Everything in this presentation, other than statements of historical fact, will be forward-looking statements. Please read our SEC filings to better understand eXoZymes as a business, our risk factors, and as an investment opportunity. Welcome to the quarterly investor call. We've been looking forward to presenting for you and speaking with you all. We are four speakers today. I will open, Tyler will cover the product and platform progress, Damien will cover NCT from a partner selection and the commercialization roadmap perspective. Fouad will come and show us the finances, and then I'll end, where I can talk about the fundraising we did in Q2 and the strategic perspectives of how we are running eXoZymes. I know we today have a good mix of long-term investors and brand new investor candidates. So let me show you how we pitch eXoZymes in 30 seconds. It goes like this. eXoZymes makes highly valuable natural products that, until now, have been inaccessible. Most of them are molecules someone have found in nature, but only in tiny amounts, enough for people to realize a huge market potential, but no practical way of building a commercial product or business. eXoZymes enables these new and valuable nutraceuticals and pharmaceuticals with the next generation of biomanufacturing. I will start the update by expressing my super excitement about the news we released yesterday. Our R&D team and our product development teams have been super over-performing, and it's setting us up for success with NCT. Tyler, I'll let you go through that and what it means in practice. Over to you. Hello, I'm Tyler Korman, CSO and Co-Founder of eXoZymes. I'd like to pick up on our recent work with NCT, namely the productivity work and what it took to get there. Back in March, we announced our first pilot scale campaign for NCT, run with Cayman Chemical. Our process went from 1 L to 100 L, with Cayman operating it independently, working from the package we handed them. They produced over 500 g of high purity NCT at 99.6% purity, with 99% of the feedstock converted to product. That campaign answered the first question any manufacturer asks, does this chemistry work outside our lab in someone else's hands at scale? It does. But working and being worth doing are two different things. Process can be perfectly reliable and still be too slow or too expensive to build a business on. In the months since March, we've focused on productivity. There are three numbers on this slide I'd like to highlight. First, we now get about 67% more NCT out of every liter of reaction volume than we did in the pilot run. Same size tank, substantially more product. Second, the reaction finishes about five times faster. That's about 80% less time in the tank. That one number matters more than it might sound, because time in the tank is exactly what a contract manufacturer charges you for. Third, and this is the number we point you to, combining the first two gains with other improvements we've made, the process is roughly 10 times more productive than the pilot run. There's a fourth item on this slide that isn't a number, and I'd argue is just as important. We've moved the process onto commercially relevant unit operations. These are the equipment and handling steps a commercial plant actually uses, rather than the ones that happen to be convenient in a development lab. 10 times the productivity is productivity a partner can actually receive. The pilot campaign in March demonstrated the process could work. This productivity work here is what we believe makes it economically attractive. We believe greater productivity and a simplified process strengthen the pathway toward technology transfer, though the timing and outcome of any transfer will depend on factors described in our SEC filings. I'll now hand it over to Damien, who will take the third piece, how we're approaching partner selection. Realization activities this year has been advancing the next stage of NCT scale up through the selection of a manufacturing partner and site. Importantly, this work builds on two major milestones that we've already achieved. Earlier this year, we successfully completed pilot scale production with an independent manufacturing partner, demonstrating the scalability of our NCT process. More recently, we announced a significant process optimization breakthrough that further improved the economics and commercial readiness of NCT. With those milestones in place, our focus advanced to selecting the manufacturing partner who will help us execute the next stage of commercialization. Our partner evaluation extended well beyond just cost and equipment. With decades of industrial biotechnology scale-up experience, our team has learned that successful technology transfer depends more on the quality of collaboration as they do on the quality of the assets. Strong communication channels and a shared commitment to problem-solving are frequently the difference between a smooth scale-up and a difficult one. By qualifying multiple manufacturing options, we have reinforced one of the core strengths of the eXoZymes platform. We do not need to build and operate our own manufacturing facilities in order to commercialize products. Instead, we can leverage an established global manufacturing ecosystem and focus our capital on product innovation. The short list also creates strategic optionality. In addition to selecting a primary manufacturing partner, we are establishing qualified backup options that can support future supply continuity and risk management as demand for NCT grows. We expect to finalize a partner selection by the end of the third quarter, and we look forward to advancing the next phase of NCT commercialization while continuing to build the manufacturing ecosystem that will support future products across the eXoZymes platform. One of our major areas of focus this year has been advancing the commercialization roadmap for NCT. Importantly, the work we're discussing today builds on a series of milestones