Okay. We are ready to begin with our next presentation, so please welcome to the stage CEO of First Dibs, David Rosenblatt. Good morning. First Dibs is the world's leading curated online marketplace. For extraordinary design. Our mission, as it says here on the slide, is to enrich lives with extraordinary design. The company was founded roughly 25 years ago in a district of Paris called the Paris Flea Market, which is their luxury design district. And probably the easiest way for those of you who aren't familiar with either the design industry or First Dibs and what we represent within that design industry the easiest way to explain the very special niche that we occupy within the industry is with the story. So my background, prior to First Dibs, was all tech, and no design. And I came into it and, I don't know, a year or two into the job, I got a cold email from Diane von Furstenberg, the famous designer. And she asked me to meet for lunch. And I wrote her back and I sort of assumed that she had sent the email to the wrong person, which happens to me occasionally as it does to all of us. And she said, "No, no, no, I know exactly who you are and what you do, and I do I did mean to invite you to lunch." Okay. So I went over there and at first question I asked her was, "Well, why did you want to have lunch?" And she said, "Other than my own website, there are only two that I truly care about. One is Amazon, and the other is First Dibs. I've met the guy who does Amazon, and I just wanted to meet the person doing First Dibs." So that the reason I mentioned that is it's very difficult, again, for those of us who are not in the design industry to understand the unique and special place we occupy within the industry. And I think that that's a sentiment that I see and hear all the time from tastemakers, from celebrities, people like Diane, who really care about design. Okay. As I mentioned, we were founded roughly 25 years ago in the Paris Flea Market. The company was founded by an American, who then moved the business to New York shortly after 9/11. And we've had a couple of significant milestones since then. He ran the business very organically for the first 10 years, meaning invested very little, and mostly focused on building supply. An external investor, our first one, Benchmark, the well-known Silicon Valley VCs, invested in the Series A in 2011, at the end of 2011. In fact, almost exactly 15 years ago, to this week. And I came in as part of that. Since then, the strategy has really had a couple of major thrusts. That have changed in the particulars, but not really in the outline. So number one has been to transactionalize the marketplace. We started out life as a listings business, and one of the first things that we said about doing, which turned out to be quite complex, was to make it possible to transact, and then ultimately to require that all leads that are made on First Dibs are consummated on First Dibs. So that switch happened about 10 years ago, 10 years ago exactly, in fact, in 2016. The second major strategic vector has been the globalization of the business. So we started out, as US only, despite the fact that we were launched in Paris, and today, roughly half our supply is outside the US. And a little less than that, roughly 40% of our traffic is from outside the US. And then the third is category diversification. So when the business was launched, 100% of our supply was in antique furniture, and the strategy since then. How to deal with an overdraft. They didn't know how to deal with any of that. And so. And so what ended up happening without boring you folks and putting you to sleep is we built a bank where every customer is me. And so we wanted to take care of the customer, the customer experience has to be higher than everybody else, okay? When you need something, someone's answering you. I'm the CEO that has on my business card, my cell phone number, okay? Most CEOs don't have that, and you try to get them hit or miss, mostly miss. And so in our case, we built the business all about that. And I went around and I started going to Florida, which is the worst place to visit at the time I was living in South Bend, Indiana, home of the Fighting Irish. And I would go every month for four days, three days, sometimes two weeks of three or four days. And we built up a network, and that network today we call it the cult that we have a cult following that today our bank has turned into a billion six in assets, last quarter we were almost 27% return on equity, which is top 200 in the whole country of banks. He's a banker. He'll tell you it's a pretty good return. And we run we haven't had a bad loan in eight years, and we're running a solid, solid, solid, solid book. And most of the time, the way the bank is working is we joke about it because I'm the CEO, but I'm a non-banker banker, because I'm not the guy that's sitting there processing this or that, and I'm not the guy that's filling out the stuff on credit. But I'm the chairman of credit committee, lending. I'm chairman of ALCO, and so from a business philosophy, I bringing in the business and I'm managing the business, but from an actual detail and the other things I'm letting the bankers do the banking. And that's why we've it's like checks and balances. Let the bankers do the banking. Let the businessmen manage the business when the two collide. We have a good outcome, which is our bank. This so this was second quarter, so it's a 1.4 billion in total assets, 99% in loans to deposit ratio. 