Good morning, everyone. How's everyone doing today? Okay. Thank you for taking the time out to listen to my presentation on Interlink Electronics. My name is Steven Bronson. I'm the CEO of Interlink Electronics, and we're a global sensor printed electronics engineered solution organization. We were founded in 1985, and we invented force-sensing resistors, and I'll talk about that later. Our forward-looking statements disclaimers. Everybody heard of KISS, correct? Keep it simple, stupid. I live by the four S's. Okay? It's very simple. A sound strategy. Do we have a sound strategy? I believe we do. Our strategy is to acquire, leveraging off our rich history in the sensor space, acquiring other sensor printed electronic companies and engineering solutions. Successful track record. I got involved with Interlink initially to execute a turnaround in the 2010/2011 timeframe, and then in the last four years, we launched our 2.0 strategy of pursuing strategic acquisitions, at the same time driving organic growth. Prior to this, I did another tech turnaround with a company called Micron Instruments, where I bought out one of the co-founders with a small group of investors. I was the majority investor, and seven years later, we sold it for about 11x. That's about the track record. The strategy is we're not reinventing the wheel. There's a company called Measurement Specialties. There's a lot of businesses that done very similar approach within the sensor space. Measurement Specialties acquired sensor and sensor material companies, and when they got their model really humming from 2009 to 2014, they averaged about five acquisitions a year, and the stock went from under $4- $88, where they were acquired by TE Connectivity. Skin in the game. I think you heard, if you listened to some of the presentations yesterday, a constant theme in the presentations were, does management invest in the company? Insiders here have 76%, and a super majority of that is owned by me. Today, I'm the largest single investor in the company, and I think that's an important statement. The sexy factor. Are we in a space where there's growth, high prospects for significant growth? The world of sensors, printed electronics, we all hear about AI, data analytics, physical AI, robotics. Without sensors, you can't capture that information. I believe we're at the right place at the right time. I touched on the AI revolution, and there's really a lot of activities going on where sensors play a very critical role of capturing that information. We're able to execute on that because of our rich history. We invented force-sensing resistors. Here's a demo. This detects, the harder I press, and the user can be wearing a glove. You can work in a harsh environment. We invented this technology in 1985. We have a very rich history in the world of the sensor community. As we've been growing the portfolio, which I'll expand on in a minute, we're able to leverage off of that rich history. In the world of sensors, being a early pioneer, that gives us a real benefit. We're a global company, which is unusual for our size today. We're based in Fremont, California, and we have operations in the U.S., Europe, and Asia. We're fully integrated, we're not reliant on any outside party to deliver to our customers. We're working with, whether it's large OEM customers or growth technology companies, we do everything in-house. We're engaged with a customer from the beginning, part of their design, whether it's a product manager or their engineering team, we work hand-in-hand developing a prototype to meet their needs. We have a standard sensor portfolio, but we also have a very active custom solution which drives higher volume. I mentioned the global footprint. A technology company without IP would be a problem, and we have a very strong IP portfolio. We have 49 patents and 14 pending. Here's the timeline to give everybody a flavor. Interlink, as I mentioned, founded in 1985, invented force-sensing resistors. As we expanded, we realized a bigger opportunity, and we had some very successful deployments. In 2012, shortly after I got involved in the organization, we were successful in getting our piezo force sensing technology in the Model S with Tesla. For the first five and a half years, Tesla had our technology that detected the physical force or pressure that was being applied to the door handle, therefore, the door handle would present itself. We have a lot of rich history in different verticals, and that's what I love about our business, is we're not tied to one vertical. Varian Medical's been a customer of ours since 1990. They were acquired a few years ago by Siemens Healthineers. To this day, they're still a very good customer of ours. That shows longevity. When we kicked off the strategy to broaden our portfolio through M&A, that was launched in 2021. In 2022, we did our first two acquisitions in the gas environmental air quality, both on the sensor side and instruments. They were KWJ Engineering and SPEC Sensors. Three months after that, we acquired Calman Technology in Scotland that had a 30-year history in printed electronics membrane keypads, but an area that was really a good core strength of theirs was within the medical printed electronics or printed electrodes. Subsequently, we acquired Conductive Transfers in 2024, December of 2024, which is smart textiles. Think of it like a jersey. When you have a decal on a jersey, we can print different sensing elements that allows us to either detect pressure, moisture, humidity. We can even create heating, other than a connector to a power source. That applies to a wide range of opportunities, and that was a very opportunistic acquisition, and we're really just starting to get the momentum of that as we move forward. We also announced a month ago that we're acquiring a privately held company. We announced the non-binding letter