Presenting Richard Marshall from NextTrip. Thank you. Thank you to Planet MicroCap, MicroCapClub for this opportunity, and thank you everyone for coming in to listen to NextTrip. I think a very exciting dynamic story. We're forging a path, calling it the intersection of media and travel. There has been a seismic shift in the consumer and how they approach materials or content is the king at this point. You've got giants like Expedia, Booking.com, telling the world, telling their investors, telling that media, video content is now the biggest inspiration for travel and where people want to go. Expedia has actually done a presentation called Set-Jetting. It's available on their website, and it says 81% of millennials and Gen Zs decide where they want to travel to based on something that they have watched on a screen. That's what we've done, is we have taken the content side, the media side, the streaming side, and married it with travel for convenience. The genesis of this, our CEO and Founder, Bill Kerby, was sitting there during the pandemic, and obviously people weren't booking travel. We had a small media asset called Travel Magazine, and viewership went up from several hundred thousand to close to 1 million people viewing. It was clear they wanted to look at content and dream about where they were going to go. We said, Okay, let's take that and make it one step further with convenience of actual travel booking. This is why we're calling it the intersection of media and travel. We take the inspiration layer and combine it with the commerce layer. No one has yet done this. Again, on the left side of the screen, our media side, I'll go into detail on these media properties. We have built something quite significant on a global basis very quietly underneath the radar screen. On the right side, we have all of the conventional travel booking capabilities, the technology, the infrastructure, and it's all proven and can be scaled. If we look in a linear fashion as the consumer comes in, we've got the funneling system, the front end, the media side, the inspiration with our JOURNY, GoUSA TV, KC Global Media venture. We can handle all of the booking capabilities that you may be inspired by while you're watching the show with our TA Pipeline, our Five Star Alliance, and our NextTrip. Just made a very interesting announcement last week that we'll further expand on in some interviews and follow up in the coming days and weeks and news. We have now brought one more element into this media content side and to the commerce side, and this is a relationship with a fully licensed TikTok agency. What's been going on in travel for the last decade are influencers, both large scale and micro-influencers. The guy that may have 40,000 followers, 200,000 followers, United Airlines may pay them $20,000, $50,000 to go promote their product to their followers. United Airlines doesn't know what they get for that spend. They get an influencer that tells them, "There were 1 million people that looked at what I posted." That's great. It did not necessarily create any commerce. We have a solution now that will take that influencer, that system, and be able to prove in a closed loop that the influencer drove a consumer, one of their followers, into a transaction. At a minimum, have gathered the data on who that consumer is that can be shared back to the advertiser that no one else has been able to do. This engagement tool, this overlay, this infrastructure is second to none, and it will be very exciting as we explore this and I expand. One of the other low-hanging fruit here that YADA brought to us is they have relationships in the entertainment space and the music space. About a year ago, they did a small promotional concert for a person called Jelly Roll. The biggest difficulty they had was not getting people to go to it. It was the logistics of planning with the resort, with the travel. They came in and said, Not only do we have access to the influencers and you can unlock and demonstrate that the influencers are driving commerce and travel, but we can actually marry together and do these concert series where you can put together the actual travel package and more of the money stays within our system. If I go deeper into our media side and what we've been doing, as I said, video now overwhelmingly influences travel booking and consideration. When you're thinking about going to Tahiti, you're looking at content. You're not just looking at pictures, you're looking at videos. While you're watching videos, we have these overlay technologies, these engagement tools. An agentic AI that we have just announced and brought in just last month that will move the consumer while they're watching into an actual immediate itinerary that they can book that show. Again, we capture data on you if you don't book, but we make it frictionless that no one else is really doing. We're, again, a first mover into this space. How did we build our media side and our ecosystem? We did it through acquisition. About a