So that's one example. Now, if you're an SME, if you're a business, and you want to lease equipment, factory equipment, manufacturing equipment, ships, aircraft, and you go to a financial institution and you actually want to go to them and you say, "This is my credit history, please give me this," they will look at our product, our software, and say, "Okay, tell us about your creditworthiness." They will develop a loan installment plan based on our product, and the whole sales transaction that will take place will with you will be based on our platform ecosystem. So fundamentally, NetSol operates a leasing software ecosystem. That's what we are. We're a lending software and a leasing software ecosystem. For equipment finance, that includes all kinds of equipment, you know, factory equipment, cars, the works. Whether that's new equipment or used equipment. And that's why I say that our leasing or lending business is agnostic. I wouldn't say it's immune to macroeconomic hits, but think about this. In a good economic situation, does the demand for new equipment or used equipment rise? What do you guys think? Used. So our platform ecosystem facilitates those rentals and those leasing in for a used equipment as well. Now, likewise, if there is an economic upturn and people want to come in and buy a new cars, want to buy a new factory equipment, new ships, new aircraft, new vessels, new machinery, our platform ecosystem works accordingly. So we've been around for more than 30 years. Our customers are Fortune 500 customers. We've had over 300 successful implementations. In over 40 countries at the moment. We operate in multiple jurisdictions across the world. Our HQ is in Seno, not too far from here, so we're NASDAQ listed. And so far, you know, things have been looking good for us, especially the year-end close that we recently had. So our year-end is June 30th, 2026, not the December 31st year-end. And we rewarded our best results so far, year to date. We recorded revenue of 74.4 million dollars for the year. That was 12% up year over year. But I think the real story is that we're starting to add a lot more value for our shareholders. You know, as a CFO, I'm very mindful of what I say up here on stage. But I will encourage you all to go and do a Google search. And you can do this in your own time. Please do Google search the performance of NTWK, which is our ticker, versus NASDAQ for the full year, last 12 months, please also do compare it with MicroCap companies, and software companies. Please do that and let me know what you think. Okay. What I like to say is that, you know, a lot of people ask me whether we're a fintech. And I say we sit at the intersection of mobility and fintech. Think about this. At the end of the day, the product that is sold through our platforms is a loan agreement, is a leasing agreement. And our platform ecosystem which is AI native enables that to take place. Fundamentally, we operate as a fintech in the form of our agility, but our customer base, our banks who use our platforms, our OEMs, our car manufacturers, and this is a trillion dollar industry globally, growing at over 10% CAGR. Why? Economies need finance to grow. Economies require equipment. Businesses, small or large, require equipment and financing to grow. And if you have a platform provider that can actually manage billions of dollars of portfolio in a secure, safe, reliable, efficient manner, whether that's originating the loan, doing the whole contract management process, the wholesale part of it, the recoveries, the accounting, the tax, the creditworthiness, that's where we come into play as an ecosystem provider. I'll cover this. So some of our clients, and again, this is information that is also available on our investor relations website, which I encourage all of you to go and visit, you will see a mix here. We do operate with some of the largest names out there when it comes to automotives. And why do I say automotive? So you're thinking you used to I'm talking about equipment, but then I'm talking about automotives. So cars is a form of what we call assets, or an equipment category. So let's take an example. You go to a, you know, you go to, you know, a dealer. In the US, or you go and buy a car in Europe. At this most likely you would like to finance that vehicle. And again, our platform is the one that operates. So you would see a lot of car manufacturers in that. But you also see banks in that list as well. You'll see Chase, you'll see BMO, which is one of the largest banks in North America that we just expanded our relationship with last month. So BMO was on our legacy platform, and they just upgraded to our Transcend finance platform. And that, of course, comes with a higher subscription revenue model with them. So you also have banks. And this is a space that has been left by core banking providers because if you think of a core banking platform, they generally do not deal with equipment finance, asset finance. You can go to a bank, you can open up an account, create a savings account, a current account, a deposit account. You can go and get a personal loan. But when it comes to highly complex asset and equipment finance transactions, that's where the banking platforms don't operate. And that's where the