All right. Good morning, everyone. Welcome to NV5's 2023 Investor Day. I appreciate all of the investors and the clients that have come out here to be with us in person. My name is Jack Cochran. I'm the vice president of investor relations for NV5. I just wanna personally thank you for traveling all the way out here to Chicago for us. Thank you for your support. This is the second year that we've held our Investor Day in conjunction with the NV5 Invitational, which is, it's an annual event on the PGA TOUR's Korn Ferry Tour. This facility that we're in is the Western Golf Association's headquarters, a beautiful facility that they have. They've agreed to allow us to have our Investor Day here. We really appreciate that partnership. I wanna thank the WGA and the Evans Scholars Foundation. Let's get started here on slide two, looking at the safe harbor language for this presentation. This presentation contains forward-looking statements about the company's future business and financial performance. These estimates are based on management's current expectations and are subject to risk and uncertainties. The company cautions that these statements are qualified by important factors that could cause actual results to differ materially from those reflected by the forward-looking statements contained in this presentation. Such factors include changes in demand from the local and state government and private clients that we serve, general economic conditions nationally and globally, and their effect on market for our services, competitive pressures and trends in our industry, and our ability to successfully compete with our competitors, changes in laws, regulations, or policies, and the risk factors set forth in the company's most recent SEC filings. All forward-looking statements are based on information available to the company on the date hereof, and the company assumes no obligation to update such statements except as required by law. If we advance to slide three, we have an exciting agenda for everyone today. We will be announcing our second quarter results on August ninth after the market close, and we invite all of you to please join us for that. We will not be going into specific financial measures today. Instead, we will focus on growth initiatives and growth opportunities throughout NV5. We'll get kicked off with Dickerson Wright, who will talk about some of our current and prior growth initiatives that we have throughout the organization. We've got growth initiatives we're gonna talk about today in the infrastructure, geospatial verticals. We're gonna talk about data center opportunities and international growth opportunities. We did 2 significant acquisitions this year in the geospatial sector, one being Axim Geospatial, and the other being Visual Information Solutions and Software. We'll give some more information about those and synergies with our existing geospatial business. We'll also talk about the offshore wind initiative that we announced last year. We've invested in a vessel specifically for that initiative. We'll give some information about the competitive advantage that that's gonna give to us in that sector. Finally, we'll talk about utility services, particularly for power and delivery, which is a very important sector for NV5. We'll talk about growth opportunities there as well. We have a packed agenda, as you can see here today. I ask, kindly ask that you please hold questions until the Q&A session at the end, you'll have opportunities to ask anything that you'd like. For those of you that are here in person following the webcast, we do have three exciting technology demonstrations that we're really excited to share with you. To get started, I'd like to introduce Chairman and CEO of NV5, Dickerson Wright. Dickerson? Thanks, Jack. I'm not gonna be. You're gonna see a lot of our people that are really doing these exciting things and the growth. I want to let everyone know that the very first thing, I just want to thank everybody for coming here. We have analysts here. We have long-time investors. I'm not gonna single you out or mention you all by name, but we know who you are, and we certainly appreciate it. We appreciate everything you do, and we certainly appreciate the coverage. And thanks for coming. I know it's a little bit of an effort. I think what we wanna talk about today is the company's initiatives for organic growth. You know, our company is built on two things, M&A, you know, we do a lot of mergers and acquisitions. We've done probably 90 total. That's kind of spills over from our other public company in this. The key thing for any type of integration is organic growth. You know, a company either grows or they die. We want to show you the things that we are doing to promote growth within the company. It's very nice that you saw that Jack listed the key initiatives we're gonna cover. I just want to comment on a couple of things. You know, a lot of people make lip service on to how they're improving their grid, but if you remember earlier this week, we had... last week, we had an announcement on work that we're doing to improve the utility grid and the delivery system, because there's been such a demand, and we really don't have as many power plants being built. There's a tremendous pressure on improving the grid, improving the delivery system. You're gonna see a specific announcement about that. This morning, we had a $16 million win that was really driven our ESG. You know, a lot of people make lip service for the ESG initiatives, but that announcement does, is a clean water initiative that we're doing in New York City for the Department of DEP Environmental Protection, and that is really monitoring the water that goes into the Hudson River. These things really, we think, promote growth and shows the NV5 as a viable company. We, as Jack said, we're not gonna be discussing specifics on how we're doing financially. When is that, Ed? August? August ninth, we'll tell you everything you want to hear, but we just, on Investor Day, we can't speak of any. We're very active in M&A front, too. In fact, I had dinner last night with firms that we're looking at. Still very active, but we can't speak of that specifically. What we wanna do today is introduce the people that are gonna be really doing things that drive those growth initiatives that Jack has mentioned. I don't know. I think we're, yeah, we're a little ahead of time, which is good. We're gonna need it. I think what we'll do is have what is driving the growth initiatives. Does everybody have a copy of the agenda, if they've seen it? Well, let me just go over some of the things that will be covered. Jack did this, you saw on the board, but we're gonna have from, our next group will be the growth initiatives that we're doing for our infrastructure. We have a special thing that Geospatial is doing on rare earth and integration of rare earth materials and our technology, and we have three people that will be speaking on that. After that, we're gonna have, about our Buildings & Technology and what Ben Herremans doing and what we've been doing internationally, and Ben will be speaking about that. We're gonna then go to our Geospatial specific activity and Dan Levine, who comes from our Axim acquisition, is gonna be speaking, and so will Melissa, who comes from our L3Harris, or what's known as this acquisition now. They're gonna be talking about specific things. One thing that we're also very excited about is we always make a commitment to capital if it improves our organic growth. We made a major, NV5 made a major investment in a deep water vessel that can do ocean floor in deep water along the Atlantic Ocean. We're the only one that I know of, the only firm that can do that. We have with us, Sloan Freeman and Sloan from our Geodynamics that are using this vessel, and they're gonna be speaking about that today. Everything for the upgrade of utilities, the delivery system, and everything else, you're gonna hear from Doug Taft. Of course, we'll have questions. What I'd like to do now is introduce our first in the growth initiatives, and that would be, I guess, Todd, and your group is gonna be... Lisa. Lisa's first. Come on up, Lisa. Thank you,. Welcome everyone. I am pleased to share with you. Let's see if I can get this thing moving, slide 8 on your deck. I'm gonna talk about our national infrastructure, 2023 growth initiative. As a company, we see tremendous opportunities with our clients, and there's strong federal funding for the types of services and projects that we can plan and deliver. That strong infrastructure funding comes from the federal infrastructure investments, the Infrastructure Investment and Jobs Act of 2021, and the Inflation Reduction Act of 2022. Private entities are also making investments in their infrastructure associated with the key market drivers, and state and local governments are making investments as well. As a company, we're positioned exceptionally well in terms of our scale, size, and breadth of services that we offer, and the strength of the experts across our vertical to win some large projects that we're targeting, and that will be the focus of this initiative. Looking at larger projects and targeting and going after those to solve our clients' most urgent and emerging needs. Key to that, our distinct competitive advantage is across our vertical, all the services and expertise we can bring to bear from different players across our different markets. Our near-term focus and current pursuits include those that I've listed here, local, state, federal infrastructure investments, West Coast and East Coast-focused, buildings, facilities, clean energy and transportation, and energy projects, as well as water projects in the West. This has been dubbed by not just the Brookings Institution, but it's been dubbed the start of America's infrastructure decade with regard to spending. We wanna be positioned and talking to our clients about how we can support them in meeting this transformation that's going to happen, both at the community scale, at the county scale, and in the building scale, with regard to aging infrastructure upgrades, creating resilient infrastructure, resilient buildings, and