little over a year ago, we bought a FAST channel called JOURNY TV. JOURNY had been around five, six, seven years. It had about 50 million viewers in North America. It's a station on Samsung. If you have a Samsung TV, you go in there, it's a channel, JOURNY, you can find it. They were acquired a few years ago in a big FAST channel roll-up acquisition by Ovation, which is a religious-based group that didn't have travel fitting within their model. They stopped the sponsorship, they stopped putting shows on there, and the viewership went from 50 million down to about 20 million. In come NextTrip acquires it, brings the travel side, which is exactly what JOURNY was all about, destinations, where are you going? It's got shows with Bear Grylls, it's got shows with Gordon Ramsay, and we also produce our own content. It's a mixture of original and licensed content in there, but the things that everyone likes to look and stream. We had our Travel Magazine property. That was the one during the pandemic that we saw this significant spike of consumers dreaming and inspiring about travel even when they couldn't travel. One of the interesting ones here that I don't think people have really caught onto here is we have just acquired GoUSA TV. Nice name. It was the U.S. government marketing arm for 10 years to attract foreign tourism into the U.S. During the Big Beautiful Bill last year, it was defunded. We swooped in, acquired it, got their infrastructure, got their content, and have now been building it into a single stack so that GoUSA TV, which had about 200 million viewers in 80 countries across numerous platforms, will now become more of an international type channel. Because what we found, again, when we acquired it, was a number of the Pluto TV, Plex, LG TV, Sony TV, said, You know what? The viewership is good, but all they're seeing is U.S. content, and we know our viewers and our consumers in Italy would like to see something about France, something about Tahiti, something about Indonesia. We do that because of the catalog of shows that we had from JOURNY of more of an international flavor. Everything is kind of consolidating down into JOURNY. The last piece of the distribution model that we've done here is this KC Global Media, which I would hazard a guess, no one knows who KC Global Media is, but you will know who Sony Global Media is. The president of Sony Global Media, the executive vice president of Sony Global Media, spun all of the streaming assets for Southeast Asia out of Sony five years ago, founded their own company called KC Global Media. They have about 200 million viewers across Southeast Asia, about 100 million in pay TV, 100 million in free advertising-supported television FAST channels. They saw what we were doing. They came to us and said, The inventory, the catalog of shows that you have, the licensed content, the original content, that's what everyone wants to watch. That alone, we'd like to get access to. However, tell us about this commerce model that you have, too, because no one else is doing this, and yes, we're also seeing that people watching this type of content would probably be interested in traveling there. The Sony Global Media partners did a 50/50 joint venture with us, paid to do all of the infrastructure and work to take our JOURNY channel into their system, push it across their system, which they're doing as we speak. They made a strategic investment in us at a higher price than where the stock's currently trading. Their Senior Founding Partner, Andy Kaplan, who was the President of Sony Global Media for 15 years, joined our Board of Directors and bought more shares in the marketplace. This media to advertising to transactional business in travel is very compelling and very interesting people are getting involved with our company. If we look at what we've pulled together here, you know most of these logos that are on there. This is where JOURNY can be found now. This year in the single stack that everything that we have done, which will be complete in the next 30 days, we will be pushing content into 80 countries. We will have reached to about 250 million viewers. The interesting part now is monetizing this, and we monetize in two ways. We're not just conventional travel, we're not just media, but we're both. GoUSA TV that had their 200 million viewership was a not-for-profit by the U.S. government. You'd watch the show an hour-long length. It would have the commercial breaks in it, and it would have a waterfall with elevator music because they weren't interested in an advertising model. We are now selling advertising across all of the shows that we are pushing across this ecosystem. Last month, we hired four advertising sales executives that have come from major online travel agencies or major travel advertising agencies that have joined us to sell and fill the advertising in this space. A year ago, we had about 1 million ad impressions a month across our system. Two months ago, we had about 7 million ad impressions a month across our