that in today's world, the face of personal safety is very different. Personal safety is actually something that is, utilized by a number of people, and it affects so many of us today. And so, as we might know, there is a huge generational shift that we are facing today, and so, we are literally looking at generational shifts that we haven't seen in multiple decades. And this is why we think that when one comes to a sort of a presentation about personal safety, and PERS units, and so forth, this is really what people expect to see. But what we're, you know, really looking forward to showing you is how different the technology for this particular type of business can be and should be. And so who is LogicMark? Well, LogicMark, our mission is to protect the personal experience of living life to the fullest for all generations. You'll notice here that we don't really talk a lot about falls or any of those things. Really, we see our mission as actually creating an experience where people can live life without fear. And that could mean, you know, not, you know, as an elderly person, not falling or being able to get help when you need it, to perhaps a real estate agent being able to feel like they could show a house with safety and not, you know, without it- without any real concerns. And so we, however, have been around for quite a bit. We've actually been in this sort of personal safety space since 2005. And so what's really changed is that we've actually spent the last three years really trying to update this particular company's technology and focus, and actually trying to upend the industry itself as well. And so how are we doing that? So, you know, we have been around, for quite a while, as we mentioned, and this sort of industry is better well known by this, "I've fallen and can't get up," business since 1987. But the reality is of what we see the businesses today have talked a little bit about how that hasn't shifted, very much since 1987. And so when people talk about medical alerts and personal safety response systems, they do think about sort of that 1987, you know, advertising. But the reality today is that there's a huge range of economic implications that's not addressed when we look at personal safety as a whole. And so, you know, as you see sort of, you know, the, pictures here, this is just a small sort of, slice of all the customers that we serve. You see somebody who is quite a young woman, actually going on a run. A lone worker who actually, you know, often, you know, are in potentially not safe sort of, spaces, such as real estate, showing a house to a random stranger, or being on a roof by themselves, or even delivering food on a bicycle or in a car by themselves. And so not just your typical sort of elderly veterans or older people, right? This is important because what we're seeing today is a radical shift in how safety should be looked at and how it concerns so many people. When we talk about this generational shift, it's actually a really, really big one. So, the way that we also look at this business is that we actually see that there's a problem that needs to be fixed, and not just sort of this idea of one sort of category area, which is typically when people think about PERS, the elderly, right? We see that this is a growing problem for personal safety and independence for everybody, and the industry itself hasn't really shifted since those 1987 sort of advertising, and so that technology needs to catch up to solve these issuesA. The way that we look at it is to drive to basically address this problem in two different ways and two sort of viewpoints. The first is this idea of personal safety, and so, you know, not the traditional sort of approach to this. The reason why is because these statistics don't lie. According to a recent Gallup poll, you know, personal safety fears are at a three-decade high. In the time that they've been doing these Gallup polls about, you know, personal safety fears, this is the highest they've ever seen in three decades. 66% of adults are avoiding social and outdoor activities due to fear of personal crime, and that could be anything from getting mugged on the street or, you know, anything that sort of could happen, you know, people going out on runs and getting assaulted. And so, you know, arguably, you know, these stats, we've seen it in the news, but the you know, the stats are very, very stark, right? 53% of women are afraid to walk alone at night near their home. And so this particular smart personal safety market is projected to reach about $33.5 billion by 2030, which is about a 12.7% CAGR. And so again, you know, not your traditional sort of concept when we think about PERS or, you know, personal safety at all, when people talk about the personal safety industry, right? It is about personal safety for so many people. But of course, you know, we also have this approach of, a very, very large, what we call it, Silver Tsunami, that's actually hitting, our society today. And what does that mean? Well, 10,000 baby boomers are actually turning 65 daily. So by the time 2040 rolls around, close to one in four Americans will be 65+. And why is that important, and why does that affect everybody, not just the aging population, the 10,000+ that's turning 65 every day? The reality is because twofold. First is that when we look at basically 65+, you know, population, that 65 population, one in four of them, according to the CDC, actually will fall. And so once you have one fall, your chances of falling are actually astronomically higher. And so it becomes very much of a detriment to your health as you're aging. We are all aging and living a lot longer, but along those lines, falls often is very impactful on sort of how you can live your full life if you actually have one, and it impacts your health. So this is really important for people to actually get the help that they need within the first hour, which is called the Golden Hour by the medical community. There are oftentimes we hear stories about, you know, aging loved ones who fell, but because they live apart from their family