space that we operate in. So how does our customer relationship work? And I'd like to talk a bit about our pricing model as well. So typically, in terms of our sales cycle, because this is B2B, as an end consumer and an end customer, you probably wouldn't know that you're using a NetSol product. But as banks and as OEM manufacturers, you know, use our product, the sales cycle can be six months. They do an RFP, they look at what's happening. And then there's an implementation that goes in. That implementation could be a new implementation or it could be a migration of an existing portfolio to our platform ecosystem. Generally, our contracts initial term is five years. But I do not know of a single contract of ours that has ended over in five years. And think of it this way. If you use a financial software I don't know how many of you actually use SAP or Oracle or another financial software. Can you can I get an example of any ERP that you guys use in your companies? Anyone? SAP. Now, if you wanted to and it's probably not the best USP, but if you wanted to now churn out SAP, and go to Oracle, would you be able to do that overnight? How long would that take you? Six months. Six months. Now imagine a bank or a car manufacturer using a NetSol platform ecosystem to originate billions of dollars of loans managed sales contracts, do accounting, tax compliance, API checks, creditworthiness checks, the whole recovery ecosystem. These are multi-decade relationships that actually take place. So while the initial contract period is five years, but if I were looking at it from a cash flow perspective, the terminal value is quite high. Because those relationships tend to last a much longer period than our initial contract terms. How do we price those contracts? Well, it usually has three elements. We've been transitioning from a legacy license-based operator to a SaaS subscription-based pricing model. So yeah, sure, we have some kinds of small license fees at the start. But now we've migrated to a subscription model where the customer pays us a fixed fee on a monthly basis. Six monthly basis or an annual basis. That you know, that makes it easier for investors to understand how we're approaching unit economics. And now I'm happy to say that 48% of our revenues are based on subscription and support models as we speak. In terms of our presence, I think in if I were to look at our competitive picture or landscape, I think this is probably what I would say sets us apart from competition. We don't just talk the talk. We have done implementations in China, in Thailand, we have the benefits of a high-quality, low-cost software delivery factory in an emerging markets. We have now significant presence in Europe. And we're really expanding our presence in North America, which is our home market. The example of BMO, with one example, we also have something which we call our big bet. And I want to spend a moment on that, because I don't want this to be confused. So our core platform is called Transcend Finance. And then we have something called Transcend Retail, which is our big bet in North America. And the objective of Transcend Retail is to digitize the experience of buying a car for customers, selecting it online, matching you with a dealer, and actually automating the entire sales process. We have worked with BMW in the US. They are our client on that. We've also have an agreement with Sonic in the US with many hundred dealerships. And we believe that the dealer management experience in the US is going to continue to scale as we see over the last few months as well. So let's talk some numbers. As I said, we've had steady growth in our revenue year over year. But I think the real inflection point for us has been the year-ended, June 30th, 2026, where we've now hit close to 74.4 million dollars. We don't want to leave our investors hanging. So I did give forward-looking guidance in the earnings call. We this was a 12% growth. We are now forecasting a 13 to 16% growth in our top line for FY 2027. The recurring revenue part of this is an interesting story. As you will see, we're starting to scale this as a composition of the overall piece. And it's close to 50% as we speak right now. Turning to the balance sheet. If some of you have been familiar with the TowerCo business, you know how tower cell phone companies create these large towers and those towers are managed by third parties. They generally entail long-term cash flow, predictable cash flow. So I'm pleased to say that we have a healthy balance sheet. We reported 17.1 or 17 million dollars of cash and cash equivalents as of June 30th, 2026. We on a on a shareholder equity of over 40 million dollars. We have a total debt of about seven and a half to eight million dollars. And all of that debt is short-term, less than 12 months. And then if you think of our current assets to our current liability ratio so it's almost 2x. So our liabilities of 8 million are already satisfied by the current assets that we have that are almost 2x our current liabilities. We virtually have no long-term debt on our books. How does that help us? Well, now our plan is to accelerate our growth story. And we are looking at strategic mergers and acquisitions. In what we call core and close to core