we've already announced, including pilot scale production, productivity breakthrough, and the screening process through production partner options. These achievements move NCT beyond technical feasibility and toward commercial readiness. Our focus has now expanded from proving we can make NCT, to building the ecosystem required to successfully launch it into market. Our commercialization strategy is centered on assembling an integrated ecosystem that can efficiently bring NCT to market. That ecosystem begins with the supply chain. Over the past year, we've tested and verified multiple suppliers for key production inputs, creating sourcing flexibility and reducing future supply risk. The next layer is manufacturing. As previously reported in this meeting today, we've advanced through a comprehensive manufacturing partner selection process and are establishing a scalable asset- light production model that leverages world-class external manufacturing capabilities rather than requiring us to build our own facilities. We're also assembling the regulatory and clinical foundation needed for launch. Activities including GRAS preparation and supporting human studies are creating the framework necessary to support commercialization. The most important relationship we're building is our commercial and marketing partnership. This partner will play a central role in translating NCT from a novel ingredient into a successful market product by providing branding, channel development, commercialization expertise, and market reach. The opportunity is not simply to launch NCT, but to establish meaningful market adoption and product revenue. We're making solid progress screening and evaluating prospective launch partners and are encouraged by the quality of discussions underway. We look forward to sharing details regarding that relationship toward the end of Q4. Our expectation is that this partnership will provide the capabilities, infrastructure, and market experience necessary to support an NCT product launch by mid-2027. Ultimately, this ecosystem is about more than one product. It demonstrates how the eXoZymes platform can repeatedly create new molecular opportunities and efficiently assemble the partnerships required to transform those opportunities into sustainable, high-value businesses. Thank you. I want to spend two minutes on a question investors ask us often, what comes after our current programs? Everything we do starts with the same asset, our cell-free AI-enhanced biomanufacturing platform. What the platform produces, we call biosolutions, which we use to make molecules that are traditionally difficult, expensive, or impractical to make at commercial scale by conventional methods. NCT is our first biosolution. It is the program most of you know best and the clearest demonstration of what the platform is designed to do. Cannabinoids are our second. In June, the NIH awarded us a $2 million phase II-B SBIR to support development of rare and novel cannabinoid analogs. Beyond the phase II-B NIH grant, federal support has broadened this year. In July, the Department of Energy selected us for its Genesis Mission, where we are working with Lawrence Berkeley National Laboratory on AI-enabled digital twins for enzyme- driven biomanufacturing. In the NSF-funded CFIRE program, we have advanced our milestones over the past year. Together, this is non-dilutive capital totaling approximately $20 million to date. We believe it reflects the versatility of our platform. I would note, however, that these awards reflect the scientific merit of research proposals and are not an endorsement of eXoZymes or any product by the government. Which brings me to the next slide. We have built what we call the new ideas engine, a repeatable stage-gated process for identifying the next biosolution. Our scientists submit candidate molecules year-round, and each is scored against four criteria shown in the box on the left. We evaluate technical feasibility. Can we make it? Market and commercial appeal. Can we identify a real market? We consider economic and operational factors. Do the unit economics and the scale-up path look like they could work? We ask if there is strategic differentiation. Does it build on or leverage our platform and intellectual property we already have? A candidate only advances when it clears all four. That discipline is deliberate. It keeps us from spending capital on interesting science with no path to a product. Candidates that advance follow the graduation path on the right side of the slide. Proof of concept in our incubator, biosolution development in our accelerator, and then commercialization. Today, five molecules are in rapid proof of concept evaluation. We are intentionally not naming them, and we are not making any claim about whether an individual candidate will succeed. What we can tell you is that successful candidates would open opportunities across nutraceuticals, including supplements and cosmetics, and pharmaceuticals. The takeaway is straightforward. eXoZymes is not a single molecule company. NCT and cannabinoids are the first two biosolutions out of this engine, and the engine keeps running. As we look ahead over the next 12 months, we believe eXoZymes has one of the most catalyst-rich periods in the company's history. We've already started that momentum with the productivity breakthrough we recently announced, which significantly improved the economics of NCT production, and w ith the successful award of our $2 million SBIR grant supporting our cannabinoid program. These achievements reinforce both the value of NCT and the broader capability of the eXoZymes platform. Over the remainder of 2026, our primary focus is execution. We expect to finalize our NCT production partner, complete the NCT technology transfer package, and continue advancing the regulatory, clinical, and manufacturing foundation required for commercialization. Another key milestone will be the announcement of our NCT market launch partner. This relationship