1.2 billion in our loan portfolio, which matches our deposits. Hence the 99%. We're on the OPA we're on the New York Stock Exchange, like I said. We're trading decent, but we're still a lot cheaper than we should be. We have three locations in South Florida. I got offices in all three of them. Come say hi if you're in town. And our profitability is outmatched net interest margin. That's a metric that the banks use, basically. Our cost of goods is really our interest paid out, right? And our and then the rest of the business or really the interest the interest expense of our of paying for our inventory, basically, is what turns out to be our net interest margin of 457, which is at the higher end of the spectrum. I'm not going to I think I could basically skip through the second quarter highlights, but if you guys understand banking, really it comes down to common sense. We have people coming through our door. Our growth rate our growth rate by for our company is based off of loans, right? That's really the generation of top line revenue. We're not feeing people to death on charges. So really we're making our money top line, lending money. We lend mainly in Florida, which is probably the best economy in the country. We do less, and in other places, but the other places we go to are where my network is basically Illinois and New York. I'm born and raised in New York. I had a business in Illinois. Still do. And so that's basically and so we're at a growth rate right now about 60% growth this year as far as and that's based on loan portfolio. So we're about 600 million of loans. Our EPS is strong. We're traded today we're probably traded at maybe eight times, nine times, which is not cheap, cheap, but it's still cheaper than the 14, 15 times Wells Fargo or Chase or whatever the other guys are. We just talked about a little bit Florida. Florida is a great place for business. We're not the net migration is a positive number coming to Florida. The employment is one of the lowest in the country, and the real estate market, which is predominantly my network, right? So our typical borrower in our bank is worth in excess of 50 billion dollars, and I find that there's less risk in a deal that's a bigger deal, but the guy has a good net worth, and the deal covers at a one and a quarter than a guy who's very thin and it's his only property, and he's at a one and a quarter, but for $2 million loan. I find that the bigger guy at the end of the day, if something goes wrong on the deal, he has a way to find the money to be able to pay the loan back. And that's proven out to be true, right? At the end of the day, we've had issues. The borrower somehow finds a way that I'm talking to him and say, dude, you got to pay me. I need the mortgage paid. I'm going to put the thing on for sale. Great. Let me know how it goes. And we've managed that. We don't even have a 930. It'll be part of our report. We don't have one loan on the past due report. When it comes to 930. So Florida is a good market. So a lot of the wealthy folks that are part of my world, they invest and they're buying real estate. That's mainly the marketplace. It's not really CNI lending there. There's not like manufacturing. You don't hear of companies that are manufacturing widgets and in South Florida. That's not what it is. It's tourism. It's real estate. Hotels. Apartment buildings. That kind of stuff. So that's most of our portfolio is you could see the growth over the last five years, 2022, 48 employees were at now, I think, 119 total assets grew by 28%. In the five years, again, started in plantation. Which we've since sold and closed, but moved to deer field. I still have an office there. And Fort Lauderdale is our main branch today, and it's also where the corporate offices are where a lot of the folks are working. And that's where I hang out most of the time. You see on the bottom left, the NIM, which is probably the most I think it's probably the biggest metric that most people that invest in banks use. How's your NIM? Which is, again, that's basically your profit margin, your gross profit, because your cost of money is going to be your COGS, like I said, and top line is interest income. So and by the way, I'm a CPA. So that adds any credibility to me. I'm not sure it does. But anyway, so top line is interest income. COGS would be your interest expense. Comes along, that's your NIM. So you want that to be the bigger spread. If you're in somewhere in Wyoming, right, it's hard to get a good NIM, right? You have to take whatever loans are coming in the door. You don't have enough volume. But yes, we control the pricing on the way out, and we control the pricing on the way in. And so we're managing to a certain level of some of it's market, obviously, and some of it is demand of people that want to do business with us. The benefit in doing business with us is we're easygoing. We're not killers. As far as a lot of the banks and anybody here, it's an investor, and they have a banker. The minute something went wrong, the banker starts making you crazy, and they're the worst to deal with. In our case, we're lending money, okay? So there's money at risk, but at the same token, you have a common sense leadership of the bank that says, okay, what's going on? And if there is an issue, it could be talked out and helped. And as opposed to being aggressive and put somebody right into workout, there's a lot of tough banks out there. And our reputation is known as don't step on my feet because I will hit back, right? But reality is I'll take care of my customer all day long to the end of the earth. With that, if you look at the