Okay, shall we start? Sure. Thank you all for your patience, and welcome to Our Bond's investor webinar. We appreciate your continued interest in the company and are pleased to have you with us today. Our host today is Doron Kempel, Founder and CEO of Our Bond. During today's presentation, Doron will provide an update on the business, as well as additional details and information around the recent strategic capital realignment announced this week. With that, I'm pleased to turn the webinar over to Doron. Doron, please go ahead. Thank you very much. Hi, everyone. Thank you very much for joining us. Thank you for investing. Thank you for your interest. As we typically do, let's give everybody a second and a half to look at the disclaimer. Thank you. In terms of today's objective, we'd like to review the recent strategic capital realignment, which includes a lot of elements that I'd like to clarify one by one and as a whole. Specifically, from an agenda, I'll remind everybody where we stand from a business perspective, and then we'll talk about the strategic capital realignment. I'll talk about each one of the elements and the practical implications. We'll summarize and we'll allow you to ask questions. Let's jump in. This chapter is not going to come as any surprise. You're familiar with all of this if you've been following the company, and I'm just reminding you what we have here on our hands, which is a company that is a first mover on a TAM, a total available market of over $400 billion. Check mark. The product and service work for about 6.5 years right now. We're saving lives. We're delivering on all of our promises. Our customers, these are the chief security officers of the largest companies in the world, literally, and the end users, whom we call members, are all satisfied, and retention is very high. Check mark. Proven ability to sell to the largest corporations in the world, and they retain, and now also to cities and universities. Check mark. Economics of the business entail high margin and low customer acquisition cost. This is something that is critically important. In other words, we've established massive infrastructure at a great investment of over $100 million, but now adding members is not that expensive and is very efficient. Check mark. Competition, none observed. We're a sole provider, sole supplier. Wherever we compete on a government contract, there are analysts that say there's nothing like it in this country or in the world, and we believe that copying what we do is going to require years and tens, if not hundreds of millions of dollars, because it takes time to develop confidence that allows you, as a CEO or as a management team, to go to the largest companies in the world or to your family members and tell them, "We are going to make them safer." That's a significant responsibility. Check mark. Growth. We've made serious investments since the beginning of 2026, since we went public, investments that we could not have made of 2025, which means that we've won large deals in 2025, 2024, and then most of the capital went towards going public, but we started reinvesting early in 2026, and I believe that the fruits of those investments, significant investments, are soon to appear. In terms of cash to fund growth, as I've been saying consistently, this company, since it was funded through COVID and since then, has found a way to get funded because of who invested and who continues to invest in the company, and some of those very investors are part of the financial realignment that we're going to talk about. We have a great opportunity on our hands that I believe is underestimated and is not reflected in the price of the stock. Bond is transforming personal security and personal safety. We're the first ones to accomplish it. Nobody tried to do exactly what we do, but if you think of it in the abstract, nobody has ever done what we do in effective, affordable, and scalable way. Nobody's done it in an affordable way. You can put bodyguards on people, but that's not affordable, it's not scalable, and it's not privacy-preserving. What we do is unique and very valuable. Why is Bond difficult to replicate? I already talked about that. High barriers to entry. They also include proprietary technology and infrastructure, proven track record. Would you rather buy from a newcomer or would you rather buy the service from Bond that is used by the largest companies in the world? And I remind everybody, we've handled close to 1.5 million security service requests and over 10,000 emergencies and life-saving situations. Arguably, there is no private sector company on Earth that has been helping people as we have and has seen as many emergencies and helped resolve them as we have. I'm not comparing us to the military or to 911. I'm comparing Bond to any other private sector security company. Scalability, competitive advantage, we talked about that. Take 10 seconds to look at this list of customers and ask yourselves, have you ever been associated with an uprising technology company that at our phase of revenue had these customers? I have not, and as you know, I've been dealing with startups and new technologies for the past 30 years. This is unprecedented. The two prior companies that were sold for a combined value of about $900 million didn't have more than one or two such customers at the point in which they were acquired. I am not suggesting that Bond is going to be acquired. That is not our goal. We want it to be the most impactful company on Earth in terms of the livelihood of people by enhancing their personal security and their peace of mind. Third-party validation. You are familiar with the fact that one of the big four accounting companies, yes, you are guessing correctly, Ernst & Young, and you can get access to the report by signing a waiver, and you can download the report, says that if you use Bond. They validate all of our assumptions and all our statements. This is going to reduce the number of incidents, we are talking about violent incidents, the severity of incidents, and as a result of that, less medical bills to pay for corporations, less missed days of work, less churn, less people to