is particularly important because it represents the bridge between technical success and commercial success, providing the market access needed to bring NCT to customers and generate revenue. At the same time, investors should expect to see proof points emerging from what we call our new ideas engine. These programs demonstrate how the eXoZymes platform can repeatedly generate differentiated product opportunities and new business creation. Taken together, these milestones position us for our targeted NCT market launch in the first half of 2027. More importantly, they represent the continued transformation of eXoZymes from a technology development company into a commercialization company capable of creating both products and platforms with significant shareholder value. Good afternoon, everyone. My name is Fouad Nawaz. I am the VP of Finance at eXoZymes. Our financial results for the second quarter of 2026 are detailed in our Form 10-Q filing. I will provide a summary of the financial results, but encourage you to read the report for additional details. As a pre-revenue company, our primary focus remains on prudent financial management while making targeted investments to drive our development objectives and achieve commercialization. As of the end of June of 2026, our cash and cash equivalents stood at $5.65 million, providing us with sufficient liquidity to support our ongoing operations and key initiatives into the end of 2026. We completed two financing events in June of 2026, which generated net proceeds of $5.86 million. This was done through the sale and issuance of 732,260 common stock and 366,130 warrants. Our total operating expenses for the six months of 2026 were $5.34 million, which represents an increase of $1 million compared to the prior year of 2025. On a quarterly basis, our operating expenses were $2.95 million for the second quarter of 2026, which represents an increase of $405,000 compared to the same period in 2025. The increase in operating expenses continue to represent our investment in R&D, with additions in personnel and a focus on further developing our internal infrastructure. The net loss for the end of June of 2026 was $5.25 million, with a net loss for the quarter being $2.88 million. We have and continue to be disciplined in our spending approach and continue to ensure that capital is allocated efficiently to maximize shareholder value. Additionally, we continue to explore non-dilutive funding opportunities, strategic partnerships, and potential government grants to further strengthen our financial position. That concludes my presentation for the financials. With that, I will pass the call back. Thank you. Thank you, Fouad. Let me take you all through our capital position. I will start with some details about the raise we did in June. We ran two offerings off our Form S-3 shelf. On June 9th, we closed an underwritten public offering. With the over-allotment that the underwriter exercised on June 17th, that offering issued 660,000 shares and 330,000 warrants approximately for a gross proceeds of approximately $6 million. On June 30th, we closed a registered direct offering for a further 71,000 shares and the equivalent warrants for gross proceeds of $640,000. That is, in total, a gross proceeds of $6.59 million. The unit price of the offerings was $18, because each unit was two shares plus one warrant. That works out to a per share price at $8.99 and $0.02 per warrant. As a result of this fundraising effort, the company now have approximately 9.3 million shares outstanding. I am getting a lot of questions about our float and how we get the daily trading volume up. There is a couple of ways we want to do that. We can and will engage in activities to bring new retail investors to look at eXoZymes as an investment opportunity. As a segment, they are known to be much more active in trading. We also have an uptick in the number of family offices reaching out to us wishing to invest. We will direct some of those to buy in the open market instead of waiting for a funding round. Turning to the balance sheet, we closed the quarter with $5.65 million in cash or cash equivalents. That is up from $3 million at year end. We used only $3.6 million of cash in the operations across the first half year. This is due to the amazing help with our non-dilutive funding from the National Science Foundation, National Institutes of Health, and the Department of Energy, aka our grants. We believe we have sufficient working capital for the near future. We are actively pursuing additional grants, deal payments, and licensing opportunities and financing options. Now, over to the strategy part. Let us take on the last topic before the Q&A session. This is about the strategic perspective of eXoZymes. Why are we building NCT and other product assets instead of just selling development deals? Our original strategy focused on closing high volumes of partnership deals. We wanted to sign as many partners as possible across many different verticals, have them each basically fund the development work, and we would collect royalties on the back end. It was a reasonable thesis, but it had a problem built in that held us back for a while. At the core of the problem is, how do you get the first partner to sign when nobody wants to go first on a brand-new science and technology platform? The partners' arguments and reasons were straightforward. Despite many companies being super interested in our technology, none of the established companies wanted to be the first to build on a genuinely new science and technology platform like our cell-free biomanufacturing platform, especially in the risk-averse market environment we have been facing the last couple of years. The conversations were enthusiastic, engaged, but they constantly ended up in one of a few places. Either the partner was very interested but had no space in the budget in this cycle, or we were still seeing interest from people, but they asked us to come back when we had