Coming in? I think we're good. If you look at all the big technologies of the last two decades, generally speaking, the winners are the companies that create the interface layer that customers actually use to operate the software. If you look back at mobile, you're looking at wanting to be in Android or Apple. If you look at personal computing, you want to be in Microsoft, or if you look at cloud computing, you want to be in AWS. The reason for that is if you look at these hardware cycles, you have a lot of capital goes into the hardware at the beginning, drives a lot of growth, drives a lot of innovation. Generally speaking, you see a lot of rapid commoditization, then over time, the winners emerge as those that work with business to create value in those client businesses over the long run. At MBody AI, that's exactly what we're building for the robotic space. We have a lot of capital going upstream of us into hardware. We do not make any robots. What we create is the orchestrator layer, the operational software that allows our clients, which includes some of the biggest casinos and hospitality operators in the U.S., to bring those robots in, have them work with their human fleets, have them work within their current workflows, drive really strong value for them, reducing operational costs, reducing headaches, and allowing them to focus on what they do best. My name is John Fowler. I'm the CEO of MBody AI. We are a private technology company focused on the robotic space. I'm previously an attorney. I've been about 15 years in the capital markets. My last company, we took to about a billion-dollar valuation. We raised about a quarter billion, it was eventually acquired for just under 500 million. The reason I got excited about this business here was, to me, I've never seen an opportunity like this in my career. We have currently about 170 million Americans in the workforce, people much smarter than me are saying that the number of robots in the U.S. workforce is going to dramatically exceed the number of humans in the workforce. We believe we are uniquely positioned to build with our clients and grow and capture a meaningful market share of those robotics as they come into employment here in America. Why do we call this the idea of backgrounding the work and foregrounding the mission? All the best technologies, when they work well, are forgotten about. If you came in a time machine and you came into this room from 100 years ago, you'd be blown away by all the technology that not one person in this room thought about today. The lights, the HVAC, the Wi-Fi, all of these things, when they work well, we forget they even exist, and they just make our lives better. With our Orchestrator and our robot technology, what we do for our clients is we do the exact same thing. We allow them to do jobs like cleaning, like security, like delivery, like logistics, we just make it work. We allow those businesses to go back to focusing on why they got into business in the first place. For gaming and our hospitality customers, that's to drive amazing guest experiences. For healthcare, they're trying to take care of the elderly, they're trying to take care of mom and dad. They're trying to take care of sick people, all these other jobs that you have to do so you can do the thing you want. We're able to take them off their plate. We're able to make it super easy, and we're able to do it at a fraction of the cost of what human employees are costing them today. Why now with robotics? For those who've been following the space, there's probably been two or three cycles over the last 20 years, when robotics were set to come in and revolutionize the American workforce. Why is today different? First, if you look on the economic side of things, labor is a structural problem right now in America and not one that we see getting any better in the near term or the long term. We've got aging demographics. We've got not enough young people entering the workforce. For those who employ younger people, we all know they don't exactly work like maybe we did or our parents did. You also have reduced immigration. All of this on net effect is creating a situation where labor is not only more expensive, but labor is also significantly harder to come by. When you put those two things together, businesses across America, whether it's the casinos here in Las Vegas, hotel operators, healthcare operators, they're all struggling under the same problem. I can't get the labor I need, and I can't charge my customers any more if I increase my labor rates. The customer has cried uncle. They said, "We cannot take anymore." When you put those two things together and you combine some of the amazing technologies that have come out of the hardware space for robotics over the last few years, you have a really great opportunity. When Cathie Wood talks about investing in technology spaces, she now says investors have to look at how multiple technologies come together, and that's the beauty of robotics where we are today. It's not just that the robots are better, that technology is improving, allowing them to do more and diverse jobs and do them better, faster, and in many cases, cheaper than humans. We're also looking at battery technology, which allows our robots to work for more hours a day. Again, in a human workforce, we're