With the offer individually. We, as investors, realized a couple years ago that the business was really being outpaced on the loyalty marketing, in the loyalty marketing business. So we took a look at where we could direct that unique technology and those brand relationships to a higher value end market with a much bigger addressable market. We developed what we have today, which is, which we're calling Connected Rewards. Connected Rewards is a performance marketplace for incentivized user engagement. It takes advantage of what I mentioned before, our core quick service and convenience history. It addresses a much larger end market with higher dollar values per transaction. As of a couple months ago, we divested the remainder of our legacy marketing solution. So today our business is 100% focused on our Connected Rewards business. Just some highlights of our business today. We built and operate a three-sided, rewarded advertising marketplace. The three sides of the marketplace are brick-and-mortar brands, quick service and convenience on one side, mobile game developers on the other side, consumers at the bottom with Mobivity in the middle powering these interactions. Today we're deployed across 20,000 brand locations, primarily in the United States. We've got really good results with really large brands. Just a moment on the addressable market. Mobile gaming is a really active industry. Almost $4 billion is spent every year on acquiring and retaining players for mobile gaming. Almost two-thirds of individuals in the United States play mobile casual games every day. Brick-and-mortar loyalty programs also a massive end market with huge amounts of large dollar value spent on in that business. I think unique to brick-and-mortar loyalty is that the average consumer is a member of 17 loyalty programs, which means like, you know, so for example, Starbucks, Sonic, Target, if you're a member of all those, the average consumer's a member of 17, which number struck me as pretty high. Today our business is growing sustainably and gross margins are really attractive, so we're excited about the future of what we're building. This slide just articulates why we exist. The average brick-and-mortar loyalty brand, or brick-and-mortar brand loyalty program, has 17% engagement from their members, so meaning if you send 100 text messages, only 17 folks are actually engaging with that text message or redeeming the offer that's delivered to them. That same 100 folks, almost two-thirds of them are inactively engaging with mobile casual games. So what we do and what we power is driving engagement between digital environments and mobile games back to brick-and-mortar and vice versa. And by doing so, our offers are better, higher value, and they really make every marketing dollar spent on the brick-and-mortar side go farther. This slide just articulates, in a pretty concise way, what our programs look like. So the customer interacts with one of our offers in its most basic form. The offer will say, "Download this game, get something in the real world." This example says, "Download a game, get $0.20 off per gallon of gasoline." We deliver this offer in an omnichannel way. So anywhere that the brand interacts with their existing customers: email, text, social, even in-person signage. The customer gets a mobile game on their phone, which is fun. Then they also get a reward delivered in the real world, which in this case is a discount on gas. That could be anything from a movie ticket to a free burger to a discount on, you know, a drink. Any offer that the brand feels is valuable to their customers, we can deliver in the real world. The brand gets more traffic to their store, more sign-ups and app utilization to their loyalty program. Then I think the most valuable piece of what the brand gets is an increase in lapsed user redemption. Someone who's been a member of the loyalty program for a long time, hasn't interacted in a while, sees our offer, they interact, those folks interact with the program at a much higher rate than they would if it was just a standard offer. So we have three core solutions at Mobivity today. The first is in-brand rewards. So we utilize the existing channels that brands interact with their customers in, email, SMS, in-app. And we put these offers in there. The example on the right is within the Chevron app. This is live today. It says, "Download a game, get 200 Chevron loyalty points." This is an example of using an existing channel in the brand's app. What that provides is an immediate lift in engagement, better offer performance, and it's super simple for the brands to utilize 'cause it's an existing marketing infrastructure. So it's a very light lift to run our program as opposed to any other program that they'd run. In-game rewards is kinda the opposite of that where within a mobile casual game, we'll put an offer in there that says something like, "Play to level 10, earn a free cheeseburger," or, "Play to level 10, get a discount on gas." This extends the reach of those offers far beyond the existing loyalty program members, so potentially hundreds of millions of consumers, and we can, you know, we can get a lot smarter with that geo-targeting, advanced analytics, things that make that offer perform a lot better, and then the third piece of this is we're then driving users who are not already signed up to the brand's loyalty program back to the brand to accelerate loyalty program growth, drive repeat engagement, and just make those marketing dollars go a lot farther. So this is just a simple illustration of our business model. Every time someone interacts with one of our games, so we'll use the example of, "Download a game, get a discount on gas." Mobivity generates between $3 and $10 of revenue. We reimburse the brand for the cost of the reward. So let's say the discount on gas was valued at $4 and we generated $10 for delivering that install. We'd pay the brand $4 and our take of the revenue would be $6. A couple things that are really