built and proven something at scale. O r, when the partner stayed at the negotiation table because they were very interested. They negotiated from a position of strength and wanted to have steep discounts and low royalty rates as they would be going to be the first on the platform, as we couldn't guarantee success because we didn't pick the molecules under that model, and the arguments were fair. If they should pay both for the development and carry all the risk, they should capture most of the upside. If we had signed any of those deals we had on the table back then, we would have been leaving substantial value on the table and been locked into working on complex biosolutions in all kind of different spaces with no synergies and no knowledge we can bring on to the next product because they would be so different. I take full responsibility for those strategic choices. Also, despite that, I know it has caused some shareholder pain because things have gone a little slower than we had hoped in regards to making deals. We set aside the old strategy and found a very interesting new way of focusing. The result is a strategy where we enter into partnerships at a later stage in the development cycle on assets we have picked and basically made sure that they fit us and our unique technology. That way, we can now faster and cheaper de-risk these projects ourselves. We no longer need to persuade anyone that the platform works because the proof precedes the conversation. We have working biosolutions we want to partner on. This is the role of NCT and the other first products. It demonstrates that we can make highly valuable molecules no one else can manufacture at scale, that we can do it faster and at lower cost than anyone else, and when the risk is retired before the negotiations begins, we retain all the upside and value we previously were conceding. We call our new strategy focus for nutraceuticals with pharmaceutical potential. It also sharpens what we pursue and how quickly we can determine whether a company is a potential partner for us. It saves us a ton of time on the business development side instead of just talking to everybody and exploring all potentials. We targeted high-value natural product molecules that can reach market quickly as nutraceuticals. That is, for example, as supplements or as skincare products. They have the feature of carrying credible pharmaceutical potential with only a few but important changes to how the molecule is made on our platform. Two shots on goal per asset. The faster and the more inexpensive one comes first, and the slower comes second but has a much larger upside potential. Because of these nutraceutical with pharmaceutical potential molecules often share biochemistry and enzymes, every program inherits a lot of work that have already been completed by prior projects and uses a lot of the same infrastructure, supply chain, and sets of knowledge that we are building. Each product asset, therefore, gets developed faster and cheaper than the one before, which means that there, over time, will be an accumulation of products and revenue without us having to do new investments every time. Accelerating and underpinning all of this is a new capability we have been building the past two years that also ties into this strategic recalibration. By applying advanced AI to biomanufacturing, we are creating a lot of competitive advantage. We now apply artificial intelligence and machine learning at both ends of the development progress cycles. On the front end, we use it to screen what the commercial potential is, how well of a fit there is between our technology platform and the molecules, and all of these things that Tyler had already presented so well earlier today. On the back end, our cell-free laboratory generates a kind of clean and structured data that specialized AI models, especially the ones called protein language models and the similar zero-shot algorithms, are actively requiring to be trained on to become really good, which only a few organizations in the world can produce at all. We are one of them. We are probably the ones that can do it the fastest and the cheapest. It is a true competitive advantage, as it makes us faster and better at building our unique cell-free biosolutions, allowing us to unlock even more and better business cases. The more we run the cell-free AI-enhanced biomanufacturing platform on our deliberately focused domain, the nutraceuticals with pharmaceutical potential, the stronger the platform becomes. Product development cycles shorten. Cost, both for the development and the unit economics level, fall. This is how our strategy brings us a competitive position that progressively becomes harder to challenge. Thank you all for your time. We hope this helped to inform you better about eXoZymes. Let's now take the first questions. Thank you for your time, and we look forward to answering some of these questions that have come in. I will start by thanking all our investors for all the support you continuously give us. I can then set the stakes a little bit today by saying we have presented a lot about NCT and the nutraceutical side. Therefore, I can see in the questions that there is an appetite for talking also about the pharma side of this. So let's take some of those questions. Maybe you start by giving me a question. Sure. So one of the initial questions that came in, we understand that people are fascinated by what we've described in terms of a new form of chemistry. The question is, d oes our platform potentially give pharma or even other industries access to new chemical space that they couldn't get to before? That is a super question, and it feeds into the strategy conversation just before here. Why did we pick nutraceuticals and pharmaceuticals? We wanted to have something where we could go fast to market, and at the same time, something where we could have a high upside potential. We needed to have competitive advantages in both. I think we have fully described on