this is beautiful. Right here. Our net income at the end of the day, year over year, from '22 to '26, from 8 million to now 32 million run rate. And it's only going to continue to grow. Thank God. Looking at our growth over lending, 30% growth over five years. Again, if you look at really year over year, the it has to go down because dollar volume is 5, 600 million, 700 million, but the bigger you get, that percentage is a smaller percentage. So in the long run, we're not going to stay at 50, 60%. So 30% growth rate, I think marketplaces that was negative growth for the last few years in banking, as far as lending goes, I don't know where it is today, but I'm sure we're exceeding our peers non-interest income is another good one. That's basically fees and prepayment penalties and stuff like that. And we've gotten into a group of customers that are very heavy with ACHs and wires. And so our growth rate for non-interest income has gone up tremendously. I'm not sure how much more growth there is in that spot, but it's been really good. Our yield on loans, you can see, is over 7%. Our cost of deposits, it's 3%. And those cost of deposits are only talking to interest bearing deposits. So the fact that we have a third of our deposits, which also beats most of our peers, is in non-interest bearing accounts that blends together with the interest bearing to get us down to 2, 6 or so, and that basically proves out the NIM of 457 is take 711 minus X algebra ninth grade strong core deposits, franchise, speaks for itself, tall deposits, a billion. This is yeah, again, this is second quarter. All these numbers are now higher. So total deposits of a billion two, non-interest bearing deposits, in this case, three, 319. So again, now that's down to 26%. But in the average, it's been 30 like one third of our deposits have been non-interest bearing deposits. Yeah, and these are the branches. The North Miami Beach branch, which is at four and a half percent of our total deposits. That branch just opened only two years ago and we're already at like 60 million in deposits. Our break even is really 25, 30 million or so. We staff our banks with two or three tellers. And we don't own any of the real estate intentionally. We actually used to own the real estate. We sold all of it intentionally, because we're not in the real estate business. I mean, I am outside of this, but in this case, I'm not in the real estate business. Just pay a rent. Know what you have to pay. Have a landlord responsible for taking care of the place. And just run a bank. And I would beg any of you to walk into one of my branches to get that experience of just having someone friendly when you walk in the door. How are you today? Welcome. Can I offer you a chocolate bar? Can I give you a soda? And what can I do for you? And it should be relatively different experience than what you get. I mean, I know myself, one of my companies banked at Citibank, and they needed me to sign a document. And I'm like, okay, what do you want me to do? Meet me at Oakland Park and Federal Highway to go to the branch. I said, fine. I get there, 9 o'clock. So the banker was sitting in a pig pen, and the banker doesn't take us in for another 20 minutes. Comes in 20 minutes later, he starts asking us questions. I gave the guy my ID. He said, listen, I'm only just a signature. I don't know anything about anything else. And so he kept me there for like an hour. And then at the end, he's like, well, I need to get permission from the guy on the other end of the computer to be able to open the account. I said, well, here's what I'm going to do. I'm going to leave. Okay? When you're ready for me to sign something, my office is a mile down the road. I'll come back and I'll sign it. The guy calls me two hours later. His CFO, who was sitting there, still sitting there, says, I don't know what to do. I just don't know how the day is going to go. They're not sure. They need a manager. I said, you know, just open the account somewhere else. What do you need to be at Citibank for? And for me, that experience is, I think, what a lot of people experience when they go to a place like that. But you come to us, it's friendly, taking care of you, and you know the account's going to be open. Assuming there's no hair on your you're not a pardoned criminal or something. But anyway, so that's our business. If you look at our capital trends, we our allowance is a little bit lower than peers, but our non-performing assets is below our peers. And the net charge of us is zero. Which basically shows you why we shouldn't but by rule, you have an allowance. So we're like almost $12 million just sitting there at some point. I don't know when, but at some point, that's going to get realized to go back into income. But it's an embedded equity. So if you're really analyzing a balance sheet, really, you should add back the $12 million and say, okay, you have $12 million of more capital that really should be figured out to what you're buying into. Similar to real estate, you'd say a NAV over here, you could come maybe drill down to what a real NAV is not the right term for banking, but you could come with a true book equity value. This is our loans across the board. Again, we're lending mainly in Florida. We lend a little bit in New York, a little bit in Illinois, like I said. And we have a couple of specialty programs. Part of that is because I'm related to the nursing home and health care industry. So we do AR lending, which is a national program. It's Medicare receivables, which is digital. So it doesn't need to be