With Creative Realities. Thank you very much. Welcome to today's presentation. For those of you who have attended some of my meetings in the past, you will see just a continued growth story as the business moves forward. Of course, forward-looking statements, don't believe anything I say, and then the math says don't believe any of the numbers, right? All right. Let's get started. What do we do? We're a digital marketing company. We do digital signage. We are a trusted advisor and supplier of digital signage at scale. You will see when I go through some customers, they're all enterprise-level customers. Our business model is actually pretty simple. We sell screens and players to put them on the wall. Think of it as the razor. It connects to our SaaS. Our software in the cloud drives every screen, no matter where it is, anywhere in the world. Think of it as a razor blade. We put these screens in any premise location anywhere in the world. Think, you've all walked through retail spaces, you've walked through sports and entertainment spaces and venues. You see screens on walls playing content. You walk around this casino, screens on walls playing content. It's typically connected to our software in the cloud. Okay? Customers do it because they want a better customer experience. They want engagement. At the end of the day, what do our customers really want to do? They want to generate more revenue and financial returns based upon those screens. Okay. Our sources of revenue. We really have four sources of revenue. We do sell the hardware. We don't own it. We sell it to the customer. It's not something that stays on our balance sheet. Right? That's about 30% of our business over time is selling of the hardware. Right? We include the services with that. We install it. We get it on the wall. That screen requires content. It requires ongoing management of the content. That's the second bucket of revenue. Third bucket of revenue is recurring SaaS. That's really what we're all about, is the recurring SaaS revenue generated by that screen. We charge for that software on a monthly basis. Every time we put a screen on a wall, that adds an additional license. We have some people ask about AI. Well, how's AI going to affect you? Because AI is affecting a bunch of software SaaS platforms. Those are software SaaS platforms that are people-based. Their license is based upon people and number of users. Our license base is not. Our license base is based upon the number of screens on the wall. It's very different. How many people think somebody went in the office today and said, Let's take down that screen and put up a poster? That didn't happen. Somewhere in America today, somebody walked into an office and said, Take down that poster and put up a digital screen. Digital screens continue to grow. Last but not least, we have media and ad tech revenue. Okay? Because some of our customers want to monetize that investment by actually selling ad time on those screens. We'll talk about that. The ideal customer profile, there you go. You can read them all. We're in every one of those verticals. You'll see that as I talk about customers. The value prop. We absolutely are software as a service, a SaaS company with media and ad tech revenue. We're focused on one thing, increasing the number of subscription devices, period. That's it. How did we build this company? I'm the founder and the CEO. I started the company in 2010. I did a merger. My company was called ConeXus World. I merged it into CRI. That was a Pink Sheets company at the time. We've grown that business over time. 2018, I up-listed. I did an acquisition of Allure. 2021, I built Reflect, most recently, in 2025, November, we bought a company in Canada called CDM, or Cineplex Digital Media, up in Canada. Okay. Why did we buy CDM? Well, number one, we're better together. We picked up some great accounts, Dairy Queen, Tim Hortons, Chick-fil-A, A&W, and others up north of the border. We're different together. Creative and execution all under one roof. We're a much larger company. One partner end to end, built for what's next in our industry, more importantly, we are now the number one company that straddles U.S. and Canada offering these services. If you look at our customers, those are all brands that people know. You're familiar with the customer base. Up in retail We do every Best Buy in America. Everybody had been in a Best Buy to buy a TV recently? The TV wall, our software powers every TV wall. Anybody here a Verizon subscription guy or gal? Go into a Verizon store, every screen in that Verizon store is powered by us. Anybody shop at Macy's? Every screen in Macy's, powered by us. Anybody here go into 7-Eleven convenience store? Every screen in 7-Eleven is powered by us. In a number of QSR brands, you can see. Okay. Anybody ever been to a Dallas Cowboys game? Every screen in that building, 3,300, powered by us, except for the jumbotron. We don't do the jumbotron. Everybody asks, Do you do the jumbotron? No, we don't. We do every screen in the building. As part of the acquisition of CDM, we acquired the largest retail media network platform in Canada. We actually own the network in the mall throughout Canada. We're in 75 of the 100 most productive shopping centers, I mean, 95 malls. We reach 750 million shoppers annually. This is actually our fastest growing business, grew 25% in 2025. We expect it to grow again in 2026. This is pure ad revenue. It's generated from selling media time on those screens, we own them. If you've ever been in a mall in Canada, that's our product. I'll show you a couple pictures. Very typical double-sided totem screen. You get the idea. Okay. These type of screens were in 88 locations, 632 screens. We've just refreshed and added about 80 new screens at various malls throughout Canada. We also have big, spectacular Yorkdale, number