unique about our business model, excuse me. We utilize brand-owned media, meaning app, SMS, email. It's a really light lift for brands to interact with us, as I said before. We can also utilize any third-party SMS and email database to extend the reach of our programs. We can use physical signage, which is actually a really difficult thing to do and something that brands are really accustomed to, putting a sign up in their location saying, "Get a discount if you do this." We can interact with that in ways that lots of other companies can't. This slide articulates in a pretty meaningful way the benefits that brands see from running our programs. First of all, it's free for the brands to run. We reimburse 100% of the cost of the offer. Our programs are consistently the highest engagement of any programs that the brands are running. The 35 x higher performance by adding a game is an interesting one to talk about. A brand ran a program where they sent out a coupon saying, you know, just to use an example, saying, "Get a free burger if you do something." We then ran that same offer saying, "Download a game, get a free burger," 35 times higher performance by adding a game to that offer. And then the final point, as I mentioned before, which is becoming more and more valuable to brands, is increasing the amount of lapsed customer redemptions by a really meaningful amount. The standard benefits of any good marketing program are increasing the number of occasions, increasing unplanned visits, and then increasing loyalty app usage. And we outperform on all those metrics as well. This slide just big fat numbers of the benefits of our programs. A 2.2x increase in basket size. So when you're interacting with our programs, get a reward, and you go to the convenience store, you're likely to spend two times more than you would if you just had a standard coupon. More frequency and then a much higher margin to the brand, primarily because we're reimbursing for the cost of that offer. Some competitive advantages of our business model relative to others who are doing similar things. We're completely free of any device identifier or cookie tracking technology. So we're completely compliant with all privacy regimes, which are changing almost daily. But we are completely compliant with everything, and we own all our own identifier technology. So we're going to be compliant going forward. It's an API-based integration, not an SDK integration, which means it's a much lighter lift on the software side to run our programs. We allow brands and we gather enough data that brands can build a really meaningful first-party data set, which allows things like optimization, and geo-targeting, things that can make these offers perform even better because of the amount of data that we're pulling back compared to standard offers. I think one of the most meaningful differentiators from our technology versus any other ad tech technology is that when you're interacting with our programs, you have no idea that you're interacting with our program. You think you're staying on the Chevron app or the Starbucks app or any other loyalty environment you're working with. So it's a completely native customer experience, which increases the engagement, increases the amount of redemptions that we get. And given that brick-and-mortar brands want to control the whole customer journey in any way that they interact with their customers, this is a really meaningful point for the brands we work with. And then obviously real-time tracking and analytics, the ability to see how offers are performing in real time and adjust and pivot on the fly is valuable. The second really meaningful differentiator is that we are integrated with some of the largest mobile game publishers on the market today. We're integrated today and running programs today with six of the 10 largest mobile game publishers in the US. We're also integrated with really large and leading in terms of leading the kind of marketing wave brands. And we also have really deep technological partnerships with the brick-and-mortar technology companies. So the payments processors, the folks that power the loyalty integrations, the folks that build brand apps, we're deeply integrated with all those folks. One stat that we like to talk about is we're today integrated with like 90% of active point-of-sale systems in the U.S. So it's rare that we find someone running a software that we can't integrate with and we can't run our programs with. The third is that it's a really unique value prop compared to everybody else on the market. It's zero cost to brands. As I mentioned before, the native customer experience is very unique and valuable. Brands get to recognize the revenue immediately. So from a marketing perspective, if you're sending dollars out, you like to know how much of that is coming back immediately. And we, through our technology, allow brands to do that. And because of that, it's a very measurable and impactful ROI. This slide details the, on the left, some of the larger and more meaningful brands that we're working with. On the convenience store side, Chevron, Marathon, ARCO are two of the five largest convenience chains in the U.S. Some also really good quick-service restaurant brands. And then CPG companies like Pepsi are all meaningful parts of our stable today. On the top right, the loyalty platform partners is the folks that power the loyalty wallets within individual brands. The fact that we're integrated with all these folks makes it a lot easier for brands to come to us and say, "Yes, we like the benefits of this program," and it's a light lift to get up and running. So how do we grow from where we are today? The first leg is obviously expanding our brand network. So being an advertising marketplace, it's a math problem of the amount of eyeballs interacting with your program, how they interact with our program, which we've shown to be really good, and then the value that we redeem on the back end, which we've also shown to be good. So