then providing community equity. I'll tell you a little bit more about that. Our expertise through all phases of the project, what we bring through our vertical structure, allows us to support our clients in acquiring the funding at the very beginning and helping them think about how they're going to deploy their cash towards meeting those new requirements. We can help them through all phases, from planning and acquisition, through preconstruction, to operation of their projects, design and implementation and construction in infrastructure. I'll give you a specific example. Right now, we are currently in pursuit, we haven't won this contract, but we're currently putting together a proposal for a large client that includes every single one of our verticals. It includes looking at the geospatial community from a countywide perspective, looking at the digital twin, identifying areas in the municipality where they have potential opportunities to solve equity issues, right? Provide access in underserved communities, looking at the building stock and increasing the resilience, looking for opportunities for EV and other energy-resilient projects, and supporting them in implementing those projects. Not only developing the strategy, but taking those projects all the way through planning, implementation, and long-term operations and maintenance plans. Those are the kinds of projects, large-scale projects, that we see pursuing in the future, together across all of our verticals and bringing the best of our people to solve those issues. We're really excited about taking the full advantage of our technical expertise across both our core business and our geospatial business to provide a true competitive advantage. This growth initiative focuses on that collective expertise to identify, pursue, and win projects that involve all of our cross-vertical teams and take full advantage of the NV5 brand and balance sheet in this, what's been dubbed, America's infrastructure decade. We're really excited, and with that, I'll bring up Todd George to talk about... the National DOT initiative. Todd? One of the things that Lisa mentioned was the infrastructure bill. The infrastructure bill, it provides $1.2 trillion towards infrastructure. If you look at that bill and the details of it, almost 40% of that $1.2 trillion is devoted to strictly highway construction. This is Department of Transportation work, DOT work. Combining that kind of income funding with what we're seeing coming in through the state and local governments, it spells out one simple opportunity, and it's a great opportunity, and that is to accelerate the growth of our DOT-related work across the nation. Okay? How do we do that? First of all, the good news is, we don't have to start from ground zero. We already have, as many of you know, offices in many of the states across the nation, from the East Coast to West, that already have design groups, project management groups, support functions that already have relationships and do work with the DOTs. Within NV5, we have every element to support every step of the way through a project development process on a project for a DOT, from planning to environmental, to design, to construction, and on. The objective here is to take where we have proven to be very successful and robust in this arena and try to help replicate that success amongst our other offices and boost them up. One example is Caltrans in California. We have a group there, our civil program management group, that focuses on nothing but Department of Transportation work, whether it's directly for Caltrans or it's for a local agency that wants to build an interchange or a freeway in their vicinity that must be overseen by Caltrans. We have that expertise. In California, there are 12 districts covering that entire state. We have large contracts in every one of those districts. In some of the districts, we've actually held as the consultant of choice for Caltrans contract for 15 consecutive years, which is, quite frankly, almost unheard of in the consulting industry with a DOT. What we would like to do is take some of the best management practices, what we're gonna do is take a lot of the best management practices we've done through the years, and share formally, proactively with the other offices that have these relationships and see if we can elevate the amount of work that they're doing with their DOTs. Examples include added value. In California, we've actually become very well known as a consultant that an agency can come to and do independent value analysis, constructability reviews, cost estimates. We've got a lot of cases where an agency will have another firm even design their interchange, but they will come to us before they advertise it, to come to NV5 and ask us to do an independent constructability review. Is it constructable? Is there some problems here? Also, can you give us your own independent cost analysis? Have we set aside the right amount of money to be able to deliver this project? These things lead to a lot more work, and we've actually gained a lot more projects because we're doing that, and we learn, and we've earned that reputation. Another thing we've done is we've introduced them to our geospatial capacity capabilities. Example on that one, we're currently managing an expressway for Caltrans. In its entirety, we run that project. We introduced them and explained to them the benefits of utilizing some of the geospatial work. They wrote a change order that was significant. We've added, we've flown with drones and LiDAR, the full extent of that freeway, that expressway. Without going into too much detail. where it benefits them is it helps them in defend themselves against contractor claims on earthwork, what we call preexisting condition claims, et cetera. There's a lot of things that we can share. That's just a couple of them. In summary, number one, the funding is great. Almost half a trillion dollars devoted to highway construction from the infrastructure bill alone. We have the resources in place across the nation with the relationships, and we have a proven track record where we're very robust, where we can share, mentor, and develop that kind of a robust program in the other states. With that, I think I'd like to hand it over to slide 11 and introduce you to Kurt Allen, and he'll talk to you a little bit more about the Geospatial. Thanks, Todd. This spring, tapped me on the shoulder to lead the business development for geospatial. The first day, I think I was very excited about the challenges and the opportunity to drive organic growth. The next day, I woke up and started summing up all the parts and realizing it's now become a very big number. I also recognized that we are bringing together three very seasoned and experienced sales teams that I am really, really happy to be working with. I think that we have nothing but blue sky ahead of us as we move forward. When we acquired Axim, when we acquired VIS, there was some strategic thinking associated with it. Really, if you look at the slide, you'll see that there's I kind of draw a circle of kind of all the capabilities that we currently have in the geospatial life cycle. Admittedly, if you looked at Quantum Spatial when they were purchased, they were really, really good, and they're a market leader in acquiring and processing geospatial data, acquiring it from the air and processing it, and then also then developing and delivering derived products and analytics to help for decision support with our clients. What Axim brings is the enterprise GIS and data management capabilities that really is making us a world leader there as well. VIS, at the bottom of the screen, really provides the software and the modeling. They do Software and really gives us access to almost a half million users for us to be able to now sell the entire geospatial life cycle. Our account executives, I've been working with account executives for 30 years. They sell what they know. What we need to do is bring them together as and work as a team so that we're selling and being able to try to approach the client with as through as many doors as possible, so that we can increase our share of the wallet. That's how we're gonna drive organic growth. Really, when we're organizing next for 2024, we're in the process of doing that right now. We're going to organize around four subverticals. That's defense and intelligence, it's federal civilian, it is state and regional, and it's commercial. It's by client type. But that's just our way of measuring and holding people accountable for results. But we also have cross-cutting functions that will also feed those buckets. You know, we're gonna talk a little later about hydrospatial. That Geodynamics, hydrospatial capability, it really feeds all 4 of those subvertical buckets. They'll work and partner with our account executives in order to be able to, so we can sell in all 4 of those buckets. Same goes with our software. The software group is gonna have the same kind of cross-functional capability. You know, with that, I just wanted to say before I finish off this slide, which is slide 11, I should have brought my glasses. In slide eleven is just we're also working towards one brand and one company as we move into 2024. We are going to not be a franchise, but we're going to be NV5 Geospatial. Dickerson had wanted me to talk a little bit about some of the growth initiatives that we're focused on, and here are just a few. Todd and Lisa talked about the infrastructure bill and talked about the Inflation Reduction Act. I guess I watched it, too much CNBC. I watch and hear a bunch of experts telling everybody that the stimulus is over. It really isn't. It's just starting for the geospatial part of those two bills. We're very engaged with the federal government, very engaged with state and local governments that are going to be going after a lot of grant money. NGOs, we're partnering with them and helping them write grants. We're also interspersing technology into the process, and you're gonna see some demos later on this morning. I'll give you an example. You know, there's 90,000 bridges that are going to be maintained or upgraded or retrofitted as part of