recruit, less people to train, less legal costs, and less reputational costs. The five first factors apply in their personal life as well as in their business life. With this validation, we have seen, since about GSX, the very large trade show that we reported to you about, significant acceleration. We are having meetings that we did not have until now. When we have those first meetings, there is conductivity within the corporations and the people whom we present to bring others to listening, including HR, exactly what we wanted. The actual results, the tangible results, the dollars will be down the funnel. As I have constantly been informing you, we are very close to that inflection point crossing the chasm. Next time, or next year at the same time, I am confident that we will have crossed the chasm and everything will become easier. That means more meetings convert into deals, the speed at which conversations become deals becomes shorter, and the size of the initial deals is going to be larger. Those are the key elements. Okay, so that was a reminder to everybody. We are nine minutes in. That means that I have been talking for about seven minutes. Let us now talk about the strategic capital realignment, the purpose of which is, among other things, to resolve this misalignment between the value of the company and the price per share that we believe is associated with a few factors, including the fact that long-term investors are a little concerned and have not been coming and investing as quickly as we had hoped. What we are doing here makes this a more compelling company for them to invest in. So, let us think about it along the following lines. In column number one on the left, I am going to review all the actions that we have taken, and then I am going to outline what are the practical implications along three columns. Columns under one, reduction of burn. In other words, we will need less capital in order to propel the company through growth. Secondly, leads towards Nasdaq compliance, and thirdly, invite long-term investors. Action number one, we have converted about $8 million of Eastward debt. Eastward is a venture debt company that invested in Bond about $10 million in 2018, have been a great partner to Bond, have been a great partner of mine in the prior two companies. Thank you, Eastward. They converted all of this debt into equity. Those of you who follow venture debt companies, they seldom do that. That is a reflection of great belief in the company. This removes about $3.7 million of accrued interest that is due to Eastward Capital, from now through 2027. So, we have $3.7 million less that we need to eat or burn. With regard to the Nasdaq compliance, this removes $7.9 million from the liability column and moves it to the assets column, which brings us within striking distance towards the criteria of Nasdaq Capital Market of $2.5 million positive shareholder equity. We are within about $3 million of that particular target that I believe we will reach in the foreseeable future. That is in 2026. This invites long-term investors in because there is reduced risk due to elimination of a variety of covenants that Eastward had. Second move is $7 million of Ascent Partners who have held preferred, and now they are moving into permanent equity. That means that this is another $7 million that are moving to the asset side of the balance sheet. In terms of burn, this removes dividends, and it removes 25% of any dollar that we raise that is used in order to pay Ascent preferred down. So, this saves us a lot of money, again, from a burn reduction perspective. Again, all of these $7 million move to the asset side of the balance sheet, getting us to this point of being within $3 million of the $2.5 million positive shareholder equity. In terms of long-term investors, this removes the overhang, as they call it, that is represented by virtue of Ascent Partners' preferred position. So now, if investors invest, they know that they are virtually on equal footing with everybody else, and this is compelling to them. We canceled 380,000 warrants. The impact of that further reduces the overhang, and we established a $10 million PIPE and funded, thank you, Ascent Partners, great partner, great investor, invested a quarter of a million dollars at a price of $2.75, knowing at the time that they invested that that was about a 20%-30% premium over the market. We all knew that the market is going to react in funny ways to the announcements, and we are seeing some of the ups and downs, but we are all confident, and Ascent is confident that looking back at this in maybe 12 months or years, this will have been a turning point and a very well worthy investment by Ascent. The impact that that has is, again, it leads towards Nasdaq compliance, a few more dollars on the equity side. If you think about it, one more condition of compliance is getting to $35 million of total valuation. If we populate this $10 million PIPE with parties that we're in dialogue with, all of those shares, all of that investment, at a valuation, say, of $2.75 or thereabout, can get us to that metric or that condition for compliance of Nasdaq Capital Market. Again, this signals to long-term investors that there's belief by our investors in the future of the company, and we're inviting them to invest through this vehicle. If we put all of this together in one chart, the before and after, if you look to the left side of this particular chart, you see the different metrics, these metrics before this realignment and after. Senior secured debt total balance went from about $7.8 million to zero. Other debt converted to equity, about $800,000 went to zero. Annual cash interest expense went from $836,000 approximately to zero. Accrued unpaid dividend obligations went from about a half a million to zero. Redeemable preferred stock stated value went from about $6.7 million to zero. On the warrant side, we had 380,000 warrants with Ascent, all of them canceled. Eastward Capital has some warrants since, I think, 2018 or thereabout. That stays with Eastward, minuscule amount. In general, if you think about compliance, the big picture is that if we wanted to reach compliance by