members, lie there for an entire day, and their health outcomes are often worse because they don't get help within that Golden Hour that the medical community talks about. But it's really not just about this close to 1 in 4 Americans, which is, I mean, 25% of Americans is not a small industry, you know? I mean, the reality is, is that it's not just the people who are aging that we are concerned about, but it's actually the people who are caring for them, and there is a huge caregiving gap. What does that look like? In 2019, a survey was done, and we were going to experience basically a more than 350,000-person caring gap, which means that people who normally you could have hired to help your family members live independently, we were gonna experience a gap for those in-home care folks. Post-COVID, and there's been not an updated post, you know, sort of post-COVID sort of data on that, we know that the numbers are even worse. So it's actually a really good time for technology to come in and actually help those caretakers be able to watch more people as much as possible. But also, the impact here for us is that the reality is that all of us are caretakers, so many of us, right? That's the one in three—the one in three millennials and more than half of Gen Xers. We are all today caretakers for our elderly loved ones, but also those who are younger, and those who are younger could be college-bound students, you know, leaving the nest for the first time, teenage daughters or sons going on a run by themselves. And so when we look at that gap, that means that these industries of independent, living and living life to the fullest for the younger set, as well as living life independently for the older set, intersect. Because that sandwich generation, the one in three millennial and half of Gen Xers, are concerned about the, you know, safety and security of both of the people that they care for on both sides of sort of the gap in the sandwich generations. And so this is actually the market that is very rich and full. The market opportunity here, for the aging population is, you know, $17.26 billion by 2028, right? And so, really excellent opportunities for us to sort of attack, and again, an industry that has not quite evolved since the days of, "Let's put a device on your parents. Since we're watching your home, we might as well put a device on your parent as well and watch them as well." And the reality is I think as a, you know, Gen Xer, millennial, we don't think that that's enough. We grew up in an age of technology and connected IoT world, and this industry hasn't really caught up from a tech perspective. And that's important because we really believe that, you know, the world that the sort of personal safety space has been in has been what we call reactive technology. And so that means that we try to get you help as quickly as possible, but it tends to be fairly static, and you hope that the people who fall can push a button and do all of those things. This, as a company, when we were started in 2025, 2026, have been what we call a one-time revenue type of company. We sold hardware only. We've done a great job in terms of margin. Our margin used to be 60%. In the 3 years that we've been here, we've moved the margin from 60% to 67%. And this company also predominantly in the past, have been a B2G business, a business-to-government business. And so one-time fixed revenue, 60% margin was great. So our interest, since I came on board in 2021, is to actually increase the margin, increase the revenue opportunity of this business, and also, most importantly as well, is to transform this company into a predictive - not just a reactive business, but a predictive business. And what does that look like? So when we talk about predictive technology, that means that we're going to try to gather that data to see whether or not we can actually prevent you from having a fall, to give you an indicator of whether or not you're more at risk for a fall or not, as well as, most importantly, really understand whether or not something is a fall or not, because there's a lot of false positives that happen in this particular industry. And from business perspective, since we've come to the company, is that we enjoy and love our 60% margin hardware business, but we love even more this idea of a recurring revenue LTV business, a subscription business and SaaS business. So that means that, you know, since I've been here, we've raised the revenue of the hardware margin to above 65%, but now we're gonna layer on top of that, a recurring monthly subscription from customers, and that could be a $19.99, $24.99 recurring monthly revenue. And typically, in this industry, according to MAMA, the industry organization, it's about 36 months. But on top of that, then we layer things like fall detection, which is additional $9.99, and geofencing, which allows Alzheimer's and memory care patients to actually, you know, be able to be safe, you know, less Silver Alerts, and so that's an additional $9.99. So you'll see us basically look at our business not just as a one-time transactional business, but basically with recurring layers of business on top of it, and building services and services and services on top of that, which is enjoys a typical software margin business. We mentioned in the past, this business again have been predominantly B2G, business to government business, and we've enjoyed and still have a robust B2G business. But we're very excited to build out our B2C business, as well as the B2B businesses, which includes, excuse me, independent living facilities, senior living facilities, retail, and corporate sort of relationships on the B2B side, and so we're very bullish about, you know, growing the business in that category area. So what does that sort of offering look like today? So if you look at sort of our one-time revenue business, and we will not be getting rid of our sort of one-time hardware, non-recurring business for the following reason, you know. The reality is that the population of folks that we serve, most of them are really well connected