the infrastructure bill. We are using technology. We're using thermal sensors from the air to be able to map bridges, to be able to do a condition assessment on that bridge. We can fly from one bridge to another really quickly, and we can do that without interrupting traffic. As long as traffic's moving, we can capture the entire bridge. We can do it very cost-effectively, we're getting a lot of DOTs with a lot of interest in that technology. You know, airports, the Airport Improvement Program, as well as the vegetation management that they need to do for approach. That grant money is just starting right now. Even though the infrastructure bill is 2 years old, it's just starting for them. We're gonna see some upside there. When it comes to water and climate change, the Biden administration treated infrastructure to include climate change and all the climate change money that they're putting into it. For water, it's for everything from water storage to water usage, we're involved in that in a major way. Give you an example of water storage. We're teamed with a bunch of ex-NASA engineers, and we're actually doing snowpack mapping in the Sierra Nevada. We can use technology to measure exactly how much water equivalency is going to melt from that snowpack and be able to then have California's more than 400 water districts, understand exactly when to release water and when not to. We're talking about, you know, millions of acre-feet of water that we're talking about here, in terms of being able to make that change. On water usage, we are California Department of Water Resources' primary go-to when it comes to being able to implement new water standards within the state of California. We're doing that using remote sensing in order to be able to determine irrigable land throughout the entire state. Very major program that we were able to win in the first quarter of this year. Coastal resiliency and flood, there's a lot of money there. Right now, we just received. We're just finishing up a very large project for the state of Maine. We are mapping the entire nearshore and the coastline of the state of Maine with topobathymetric LiDAR. That is infrastructure money. Our hydrospatial group did a very large multibeam and side-scan sonar collection for the Albemarle Sound in North Carolina. That also is infrastructure money. It is all this data that we are collecting, even though we're using two different technologies, are going to the weather center to be able to help NOAA be able to predict flooding and inundation and have better modeling going forward. Finally, I want to really focus on critical minerals. The dirty little secret is, if you want to go green, you have to mine for critical minerals as well as for rare earth minerals, in order to be able to go with the electric vehicles plan that the current administration has. They also recognize that we are currently getting about 90% of our critical minerals from China. That is a national security risk. The U.S. Geological Survey has embarked on a Earth Mapping Resources Initiative, or Earth MRI, as they call it. They're spending about $30 million a year on this program. All they're doing is canvassing the country to be able to understand where that critical minerals are. We have been passing through some of that work through our contract, through to some aerial geophysical firms that we have worked with for a number of years. They are limited in their capacity. They're small businesses. USGS came to us and said: "Help us with capacity. We need to do more." We have made a major investment, one of our initiatives, to be able to equip our aircraft with the magnetic and radiometric sensors that we need in order to be able to do aerial geophysical mapping. We are negotiating our task order with USGS this week. Again, exciting times ahead with that. I won't touch on offshore because I know that Chris will. We have a lot of stuff going on with that. Lastly, I'd mention just forest management. You know, we're the only company in the state of California with the. That is, that is using remote sensing techniques for carbon sequestration. We were approved by the. I want to forget the name, the Air Resources Board, I think is what it's called, that manages the cap-and-trade within California. We're also very active with wildfire, using lidar to support wildfire, and very active with forest health as well, both on the private and the public side. Those are some of the initiatives, and with that, I will turn it over to Ben Herremans to talk about international. Thank you. I'll ask Gary and Keith to come up here and join me, who have come in from Hong Kong. We're talking about international here, these two are really part of the driving force over there. We've all worked together for a very long time. The buildings and technology vertical, we really specialize in everything to do with the life cycle of a building, from design, commissioning, through operations, and more recently, building digitization. Really bringing the geospatial world into buildings, you're going to see a pretty cool presentation a little bit later on that. Internationally, which is what we're gonna talk about today, we have operations both in the U.S. and internationally. We really serve three markets. It's our international clients that have operations out there. We have U.S. clients that have international operations, we have our offshoring capability, which really supports all verticals of NV5 in some form, and that area has been growing quite significantly. We've got offices in Asia, Middle East, and Europe. We've seen significant growth over the last few years, both through organic and some acquisitions, we're really seeing that growth continue moving forward. That's been driven by, you know, a couple of key drivers, which I wanted Gary and Keith to talk about. One is our mission-critical sector, where we're now working very heavily in the data center space, we're pushing into new regions. With that, I'll hand over to the next slide for Gary. Thank you, Ben. We're going on to slide 15. I'll tell you a little bit about the history of mission critical, because that's highly relevant to how we got here and how that we're gonna roll into the future sustainably. You know, many people might relate, you know, mission critical directly to data centers, but we didn't start there. Back 20 years ago, the most important kind of buildings are the banks and the bankers and their offices. We started working with the banks, and then that naturally progressed into the trading floors of investment bankers. You know that, the computers, the Bloomberg Live feeds, that's so important. With the internet boom, we started working in data rooms and data centers of the wireless carriers and the telcos. Now, swimming back to now, we're glad to be working with the Big Five tech and some of the largest colocation providers, internationally. The story is that we didn't get here and jump on the bandwagon, trying to work with the big clients. We work our way, you know, through 20 years, and that's about building technical capability, building traction, understanding them commercially, and more important, building the relationship in there. A lot of our clients that we work with today in the tech sector, actually came from being from the banking sector, the facilities managers, the procurement managers, the head of engineering. What that enabled NV5 Mission Critical to do is to be a very outcome driven division that's laser focused to serve our clients in mission critical. That allows us to charge at a kind of premium international rate, working at some of these international locations where we would have a blended cost, and that helps our margin. I'll give you one example. I think, there was one site that was up for sale, and I think three potential bidders were bidding on this data center. All three of the potential bidders came to us to help them on the technical due diligence. How do we stay competitive, and how do we propel into the future? We're a one-stop shop. Our client actually have built a lot of these standards over time, and we've worked with them over time. Some of these projects that we work on, we are not actually bidding for them. Our clients are actually single-sourcing us because of this one-shop shop. We're entering new markets with our client. As our client expand, and I'll give you an example for this. One of these big tech company, they don't have international asset. They lease them from colocation providers. Three years ago, and this was pre-COVID, they started investing and started developing their own data centers. It started at South Korea, Busan. Now we're working with the same client in Taipei, in Kuala Lumpur, in Singapore, in Jakarta, two of the asset, and recently we've just been sourced to do their data centers in India, in Hyderabad. They bring us into these now, new markets, whether we might have a presence or not have a presence. That allows us to be the first provider of this mission-critical service to other players, and that has really worked well with our growth. We understand our customer, you know, we're not really service-based, meaning that our client isn't buying a standard design from us or, you know, commissioning. We understand the outcomes. They're looking for speeds. You know, a lot of the data centers, big tax. Expansion, it's about speed, speed to market, accelerated programs. It's about helping them to build their own very high standard in some unskilled places, like Indonesia, Philippines. It could be the first hyperscale data center market. You know, helping them to build capability. Some of these things that we do are not even on the menu on our competitors, like helping them in operations, handhold them, because there isn't the skill set there, isn't the labor there to support the data center. We handhold them in operation and help them soft land that data center. Vertical integration of service. You know, we do all these things that are on the right-hand side of the deck, but also looking for opportunities, organically and inorganically, to go into IT servicing as well, to support them in remote hands and optic fiber consultancy as well. Culture plays