achieving a positive shareholder equity of $2.5 million that you see on the right, we were, before the transaction, say on September 30th, 2026, at -$ 16 million. Right now, we're very close to about $3 million away. I think that I have an error here. I think that the actual was more like -$18 million, and now it's about -5. But the big picture is that we're within $3 million away, and you can think about ways where we close this gap. I won't get into the details right now. I'm just confident we're going to get this done between now and the end of the year. Let me go over the summary, and we'll take questions, and I'll slow down. Summary. Strong fundamentals, significant growth potential, and strategic capital realignment. These are the elements that come together or that we've announced on Tuesday this week, the 3rd of November. Great opportunity, massive market, differentiated platform with high barriers to entry, proven commercial traction and customer value, strong growth indicators, market value misalignment, and first step with strategic capital realignment. In other words, this is the first step that we're taking in order to heal this misalignment. Conversion of approximately $15 million of debt and preferred stock, that's the Eastward debt and the Ascent preferred stock, into equity eliminates interest and cash dividend payments. We went into the details in the prior slides. This is a summary point. We secured up to $10 million of PIPE at a premium to market. We're positioned to regain full Nasdaq compliance, and there's more to come. We have various ways that we can go about getting to compliance, and we want to do that while also staying and enhancing the appeal of the company to long-term investors, which we think is part of the solution of this realignment between value and price per share. If you have any questions beyond what we're going to discuss right now, because we're going to collect some of your questions and I'll answer them, reach out to us at investorrelations@ourbond.com. I'm happy to take questions. Thank you, Doron. We'll move into the Q&A portion of today's webinar and address some of the questions that we've received from investors. Let's begin with our first question, which is, what should investors expect from the PIPE financing, and how will it benefit the company and its shareholders? The PIPE financing is a vehicle for raising capital. At this point in time, the PIPE financing is at $2.75 per share price. We're in dialogue with long-term investors, existing and new, about getting into this particular vehicle. In the next few weeks, we're probably going to know how appetizing that is. We don't need to fill it right now. It's a vehicle that we will use as long as it makes sense. I think it's very valuable because we've created this container that all the investors, Ascent and Eastward, are okay with. So, another option of raising capital other than by, of course, using the ELOC. We like the PIPE. Thank you. Why did the institutional investor agree to $2.75 per share, and can you explain how that suggests the confidence in Bond's future? Why did they agree? One second. About the confidence the investor has for Bond's future. Well, clearly these are investors who followed the company for about a year before they invested, so they are familiar with the details. They have done deep due diligence regarding the economics of the company. They look around, and it is very easy for them to validate all the points that I have made at the beginning. Given that this is not their first investment or rodeo, they are confident that we are going to get this alignment, that this is going to be one of the most impactful companies in terms of the wellbeing of people and also financially. The short answer is that they are confident. So am I. Thank you. What steps is Bond taking to attract additional investors to the PIPE, and what happens if the stock price rises above $2.75? Thank you. One step that we're taking is we're speaking with the relevant investors. I reach out to them, or I'm getting introduced to them. Some of them have been following the company for a while and have been suggesting that we take steps similar to the ones that we've just taken. We're in dialogue with them. They're considering, and we'll know in the next few weeks if they want to come into the PIPE. Another question that you've asked, if I understood correctly, is what happens if the price per share rises above the PIPE, which I actually assume is a strong likelihood. As the price starts moving up, price per share starts moving up, I think that the sense of urgency that investors will have to buy into the PIPE will increase. When it crosses $2.75, we'll see where we are in the PIPE. There's probably going to be a point where the price per share is going to be so far above the $2.75 that it will not make sense to take more money at $2.75. There are a few possibilities. Remember, the PIPE doesn't obligate Bond in any way. It's an instrument. We can reprice the PIPE, I guess, if the price goes above a certain number, or we can basically pause the PIPE and use other means in order to raise capital. Clearly, as the price per share increases, the options for raising capital increase rather than decrease. Great. Our next question, can you explain what paths you see to regain compliance, and what is the likelihood of each? Sure. When we think about compliance, there are few criteria or parameters that need to be met. One of those is being above a $1 bid price, which was an issue that we addressed by activating the reverse split a couple of weeks ago. That is now resolved. Now, what we need to do in order to be in compliance on Nasdaq, either on Global Market, which is where we are right now, or on Capital Market, is the following. In order to stay on Global Market, we need to reach a valuation of $50 million. In order to get to $50 million, we need the price per share to increase significantly, and some might say that it's too much in the runway that we have through the end of the year or through early in January. But remember, we're chasing some very large deals. Very large deals. Some of those deals could be larger than the total