bottom, the in-store experience platform. On top of that, we have integration layers to data capabilities and so on and so forth. Also, with using the customer-specific data, we can build specific in-store applications. They are typically customer-specific built on top of the platform. Then we need the actual displays, technology, sensors, in the physical spaces to really make the experience work in the meeting with the customer. Of course, all of this also means barriers of entry. Basically, this is a market where you don't actually shift the supplier when you are there, because when you have the platform, you integrate it to your ecosystem, you build touch applications and templates on top of the platform, and you also have thousands of devices with the right software installed. We will come back to that when we come to the acquisition strategy. Vertiseit of today is the number one digital signage software provider in Europe. Still a small company. I think maybe we have between 1% and 2% of the global market in digital signage software. It's a very fragmented market, but that's something we are here to change. We are 120 people present in U.K., Austria, Germany, and Sweden. The head office is in Sweden, Varberg, south of Gothenburg at the west coast. We have had a long series of 38 quarters of growth in ARR, it's now up to SEK 62 million in ARR. This is basically how it looks like. Not in a single quarter. Two quarters from now, we're up to 10 years streak in ARR growth, it's something that we are really proud of and something that we, of course, aim to continue performing. Due to the latest acquisitions, we also performed according to the long-term goals. First of all, when we went public and did our IPO, we said that we want to have SEK 50 million in ARR in the end of 2022, we want to have one of the 50 largest consumer brands to choose Vertiseit for their global concept by 2023. Now we're happy to say that we have SEK 62 million ARR and BMW from the latest acquisition, with a global rollout really hits the second target that we had. We can also see that the market is changing really rapidly now. Like all industries that mature, we see changes. The first thing that we really need to take a closer look at is the full service provider, the full service digital signage provider that provides everything from hardware, equipment, installation, content, software that they have developed themselves as one package. I think we can see from the largest brands now that they want to pick and choose, and they see the digital in-store experience platform as much more strategic for them. I think we will see specialization here. Platform is one thing, building the in-store experiences and the strategy work around that is one thing. The integration part, the roll-outs, and support services might be other companies doing, and of course, the hardware itself. I think the fragmented platform market that we have today, it has been due to that full-service provider has chosen the technology. I think when the market matures and when customers have more impact, of course, we will have category winners in the platforms as well as other industries have had. If you look at the e-commerce, for example, today, you have clear winners when it comes to WooCommerce, Magento, Shopify, and so on, and it wasn't like that 10 years ago. I think we will see the same pattern here as in other markets. This means that digital signage has a closed system where you just say, "This is what we want. This is how we want the experience to look like," and do it as you prefer. I think it's a stage which we have passed now, where you need to see the digital in-store experience platform as part of the full ecosystem. On the same level as the PIM system, the e-com platform, the MRM system for campaigns, we also need the in-store experience management to be on the same level. The market so far has been driven by national concepts, and it's due to that communication need to be local. We see a pattern where you want to unify the platform as a global resource and be able to deploy different concept for each and every market on that platform with different agencies, different initiatives going forward. Based on this insight, we also launch now the new strategy. Our strategy is based on that the group structure needs to support future acquisitions. We have done, is it eight now, Jonas? Yes. I think we're up to eight acquisitions so far. This is a perfect market to really take a leading position with the use of acquisitions. We also want the business model to really have global scale capabilities, and that means that we cannot be hands and feet all around the world. We need to focus and specialize where we are best, and of course, that's the platform. Also, this leads into new financial targets that Jonas will present. Our ambitious goal is to go from the European leader to the global leader in digital in-store and be one of those category winners within in-store experience management, and I'm pretty sure that we will deliver on that. If you look at the group, we also do changes within the group. The main changes is that the operational unit, Vertiseit, the operational business go in under the Grassfish brand. It's based on the insight that Grassfish is the most known brand out there. Vertiseit is famous in the Nordics, but Grassfish has a more global footprint, so it's a kind of easy choice. Dise stays as it is, as a own entity with platform sales through partners globally. Vertiseit, we become the listed holding company within retail tech and focus on develop SaaS companies within digital signage with the focus on digital in-store as it has been before. Short introduction to Dise. Dise offers the leading digital in-store experience platform through a global partner community. The business model is SaaS. Its channel strategy is partners. Typically full service provider for each and every market. Aim to have the leading brands and retailers using them. The differentiator is really that it's a very intuitive, easy-to-use platform, and it fits 80% of the needs. It also has a modern architecture with open APIs in both ends, so you could build your own industry-specific, customer-specific modules, have all the resources from the platform to do that, walk the extra mile with the customer. We don't offer any additional services, so it's a pure SaaS. Typical customer could be Marks & Spencer, as we have communicated before, where we go through our partner, Pixel Inspiration, in U.K., and they have up to five different touch points, different applications that they use digital in- store for. We also have more than 1,000 units out there in the U.K. market only. Grassfish, on the other hand, we are in a position now. Grassfish is listed as the number one digital signage software in the DACH region. We really want to be the global frontrunner in digital in-store and combining the best-in-class platform with consultancy expertise. It is platform plus consultancy services with direct sales. It doesn't mean that we don't work with partners. It means that we sign the platform contract direct, but we also work with partners as fulfillment partners. We work with agencies on different levels to do the best solutions out there for global brands, retailers. Of course, the Grassfish platform is the opposite of the standardized Dise. Grassfish is more custom. We can customize it according to the needs. We really need to implement it in the ecosystem of the customer. We can customize the workflows, and we can walk the