into. It's very important in the market like India, also Japan, that we're expanding, which Keith will touch base on. Working there requires a different mindset, and this is where our local employee that speaks the native dialects there really helps. What that enables us to do is high growth, high margin. I mentioned the high margin of blending the internet, the cost rate, but selling at an international rate. Also, we operate in a quite a non-competitive market with very high barrier of entry, and that's been driven by the 20 years of work that we have stick with our clients in this mission critical. Also, going into new markets, using mission critical as a spearhead for all our other services. Going into slide 17, I'm gonna talk a little bit about the future and the ecosystem of mission critical. On the left-hand side, all these graphs is about data as a consumable, and that's gonna continue to grow in the foreseeable future. You know, Apple will not stop at iPhone 14. You know, 15 will come out, 16 will come out, with a better camera, with higher resolution. The photo size will become bigger. The cloud storage that you're buying will increase, right? You know, streaming service will not stop at 4K. Out come the bigger television, 8K. We're supplying our client with the infrastructure. It's a commodity. It's a necessity that they need to be competitive and to be in business. We're in a growth sector right now. Going to the right-hand side of the slide, internationally, in the market that we operate in, the Middle East and Asia, we're playing catch-up. These metrics are data consumed per capita. You can see Asia Pacific and the Arab states are actually lagging behind. It's not about upgrading iPhone 14 to 15. It's about owning the first iPhone, turning on cloud backup, and buying from our clients this online storage. ... moving your local kind of storage of email into the cloud. It's about buying more from the cloud. It's about market penetration rather than an enhancement of service. The infrastructure needed in these locations and the growth potential are huge. It's a growth sector, it's a growth market. What NV5 Mission Critical is, you know, set out to do commercially, is to capitalize the growth sector in this growth market. I'll pass over to Keith to talk about our international growth into different regions. Thank you, Gary. My name is Keith. We've prepared. Today we're going to go to slide 17. With COVID truly behind us right now, internationally and globally, we're seeing with the travel bans being abolished and also a lot of the government initiatives for economic growth being introduced in the international locations that we operate in. We see a clear, really clear, huge uptick in the demand for engineering services provisions in the regions that we operate in. The slide today, I've prepared to show us a focus on the 4 countries or the 4 regions that currently we operate in, and we see a high growth and high demand, currently, in a sector that can provide us with high margins. In Malaysia, we've been operating in Malaysia for quite a few years right now, and we are one of the few, very few international engineering services provider in the country. With that, you know, it gives us a bit of a competitive edge with international clients. Traditionally, we've been really strong in the high tech industrial sector, as well as the aviation sector in Malaysia. We continue to see that growth, currently. Also, in the past year, in this year alone and last year, we see a clear uptick in data center markets, in projects in Malaysia, mainly due to the moratorium that is we're currently seeing in Singapore right now. There's mushrooming of data centers, especially in the south of Malaysia, and because of our reputation and expertise, like what Gary has mentioned just now, we are the preferred engineering service provider in that country. In the Philippines, it's a similar story than Malaysia. We are one of the few, very few international technical services and consulting company in country. Traditionally, we are really strong at the casino and integrated resort sector, and also the hospitality sector in Philippines. We continue to see that growth up to today, and because of the government's push for tourism boom in the Philippines as well, we've seen that continued growth. In Japan, we've been led to the market by the data center market, and we are expanding rapidly in Japan currently. Because of our strength in the recent announcement that Japan has announced a gaming license release in 2023 in Osaka, as well as the upcoming Japan Expo 2025, we're leveraging on our relationship and our technical skill set to try to grow into that sector, the hospitality sector, the retail sector, as well as the gaming sector as well in Japan. Lastly, Macau. With the abolishment of travel bans in Macau, which, you know, lasted quite long, and also with the recent announcement of extension or renewal of the gaming license in Japan, early in January this year, we're seeing. It is benefiting us directly. We're seeing a lot of traditionally, we've been working in, in Macau for a long time. We provided engineering service for six out of the six and casino operators in Macau, and these and these operators are continuing to come back to us to help them, you know, in their current growth right now. I mean, these are the four focuses that we have, but it's not, it's not limited to these four countries. We, you know, we operate in, in more countries, and most, a lot of these regions are experiencing the same amount of growth. Before I end, I'd like to wrap up the NV5 International's growth story. We are leveraging really hard on our brand name, the NV5 brand name, which is really strong in the countries, in the regions that we operate in. Along with our, the relationship that we've cultivated with a lot of our key regional clients, international clients that we have, and coupled with the local know-how, this has given, you know, like what Gary has mentioned as well, this has given the client a lot of comfort and a lot of security in the services they will provide, that we take care of them, and this keeps them coming back to us and supporting and fueling our growth in that region. Thank you. I think, I'll pass this on to Dan, Dan Levine, to talk about Axim's growth. Thank you. Thank you, guys. We're on the Axim Geospatial slide right now. I wanted to talk a little bit about the intention of the 2 acquisitions, Axim and VIS. It was with intent. The strategy for the NV5 Geospatial was to grow in certain markets, particularly penetrate and grow into defense and intel, the commercial market and state and local. Specifically kind of grow their both their customer base, as well as the amount of work they were doing with existing customers in state and local. Capabilities-wise, and Kurt mentioned this, develop and grow the IT side of geospatial or the enterprise GIS capabilities on top of that. ... the need to develop a software footprint or platform and create software as a service, as a revenue stream for that. All that is with the intention of solidifying a recurring revenue base, as much of the work that Axim and VIS do is more of a recurring thing, as opposed to, let's go collect some data and then come back in a couple of years. This is an annual kind of recurring thing. Very much with intent. Let me introduce Axim to you, and I'm on slide 20 now. Axim is a full service geospatial services and solutions company, serving a broad base of markets. We have 6% of our revenue at least, is defense and intel. Another good portion of that is the Fed Civ, which is a really nice overlap with the existing NV5 Geospatial. We do different work, so we're in the same client base, but doing different work largely. The state and local. We have, at any one time, 200 projects running with at least that many clients across the United States. On top of that, the infrastructure work we do ties directly to many of the things you were hearing about already. We're supporting asset management for DOTs and water utility systems for many organizations. We're running about 350 people right now. Been a growing organization, we're on a really nice trajectory. We see that continuing based on pipeline and actual bookings. We are a top-secret facility. This is a DOT or DoD cleared facility. We have over 100 secret cleared employees and probably around 40 top secret, and that's a growing number as well. Really opportunity for growth for both of us. One of the things we bring is a really a premier reputation in the Esri world, particularly deploying Esri solutions. If you think of Microsoft as providing the desktop solution for Esri, is the GIS platform for the world, and we are a preferred partner for them. In fact, they walk clients to us for performing work. Take a look at these. I'm on the next slide, 21. If you take a look at these four boxes on either side of the Axim logo, we do all of this. Reality capture, the one part we do that was actually another intentional acquisition was we do mobile lidar. We have a book of business that's collecting mobile lidar for DOTs, this is primarily for asset management. I know the NV5 Geospatial was wanting to get into this business as well and expand that. We're doing that now. We're actually collecting up in Wisconsin right now with NV5 equipment, are processing. It's a really nice marriage. Our enterprise GIS and cloud services. We've been deploying GIS on the cloud since Amazon would let you. It's been years and years. In fact, next week, we're lighting up the first enterprise system on the cloud that Navy Installations is deploying. This is a system that manages the geospatial data for all Navy bases around the world, and now that's tied to or will be tied to 8-10 other business systems, so they can manage their energy consumption and facilities, and et cetera. Another component we do is the critical infrastructure and security. A lot of the infrastructure stuff that's already been talked about, we've been doing the geospatial side of that, including water utility management, DOT asset management, et cetera. One of the really neat things we do that's a differentiator is we apply force protection, domain