now, but there is always going to be a population of people, we believe, that, because either they're elderly or they're on fixed and low income, may not be able to do a month-to-month billing, and so we enjoy and want to provide our fixed, you know, no recurring cost product business for that audience. In our 13+ years of serving the Veterans Administration, which is the largest hospital network in the United States, we have been the top 1, top 2 sort of seller of this particular product for years. We also realize that there's a lot of people who live in places where cellular connectivity is not, you know, well-served, and so we still put out landline products and, you know, products that basically help those who are the rural American sort of, like, customers that we have that don't have the capability to enjoy that. We also recognize, however, that we need to get to the connected world and what we call sort of constant, persistent personal safety companion. And so the products that we've launched recently speaks to that, right? You know, Freedom Alert Plus, in some cases, as we're looking at AT&T and all of those folks actually trying to turn down landlines, the cellular networks are now penetrating so many other places. We've actually created a Wi-Fi home product, which allows our customers to be able to utilize Wi-Fi to allow them for living with safety and security, right? And so, you know, ironically, without a landline, a cellular landline, people still get their cable television and Wi-Fi internet. So if you have that, we can help you. But for those who have cellular penetration and coverage, we actually have things like the Freedom Alert Minis, which allow them to go anywhere and everywhere, great fall detection. We'll talk a little bit about patents for the fall detection, and being able to sort of get help whenever they need it. What you'll see a lot of, you know, sort of recurring sort of aspect to this is, of course, you know, all of our products are IP67 covered, and so those products actually, you know, withstand, you know, 2 meters worth of, like, being dunked in a water tank. They're shower-friendly, you know, splash-friendly. For our products, the newer products, you'll see basically they have fall detection. Fall detection for us, you know, in the past, when we've seen other people do it, they utilize something called the accelerometer only. You'll see that we've actually gathered, and we'll talk a lot about this, the patents that sort of deal with those issues as well, and we've accelerated those, you know, products. But the newest product to our family is this Aster Button app product, which is basically allowing people to sort of live their life to the fullest with feelings of safety and security, and that includes people who are on a, you know, making a run, working, and all of those things. And so it really also provides us with the opportunity to basically form partnerships with people. You can imagine us doing that for colleges or organizations and so forth. And so, you know, we see this as a great opportunity for a lightweight, active senior or a young runner first-time college students at a college camp that might be not perhaps as safe as, you know, living at home. And so this product allows you to just push a button and be able to get help whenever you can, and alerts all the people who are following you, like your parents or your friends, when you're leaving the library at night. And so what's unique about our product is that we've designed these products with a lot of thought in mind of how people will utilize them. And so, you know, we will talk a little bit about that as well. But the reality is, is that, you know, our competitors in the space, you have to launch the app, you have to make sure there's campus safety apps that literally you have to have either launch, which sucks and drains your battery on your phone whenever you need it the most, or you have to, in time of emergency, face, you know, unlock your phone, launch the app in order to get help and services. This is not realistic, right? And so we've actually have a solution around those issues. And so for us, what we're doing here is building an ecosystem. I openly admit I'm a ex-Googler or a Xoogler girl, and I think about the ecosystem as one being very similar to an Android platform. So we have a proprietary products that, you know, we think are best in class for certain category areas, but we actually would love to work with people and have them utilize our, you know, proprietary OS platform and cloud infrastructure and implement it on their wrist products or, you know, other wearables products as well. You'll see us basically wanting to connect and sort of gather information from third-party health products, such as blood pressure monitors or blood glucose products, because we understand that that data can help us with the predictive analytics. If your blood pressure, you know, is high and your blood glucose is low, you're more prone to fainting and falling. And so understanding that data actually helps us train our AI to be able to get better at predicting your possibility of a fall. We built what's called a Digital Twin within our ecosystem for you, and we predict and look at, you know, are you in likelihood of a fall or not, just in your sort of Digital Twin. But we also compare that in a anonymous, aggregate level to people with a similar background and experience. So if you're a 65-year-old woman, we'll compare you to a 65-year-old woman with this level of medication, you know, background, and health background. And so we see that this aggregate of people with similar patterns, you know, 3-6 months later, had a fall. We are able to sort of better analyze to say, like, "You're much more at a risk for a fall because of the pattern of data that we have on you," so that we help your caretakers and help the individual to basically get helpful technology in front of them to avoid that initial fall. Maybe it's a walker, maybe it is a cane, whatever that will help them, you know, not get into that first fall at all. And so not