extra mile of automated and intelligent content distribution in relation to the known platforms out there. Typical customer for this is the BMW, where Accenture has the lead on the customer journey, the new concepts. They have brought in Grassfish consultancy people to be part of the team of creating the future for digital in- store. With TRISON have the majority of the rollout responsibilities here in the world. We see how we have taken the digital signage concept into a more personalized data-driven experiences, where also we have dealer app, where you can call up content and you can really empower the staff in the store to deliver value in the meeting with the customer. Today it's more than 8,000 endpoints out there in the global rollout, and it's increasing day by day. Really cool. If we have a closer look on the impact on the business model, before Vertiseit and Dise worked like this. Dise was the platform, Vertiseit was the full service provider in the Nordics, and then we have other full service providers for different markets. Dise will continue with that model. Dise will work with partners in different parts of the world. Grassfish will work with the platform plus consultancy, but we will never take the whole responsibility for the rollout. We need to work together with fulfillment partners, together with digital agencies, together with consultancy firms to deliver the best-in-class digital in-store experiences that you can imagine. The previous business model was built on agency plus systems. When you do that, when you map the customer journey, create, have the best insight on how to add value in the customer meeting, deploy it with the best equipment, then we can have high customer satisfaction and grow our SaaS business. Now we actually have the pure SaaS offering in Dise. We have the SaaS offering plus the best consultancy expertise to support partners going forward. We think this is a much, much more scalable solution if we want to be the number one company within the digital in-store space. Now I'm happy to look at Jonas' presentation on the financials. Yeah. I will give just a brief flyover of the financials, and then we'll focus on the growth strategy with some extra spotlight on the acquisition strategy and of course the long term and the financial targets which are the outcome of this strategy change. Our latest disclosed financials are from the second quarter which was kind of a special quarter since it only included the Grassfish acquisition of approximately one month. It has some impact on the turnover, but full impact on the ARR. As always, the recurring revenue is our top priority, and it came out of Q2 on SEK 62 million, which is the annual recurring revenue as per June of 2021. Just as Johan pointed out, that was our 38th quarter in a row with sequentially increasing ARR. It's 38 quarters with a consequential growth in recurring revenue, which we are very proud of. This year-end, it will be 40 quarters in a row, which is a 10 year streak, and even ourselves find that quite impressive. We're proud. The ARR growth compared to last year was almost 100%, and of that is approximately 20% organic growth and 80% are acquired growth from the Grassfish acquisition. Our operations performed profitability on EBITDA level of 15%. Just like before, we have grown this far with being profitable every year, and that's something that we're going to continue doing. Our growth strategy is divided into organic and acquired. With a focus on acquired growth, this strategy will actually accelerate our acquisitional agenda. The reasons for that is that we have a good track record of performed acquisitions, and we know that we are in a business where it's very beneficial to be a good acquirer. From 2008 until 2020, which means not including Grassfish, the history is that about 45% of all the total growth have been acquired and 55% has been organic. Going forward, there will be a tilt towards acquired growth. To support this new strategy, going global and accelerating our acquisition strategy, we are about to perform a directed share issue. The board of directors has proposed to an extraordinary general meeting to do a directed share issue of SEK 100 million, where new investors will be joining the shareholders, which are some well-known institutional and professional investors. Among others, it's the Swedish bank Nordea and their funds, private investor KL Capital, Alcur, which is also a Swedish investment fund company, Protean Capital, and a list of other investors, which will support the acquisitions strategy on short term, but also provide some extra resources for moving forward executing on the strategy. It also provides the list of major shareholders with high-quality owners, which we are very happy to welcome these new owners to the company. When we backtrack our eight acquisition that has been done so far, we find that if we look at the revenue retention, which means the recurring revenue from the acquired customers on the day of acquisition, and compare that to the recurring revenue from the exact same customers today, regardless of when the acquisition was performed, we can see that the revenue from the exact same customers is today 150% of what they were at the date of acquisition. That leads us to two very important insights. One is that we do not have to depend on acquisition to perform growth. We have a sound company in the foundation, where the customers are growing without having the need to perform acquisitions if the environment or the financial landscape is not right. The second insight is also that it is a business where it is beneficial to perform acquisitions since there is a lot of stickiness in the business model. As Johan said, first you have the platform, then you integrate the platform to the customer's systems. You do customer specifics, and you do physical roll-outs of infrastructure. All of these steps, they create stickiness in itself, which means that the acquired revenue is likely to keep growing if we do our job and keep providing value to our customers. The new group strategy is also set up to support this acquisition strategy. Whereas we can both perform acquisitions of market and customers on the vertical level beneath the Grassfish and Dise. We can also do strategic acquisitions on the horizontal level, expanding the retail tech group of Vertiseit. When it comes to synergies, you can find them a bit further down when it comes to technology, and there are synergies to find further down. All of these lead to new long-term goals and new financial targets, which are that in the coming three years, we will aim for the MISSION 200, which means that by the end of 2024, we will have annual recurring revenue of at least SEK 200 million. By the end of 2026, we will be the global digital in-store software company and measured as active SaaS licenses. In parallel, this means that we will have a growth in ARR of at least 25% per year. We will have a profitability at the end of the period on at least 30% on EBITDA level. We will also have, during this period, a revenue retention of at least 100%, which means that we will always be growing on existing customer base. I think that was all, Jonas, from the condensed version of the strategy update. I am really looking forward to deliver on those new goals and be the number one digital in-store software company. We hope that many of you would like to follow us on our journey, both as investors and also follow how the company progress. Thank you so much for watching. Thank you.