knowledge and discipline on top of that to protect DoD schools around the world. Where your soldiers around the world are deployed, they're sending their kids to school at the bases around the world and CONUS. We're providing the protection for those kids while they're in school. That's a model that we can take other activities throughout the NV5 community and double down on and take elsewhere as well. Finally, business solutions. I guess the best way to think of that is this is where the CEOs and the commanders of the bases are looking at a KPI dashboard, right? And maybe the easiest way to say that is you remember the Johns Hopkins COVID dashboard that we all looked at for three or four years. We probably deployed 40 of those things during COVID and configured them for the local governments we were working for. That's just one example of hundreds and hundreds that we do. That's kind of the business we're in. The market, as I mentioned, we're pretty heavy into the federal market. Our biggest client is NGA. They are basically the biggest spender in the geospatial world. We have a really nice footprint. We are one of the leading, if not the leading provider of the maps that are they're using for their intelligence, that get deployed out to your soldiers, your Navy, and your airmen when they go to battle. DoDEA, I mentioned before, really nice footprint in the federal side and, and overlapping that with which NV5 already had, is just kinda growing our market share there. The Fed civils similarly, we do a lot of work over there, including the GSA. We work with the GSA Public Buildings Service, these folks manage 9,500 buildings around the country. All of the stuff that we do on the building side of the house can be brought into that market. The two columns down at the bottom, state and local government and the utilities. This is where we've had a couple-of-year strategy of moving to the revenue generator and program-based clients and projects. We're doing water utility asset management for very big companies and organizations. The state and local is moving up the chain to the chase, the infrastructure dollars as we've talked about already. doing that well. I would say in, since our acquisition in February, so 5, 6 months, we've submitted and are actively working somewhere around 2 dozen proposals, collectively in synergy with either NV5G, Geospatial, or the core engineering team. Really, a lot of activity going on. One of the first things we did as we saw this acquisition was converted NV5, who was part of our team on the NGA work. We just made them a major sub, so that now all that work is in-house. We're improving that. On the other side, where we're able to leverage the offshore capability of the NV5 office offshore in India, to help us reduce our gross margin, sorry, increase our gross margin on some of the mobile lidar work. It's a really nice synergies there. Now we're able to take some big swings. We're on the ASTRO contract. This is a ginormous contract. They're putting trillions of dollars through it for mostly DoD kind of work. Now that we've got the VIS team as part of that, and we have solutions that they actively use, and we've had the really best in class in access acquisition of data using aircraft, we can do C4ISR or basically surveillance over areas that are heating up in the world. These are big dollars that game changers for us. The potential to go to market with the collective capabilities across NV5 is really exciting to us. With that, I'm gonna turn it over to Dan Gradel from the VIS team to talk about their capabilities. Hi, everybody. I'm Dan Gridel. I'm coming over with the VIS team, Visual Information Solutions, I'll talk a little bit today about who we are and the things we're kind of excited about. Half this room is NV5 people, I hope you guys are feeling what I'm feeling like. There's so much possibility here and excitement that we're seeing in what we can do, I wanna talk a little bit about Software and what that means. Software, for us, just to give it a basic definition, is we produce products that we produce once, and we try to sell it, you know, thousands of times. We have about 500,000 users around the world. We're a global organization. The blue on the map, you can kinda see where we have direct offices. Everything else that is in gray, we actually have a distribution network of resellers that sell our products as well as other geospatial products. Just last week or two weeks ago, I was at the Esri UC conference with a number of us. Both Axim was there, Geospatial team was there, we were there, and we had a luncheon, and we had people coming from all over the world. We had people from the Ukraine team. We had the Polish Space Agency. We had a group from Africa who's looking to track elephants for conservation purposes. We had Corps of Engineers who are looking to better understand how they can use satellite imagery, SAR imagery, coming off of satellites to better track and monitor their dams and infrastructure. You're starting to see a lot of the kind of key phrases here: infrastructure, monitoring, software, collection capabilities. We really stand out on satellite imagery. We are able to process over 200 data types in our products. Those 500,000 users and thousands of companies, organizations, really rely on us every day to make sure that they have up-to-date software to be able to process and analyze imagery, whether it's coming off of satellites, aerial platforms, could be terrestrial, could be cameras, and do it with confidence. We've been around for about 30 years. We have our technology on the space station. We've been on the Mars Rover. We process the Hubble. We're in NASA, we're in NOAA. NOAA uses us for most of their weather technologies and producing the visualization of what's happening with the GOES satellites. Our software is used across many industries, as you can kind of see at the bottom. Dan put some up. Kurt has also talked to some. It's palpable for me to see the opportunity that we have with all of NV5 and bringing these things together. Moving on to the next slide, slide 25. How do these industries actually use our software? This is just a couple of examples. Monitor infrastructure, we talked a little bit about this. We have a customer in Italy. They run a utility business. They have to monitor landslides up in the mountains because their infrastructure lays below some areas they have real concerns over mudslides, landslides, right? They need to use earth observation technologies to make sure and evaluate and monitor and stay on top of these types of situations, which leads to assessing damage. Kurt talked a little bit about what we do out in California in wildfires. I can speak firsthand for this. This is important. I lost my home in a wildfire about 2 years ago, in drought out in Colorado. These types of tools are important for prevention and saving lives. We see that on the right-hand side there, we're identifying movement, right? We use our technologies to track deep sea vessels, right? You maybe you've seen some press releases out there lately about tracking Russian oil being shipped in where it's not supposed to be. These are the kind of solutions that our defense intelligence, as well as Fed Civ, use every day to make sure they have a better understanding of situational awareness. Identifying materials. Kurt also talked about the need for us to increase our capacity with these types of minerals to support some of the infrastructure, EV, that we're seeing out in the utility industry. We work with mining companies around the world who use hyperspectral technologies, using our software to help them do exploration production. We also see that out of oil and gas, too. We have a large customer who uses satellite imagery, tracking global sea lines, looking for opportunities for exploration and production. Melissa, my colleague, she'll be doing a little demonstration of some of these things later to give you a sense of what that looks like from kind of a subscription-based service, right? Satellite imaging coming in, we process it, we create output that can be put in different environments or including our own. Monitoring the environment is kind of what it's all about, you can kind of see this extract features, right? A lot of what people use this for is they build deep learning models to operate at scale, right? This is like a good example for insurance, right? Like, if there's an event that happens, they wanna build a model to see what kind of things, whether it's blue tarps, how many of them are there, right? Give them kind of a sense to be able to quantify what's taking place in the market. Moving on to slide 26. ENVI is our flagship product. ENVI stands for Environmental for Visual Information. It's been around, as I said, for about 20, 30 years. Pervasively used in most scientific organizations around the world. Used in almost every MOD, DOD, Army, Air Force, Marines, to give you an example. They have little analysts who have to. thousands of them, who have to pull up imagery, look at that imagery, have the right kind of tool set to be able to understand how they can help the mission and then use that. That's our flagship product, which is kind of a desktop solution that's sold. We have a new strategy that we're super excited about because we see a need among our customers to be able to share models, to be able to share analysis done by an individual with greater groups, and that's kind of that middle square on the bottom, that we have this new solution called ENVI Connect. It's taking the foundation of our science, but now allowing collaboration, right? As we all learned through COVID, collaborating with remote teams around the world, allies, becomes super important, and this provides that type of platform that can be sold for us as a service. On the far-hand side, this is the solution. I talked a little bit about the oil and gas company out there that is running their own models, or we develop models with them as a service to launch that and put that out into Amazon Cloud and run massive amounts of data, right? Ben and team were talking about the storage that's rising, right? Satellites, they're not stopping. They're gonna