only are we looking at predictive data, but also being able to basically say, "Is this really a real thing or not, as a fall?" And so those things are a concern to me because what we don't want people to do is to turn off fall detection when they need it the most. So we're really trying to reimagine this industry, and so all of the things that we're talking about probably is somewhat an interesting, sort of connected, you know, "What, don't we have this already?" But the reality is, is that this is not something we have today for this particular industry, right? It's been sort of devices that's done by people who are not really technology company folks, and building technology that is just sort of bought off the shelf, no sort of, you know, interest in building IP and better technology around this. And so our interest is to build a, and reimagine a, a sort of industry that is about personal safety, interconnectivity, cloud connectivity, so that we can actually help you better predict, you know, these sort of scenarios that come up. You know, connect the Care Village so that if you're a runner, you know, your sorority sisters or your friends can track so that, you know, that you're sort of safe when you're out running, right? You push the button if they're... they can, and they can actually come and help you with their geolocation, right? Continuous updates, because, you know, we expect this from a car now, your geo maps, right, in a car when you're trying to navigate somewhere. Those things have to be continuous updates so that you don't look like you're driving on a stretch of road that doesn't exist. We should expect that from our devices in personal safety as well. And again, personalized. We should know and be able to say, "Are you in a good situation for you?" And also, comparatively, from an aggregate level, do we feel like you're actually doing well, and we can help you? And so, we win because, again, as a caring platform, as a service, we're going from reactive to predictive. We have to own key proprietary technology. That's crucial because you cannot be a real tech company and for people to invest in if you don't actually own and develop proprietary technology, right? Partnerships for success. Again, I'm an ex-Googler, and so I'm a believer in that sort of Android ecosystem idea. So, like, we build a great technology, but we actually open that system up so that other people can utilize that as well. If you think about how Android works, they have the Pixel, but they also work with Samsung and LG and so forth for their phones as well. Think of us as being very much tied to that particular model. And again, this idea is not just about hardware, which is where we were before, but hardware and services bundles, so that we can bring more revenue to the company, not just a hardware margin revenue, which has been very good, 65% and over, but also recurring revenue and SaaS modelling as well. So when we talk about IP, this company is uber aggressive when it comes to IP. We filed 12 new patents since 2021 when I came on board, and so of those, 6-7 of them are already published. And that, for even a start-up, never mind a public company, is very, very aggressive. The reality of that is because we really believe we need to build a fence, a strategic IP fence around personal safety and the Care Village so that we could fence off competitors, right? That includes things like better fall detection technology. Today, everybody uses an accelerometer. It's great to build AI algorithm off of one sensor, but I'm a techie, and so I believe that one spot of data, sensor is not enough. We believe in more than that. You see us actually filing patents, and we have patents around fall detection that utilizes things like accelerometer, gyroscope, and altimeter, barometer, because we believe that at least three points of data is great, and then additional sort of methods of validation so that our algorithm can actually detect whether or not what you've experienced is real or not. That's important because when fall detection goes off consistently, then people tend to turn them off, and because they turn it off, they don't have it when they need it the most. And people will ask like: "Hey, well, I could do that with an iWatch." The iWatch fall detection and crash detection is not great. So there was an article that, you know, the title was: My iPhone Thinks I'm... My iWatch Thinks I'm Dead. And it spoke about a situation where, in a ski town, people were going skiing, and their watches were calling 911, and it basically flooded the 911, you know, at the ski town. And so this is not what we want, because then when you have a real emergency, you cannot get through, and then because it's such a bother, people will just say, "Well, this isn't accurate, so I'm going to turn it off." But when they turn it off, those are the instances when sometimes that you need it the most, it's no longer available to you. So the key here is to actually be really good at predicting what a fall is, and what's a false positive, and what's a real fall. And so this is what we file patents around, as well as care processing, digital twins, incentive misalignments, and a lot of these things that we think are the barriers to entry for our competitors in the market. And again, super aggressive for not just a startup—I mean, forget about being super aggressive with 12 new patents in 3 years. We're a public company, but even more, you know, this is aggressive even for a startup as well. And we know how to file patents and do it in a way that is defensible in the marketplace. We do stand alone against our competitors in the market. We're the only public pure-play company in this category space, and so there are companies we compete against on the public side, but they're part of a conglomerate where their core business is not in the space, right? Or small private companies in a time when venture capital and private equity is hard to come by. And so, you know, we are tech-centric leadership. All of us have been at a tech company, both large and, you know, both public as well