system. With this single stack and launch that's underway, we will have 50-60 million ad impressions a month space to fill. Why did the four advertising sales executives come and join us? I can guarantee you it wasn't for the salary, because they took major salary cuts. It was for a commission to fill the space because this is where travel wants to advertise. Why do they want to advertise? Because, again, Expedia and Booking.com are telling you and telling us, and telling the consumer that video entertainment content is where the consumer now is inspired to travel. That's where they want to engage with the consumer. Beyond just the engagement and watching the shows, that we're monetizing them through advertising, we can actually move them through our system into a booked travel transaction, or at least gain the data on them to sell back or give back to who the advertisers are. We're agnostic on the booking side. Why are we agnostic on the booking side? What I mean by that is we don't have to fulfill the travel. We have all of the capabilities that I will go through here shortly. If Expedia wants to pay us a premium because they want that consumer to go back into their booking system, we can do that. We have a closed-loop system and infrastructure and attribution technology that can prove that. We don't care, because if they pay us a premium in advertising, the margin in advertising for us is around 80%. The margin in a travel booking is 8%-10%. We're happier on the advertising side. You can go elsewhere and watch Bear Grylls and Gordon Ramsay and other things, but we also produce our own content and some very interesting content. The content, you may say, "Well, how is a company going to pay for all of this production and all of these shows?" We've got sponsors that are paying for the production. Bottom right is a show called "TIDE." We just shot the episode earlier this year. It's about what goes on on these cruise ships. Sea Cloud paid for the sponsorship and the shooting of the show. Chef Ben Robinson is probably the biggest Bravo chef. If you watch the show "Below Deck," he's the celebrity from "Below Deck." He's got a huge following. He was the celebrity that was on there. We produced the show for Sea Cloud Cruises. They paid for it. It will air in our system later this year. What does Sea Cloud Cruises get for it? They get to show all of their consumers and advertise for years in what they've already paid and sponsor. The consumer watching it gets to see what it's like on a Sea Cloud Cruises ship with a great celebrity that showed, Here's what we do in the kitchen while we're here. Here's what we do in Antigua on this particular cruise stop that we did. It becomes very compelling, and we're starting to get a lot of sales. We announced a few months ago, another show we're doing called I DO: Destination Weddings. We just shot our first two series in the series, one in Cancun, one in Dominican Republic in Punta Cana. Again, fully paid for in the production of the show. The celebrity and host on this is Ben Higgins, who's the number one celebrity out of The Bachelor series. Again, it's a type of show that the resort gets to promote what they have and show it across TV to 250 million people that may want to go to Punta Cana, they may want to go to Cancun. An interesting documentary, kind of also you're seeing what goes on at a destination wedding, that it may have a little bit of Uncle Joey shows a side that he shouldn't show, and it may go viral. We don't know. Again, it was paid for. It didn't cost us anything. People start watching the show as it comes out. We're advertising, monetizing them through that position. They may be interested in going to the resort and our agentic AI say, We can see, John, that you're looking at the screen. You're coming in from New York. We can put a package together for you. It's bookable right now. You can execute. On the travel side, to show we have all of the capabilities to manage this, our main booking technology, which we called NXT2.0 or NextTrip, we bought just after the pandemic. There was a company called Bookit.com, was doing about a half a billion in travel revenues. They went out during the pandemic. We bought all of their booking infrastructure. We brought some of their technology team over and some of their sales and marketing team over. Five Star Alliance, we acquired, brought in here. It's about 20-year-old operating travel agency, ultra-luxury properties around the globe. They've got 5,000 properties that they have relationships with. I'm pretty certain you can go on Expedia, you can go wherever you want, and you will not get the same pricing that you can get through Five Star Alliance, and it will probably come with a free spa day, free breakfast, or some kind of VIP perk. Incredible opportunity. You'll see a lot more news coming on that one shortly. TA Pipeline specializes in group bookings, destination weddings, fits right there. It's a higher margin area, higher touch area. Everything that we're doing has got