the nutraceutical side that perspective. From the pharmaceutical side, it is exactly the core of the question. It is new generation of medicinal chemistry. We can, with enzymes, literally bring these different things together that in normal chemistry is forced together. It is a very elegant way of controlling how things are either taken apart or put together. So it is a big fat yes. That is exactly what the competitive advantage on the pharma side is. Just to remind people, sometimes we talk about it as BioClick as a name for the tools we are using to basically using the enzymes to build small molecules. Well, let us pull on that thread a little bit further because it does tie up with another question that we received. I think we are going to go into translation now. You have talked about a capability, and let us direct this one to you, Tyler. Do you see this as hypothetically giving those pharma companies optionality to solve bottlenecks that existed before, whether it be on previous drug candidates, maybe improving existing drugs, or even manufacturing new drugs designed by AI? I think that is a really good point. I think what we have developed is this ability to— Once you understand why things have failed or what things could be applicable in the natural product space or the drug space, this allows us to modify really quickly. We can do things using a technical term, group transfers. This is what the BioClick is based off of. We can add different parts of different molecules to existing scaffolds. We are agnostic where a lot of those targets come from initially, but we know that we can modify or build very quickly using a bunch of different types of building blocks, which is very amenable to this development of new molecules, new chemistries. I would add to that the times where we have sat with a medicinal chemist from a pharma company that have gotten the aha moment of what the platform can do, it is actually exactly that. It is when we get to the point of them typically saying, well, I can do that already. But that would be so expensive that we would never go that route, or that would be so polluting that we would never go that route. Or it would be so unpure. They kind of make the argument themselves, and that is where they get the aha moment. It is like, oh, so you can do this without what was keeping them from doing it. And that is where we have seen the light bulb go on a couple of times with medicinal chemists that are gone from being skeptical to becoming very intrigued. It is really a different way of doing medicinal chemistry. It is not your traditional kind of synthetic approach where you have to try lots and lots of things, and then after you finally found some kind of chemistry that works, you have to then apply it and apply it at scale. That is not what we are doing here. What we are doing is we are starting with enzymes and enzyme cascades, and we are leveraging that ability to engineer enzymes around specific substrates and then control what we are feeding it to now actually build up increased diversity in terms of the molecules that we can make. It is really a different type of approach to medicinal chemistry. That is the type of team that we have built here, and that is the expertise that we have, m y background in structural biology and a number of the other team members, to understand how natural products are made and how we can leverage the tools that we have developed to now make products faster and better. This opens up for a question we have seen a couple of times with people basically saying, do you have what it takes to basically do the journey from idea and all the way to a drug someday? I would say this question probably falls into that. Given that eXoZymes' expertise is towards building cell-free enzymatic pathways, what expertise does the company have in medicinal chemistry and rational design, given that these are distinct specializations? I think that's where a lot of our core lies in this enzyme engineering and this ability to understand both how enzymes are specific, but also how they're promiscuous. We can leverage this to now add in different inputs that maybe it's like an amino acid analog or something like that. That now gives you the ability to make a new molecule that has new composition of matter, that we can file IP on. Then leveraging our network of consultants and partners to basically figure out how to match a lot of those capabilities to indications of interest. Maybe adding onto that, something I find super fascinating. There's so much money going into AI drug design right now. It's probably one of the hottest life science areas. A lot of these AI companies are able to sit down and predict how a small molecule will bind to a drug receptor, and therefore theoretically what the small molecule should look like in the optimal reality. But they can't make them. That's where I think our platform is so intriguing that we can also do a lot of the predictions, and we can work together with these other companies as partners. Then we can actually sit down and say, well, it's not enough to kind of have a theoretical key that could unlock this drug receptor. We can actually make that, and we can start engineering and having control over the manufacturing process so that it turns out to be the best analog version. Frankly, that is what it takes to get the patents and get the business opportunity. Even taking a step back and kind of building off of what was said in some of the presentations, this is where this ability to have a nutraceutical focus initially. It is some natural product you find in nature. It does something. If you have identified what receptor it can bind to and how it does that, well, now you not only have this natural molecule that can be used as a supplement, potentially, but then you can modify it to now improve its properties in some way. Getting even closer to a specific indication. So it might be generally good as a supplement, but for a specific disease or indication, it