used to working eight hours a day. Some of our robots are capable of working 12, 14, even 16 hours a day. The remainder of the day, they're charging. Then the real unlock was AI. By bringing AI into the brain of the robot, you can take robots out of controlled spaces like factories and warehouses, and you can put them into uncontrolled spaces like hospitals, hotels, and casinos. When you put all those together, we believe that embodied AI, physical AI, or robotics is going to be like some of these underlying technologies that businesses cannot live without. We don't talk about having electricity companies. We don't talk about having internet companies anymore. These are all things that companies have to use if they want to survive. In our opinion, robotics is the same way. For companies that wish to remain competitive over the next 5-1 0 years, they must be looking at converting 5%-10% of their workforce to robotics. Otherwise, their competitors who do are going to be significantly cheaper, they're going to be significantly faster, and they're going to outcompete them in the marketplace. This comes to how we operate as a business. As I said at the opening, MBody AI is a robots company that makes and builds no robots. The reason for that is we believe the robots are quickly commoditizing and functionally are a commodity. If you follow the news cycles, we have hundreds of billions of dollars going upstream in investment into the hardware side of the business, both with American firms, but also a lot of Asian firms that are really driving costs down. When we look at that level of commoditization, what we say on one hand that's excellent is the adoption wave is not going to start. That pathway to the number of robots that are in the U.S. workforce today, to the number that I believe will exceed the 170 million American workers, that horse has left the cart, and there's no turning back now. When companies see how much money they can save, how much headaches they can reduce, how much better they can make guest and patient experiences with robots, we're not going backwards. There is a fundamental problem for how these businesses bring robots into their workforce. That is the robot market is incredibly fragmented. We have dozens and soon to be hundreds of vendors that we are aware of that are trying to get their robots into places like this at the MGM, into the big hospitals, into the big retailers. From the customer's perspective, that's really an untenable solution. You have all sorts of different hardware manufacturers, you have different supply chains, but also you don't have an ability to have your robots come together and work as a cohesive unit the way you hope your human staff do. If I give you an example, imagine if you have any of your businesses, you have a number of employees that come from not English-as-a-first-language countries. They come here, they don't learn English. All of a sudden, your team cannot collaborate. They might be very good at their individual job, but they can't come and work together. Effectively what we're doing is we're providing the common language for the robots to allow them to all come together and work as a cohesive unit. Because we are hardware agnostic, we're able to offer our customers the robot of best fit, and we're able to build a singular platform that will operate for every robot type and for every job they could hope to come in. Whether they're getting a small fleet of cleaning robots today, or whether they're planning to replace 5%-10% of their workforce over the next half decade to 10 years, we're well-positioned to bring all of that into our platform, make it all work for them, and again, going back to where I started, allow them to focus on why they got into business in the first place, which was not cleaning the floors, doing security patrol in the middle of the night, or making sure the garbage was taken out on time. Within our technology, because we have access to AI, we've also been able to put into Orchestrator a full level of fleet optimization tools that aren't available in the market without us. We're able to take the data from the robots at a specific site within that customer's fleet and within our national fleet to constantly learn how to do things a little bit better, how to schedule the jobs to get better outcome, how to better meet the customer's KPIs, and at the end of the day, how to deliver a better return on investment for the customer, and that's what creates our commercial flywheel. When we deploy our first robots, they see a quick result. In many cases, we're running our robots for sub $10 an hour to the customer, and we're looking at replacing a full-time employee or augmenting an employee that could cost $15, $20, or in a market like Las Vegas, even $30 an hour. That gets the Chief Financial Officer happy, then the operators are equally happy because they're not dealing with call-ins, they're not dealing with sick days, they're not dealing with all the other challenges. We get all of the proof of work out of the robots, effectively, not only are we doing the work of the employee, we're also doing the full work of the manager. Again, coming back to what we do that's unique, we can do that across every robot type. We can do that across every brand that we've started to work with. That means we can