high touch, so it's not just on-screen agentic AI. We have also, because of Five Star Alliance and TA Pipeline, we have agents that are back to help you if you don't want to just go through an electronic transfer or if you have a problem with your booking. From a travel perspective, we're focused in areas where we're not directly competing with an Expedia or a Booking.com. They're giant. They're great at it. We go into areas that are higher touch, higher margin, greater opportunity for us, the groups booking platform, cruise bookings. We've got licensing, white label solutions, travel agent platform. We announced about a year ago, beta testing our travel agent platform. It should come out in the next few weeks. It will have agentic AI. It will have content. It will have social media going towards the travel agents, which have had a resurgence over the years. There are more and more people now still rely for a longer trip. If you're going to New York for three or four days, you don't need to speak with anyone. If you're going to Tahiti for a few weeks, you want to make sure that you're getting the right return on your investment. Obviously, you can see on the screen, I'll speed up here, we're with distributors, supplier partners, advertising partners. We're getting the message. People are coming to us and doing business with us. We are specializing and focusing in areas that the Expedias, the Booking.coms aren't. How did we get to this spot? How did we acquire all these companies? The Board of Directors and core investors have put out about $20 million of their own money. They own about 65% of the outstanding shares. Don Monaco's put about $7 million in. Bill Kerby, Founding Member and CEO of the company, put a few million dollars in. Andy Kaplan is the former President of Sony Global. David Jiang ran AIG's alternative asset arm, was the president of Bank of New York Mellon Trust for Asia Pacific. He runs a family office that's got four private investments, one public. We're the public company. He put about $4 million in. Carmen Diges is a big attorney up in Canada, Rob McEwen's personal attorney. Jimmy Bird runs the biggest infrastructure company in Canada. He's put a few million dollars in, and Steve Kircher has been in public companies. He owns hotels in the Caribbean and in Europe. As we've done some of these acquisitions, key management of these companies we've acquired have come in, just touching very quickly. Brad Buice just joined us. He built the biggest travel agent platform used in North America. It's got 130,000 agents on him. He built it 20 years ago. He's been running it for the last 20 years. It was at a company called, oh, now I can't even think of the name of it. It got bought out by Apple Leisure Group. He became VP of Architecture at Apple Leisure Group. Apple Leisure Group then bought them out. Hyatt bought them out. He was the VP of architecture at Hyatt for the last few years. He just joined us because of the new travel agent platform we're launching. He's very excited about what we have. The existing platform that Hyatt has that has 130,000 agents on it, they're no longer supporting it or putting money into it. Great opportunity for us. Nir and Assaf help us on the production side. They've been in FAST channels. Nir has run 600 FAST channels around the globe. He was at CBS, Time Warner, et cetera. Kacie, when we acquired GoUSA TV, Kacie had been at Disney. She'd been at Hulu. She ran GoUSA for the last 18 months for the U.S. government. She was Executive Producer of a number of very, very successful shows. Very excited about what we're doing, the combination of GoUSA with JOURNY, the global brand becoming global content. She's running that and was just elevated to President of our media side. About 14.5 million shares issued and outstanding. 8 million-plus are owned by the board and management team and core investors that invested over $20 million to get us here. Balance sheet is lean because we've kept it lean because we're trying to do this to have the best structure to return to our stakeholders in the days and months and years ahead. You can see here quickly, it's starting to scale. We did $500,000 revenue year one, just announced year two. We did $3.7 million in year two. We're expecting to do about $25 million this year. That doesn't include what we think of some of these, like the YADA TikTok agency, and what that may contribute and the travel agent platform. We're pretty excited about where we are and the opportunity, and I think I've gone on a little longer. We are this dual revenue model, so don't think of us as travel, but we are in the travel space. We've got media and travel. It's the intersection of media and travel. Everyone in the travel space, the OTAs are talking about media and content as being the best inspirational tool. We've married the two together, and we're agnostic where we can do it and push people into Expedia's booking engine or Booking.com's engine if they want to pay us to do that. I'm out of time, so sorry.