needs to be optimized to hit that goal specifically. Damien, time for you. You are having too easy of a time here. Yesterday's announcement said- That does have to change. Well, we will see. Yesterday's announcement said that you would be getting increased yield. The question says, I think from memory on a slide deck you had, it showed predicted high growth margins already. Does this improve on those, or was it built in? The short answer to that question is our commercialization targets have been improved upon and exceeded. When we sat down and we made our projections early on in the program, we said, these are the productivity metrics we need to see in the development journey to justify taking this product commercial. We've gone past those metrics. It's a part of the discipline of development, you build what we call a techno-economic model. That looks at all of the inputs, both from the technology program, but also all of the external inputs, like your raw material costs or the fees you would be charged by a contract manufacturer to produce, and all of the other costs associated with taking that product into market. Every time we learn a new piece of information, whether it be a gain on the science and the performance of the process, or maybe it's a change in the pricing landscape for your raw materials, that feeds into that techno-economic model, so you're constantly tracking where you are. The announcement we shared where we'd increased productivity 10 times was a very meaningful step change in our expectations now of what the profitability would be of NCT in market. But also, there's still a lot of work to be done to take a product like NCT into the market. There's a lot of other bits and pieces we will learn. Seeing that sort of magnitude of improvement gives me, I think gives all of us a lot of confidence that this thing's going to turn up in the market, it's going to be profitable, and it's going to be exciting. It was a great result. I think collectively, you don't always see that kind of significant change during an optimization period. So, kudos not just the hard work of Tyler's team, but it's sort of an endorsement of the technology at whole that it's able to sort of exert that level of control and that level of change over the process. If I kind of put you on the spot a little bit more, thinking towards that product journey. It's not enough to just make it. You want to be able to have somebody that's going to use it at a certain point. So if you're putting this in the context of a nutraceutical or pharma company, what are the things that they want to see before signing a deal for a product? In vitro studies, commercial scaling? How are these activities tracking right now? So we do see a range of answers to questions like that from the different partners that we engage with. I think we're blessed in that just the networks we have at the business level, say, between Michael and myself and some of our board members. We've been able to have really, really good conversations. Your team comes back from these technical conferences, having met R&D people in these companies as well, and the dialogue on what they're looking for is a rich sort of dialogue of expectations. Typically, what we're hearing more frequently is that they want to see the particular analog or the particular compound we want to commercialize in pharma as having animal results against targeted indications. But I will say two things are kind of influencing that. One, this space of metabolic health, particularly as you think about obesity, these disease conditions are rich in deal-making right now. So that kind of encourages pharma to become a little more active in what's in that discovery pipeline. So we see the phone gets answered pretty easily. The emails come back pretty quickly as we engage there. But also, what we're seeing more and more these days is the interest around mechanisms. A nd not just molecules. What are the mechanisms people want to invest in against targeted indications? HNF4A, which is the mechanism we target with NCT, that's one that's really underserved. So I think that's sort of a great open space opportunity for partnering. I find it so fascinating when you start reading back in time who have looked at this drug receptor, w ho have worked on it and basically come up somewhat empty-handed, but understanding the mechanisms and the potential. Actually, from the top of your head, how many publications have there been on that one target over time? There's hundreds. I think from when it was discovered in the early 1990s, to now, there's been a lot of different academic and industrial groups studying the potential for this receptor. Not just how it works, but how it could be served as a drug target. There is a wealth of knowledge out there, but currently, it's underserved in terms of things that are actually used to treat. Let's sort of go back to what you were saying in the earlier part of this presentation about one molecule, two shots. It's because of that receptor, it's because of that mechanism, we have two shots. I think what we do in nutraceuticals for NCT also elevates the awareness of and the discussion around HNF4A, w hich then just creates more demand, I think, more interest in that as a mechanism to be addressed. But wait, there's more, as they say on advertising. There's two shots on goal, but you just made me think of that on the pharma side of NCT and this specific drug receptor. I'm personally hyper-fascinated by how nature and evolution have decided to give that drug receptor, you can almost say two distinct roles, or at least two different organs that it heavily influences. Maybe you can unpack that statement a little. It's been shown that this HNF4A is predominantly in the liver. It helps affect things with metabolism and kind of management of metabolism. But it's not just found there, it's found also in the gut. It might be a slightly different isoform, but it's almost completely identical. It's about 90% the