adjacencies. So especially in the US and in Europe, we're looking to now acquire companies that are relevant to our space, fintech, financial leasing of equipment finance, dealer management, fleet management ecosystems, AI solutions. And I think that's going to be an important part of our journey. And we have the balance sheet that will continue to support us on that plan. I think we've covered this. Some of the metrics. That we are speaking about. And again, I alluded to these in the in the annual earnings call. We will continue to track and report our recurring revenue. We're not a legacy license-based lumpy revenue company. We are a cloud-based AI native recurring revenue SaaS ecosystem provider. And you will continue to see those numbers improve. We also introduced a metric called contracted revenue in the earnings call. And I just want to take a second to explain what contracted revenue is. So let me put our business into two buckets. I have existing clientele today. With whom we have long-term agreements and contracts. And then, of course, we are in negotiations for new business and new new clientele. If I were to do nothing today, our best case estimate of the revenue that would come in from existing clientele in one year is about 60 million dollars. So if we had no new business and we just serviced our existing contracts, we believe that we would hit 60 million dollars in revenue. So what we're trying to do is build upon that base funnel as we grow our business, operating cash flow is a key part of our story. Our cash collection cycle, we tend to invoice on a 30 to 60-day basis once the implementations go live. We have subscription revenue that starts coming in on a regular basis as well. In terms of the team, we do regard ourselves as a as a global enterprise. We have very proud family origins. And this was started from humble beginnings. But has now expanded to a global team. Our chief accounting officer and Patti, our chief legal officer, are based here in Sino, along with our CEO. Erik, our CMO, is based in Austin, where we operate our NetSol America outfit from. Our board of directors includes people who are ex-global bankers. CEOs of tier-one car manufacturing companies. And also people who bring compliance and governance expertise in the picture. So just the last slide or two, and then I think we've got some time for for Q&A. So what are our priorities and big bets, if I wanted to summarize? Number one, expand transcend retail. Remember the big bet that I mentioned around digitizing the experience at dealers of buying cars in the US. So we want to continue to scale that. In the US, we have some customers who are still on our legacy platform. And we want to upgrade them to our transcend finance ecosystem, much like BMO did. So BMO is our playbook for that upgradation. Over the next year or so. And of course, grow with customers as they're entering new markets. I want to take you back to the start of the presentation, where I said that our platform is used to finance all kinds of equipment, all kinds of cars, and used by car manufacturers, OEMs, finance companies, and banks. So as those companies and as those banks and customers are growing in multiple markets, multiple markets, we want to expand with them in those markets. So a multi-market deal leads to a lower cost of customer acquisition. And a lot of these clientele, because they have premises and offices in different countries, that opens doors for us at a much lower cost of growth. Embedding AI across our platforms and operations we reported a 9 or 6 percent reduction in our workforce year over year in our June 30th results. We're becoming more agile and nimble. In our operations. But I want to clarify something. And when I said that, please do Google NetSol's performance versus software and SaaS and micro a lot of people will say, you know what, SaaS is going to bleed to death. AI will kill it. And that's a fair point. In many an instance. So let me try and give you an example of why we believe as NetSol that we have a strategic advantage here. Our platform, our financial services platform, does mission-critical services. So a bank has millions of dollars of loans going through our platform. Banks are regulated by central banks. And the central banks are very extremely wary of just using plain old vanilla vibe coding to actually manage portfolios that entire economies run on. So you cannot vibe your vibe code your way to a mission-critical financial services platform that has to be certified and approved by a financial services regulator. So I think that's that's point number one. And number two, as we're evolving in the business, we're embedding AI into our own ecosystem. So that's allowing us to become much more nimble and agile as we go along as well. I've already mentioned I think I alluded to the guidance for next year. But just to recap, we're aiming for a 13 to 16 percent growth in revenue next year. Around a 25 percent increase in our EBITDA. For for next year as well. And hopefully we continue on the trajectory that you currently see. So with that, I think I'll stop here. We've got about five and a half minutes. So happy to take your questions. Thank you very much. Please. Do you mean customer concentration that you can speak to? Yes, absolutely. So I would say about today and it's public information, five customers, large customers, contribute about 40 odd percent of our of our revenue. The reason why we don't believe that this is a bad omen or a bad thing is that a lot of those customers are multi-market deals. So it's not a concentration on one geography. So for instance, it's public information that Mercedes-Benz is has been a client for NetSol for ages. But that has led to deals across markets. So while the brand name is Mercedes, but it's multiple markets. And you see that with a few others as well. Please. 