do that across every job that we've identified so far, where robots are a positive ROI for our customers to bring in automation. I'll tell you a little story. We work with some of the biggest gaming operators in the U.S., and we're very fortunate to work with them. These are very demanding jobs. We're sitting here in Bellagio today on a busy shift. There's literally thousands of employees that have to come to work across dozens of working groups. When we work with some of our operators, work may start at 8:00 A.M., but for many of them, work really starts at 6:00 A.M. They've got to see who called in sick overnight, who's going to show up. Maybe sales put a couple extra events on them. Their days are chaotic and a lot of their days are really spent managing those incremental parts of labor so that they can get the work done. Our vision is to allow these folks to not have to worry about all of that, because with robotics, we take that all off their plate, and we want facilities and casinos and hospitals and hotels to effectively be able to open themselves. With our software, they can look at using AI, what was done yesterday. They can look at any changes to what needs to be done today. We're looking at how to integrate with even things like weather or booking information for hotels. They can populate all that data using AI, go to the robotic fleet and tell the robots exactly how to do the work today, to get the job done. Because they work autonomously, you don't actually need a human to be there to start work. Work can start whenever the robots are told to do, that's really a huge unlock for a lot of our customers. We work with some building maintenance customers, those are guys who go in and clean office buildings, malls, things like that. One of the challenges they have, they're stuck to an eight-hour employee shift. Often, they have 12 or 14 hours between when the customer leaves for the day and when they come back in the morning. They're not able to take advantage of all that time because the human only comes to work for eight or eight and a half hours a day. With our technology, again, the robots can start work before any humans show up. The humans can come in and do some of the work in the middle, the robots can keep working at the end. All of this made possible through our MBody AI Orchestrator and through our ability to be hardware agnostic and give the customers exactly what they're looking for. A little bit on proof points. We're sitting here with two of the largest customers in the world supporting our growth. We currently work with every MGM facility in the U.S. You'll see some of our robots running around here at the Bellagio. We're fortunate to be able to be here in their flagship property. We're also working with Caesars Entertainment. We're scaling up towards their 44 properties. You can imagine for a young company, bringing on Fortune 500 clients like this is a huge win for us. These are challenging operators that operate in some of the most dynamic 24/7 environments. When you're running autonomous robots through something like a casino or a large hotel, you can imagine what happens. Today, it's Wednesday morning, it's a very different population than if we're running our robot, let's say, Friday night at 1:00 A.M. or 2:00 A.M. We're able to handle and manage all those edge cases, we've been able to, in the cleaning side, run over half a billion sq ft of cleaning done with no safety interactions, no negative guest interactions, proving not only can these robots do the work, but proving they can do it safely and efficiently over time. From our view, what we've learned here with our gaming clients is what's proven that our software works and our offering makes sense, and that's what's allowed us to start scaling that up through other verticals, where we're looking at broadly more hospitality, more of these building maintenance companies, and also looking to get into healthcare, again, allowing the healthcare operators to focus their spend on the people that actually save lives, not the people that clean the floors or move materials and drugs around the hospitals. In closing, look, you're all investors here. You're all capital allocators here. I think this is hopefully a space we agree that can't be ignored. There's too much change that is going to happen as robots come into the workforce and dramatically change the way I believe every U.S. business is operating. I think there's questions that investors have to ask themselves in terms of what is the business model that's going to return value over the long run, and again, from our view, we believe the hardware manufacturers are going to have a very tough time fighting commoditization and returning capital. We believe that history has proven the integration layers or the orchestration layers, the software that customers interact with to allow their technology to work, generally is what's the most valuable over time, and that's exactly where we're positioned so that we can, through our MBody AI Orchestrator, allow our customers today and in the future to bring in every robot they want, cover every job that makes sense, deliver great operational savings for them, but also just take the headaches away and allow them to put that work in the background and focus on their mission and business and what makes