how we grow our brand network and build the amount of eyeballs interacting with our program is the first leg to how we grow from where we are today. We focus our growth here on major loyalty programs. So brands that have been active in building and maintaining their loyalty programs and high-frequency settings. So quick service and convenience are obviously high-frequency settings. You're gonna go get a burger multiple times a month. Other settings for that are drug stores, grocery chains, a lot of like makeup chains and specialty retail settings fit this model really well, which leads to cross-vertical expansion. Today, we're really only active in quick service and convenience. Expanding outside into specialty retail and other high-frequency settings could be a really impactful leg to our growth. And then obviously expanding outside the US is pretty low-hanging fruit. Obviously expanding our game portfolio, you know, builds the other side of our marketplace. Expanding outside of mobile casual games into more higher-impact game settings, things like Call of Duty, Roblox, set-top kind of destination games, and forming exclusive partnerships is a really unique way that we can add a ton of value to the interaction between the real world and the digital environments. And then as we run programs and the more data we gather, the better we're gonna get at running these programs. So using things like AI and machine learning to make our programs better in the future, obviously is an important growth leg. The way that could look is, instead of everybody in this room getting an offer that says, "Download a game, get a free burger," we know that Tom likes pop instead of burger. So Tom gets an offer that says, "Download a game, get a pop." We know that you like burritos. So it says, "Download a game, get a burrito" instead of, you know, things like that. Ultimately, this could become a bidded environment where we know Tom really likes Sonic and we know you really like Starbucks. So, folks potentially would pay a lot more to interact with you in a Starbucks setting and Tom in a Sonic setting than they would kind of a blanket number for everybody. The management team's good. I'm obviously the president of the company. Our management team comes from kind of both sides of our marketplace. We've got a good group of folks coming from the brick-and-mortar retail side who have been with Mobivity for a long time and built our legacy within brick-and-mortar. And then we've got a good group of folks who come from mobile ad networks and some of the largest DSPs, which stands for demand- side platform, in the market. So we've kind of got a really good group of ad tech and brick-and-mortar experience, and then I'll end on this and pause for questions. But some recent PR, or recent press that we've gotten, I'd encourage everybody to listen to this podcast that our CRO did a couple weeks ago that just talks about the benefits of what we've done with a couple large convenience brands, so I ran through that quickly, so I'll pause for questions and look forward to it. Yeah. Our biggest competitor today are kind of the legacy mobile ad networks. So the folks who, on a programmatic basis, have driven users to mobile games in the past. Our competitive advantage is really twofold. The first is that we offer that native experience. So, a lot of the solutions that are out there today are, you know, you see an ad in the Chevron app, for example. You click on that ad and you jump to a third-party platform, and that's a much lower likelihood for that person to convert, and it's much less. It's not nearly as valuable to the brand when that person is jumping off of their platform than it is staying in the brand-owned platform. So that's our from a product standpoint. That's our biggest competitive advantage. I think we come from a brick-and-mortar background, right? So we know the way that quick-service brands and convenience brands, folks who are interacting with their customers on a face-to-face basis think and talk. Everybody else that's trying to solve this problem in the market comes from the mobile ad network side of things. And you know, suffice it to say, working with brands is tough and it's a skill. And we're really good at it. And I think that gives us a big head start on the market here. Yeah. Good question, and I apologize for folks watching. I did not repeat the question the first time. The question the first time was, who's our biggest competitor and what's our advantage? This question is, how do we choose what games to use? There's, well, simply every game in the mobile casual world lives and dies by how many folks they can drive to the platform or to their game and how long they can keep that person in the game, so there's really no game in the market that we could not work with because it makes sense to drive the customers there in a really high-value way. How we choose the games that we work with really is demographics today, so we know that the folks playing a certain game fit a similar demographic to the brands that we're working with. And so we kind of play that on a one-to-one basis. How that evolves into the future is becoming a lot smarter and digitizing that to where a brand, excuse me, a game can come onto our platform and see that they have a brand that lines up well with their demographics. They can bid on that ad, excuse me, bid on that ad inventory. So moving that kind of out of our hands and onto a digital environment is where we grow from here. But you know, in the most basic sense, it's matching demographics, knowing that folks that like Sonic also like solitaire games because just 'cause of the demographics and who those folks are. Anything else? I think I'll just end on one thought here that we've had a really supportive group of investors in our company for a long time. We, Tom's here to answer any questions that folks have. We thank everybody for their support to today, and we look forward to getting some new folks involved as well. Thank you.