revenue of the company. If a deal like that closes, we can all see a transformation in the price per share. Right now, we're not planning for that, but it is a possibility, namely increasing the valuation of the company by virtue of just increasing the price per share. That's one. That particular metric on Global Market is $50 million. On Capital Market, which we can ask Nasdaq to move us to, it's $35 million. The second criteria or metric or parameter on Capital Market is having a positive shareholder equity of $2.5 million. We used to be $16 million-$18 million away from that. Now we're about $3 million. There are various ways to fix that. That is something that is more in our control and depends less on price per share. I won't get into details because some of those moves require us to have conversations with various parties. I'd rather have these conversations first and not make promises. But those are the ways to regain compliances on Global Market or in Capital Market. On Capital Market, there are two options. Number one, $35 million of valuation. Number two, $2.5 million of positive shareholder equity. Thank you. Are there additional steps that you are working on right now that are part of this realignment? As part of the realignment, no. I've shared with you everything that we're thinking about. Clearly, we need to regain compliance. We're dealing with various investors regarding the PIPE, so we're in dialogue with investors, and new ideas may come up. Our number one priority is, of course, growth, and that is where we're making most of the investments, and our assumption is that over time, we will fix the realignment between price per share and the valuation of the company. I think that we've taken great steps, and I'd like to give all the credit to our investors, mainly Eastward and Ascent, for their willingness to, so to speak, play ball and vote with their confidence in the company and move to permanent equity, as opposed to the position that they are in. So I appreciate that, and I appreciate the confidence that that projects onto the market. Thank you. Can you comment on the revenue or customer adoption needed to achieve cash flow break-even? Great question. It could be 50 deals, and it could be one deal. In other words, we have dialogues with some very large companies. I believe that about two weeks ago, we talked about an S&P 500 company and a financial technology company. They are a very large company. A company like that, if they wanted to offer Bond to all of their employees, this could be a multi-million dollar deal. They decided to take a first smaller step, take care of their executives, and take care of all the employees that they think are in higher risk, which is a deal of a few tens of thousands of dollars per year. So I am just giving examples between small deals, small initial deals, and very large deals. By the way, we have seen situations, it happened in one of the cities, we were in dialogue with the city, and they were wondering, "Whom are we going to offer the service to? Shall we give it just to children? Maybe to senior citizens? Maybe to shelters? Maybe to other at-risk populations? Maybe to the city workers?" Each one of those choices would have resulted in deals that I would say are small to medium. In other words, a few hundred thousand dollars, sometimes even tens of thousands of dollars. Then, sadly, somebody got stabbed in the city, and that created a dynamic where the mayor said, "I want to give it right now to everybody," and that sealed the deal. So sadly, when bad things happen, people come to terms with the reality that we all live in. I am not complaining, I am just describing, and why it makes sense to invest in security and peace of mind. Back to your question, we have a lot of early deals that are very valuable, getting into these very large companies, getting them to decide that they are going to give the Bond service to their employees. Typically, they start with their executives and the executives' family members. This is a wonderful first step that we will expand upon. So, it could be 10, 20, 30, 40, 50 small deals, and it could be one deal. There is a deal that I have in mind, this is one of the largest companies in the world. If they decide to offer Bond to all of their employees, this is going to be a deal with more than $10 million. If that happens, we understand that everything changes. Thank you. Looking ahead to 2027, what tangible results should shareholders expect that would demonstrate Bond has moved beyond financial restructuring and into sustainable business growth? We need to start winning large deals and communicating that to the market, and I appreciate the patience of all the investors. They are seeing all these very important wins, cities, universities, some of the most impressive corporations in the world. Some of those deals are initially small, and of course, the revenue is spread over 12 months, right? We charge a year worth of services in advance. So when we close the deal, let us assume that we close a, let me use a $1.2 million deal, hypothetical. If we close a $1.2 million deal, the revenue recognition is going to be $100,000 per month. Even if I announce tomorrow, and I am not, this is just a hypothetical, if I announce a large deal and you look at the revenue increase, the revenue increase on a $1.2 million deal is going to be just $100,000 per month. So it is a lagging indicator. But what I will report to you is the annual recurring revenue that that delivers, or the contract value, the annual contract value of these deals, so you can see what is happening. To your question, what is to expect? Expect more deals, and as they occur, we will update you. We are trying to err on the side of saying more rather than saying less, without, of course, getting our customers upset. Well, thank you, Doron, and thank you to everyone who submitted questions. Unfortunately, that is all the time we have for today. As Doron mentioned earlier, if we could not address your question, feel free to reach out at investorrelations@ourbond.com. I will turn it back to you for any closing remarks. Thank you very much, everybody. Have a wonderful holiday season.