them exceptional. That's why we're excited about what we're doing here. That's it. Question. What specific tasks do these robots perform? Yeah, absolutely. In the hospitality space, we're primarily doing cleaning to start. You'll see floor cleaning, so carpets, hard floors, garbage cleaning. It's called a sweeper, something that'll pick up soda cans, cigarette wrappers, things like that. We're also looking at expanding into delivery, that'd be room service delivery, drink delivery. We're looking at adding material handling robots. Large casinos, large hospitals, they can move millions of pounds a day of materials around back of house. Those are kind of the primary places we're looking at in hospitality. Healthcare runs a similar program. Again, we're not doing any sterile cleaning. We're not going into surgical centers or things like that, but we're able to help with the common areas, the medical centers on cleaning. Hospitals also have a very big challenge moving drugs and non-drug goods around the hospital, whether that's linens, the meals, or drugs, being able to have a secure robot that could take it from the formulary or the pharmacy, usually in the basement, up to the patient needs. Again, our view is there is a whole ton of jobs that robots can do effectively today, and it feels like every day, every week, we identify a new vendor or a new robot that can do a job efficiently, right? When you have that idea that labor is constantly going up and to the right and robots effectively are commoditizing that area underneath are the jobs that make sense to automate. That's why we really focus on being hardware agnostic because we can work with the client to build out a development plan with them over a number of quarters or a number of years. We can allow them to focus on the jobs that make the most sense rather than just on, "Hey, these are the three robots that we make. I hope you want to buy them." Yeah. It's a managed service, so we provide the consulting to choose the robots. We provide a finance solution for the robots themselves, and then we provide service and software on the back end as well. Generally, two to five-year contracts. Correct. Yeah. Yeah. The MBody AI is a private company. We're involved in a reverse merger transaction with Check-Cap. Check-Cap Ltd. trades on Nasdaq. Check-Cap's ticker is MBAI. Check-Cap Yeah, correct. All that disclosure is there. There's a proxy statement filed last year. Shareholders have approved the transaction. We're working through the final closing mechanics and expect to be closing in the near term. Yeah, absolutely. Look, you can imagine when you have a couple of big casino clients, selling casinos is a little bit easier than going elsewhere. Again, being hardware agnostic, we're really focused on the size and complexity of the client. The larger the client and the more complex their needs, the greater the value add of our software solution for them. A small grocery store or a gas station that might just need effectively a Roomba to clean up a little bit, they're not really what we're focused on. We're looking at these big multi-site, multi-tenant properties. Again, a hotel brand or a hotel operator that's got dozens or hundreds of sites. Again, some of these large casino properties. We're having some great conversations with building maintenance. These guys, as we bring them on, often have dozens or hundreds of sites, depending on the size of the company they are. Again, we're completely hardware agnostic. We like the cleaning industry as a wedge, right? Selling cleaning as a first foray for robots. Imagine these businesses, they've been in business decades doing it a certain way with people. It's a little bit unnerving sometimes to think about, how do I bring robots in? It's a little scary even. For us, being able to land a cleaning robot, you'll see it running around in the conference room. It's a beautiful piece of hardware. With our software, we make it super easy to run. They get all the reporting and data that they need to know the work is being done. Once we get that first robot in, it's very quickly, okay, what's the full expansion of cleaning? What does that roadmap look like for that business? Even within the same industry, the roadmap's not always the same. That's really a feature of our business, that we can be that flexible with them, and we can build out a pathway to growth, that really meets where their KPIs and their pain points are, so that they're happy with every new deployment. Again, it's a self-perpetuating cycle. Fundamentally, it's a financial cycle. If you're doing work for 25%, 30%, 40% of what the labor is costing today, and you're taking away operational headaches, and you're doing a higher quality job, the usual standard, better, faster, cheaper, choose two, you actually get all three with robotics. When we do that, it's interesting because the sales cycles change from a push of us saying, "Hey, can you look at these types and whatnot?" Usually what it turns into is a pull where the customer's actually calling us and saying, "Okay, we love this. What else can you do for us?" All right. Thank you. I don't know how these end. We're over at Booth 325 if anybody wants to come by later, you will see one of our machines running around the conference center there, so you can see them in person.