same as the one found in the liver. They both bind most likely NCT. Or whatever their ligands, they bind them similarly. Now, you have two different locations in the body that can affect different types of indications, gut health and kind of overall metabolism, and management of fatty acid oxidation. Two very large markets. It's actually two shots on goal on just the pharma side and then obviously nutraceuticals first. Michael, we've got another question here, and I think the context for this is really rich because we just spent the first half an hour talking about the progress we've made to date, but we've got a really rich set of prospective milestones in front of us. What are the plans to increase the investor awareness and the reach that the company has so that we can actually get the story out about these milestones that we are walking through? A little bit of hindsight. First, we needed to figure out exactly who we were, how we would want to deliver on this journey and this value built that we are doing. Getting the whole nutraceuticals with pharmaceutical potential in place, getting it built up, getting it supported by our AI platform, and doing all of these things have led us to now being able to start making these predictions into the future. These are things that are going to happen, and it is the similar kind of business we are going to do after that. You can argue it has been an exclusive club of people that have been willing and capable of listening into the potential when it was as undefined as it has been up until a while ago. Now, it is getting very defined. It is getting tighter and tighter all the time. At some point, when we have launched NCT as a nutraceutical, it is going to be a very different conversation. Because we have all of that coming up, it is also time for us to start engaging in speaking to the broader world. Obviously we will continue our investor calls like these and the other activities we have done, but there are tools and mechanisms where you can get in front of much bigger audiences. We now have that story that is ready for that prime time. Without giving too much away, I can say we have just engaged with a number of people and outlets that will basically help ensure that. Yes, as I said in the presentation, we want more and a diverse set of investors. Retail is known for being smaller position trading faster. There is definitely a lot of family offices that are literally reaching out and asking if there is an opportunity to buy blocks instead of just buying in the open market because they're afraid of pushing the price up too high with the amount of investment they would like to make. All of those things are coming together now. I would say that is a definite yes. More awareness is coming up. Those are the questions we have here in front of us. Would you give me the two ones over there? Yes, those. These are the impromptu ones? These are the ones that make sure that it's not too easy to be us. For future joint venture partnerships, does eXoZymes expect to receive initial upfront payments and milestone payments, or is a partnership mainly based on shared equity in a subsidiary? I will start by unpacking that a little bit, then I am going to throw it over to you. It depends on the business case. It depends on the partner. It depends on what position we are, the packages we are bringing to the table, the assets we are bringing to the table. I would say, from a top-down perspective, we will be thinking of this exercise of picking the right partners and the right deal models as a portfolio approach, where we will have in the beginning, this stated need to really go deep and fast together with a partner on NCT. While at the same time, that might not be the case in five and 10 deals from now. Maybe at that point we are more of like, let's focus more on royalty streams and building biosolutions for partners where we won't take part in the actual building and owning that business opportunity. So it depends a little bit, but I am curious to hear what you are thinking. It's like, yes. But I think about the start of a rugby game. You have 15 people on the field, and the opposition is about to kick off. You don't know where they are going to kick the ball, but you are ready for anything. That is kind of how I think of this is, like we could do any of these things. It is really going to depend on the engagement we have with the partner. If you want a little bit of directional on this, earlier on in this journey for us, we understand the risk profile better than anybody. The premium we get by hanging on to more of the equity going into these arrangements is going to be higher, versus if we had sort of equal sharing of risk understanding between the two, then it becomes a little more transactional. We will style these types of structures to a way that sort of prioritizes speed to get them done, because speed to market is where we maximize value, not getting an extra percent on an equity deal. We will focus in on capabilities. Are people being incentivized through the structure in the right way that mobilizes capabilities in the right sequence? Then we will look for like, can we get the biggest piece for us so that we have got the levers to make sure that our interests are being looked after. You cannot put your interests first and foremost in these types of deals, otherwise you do not do a deal. It is about finding that ground. You have got to survive the kickoff, hope the ball comes to me because I am ready to run it up. But you have got to be ready for anything. That kind of builds on to the next thing here, actually. Let us just give ourself a frame of reference here. On the one side we could and will, in some cases, own everything as we do with NCT right now, and therefore pace forward at the speeds that we desire. Then we can find the right partners to joint venture style, join us in that pursuit, and that is where we are starting to get into the joint venture and spin out territory. Then leaning