keep launching and all the time. We have more data not only coming from our phones, but we're gonna have it coming from everywhere in space. This is a platform that allows that processing to happen at hyperspeed to provide solutions. Lastly, this is kind of a, a summary slide from what kind of Kurt, Dan, myself, and some other, you know, within the Geospatial are starting to see. I mentioned that luncheon, and this is what we talked about with our customers and call them prospects, people who are interested in what we are doing as NV5 Geospatial. Now we have this, what we're kind of calling a value chain, that makes us super unique in the marketplace to be able to handle everything with best-in-class acquisition, best-in-class Software for analytics and scalability, and then a world-class team in being able to pull those solutions together. That slide kind of represents both the NV5 Geospatial, the Axim acquisition, and the VIS position. I'm super excited about what we have in front of us. With that being said, my time is done. I would like to turn it over to Chris. Thank you. Thank you. Again, my name is Sloan Freeman. I'm a marine geologist and senior vice president of NV5 Geodynamics. I am a known rambler, I'm gonna kinda hold to these bullets here, but would love to talk to anyone after this. I'm gonna describe a little bit about the offshore wind space, and the forecast there. Talk a little bit about how we fit into that space, look at our exciting new vessel that we're building for the offshore wind space directly. The market, it really does represent a once in a generation opportunity for multidisciplinary companies like NV5 to really tap into billions of dollars in the future, not just in marine survey, but all spectrum of engineering and environmental. As of today, offshore wind has only 42 megawatts installed, but in the next 10 years, there'll be 50,000 megawatts installed. It's really, we're on the cusp of an enormous boom in offshore wind. I've been told the total investment is estimated to be $120 billion over the next 10 years. We're talking a major new industry for the US. How do we fit in? In simple terms, we go out on a boat with a sonar system to map the seabed and what's below the seabed. The reason we do that in the offshore wind space is for engineers to be able to route cables, to see foundation depths of turbines. Where we are right now, you hear in the paper about the supply chain and how we need to build out a supply chain. We are in the supply chain now, we're in the siting surveys, then it goes to construction surveys, then monitoring surveys, all the way through decommission. Our services will be throughout the entire life cycle of a project. Let's see. The technical requirements for offshore wind, We're actually one of 7 NOAA nautical charting contractors. It's like the cream of the crop, high-end. The specs for offshore wind just are way more stringent, because there's things at risk. If there's a munition in the way and, you know, think something blows up. It's really critical to have really high standards. And the reason I say that is that everything starts with the vessel. The vessel is like a precision survey instrument. You know, you just don't go to the survey vessel superstore and go, "Yeah, I want that one." This is a 2-year process, this boat represents a 2-year process of really taking our clients' input, stuff we've learned for the last 20 years and wrapping it into this vessel. Last month we took delivery of this vessel. It's at our location in North Carolina. It's 73 foot, built by All American Marine. It's It's a catamaran with a patented foil-assisted hull design that makes it very fast, which is good. Clients want that. You wanna save mobilization and demobilization costs by getting there quick, doing your job, and coming back quick, this boat does it. Our vessel is outfitted with 5 dedicated sonar sensors that really represent the cutting edge. You've seen a lot of things here, some of our tools are multibeam sonar, like LiDAR. It measures the elevation of the seabed, but also obstructions like shipwrecks and things of that nature. We use transverse gradiometers. One of the big things with offshore wind development is make sure we don't run into a cultural resource like a shipwreck or even unexploded ordnance, which is a new emerging thing in the U.S. that's been in Europe for years. We use those tools. We use seismic arrays to pulse beneath the seabed to see the underlying geology, so where to trench the cables. Again, that helps with munitions and things of that nature. The vessel, it's got room inside. I don't know if the video is gonna be here somewhere, but big acquisition center. Think of like kind of a NASA control center. It's like a floating office where you have multiple people collecting multiple sensors. The client requires client reps on board, so it's a comfortable space for them, and protected species observers, things of that nature. Let me leave you with one last distinction, that we truly are the best in class with the vessel and the first in the market. None of our competitors have anything close to this. Again, if they wanted to go down this road, it would be a three-year time horizon, so we're well above that. Yeah, so the foresight of NV5 leadership in making these investments, combined with our division's 20-year reputation and experience in this space, we're poised for rapid growth and return on investment in the market for many years in the future. Again, I look forward to speaking to anyone about this. I love this stuff, so let me know. With that. Yep, come on. That's actually a great prequel for what I'm about to talk about right now. I, one thing right now, we're just seeing really exciting times in the power and utility industry for growth. One thing NV5 is really poised to take advantage of that growth is... I'm actually going to change the page to page 30. Some of the things that are actually driving the growth in the power and industry utility district, or in power and utility industry, sorry, is the aging of the existing infrastructure of the grid. One thing we've seen, most of our grid was constructed 50 to 60 years ago. That grid, you know, right now is ending, is reaching the end of its lifespan. That means there's need to be a critical investment made in to replace that grid. We're expecting $20 billion-$30 billion a year for the next 10 years to actually put into the grid, either to expand the grid or actually upgrade it for resiliency or even to take advantage of new technologies. There's materials that change. There's lighter materials that can handle more power. You get more power loss or better power loss within the system by upgrading materials. The other thing that we're seeing is electrification. Electrification of the grid is basically, and renewables, is basically the idea of trying to replace fossil fuel. What we're trying to do is get generation projects to come in, like renewables, wind farm, offshore wind farms, solar, to actually come in and take up 50% of what the generation is on the U.S. By 2035, the U.S. is trying to actually replace 50% of that fossil fuel resilience or fossil fuel responsibility of actually trying to take on the load of that. The next thing we're looking at is electricity and demand increasing. The demand right now we're seeing is over the next 10 years, we're gonna see by 2030, 18% increase in the grid on demand. Over that, by 2035, we're gonna see 38%. Reliability and hardening, this is one thing that we're really seeing a lot of. Everybody sees the power outages caused by fire, storm, all the different things, and tornadoes. Right now, there's a resiliency to try to go ahead and build, you know, make the grid more resilient and build that grid and actually invest in fire hardening by undergrounding utilities and by actually moving forward and doing storm hardening, too. Switch over to page 31. How are we positioned to do this? Right now, we're performing all these services. We're doing generation, we're working on renewable projects, we're working on solar projects. We're already designing transmission lines across the U.S. Substation projects we're doing, we specialize in brownfield subs, which is basically coming in, we call it meatball surgery. We basically come in and take components of the sub that's life cycled out, and we'll actually replace like transformers, switches, relays, things like that. We can also do greenfield subs, where we come in and take a brand-new substation from a generation site that needs to be attached to the grid. We'll actually do that design, build that sub from start to finish. Distribution systems, which is your local power to your commercial sites and your residential houses. We actually do all that design and take it in there. Consumption, EV, which is one of the biggest drivers you see. You go back five years ago, you barely saw any electric vehicles. Now, you look around, you see electric vehicles everywhere. The grid right now is not prepared to take on that load. It needs to be upgraded to do that. We're positioned well to take that on. We're actually working across the country to do that. Storage. Battery storage is a big key initiative right now. When you're seeing all this load coming on from all these chargers from the EV systems, you need that battery storage to balance out that peak load to make sure it doesn't do damage to the grid. How we position well from the others, is all the additional services NV5 provides across the gamut of what we do. We'll bring in the geotechnical services, the survey services, the environmental, community outreach, UAV, geospatial. You can see the synergy between all that communication that was going on about the GIS from our geospatial team, and how that would actually tie into what we do on the utility side. Expansion growth initiatives, what we're trying to do to actually, we want to take advantage of all these clients you're hearing across the U.S., going after our geospatial clients, and actually expand our services on actually the engineering and design side, and then bring on, bolt on all those other services NV5 does. EPC construction side, one thing that we're really seeing on