1 percentage are banks of your customers. And is that like you can see a lot of growth from the banking side? Sure. Omer, do you want to take that? What percentage of customers would be banks? Well, the biggest one primarily is auto captive. But in terms of banks, we have a cargo bank in. Sweden. Yeah. Yeah. Sweden. With multiple markets. We're in the process of implementing that. So that's a huge you know, investment or I think we're trying to benefit the European market while being the economy in. So if I were to name some so we Chase Bank is our customer. Icono Bank is our customer. BMO is our customer. And a lot of these car manufacturers, they they're not our customers directly. They're our customers through their finance companies. So they've set up their own finance companies, which they call captives, because they only serve the car manufacturer. So those also have finance licenses, which are regulated. So we have I think the majority are those. Please. And the US is the weakest part of your business so far. So what are your plans to. Yeah. Yeah. So great question. So if you continue to follow our results, you will see the mix of our revenue growth changing. Our fastest growing region over the last six to eight months has been the US now. Now in the overall pie, because APAC is around 65 ish percent of our overall revenue, it's still a smaller number. But I think some of our biggest wins over the last six to eight months have been the US, whether that's Sonic in digital retail, BMW a little earlier than that, and now BMO Bank on our our core transcend finance ecosystem. That's also US is also where we're looking at strategic acquisitions. And I think as we continue to tell our story in each earnings call, you'll continue to see the mix of US improving. Well, in addition, we have existing on our legacy platform in the US. We have multiple clients, which we have a roadmap to convert them into. So like BMO is one example. We have a list of other customers that we potentially have in our pie for the next two years. And we tend to target. And six to seven customers. That are on our legacy platform called LeasePack. And moving that to now our AI native transcend finance platform. That's great for the customer and it's good for us. It leads to higher subscription uptake as well. Please. It's the biggest obstacle for future growth. You know, to be honest, is for me, I would say deciding on capital, allocation across multiple market opportunities. I think I said this a few days earlier in in in a session. There's there's a positive to that and then there's a challenge. The positive is we don't operate a high legacy infrastructure business. So what does that mean? If I see that the US is doing great and Europe is not doing so well, it's quite easy for me to reallocate, resources towards US, because we have existing offices, team members, delivery. And I'm not moving infrastructure, physical infrastructure. And likewise, if say China picks up, we are able to be quite nimble. So I think deciding that capital allocation is is one. But that's a good problem to have. The other would be sales cycles. I think it's fair to say that sales cycles this is a B2B business model. It takes a few months to go through an RFI to RFP. Deal. But this this business is based a lot on trust. Once you hit a certain inflection point, which certain category in you know, of customers that are satisfied, we have almost zero churn on our transcend finance platform ecosystem. I think that's a really, really important point. There's hardly any customer that we've ever had that has said to us during the contract, we're not satisfied with your service. We're breaking the contract and we're going to another one. So after a certain inflection point, you're able to build upon that. I think we've got 40 seconds I'm being told. So yeah, please. So I'm sorry about that for a second there. So in the US, there's obviously people already doing what you're doing. How are you displacing them? Like your business is taking and you're designed into whatever ERP that. Yeah. Yeah. So the the total market competition in our core business, transcend finance, to be honest, isn't large. There are a handful of competitors who operate in this space. So on our core business, that's number one. Number two, on our digital retail business, I would say the biggest US being has been that we got you know, many in BMW to sign up to transcend retail. Imagine this. If you're starting a new digital line and you get kind of get that customer name, it helps with the with the credibility. I think we're yeah. We're we're out of time. Guys, thanks. Thanks a lot. Have a great day and have a great