one performing mall in Canada. Very large screen, 33 locations, 87 of the, what we call big, spectacular screens. This year, we expect that business to generate about $25 million in U.S. revenue, CAD 32. Is that right, ma'am? I'll introduce Tamra in a moment, our CFO. These are just some pictures to give you a sense. This is a typical Verizon store. Okay. That's our software powering the screen in the front of the window. This is a 7-Eleven. Many people think of 7-Eleven as a C-store chain. They would tell you they're a food destination. Within 7-Eleven, they have 13,000 locations in the U.S., another 2,400 in Canada. The 13,000 in the U.S., they have 1,600, I think it's 1,611 restaurant locations buried within 7-Eleven throughout U.S. Laredo Taco, if you've ever heard of that brand, that's actually a 7-Eleven brand. Here's one where they actually have two restaurant brands in one store, right? They have the Chicken Roost and Parlor Pizza. Today, our deployment of screens throughout 7-Eleven is approximately 17,000 screens. Over the next several years, they want to grow it to about 40,000 displays. That's their stated goal. Black Rifle Coffee, they have retail locations throughout the U.S. Also, I think it's Walmart's number one selling coffee brand is Black Rifle Coffee inside of Walmart. We do all the menu boards. We did the redesign of their menu board. We continue to install at every Black Rifle Coffee as they open locations today. High-end luxury brand, Chanel. We do every Chanel store in America, every boutique. I think there's 32 of the large Chanel boutiques and 165 store-in-store Chanels throughout some of the higher-end retail chains. A little bit of luxury work. Our tech. We own our own CMSs. CMS stands for content management system. We own it. Our first one is called Clarity. It's purpose-built for food. You will see Clarity in anywhere that is a food venue. Anybody here heard of Freddy's Frozen Custard? There you go. We do every Freddy's in America, every Dairy Queen, every Culver's. Okay, Culver's is in the process of switching to digital. Every week we install five new Culver's a week, approximately, something like that. It's going to go up to about 10. They have 1,400 locations. We've penetrated 280 of them. They want to be done by the end of 2028. We got 1,100 locations to go. Right? Every time we turn on a Freddy's, it adds $150 a month in recurring additional revenue or SaaS. ReflectView, that is our commercial-grade, high-end CMS for folks like Best Buy. Tens of thousands of screens. At Best Buy alone, we power about 70,000 screens. Take all those TVs in every Best Buy and you add them up, there's about 1,000 Best Buys. It's an estimated number. We believe we're driving 70,000 screens in Best Buy. It is driven by ReflectView. That's used by all our retail customers, think Macy's, all our mall customers, et cetera. We use that product. Our third product is AdLogic. That is an ad-serving platform that sits on top of ReflectView that powers retail media networks. We will spend some time talking about retail media networks today. CPM+ adds programmatic. We have a full content team. Our content team is about 50 people. Think of Tim Hortons in Canada. We've done every piece of content for Tim Hortons for the last 12 years. Best Buy, we've done content for Best Buy for 18 years. We do all the content for Verizon. Verizon's been a customer now for 20 years. We want to talk about sticky. They're not going anywhere. Do you have a question, John? When you say you do the content, Tim Hortons says, I want to get this message out and they put it all together. Yeah. We have all the assets, but sometimes we generate or create assets. In Tim Hortons, we've actually shot food, taken captured pictures of the food. Yes, we produce every bit of content for Tim Hortons and have for 12, 13 years. Yep. There's two parts to content. Number one is creating the content, then number two, loading it on the system, scheduling it, and managing it. Because think if you're in a convenience store, what do you want to sell from 7:00 A.M. to 10:00 A.M. in the morning? You want to sell hot coffee, right? 2:00 P.M. to 5:00 P.M. in the afternoon, you want to sell cold beer. Our system needs to be able to accommodate those kinds of things, and they do. Retail media networks. What is it? What does that really mean? Because it's a phrase that people hear. Retail media networks, the retailer owns their own ad services that allows marketers to purchase advertising space across all digital assets owned by a retailer. It's pretty simple. If you've ever gone to the internet and you ordered something from Walmart, didn't that Walmart little pop-up chase you for the next 100 years? Every time you logged on the internet, there was the Walmart pop-up. That's where it all started. Second piece, your phone. You have the Walmart app or the Target app, and you bought something, or you interacted with that. All of a sudden, that app's chasing you every time you pick up your phone. That's the genesis or the start of retail media networks. The next big wave is in-store digital assets. People have figured out traffic matters. We all heard for 10 years, The death of retail. The death of retail. Retail's dying. There'll be no more stores. Here's the real story. 