as startup and early stage. We, come to the company with, you know, portfolios and patents and IoT-connected care and monitoring and all of those types of technology, geo technology, and our focus is on innovating the personal safety market. When we look at investors, we want them to know that they're investing not just in the revenue of the company, which is crucial, but most importantly, they're investing in a company that develops IP, which is absolutely important and valuable. So go-to-market strategies for us is B2C, B2B, and B2G. We have been very robust and enjoy fruitful relationships since 2013 with the Veterans Administration, largest hospital network in the U.S., and have been building actively a B2C market place that includes Amazon, for example, and then are building very swiftly a B2B channel place. And so the revenue category areas, we've been traditionally on the left-hand side devices, enjoy a very nice margin in those businesses, but you'll see us basically look at things like services, recurring billing on the services side, IP licensing of our hardware and software and, you know, SaaS technology, data that we can sell in aggregate for, you know, insurance purposes, and accessories that go along with our hardware, and so forth. And so we really are trying to expand this company into a multi-revenue opportunity sort of company, and we've, you know, are very excited to have, you know, launch all of those things and more. So we come to you, as I've mentioned, we're very focused on the type of people we bring to the company as leaders. So all of us have experience in not just a public company, perspective, but all of us come with startup experiences because the reality is, is that I always tell people, we are a startup with a ticker symbol. We move with the speed of a startup, with the understanding we're a public company, and the responsibility it takes to be doing that work, but we want people who are agile, who can think fast on their feet, and can actually operate with minimal expenses, which is a more startup mode kind of concept, and that's the kind of team that we bring to you today. So that is what I have for the presentation today, and I'm happy to answer any questions. Great job. Yes, a few questions with the time we have left. Talk a little bit about some of the significant changes you've initiated at LogicMark since assuming the role of CEO? Yeah, so, as a company, we... Again, the most significant one is that we were a hardware-only company, and so there is only so much margin, and we've enjoyed a very good margin, 60%. And so my job was to basically look at diversifying the sort of revenue opportunities for this company, and we've done that. You know, we've increased the margin for the hardware business from 60 to, like, 65+, and we'll continue to sort of look at, you know, increasing that hardware margin, but we're actually adding recurring revenue models and so that's almost all pure margin, right? When you start looking at SaaS and recurring billing, you know, we sort of build it once, and we license and license and license, right? And that, you know, is what software companies enjoy from a consideration perspective, and this company has never had that, and that's the most significant change we've made. But also, the second change is to go from not, you know, being dependent on just the government business, but actually trying to diversify to B2C, as well as a much more robust B2B business. And the third is to basically open the lens of how we think about personal safety, which is not just about the elderly, and the 1 in 3 millennial and the half of Gen Xers who are trying to take care of them as a sandwich generation folk, but actually those individuals themselves and the younger people that they are actually taking care of as well, which is opening a lens of what personal safety looks like. And so the technologies themselves overlap, and it's actually, for us as a company, because we're technology executives, is easy from a tech perspective, but that concept of, like, who we're targeting is the same. So sandwich generation's helping the elderly, but they're also taking care of themselves and the younger people that they love. And so the product that we're you know, developing and building will should be serving all of those people. And so opening the aperture was also one of the most important aspects of what we've been doing recently as well, so that we can actually, again, bring more revenue and, you know, customers to our business, so. Absolutely. Well, Chia-Lin, do you have any closing remarks for our viewers today? You know, I think the only thing I have to say is that, you know, when we look at this particular business, there's, you know, a lot of people sort of nibbling at the bits and sides of this particular business. But the core ways that we think about this business is that you have to be a real technology company at its core, because technology's transforming every industry, and this is one of the last industries that hadn't been touched by that. And so what you really wanna do is, the way that we think about the business, which is to invest in technology and IP and developing the best-in-class technology to serve not just the government business, which we've done, but also to expand that technology so that customers can actually buy the best technology out there. And so, you know, the way I always laugh about it is that we were all happy with our Motorola Razr in the past until the iPhone came along. And so, you know, we like to think that we're the type of company that's actually trying to completely change the paradigm of how people think about, you know, the industry, the way that, you know, the iPhone changed the way that people thought about what phones could be doing, so. Wonderful. Well, important work you're doing. Thank you so much for giving this, giving us this in-depth presentation, and we look forward to following you along with some updates in the future. Thank you so much for the time. All right, everyone, stay with us. We'll be right back with Unusual Machines.