over to the side of licensing where we will build specific biosolutions in the future, and I especially think that is going to be true on the pharma side, for people that comes in and knows very particularly what it is they are looking for. So you can argue they bring a lot of the science and the medicinal chemistry to the table. If that rings, then just to show that there's even other perspectives that can be worked in here. There's a question here specifically, what is the strategic benefits of building cell-free solutions for santalene even though its market opportunity is smaller than your other programs? That's a good example of why did we do that? Well, we literally had a funding opportunity where the National Science Foundation came to us and had specifically a need for helping to educate the world and standardize some of the things that cell-free does, and they put us in a position of recognizing us as the leader in the space. At the same time, they wanted to have a concrete project to build on and implement that on. We get santalene for free. Are we willing to take on things that is maybe smaller, but if they're paid for by a partner? That comes into this whole portfolio thinking, and it's even more complex than just what is the best thing. It's then held up against the resource allocation we have quarter- by- quarter. What are the different teams in our company building on already? How is it important from a time to market versus a lower cost, but it's okay if it's slower kind of perspective. The portfolio of what we are building of assets and business opportunities can actually kind of de-risk each other to some degree. I think I'm excited about the santalene project that we're doing under that CFIRE grant. L et's unpack santalene in just a moment. The team is also coming up in parallel with a new tool for how we drive the reaction, how we drive that cell-free reaction. If you think about it, going from a raw material to a target product in any system requires energy. What we get to unpack in this CFIRE grant with santalene is the development of a toolset that could even make the energetics of moving our reactions for any target product more and more effectively, which brings down cost. Overall, it has that economic output. I think that's exciting about that project. Secondly, because santalene is coming out of that project almost as it rides along, we get to be a little patient with it and see where it goes, because it's a fragrance compound. The thing about fragrance compounds is, until someone smells it, you don't really understand the note and where it sits in the potential landscape for someone who's designing perfumes to know where they would fit it in. It's one of these things where a little bit of patience, we get some samples out of that project, we can test the notes. We can see where it fits. We can understand its economic value. Really what we're getting is this really cool new tool for driving cell-free reactions. I look at it in a similar way from kind of leading the R&D effort. We spend a lot of time focusing as a company on production. How do we make this molecule and make it as much as we can for as fast as we can, as cheap as possible? We need to continue to invest in our production capabilities. What are those things that are going to come next? How can we enable this next generation of compounds, get into different classes? This is a perfect example of that. Not only is it a different class of molecule, but it's also a different tool that we can then use and apply to other systems as well. Taking that edge of driving process faster, what you did with NCT in going from 20 hours down to 4 hours is, I can't understate how extraordinary that is. To have a reaction that goes that quickly, to be able to turn those tanks over and use them again, I think as you summarized. 10 hours wasn't even slow. 20 hours wasn't. Y ou're right. Absolutely wasn't slow, compared to, say, microbial-based systems, which can be counted in the days until your process is complete. This is extraordinary. But to think you could even drive that further is incredible. This gives me the opportunity to kind of ask myself a question that I've been asked a couple of times. Why did we pick the nutraceutical to pharmaceutical? Are we leaving opportunity on the table? I will be honest to say it is more nuanced than kind of the hardcore definition of a nutraceutical. We will be more than fine with also doing basically skincare molecules, fragrant molecules, and other things. What is important for us is that it fits into that frame definition that we need to be able to use our platform to get to a state where we have a competitive advantage that other people can't get to, that there is a high degree of market opportunity. We absolutely prefer when we can kind of build on top of each other. Santalene is a great example to show that, yes, of course it should carry its own weight on its own merits. But at the same time, the things that will unlock afterwards by having that extra technology component is also why it's so exciting to build a platform. I think that's going to be basically, unless you guys have questions you want to ask yourselves, then I think we're going to call it- No, it's good. Good. We've had a steady parade of scientists walking past the window here, giving us thumbs up and encouragement. Everyone needs to get back to work. That is true, and I want to end on, as I've done before, thanking our investors. Thank you for joining the journey. It is an exciting journey. There's still much more to be done, and we are on it. I also want to thank the team. It is mind-blowing the kind of thing we're building together here. I am super impressed with the team over how basically concise we are in our work. We get so much done so fast with a capital- light approach. That is just a joy to see. I want to thank the team for that, and I look forward to having this conversation again in a quarter. Thank you very much. Thank you. Thank you.