97% all food and beverage is bought in the store. Okay? Auto parts, 95% in the store. You get down to electronics and furniture. Electronics is done. They've lost some market share to online, but the rest of it, that's where the buys really happen. Let me give you some examples. Costco, 93%, Kroger, 92% of Lowe's. Walmart, 87% still happens in the store. What does that mean? What does that translate to? I'll show you. First off, here's the spend on the retail media and how quick that's growing. Almost 20% of total digital ad spend will be spent in the store by 2029. Used to be I want to buy a Super Bowl ad. That was the big deal. Super Bowl ad. I get an ad in the Super Bowl. My company's made it. You don't want to own an ad in the Super Bowl. You're paying $65 CPM. You're paying $107.5 million for a 30-second ad cost. You can buy that because every month in Walmart, you get two Super Bowls every month. That's where the real traffic happens. Look at Target. Every month, Super Bowl in terms of audience and measurement. In-store matters. It's where all the money's headed. Industry's reached a consensus. Mark Boidman Solomon: Physical retail is no longer just a point of sale. A dynamic media channel valued not just for sales, but its ability to deliver measurable impressions, true attribution. We work with customers today, and I can prove that you stood in front of our screen for 34 seconds, that had a green beans advertisement on it for buying green beans to pick up something. I get attribution because I know when your cart went through the checkout and you used the loyalty app, et cetera, I know you bought the green beans. I can prove 100% attribution at the cash register. That's the Holy Grail, and we are arriving at the Holy Grail moment in physical retail with retail media networks. Okay, some other stuff. We have some new executives. Tamra Koshewa is here in the front. She's our new CFO, joined us six months ago, and she's still here. I'm doing something right. Okay. Jackie Walker is our Chief Experience Officer. She came from 17 years with Publicis Sapient, one of the largest consulting firms. She single-handedly wrote the digital strategy and did consulting for seven of the top 10 QSRs. Okay? Dan McAllister is our Chief Revenue Officer. Okay. Our market position, where are we? We're one of the top 10 software providers in the world. We're a leading provider in the stadium and arena market. We today control about 85-90 stadiums and arenas. We did an announcement, for example, we're doing all the tech that's going in the new Tennessee Titans stadium. It's about an $8 million project. We announced that about maybe a month ago, give or take. We own the largest retail media mall network in Canada. We own our own ad tech, and we're poised for significant growth. We talk about a six-point value creation plan. You can read the bullets in bold because that's really what we're focused on in 2026. We just announced we joined the Russell Microcap Index as of July 2026, so we published that most recently. Think of us as a sum-of-the-parts valuation. Okay? Part of our business is in the signage business, part of it's in the out-of-home media, part of it's in advertising and ad tech, and then SaaS software. When you add up the sum-of-the-parts valuation of CREX today, as every CEO would say, I'm tremendously undervalued. These are our 2026. That's analyst consensus. We're on track for north of $100 million in revenue. We're comfortable. We met Q1. We expect to exceed every quarter throughout the balance of the year. You see our EBITDA. This thing is really scaling dramatically. Our plans for the near term, we're very bullish, $100 million in revenue. We will deliver Q4 at 20% adjusted EBITDA. We're growing SaaS 30% year-over-year. We have a verbal and expect to execute a contract for the largest retail media network in the U.S. Okay? Over 1,200 locations, 20,000 screens. That alone will add an additional $4 million in SaaS. We have made that announcement that we have a verbal. We expect to sign the contract next week or two or three, we would make announcements around that. 2027, those are our goals. Probably the most focus is our systemic debt reduction. We have done acquisitions, then we've reduced debt, we will continue to do that throughout 2027. We also believe that there's a great acquisition story to tell. Before, you see the math, typical $10 million competitor does EBITDA of $800,000. Once we acquire them, cleanse them, put them on our platform, that same $10 million generates $4 million in profitability. Very simple. Okay. Questions? I've only got a couple minutes left. Don't want to run over time. Can you talk about the lottery? Sure. Lottery, we made an announcement, North Carolina Lottery. It was a 10-year contract, $54 million. We are finished deploying all throughout the state of North Carolina. We will finish that lottery deployment, John, be done sometime end of July, early August. Beginning January 1, 2027, it's a $4 million a year SaaS revenue. Our SaaS will automatically go up on January 1st $4 million already. Under contract for the next nine years. Okay? Yes. I'd love to know more about the margin profile on the SaaS part of the business. Pretty simple. Hardware revenue is about 20 points. Services is about 50. SaaS is between 80 and 85. Three different succinct margin profiles. Does the North Carolina deal get you into other lotteries? Yeah. North Carolina does get us into other lotteries. North Carolina, by the way, is the fourth largest lottery in the United States. For some reason, the people of North Carolina love lottery tickets, it's the fourth largest lottery in the U.S. We're in discussions with California. We're in discussions with about eight other states. More to come. Okay. Any other questions? Yes, sir. What role does the content creation part of the services you offer make it harder to switch? The SaaS software itself, James, makes it harder to switch. Yeah, the ability to create the content and the fact that we have such a massive team, I have 50 people, 30 people to create it, 20 people just to schedule it and manage it. It's a differentiator for sure. Competitors do that as well? They do not to the same extent that we do, no. We're much more advanced. We're an agency-level creative source, and that's really the difference. Okay. All right. Fine. Thank you so much for your time. Thank you. I appreciate it.