of intent, we're very confident that that deal will close in the next 90 days and would add significant revenues and earnings to our organization. I'll expand on that shortly. M&A is not a holy grail. You have to be selective, you have to look at companies, and you have to be disciplined that they have to fit your criteria. Our criteria is a blend of, is it synergistic from a technology standpoint, customer base, and does it complement our current product offering? That's been the thought process behind every acquisition. The last but not least, can you buy it right? Everybody likes a bargain. We do too, we try to be selective and making sure the valuation makes sense. That's part of it. What we do pick up is their customer base, the cross-selling, engineering resources. When we acquired KWJ Engineering and SPEC Sensors in the Bay Area, I could not have created that footprint for the price we paid for the business and the subsequent investment. It gave us the beachhead in Silicon Valley, which is very strategic to a global technology company. Integration is very important, and we take that to heart. I think companies that do acquisitions, in addition to making sure you get a fair valuation, it's how you integrate to that organization. Because we're buying, in every case, we're buying their people. That chemistry and not losing the core people that add value to the business. We're based in Fremont, California. We have manufacturing. We do manufacturing in California on the gas sensing side, low to medium volume. In the U.K., which is our Calman acquisition, in addition to the printed electronics membrane keypads, that process is identical to manufacturing for sensors. It gave us diversification. We also have our own manufacturing footprint in Shenzhen that does all of our force sensing portfolio. We also have a sales office in Japan, a distribution center in Hong Kong, and we also do distribution in the U.S. We have a very diversified portfolio, and it's very unusual that you would come across an organization that has the breadth of product offering within the sensor world. Whether it's printed electronics. When I touch on printed electronics, a best example of that is more stuff is being done, point-of-care health devices. Those devices could be a blood test at the house. They have a component of a printed electrode. We do that very well. That's an example of printed electronics. Force piezo, the Tesla solution was a piezo-based solution, and that was developed organically in-house as an expansion to our force sensing portfolio. The wearable technology, really can't say enough about the opportunity. A legacy customer that was part of the acquisition, they developed smart shorts for women that have incontinence issues. They use our CT process to create stimulation, which is important. The gas, we have customers all over the gamut, ranging from we developed a sensor solution for a company that uses, in schools, they detect if somebody's vaping in the bathroom. They have incorporated in there is our environmental sensing technologies. An oil and gas drilling site that uses a methane sensing platform that we provide. It's our electronics there that gives the performance 10x of a standard sensor. When I talk about everything in-house, that's the firmware, the software, all of it is done internally. We're able to support our customers. Are we in the right market? Is this market a big market? Is it growing? I think this chart really hammers home the opportunity here. This is some of our current and past customers. I think most of you would recognize a good portion of these names. In Q1 this year, we did about $3 million revenues, adjusted EBITDA - $168,000. Last year, we did just under $12 million revenue. The acquisition that we announced less than a month ago, last year did close to $34 million in revenues and $4 million of EBITDA. We publicly stated that our goal in the next few years is to reach $100 million in revenues with a good EBITDA number. We believe we will exceed that. That's the path to $100 million. In addition to the organic growth, is continuing to look for the right opportunities that I just described. Also, as you get critical mass, you're able to invest in more of the human capital, so you can afford strategic individuals that could really make a difference in the business and expand the team. The business is about technology and people. They go hand in hand. I talked about not reinventing the wheel. Here's the chart on Measurement Specialties. There's a lot of successful industrial conglomerates, whether it's Danaher, Amphenol. These are all companies that started out doing smaller acquisitions, and they moved up the food chain. Our path to being a larger organization is driving innovation and acquisitions, and if we focus on execution, good things will come. This chart shows when they increased their M&A activity, the impact it had on its stock price. We have a really good team. I have 40+ years of entrepreneurial experience. I started off in the financial industry, so I have a unique blend of the financial background and the operational skill set. I've only done three public turnarounds. All three have been successful, taking businesses that were losing money, didn't have a long-term strategic plan, put in the right plan, and execute. Everything's about execution. Our CFO, prior to joining us six years ago, five, six years ago, 20 years, two big accounting firms. The last firm he was with was RSM for 16 years and was a audit partner. Declan Flannery has been with Interlink for over 20 years. He set up our footprint, our manufacturing footprint in China. He looks after our force-sensing portfolio. He understands all the nuances of the business. Prior to that, he was with several companies, so he brings a chemistry and manufacturing background to the organization. Last but not least, Sreeni, Dr. Rao. When