these large multi-million dollar or even sometimes billion-dollar programs, they're always going out EPC. We're partnering with large EPC contractors across the country to actually bring in all our services in with, from NV5 to join with those teams to go after these large projects. Some of them are, would be within, like, fire hardening projects. We've been involved with several of those, where there are 7-year programs to actually replace all their overhead infrastructure from the distribution system, to put them underground. Other ideas or EPC projects across for EV chargings, where you've seen on the transportation side, we need to install EV systems across the U.S. around your major interstates. That's a big program we're working on. Projects we're actually working on right now to mitigate severe weather risk and enhance reliability. We're actually working with utilities to actually write their fire, wildfire mitigation plans, and then actually take them and show them how they implement it, and then work with them as they implement it through the system. On the other side of that, we take that and do the engineering side, on the grid modernization, safety, and resilience side, where we're actually go in and actually underground those lines I was just talking about, like fire hardening because of storms. For storms or fires, weather conditions. The brownfield sub meatball surgery type work that we do on resiliency, we actually go in and replace those components of the substations. Doing that throughout the country, mostly on the East Coast, Midwest, and California. Again, on the EV vehicle infrastructure, large multi-EV infrastructure programs for large utilities. I just talked about that before. We're seeing EV everywhere going up. It's only going to get bigger over the next 10 years. Renewable energy, microgrids, and energy storage projects. Some of the announcements that just came out were some of the renewable projects that we had just won recently. Some are up in Oregon, some are in North Carolina, some in California, where we're doing over 500 megawatts of generation power that's actually going to be attached to the grid. Those are just a few of the things we're positioned well to actually take advantage of these, of that system, and actually the growth opportunities within the power and utility industry. Now, I'd like to turn it back over to Dickerson to come up and do some closing comments, and actually take our Q&A session, too. Thanks, Doug, and all our presenters. What we're gonna do now, some of you may have questions from any of the presenters, and so what we'll do is kind of field those questions and get you to the people that may want to answer any questions you have. If you have something, Jack will bring the microphone to you. Okay, counting on Andy. All right. Yeah. Excuse me. Hi. Andy Wittmann from Baird. I guess my first question is just around attracting people, Dickerson. Mm-hmm. You highlighted today some of your better growth areas in geospatial. I think this T&D stuff and the power delivery is, you know, obviously a really rapid growth area. How are you sourcing new talent to fund this growth? I mean, your acquisition strategy is one way to get a lot of people in the door, but are you able to train them internally, and how are you attracting to get the incremental talent to feed the growth from here? A good question, Andy. I think there's a number of components to keeping people. You know, we have a different generation. People seem to move from one project to another, don't make lifetime commitments, and we have a lack of engineers. Some of the things that we're doing, and I get kind of beat up a little bit on this, is as a public company, we don't believe so much in the accretion dilution. That's where companies don't like to give out shares because they'd want to keep the earnings per share. We have a very robust program for restricted stock, so every person that comes to our company has a chance to have equity and grow with the company. It's a cliff vesting period. If they leave within the three-year period, they do not get the stock, so it's always an incentive for those people to stay. That seems to be working very well. Our bonus program, that we have for all of our bonus-eligible people is a combination of cash and restricted stock, so they're constantly reloading that, and it gives more and more reasons for them to stay with the company. We do internal recruiting. We have three full-time recruiters for the various disciplines, and I cannot say that it's not a challenge to keep good people or to get good people, but we're active in the marketplace. One of the things that, Andy, that we face is poaching from competitors. I think the key thing is, if people can share in the growth of the company, they can share in the equity of the company, and they see that as an advantage for being with the company. That also applies to attracting people. As you said, we do many acquisitions, and we want to keep those people. We have in every acquisition we do, we have a component of restricted stock for those key people that may not have ownership in the company, and they would sign employment agreements with us in our stay. The components are, we have to actively recruit. We have bonus completion bonuses, stay bonuses that involve restricted stock, hiring bonuses that have restricted stock. It's internal recruiting, it's the uses of equity and shares in the company so that they feel like they feel owners. We want to have, you know, you try everything, but our plan is truly a profit-sharing plan, and we don't. Every single person, no matter what their salary is, if they wanna contribute on our profit-sharing plan, we give a percentage of the profit of the company right into that plan for the people. Those, you know, you try different things and you try what works, but it's always a challenge to keep and retain good people and hire good people. Great. Just, I guess for my follow-up, I wanted to drill in a little bit more on the Geospatial business. Mm-hmm. With the two acquisitions that you've done here recently, building off of Quantum Spatial now, which is several years old in the company. I guess stepping back, can you help us understand the competitive position a little bit better in terms of your capabilities and differentiation from your peers? Maybe that's for the, for the technical experts. Sure. Maybe more directly for you, like, what constitutes the win, from the integration of these three platforms or four platforms, if you include the marine platform, in terms of the amount of cross-selling or growth you can get out of these businesses to justify those investments? Okay. Like- Let's see. How fast does that have to grow? Yes, yes. How fast does that-? No, yes. Maybe so. How fast does that have to grow to hit your underwriting or? Well, let me. Position there. ... start with the macro picture. I think we are, and we can do a lot of surveys, I think we are the largest now in North America, geospatial company. We're doing, combined with those acquisitions you've mentioned, we have $280 million. The key thing is, in geospatial, to address many of the needs and areas and where we think that we have a very good way of integrating our, our geospatial platform is we have, and you've heard from Doug, we have a very strong utility business where Quantum Spatial was not doing much with utilities. We, in our core business, there's every component that we have a need for the utility businesses, and one of the demonstrations that we will be doing is strictly technology for the utility business that combines the use of geospatial activity and for improving the grid. Integration, it's very key. You have to show opportunities for everyone. If you look at geospatial, I'll exhaust my expertise, but there are two major components of geospatial. Everybody that has a plane or everybody has a drone, they'll fly over something and create data, but it's what the analytics and how that data is used, which makes it really important. I think you need an engineering platform to really give the opportunities for a geospatial so that they can use that analytics and be of benefit to many of the peoples that are looking for, like, overview, geospatial acquisitions. I think the strength in our geospatial area is the analytics. Now with, I guess, it's VIS, it's our L3Harris acquisition, the software component, and, Dave, I mentioned ENVI, and that also is with universities. Almost every engineering school and university in the U.S. uses the ENVI software program. I think that's another application. You need an overall national and international platform to best utilize what you have in geospatial. You know, integration is always a something, and I think the keyword, and we're gonna be changing some things, but the keyword is to be inclusive. You must be inclusive with everyone. We want to make sure, and we have many meetings, joint meetings, where we'll have our geospatial people, and we'll have our core business people. You'll notice on the presentation today, most of everything was with the technology things. One of the slogans we went back to, I hope it's on one of those, or you'll see it everywhere, it says, "Beyond engineering." We wanna do more than just the standard engineering, and we think the geospatial and our technology advancement, Chris mentioned the ship. You know, that was built to our specifications. We invested four point- 4.5 or so. It keeps the or so keeps going up, but it was actually built to absolutely our specifications, and Chris really meant that. There is no competitor that is on the East Coast that can do that deep water measurements that we can utilize now, and it makes. That was for one of our major clients, was built to the specifications that they required for wind farms. But we have to show that intersection between what our geospatial, our activities, our mapping activities, and how that not only improves the grid, but has an application to all of the other engineering that we use. You know, it's a challenge. It's something that we're always looking to do. Go ahead, Bob. Um- Right behind you. Thank you, Jack. This is a question from one of my analysts. Okay. Let me stumble through it. I think we'll make one of our analysts answer it. That'd be fine. Go ahead. Here goes. This is. There was a Reuters news story, late June, indicating that the company could be exploring a possible sale. Is there any truth to that? Has the company engaged an investment bank for this purpose? I have a question about airports. Okay. Well, the first thing is, I think we have get many questions. Reuters came out, and what Bob is referring to, is Reuters came out and said that our company was for sale, and they mentioned, because of our real estate transaction activity, which is very profitable. Of course, with interest rates, it's not growing as fast as it did last year. We don't respond to rumors. We cannot respond to anything that anyone says. We are just, as a policy company, in our legal, we don't respond to rumors. We can't say positive, we can't say negative. It's just that we do not respond to anything, concerning, what the company may or may not do. That's the only answer we can give. Your second question, I'm sorry. Yeah, relating to the opportunity in airports, in terms of traveling, as many of you may have traveled yesterday, there was a great deal of backup and delay here, you know, with the getting here. Not to blame you or anybody, just it is what it is. In looking at that causation, near term, I stumbled upon the fact that of the top 15 global airports, exactly 0 are in the U.S. I was just wondering, what the opportunity is in terms of, you know, a revenue generator for airport work here? Todd, who's handles everything we're doing with transportation, may have some more specifics, but I share with you that almost every airport you do is under construction. Some of the delay is a pure air traffic control delay, which we don't really have any input on. As far as the improvements and runways, we do, and we've been known to do an awful lot with airports. For example, our corporate office is in, in Hollywood/Fort Lauderdale. We did 12 of the major, we had 12 people and did all the new runway improvements on that project. LaGuardia Airport, I'm sure if anybody's been to New York City, we did the surveying, much of the surveying in that airport. We think it's a phenomenal opportunity, and particularly when a lot of the infrastructure bill applies to airports. I agree with you. I mean, I do some traveling, too, and when you see what's some of the airports internationally, you think that the U.S. is in a third world situation. I mean, there. That gives an opportunity for us. That gives an opportunity to constantly improve these things. A lot has to be done, and I don't know of any airport I've been to in the U.S. recently, that doesn't seem to be under some kind of construction. You know, we see a pretty good growth area there, Bob. Jeff. Be easy on me, Jeff. Thanks, Jack. It's Jeff Martin with Roth MKM I wondered if you could speak to, in terms of the M&A strategy, where the focus is now? I mean, geospatial, you just made 2 nice acquisitions. You're obviously gonna take the time to integrate that and digest it in position for growth, but what's next in terms of the primary focus for M&A? Well, we have to be very careful at a presentation like this. I think, we are very, very active in the M&A space. You, what you saw here today is mostly what we're doing on geotechnical presentations. We have a number of acquisitions that, you know, we're very, very active in the space, and we just can't announce anything specific right now. I would say fasten your seatbelt, because, you know, we're very active in that space, and you'll probably see, you know, you'll probably see us doing some other things, but we just can't speak to anything specific right now. Today, maybe Jeff, you wrote, we really highlighted on technology, but that doesn't mean our core business, that doesn't mean all of the other pieces of NV5 are very active. We've grown. We have expanded our M&A capabilities. You know, we had one full-time person that was doing that, and you, you all have met Don Alford. He's been with us for many, many years. We now have one person completely dedicated to geospatial acquisitions, and we have one person dedicated to strengthening the core business platform and acquisitions. We have three M&A individuals, so it's a very active component of us. I would look for acquisitions that strengthen our core business, which we didn't speak too much of today, and then also acquisitions that increase some of the opportunities that you've seen presented here today. One more, if I could. How would you rank your most compelling growth opportunities? Geospatial, obviously, is at the top of the list between DOT, other infrastructure, geos, you know, maybe hydrospatial, part of geospatial. Well- Maybe you could just sort rank those for us. That'd be helpful. Yeah. Let me say this, others can say what they like, without being very specific, our fastest-growing opportunities right now are our international opportunities, and particularly things that we have going on internationally, particularly with data centers. We're growing phenomenally, internationally for because of our offshore activities. Like, Keith mentioned our Kuala Lumpur office. That strictly does work, design, and engineering work for our opportunities in California. We have a number of people in India. Our geospatial group has about 100 people in India doing analytical work in their geospatial activity. We also have a lot of people in India through an acquisition of Ada that we're doing for data centers. That growth, international growth, is our fastest triple double digits. I'll be vague as I possibly can. Our Geospatial overall as a group is double-digit organic growth, and our core business is, if you look at all together, I won't give a specific, but we're very comfortable with the total organic growth, less any divestitures that may happen, between up to 9%, 5%-9% total organic growth. I hope that's vague enough. We'll be a little bit more specific in two weeks. Okay. Any other questions? Well, anyway, I think, Jack, what are we? We're gonna go to the present. Where is Jack? Yes. Jack got mad and quit. Oh, he's here. We're gonna now do the demonstration. We're gonna end. You can sit here. Now, if you have any closing comments. Yes, I'm supposed to have closing comments. Okay. Thank you for being here today. Let me just tell you a little bit what we're doing internally. Tomorrow, you know, the company, in a way that we wanna stay in touch with people. As I love to say, like, if there's a hopefully he would be there. If there's a Steve Jobs in our organization, we have close to 5,000 employees or full-time equivalents, and we want to make sure that every single person has an opportunity, has a touch point. We think every single person in our company needs to know what their salary is gonna be. They need to know what their bonus potential, but more importantly, they need to know what they can do to move up in the organization. To do that is a challenge. We have 3 boards of directors. We have our public board, and I see Lori Connor, one of our board members, is here today. That's our public board, and, you know, they're mainly involved in what we do to be compliant. SEC, we have audit committees, we have compliance committees, and we have a compensation committee, all chaired by independent directors. That's 1 board. We have operating boards, though. We have operating boards that really drive the business. We have a geospatial board. Alex is here somewhere. Alex has a board for all of the core business people, and they're mainly... We feel the budget is our contract with our investors. They're mainly here to see what they can do, what they need to do immediately to have that organic growth and create that contract. The third board is, and we're having that meeting tomorrow, is our future leaders. It's those people that we want and are recognizing. They can be anything. They can be anything. They can be an administrative person, they could be a salesperson, be a technical, but they are recommended by our operations. We meet twice a year, and we give them challenges, and we give them education, and we give them things that they can do. Tomorrow's theme is gonna be. Richard Tong's here somewhere. It's gonna be the, on what we do legally and what we need to do, and how we're covered and what our legal departments do, and how the importance of contract review is, and many things that people would not be exposed to. That's going on tomorrow. We have a special meeting tomorrow for organic. We're gonna enhance that. We're gonna enhance the cross-selling program to really measure what organic growth is and how we keep all of those offices together. You know, we have, I love to say 120 offices. I think we have, like, 107 offices, but it's really, really important, the power of the brand. We want every office around the country to know that they can use the name NV5, they can have the resources to get that work. We will have a meeting to promote organic growth tomorrow, along with our future leaders meeting. I just wanted to say this, first, I want to thank everybody to come, and I would love to. I just don't have the time to recognize everybody, but we know who you are. Thank you for your interest that you've had in NV5, and you continue to have in us. We feel like it was good for you to see some of the vibrant growth opportunities we have in the company, and we really want to be beyond engineering. We just don't want to be the standard engineering firm. We want to have all aspects that can have that intersection between technology and traditional engineering, and how we can do that to improve our service to the client. NV5 will continue. Thank you for coming to Investor Day. I really invite everybody to listen in to our earnings release. I think that's when, Ed? August ninth. August ninth. August ninth, and then we'll be very specific about the profitability, our organic growth and what we can do, and what we can speak there that we just can't speak here. Jack, maybe you can talk. We're gonna go to the demonstrations now. Yes, I think this will conclude the webcast. Thank you for those who have joined us across the webcast.