we took over SPEC, KWJ, we knew the weakness there was they lacked the right day-to-day leadership. We hired Sreeni, who ran a division for TDK within the gas sensing space. We're all about the talent. It takes people to execute. You can have the best technology in the world, I think that was reiterated yesterday. If the management doesn't know how to execute, you can have the best or the worst technology, that relies on the team. Innovation, scale, trust. I've touched on we have a growing patent portfolio. We're fully integrated. We're going to continue to grow both organically and inorganic, and we leverage our customer base. When we show that we were able to deliver for a high-demanding customer, millions of sensors, when we acquire, for example, SPEC, they didn't necessarily have that history. Now we put ourselves in a better position to go after bigger customers, even within the acquisition portfolio. Expands our engineering, so there's cross-pollination within the engineering teams. We have engineering in California, we are expanding the team in Scotland on the engineering side, and we also have a team in China. I really want to stress the key takeaways. We are building the next-gen sensing platform. I encourage all of you, after my presentation, I can go through some of the specific technologies. I like to say we are the picks and shovels of the AI revolution, because without sensors, there is no data to process. We all hear about robots. I think robots are at that early stage. I use the analogy of IoT. Ten years ago, 11 years ago, everybody was talking about IoT. It took about five years for IoT to really become a market. In the robotic space, the same thing is happening. You want a robot, if they are picking up something, to know how much force is being applied. We are excited about the opportunities in that space too. Execution is key. We have done four small acquisitions. We have proven that we can acquire the businesses, integrate them as part of our portfolio, and I have done this before. The scalable platform, I think you got a flavor. We are building something here that is going to be larger and continue to drive growth. The team, the path to the next tier is in place, and we are going to continue to pursue strategic opportunities. I want to show, because I think examples is the best way to emphasize that our technology is very relevant, and we touch so many different areas. Here are some of the trends that we are investing, whether it is public health, food safety. I did not realize until we acquired SPEC Sensors that you can extend the life of produce by pumping in ozone. That is an interesting dimension. Here is the wide range of currently. These are electrochemical sensors, very small form factor, and I have a bunch of samples here, and we do some neat stuff. We actually got an SBIR grant that we successfully developed an early warning fire detection system using our gas sensing technology. We not just executed the development of the sensors, but also the whole solution. We can work, whether it is Bluetooth, LoRaWAN, whatever network the customer has a preference, we support. That is part of the methane emission monitor. That is actually for the customer. Here is the wildfire detector. It has a solar panel box. That was all developed internally. We actually have an air quality solution. We are based in Fremont at San José State University. We have nine of our air quality boxes around the university, real-time monitoring the air quality. We, at CES earlier this year, we demonstrated at our booth real-time monitoring what was going on. It was interesting, the two worst readings were the parking garages where our boxes were. Our rugged, our force sensing, because of the characteristics, we are resistive, not capacitive. Whether you are an iPhone user or a Google Android device, that is capacitive detecting touch. We are detecting physical force. You can wear a glove. It is going to work in a -40 degrees Celsius, + 85 degrees Celsius. You can spill liquid on it, and it is going to handle robust environments. We do a touchpad solution based on our force sensing, and Panasonic uses it for all their fully rugged TOUGHBOOK models, including a couple other leading notebook manufacturers. Varian Medical. Our force sensing acts as a low-impact collision detection system. The patient is laying on a gantry during the radiation therapy. If the patient moves, it detects that force or pressure, so it's another tool for the technician to make an adjustment. Robotics, we talked about the force sensing. We actually have a medical customer that uses it for robotics surgery. They use our force-sensing element in their solution. I talked about the printed, the medical diagnostics. This is a huge market opportunity for us, and we really believe we're going to see some real benefits going into 2027 in this market. I touched on the robotics. On the smart wearable technologies, here's some of the different elements that we can create. Here's some of the characteristics, and this is proprietary technology. That's all I have for today. Q&A. Questions, anybody? How do you plan to finance the acquisition? This upcoming acquisition will be a combination of debt and the sellers are taking a portion of our equity at a premium to our current market price. To achieve your potential goal of $100 million in revenue over the next few years, how much of that do you think will come from? Great question. I always get that question asked. My crystal ball's not working today, but I'll try to guess. It's going to be a percentage. The pending acquisition we have, obviously with our 12 there, closer to 34 puts us on a 25 pro forma at 46. We're expecting organic growth on both fronts. I really do believe it's going to be a mix, and it's hard to guess. Any other questions? Thank you, everyone. Have a great rest of your conference.