a location-based asset, right? So if you've got someone with a good provider number and it's a rate sheet that's set, it's a set fee schedule, unlike a lot of doctor's offices that turn put a big number and then there's a contractual allowance and they make it down to like 20% is what they're collecting. Over here in this stuff, we're our customers are collecting 100% or 80 to 100% of their receivables. There's also sometimes a copay of 20% in part B. But in either case, I know that business pretty well because that's my core business that started when I got into business. Is nursing homes and so we have that as a national program. We also have an SBA shop, national. I'm becoming a little bit disenchanted with SBA as a whole. Only because their whole theory is you've got to lend to somebody. It's not really creditworthy. And so I'm looking at a deal and I'm going, this could blow up in 20 minutes. So it's really a mind bend over here because you look at it and go, they want you to lend and you're getting this yield, but you know there's going to be a bigger default rate. And the guy really shouldn't have credit. So it's a problem when you're a regular simple financial guy like me or accounting like me and you say, this doesn't underwrite. What are we doing? Well, sir, if you figure like this and you go like that and you go like this, we have a 20% chance we're going to collect. I'm like, please. So we have a portfolio of like $17 million of SBA and we have a full SBA shop. But I'm not sure that that's going to be a product in the long run for us. There is real estate-backed SBA stuff, which is good. And so we're finding our own feet in that deal. It started years ago. And part of the routine for us is we don't do a new line without having expertise. So it took us time to find a chief underwriter for SBA lending and a chief lender. And then folks that know the process because part of the servicing of SBA is you don't do something right, they find a way not to pay you. So we built that the whole program. We started doing it. We don't have we have a little bit of weakness in the portfolio. In the grand scheme of things, we're making money on it. But all the effort we'll see where it goes. I'm sure I'm supposed to be standing up here giving you confidence. The confidence I give you is I know how to make money. The reality is the products we have, everything in our life is somewhat flexible in the sense of we know we're going to lend money to people that are creditworthy. That for sure. And we're going to keep running our bank the way it's been running, which is at the top of the game pretty much, which I'm super proud of. But I can't give you the certainty of every single product we have is going to be the same. Same thing that goes is I believe we're going to not open many branches because I'm not a big fan of bricks and mortar. I think that our customer base and our network really would bank by us with regardless of you use mobile deposit as an example, right? So you could bank at any bank. You don't need to come into my branch that's sitting over here, right? So I just have to find the way to find you, the customer, and somehow appeal to you that you should bank with me, which is what we naturally are doing every day of the week. I don't need a branch for that. People aren't walking in off the street and say, hey, I'm looking for a bank, right? There's a bank every other corner. You don't need me for that. So anyway, our loan growth is one thing I could guarantee you is going to continue at a really high pace. We get loans every day of the week. I got a few minutes left. Anybody have any questions? Yes, sir. Hey, great presentation. I'm a neighbor. I live in Miami Beach. God bless you. My perception as a consumer in South Florida is the market is way overbanked. But you've got the numbers to show you're taking chair. Yes, sir. So with all the banks we have down in South Florida, what do you guys doing to take share? So I'll tell you, the main difference is we're not looking for just a deposit relationship. So I'm out there lending. So you live where in Miami? Miami Beach. Miami Beach. Okay. That's where he's from. And so as an example, so we lend, let's say, on 81st and Harding. I go to the bar. We're going to say, okay, I'll lend you money on your boutique hotel. And I'll give you 60%, 65% LTV on the deal. But I want you to put deposits at my bank. And so he says, sure. Glad to do it. You're going to give me the same interest rate. You're going to give me this or that. I'm like, I'll do anything you want. I'm all about taking care of the customer. Okay. You need me at this rate. I'll be at that rate. You want to do this, want to do that. No problem. I'll give you everything. And so we're able to take market share because it's the sales pitch is starting from the fact of I want to take care of your needs on the borrowing side. And I could compete there and I could take care of you and I could make a deal work if especially if it's a deal that's a regular bank finds one piece of hair on it that they don't like. I'm able to find a way to get around that. I could underwrite to global debt service of the guarantor. I could write to global debt service on the corporate side. And so we're basically bringing in the business by way of going to the business side, not the regular retail customer. Yes, sir. Yeah. I'm from I'm actually from Northbrook and I was curious as to why did you choose Deerfield as your one of your banking locations? So the starting point of our bank was older Jewish folks. And so that branch is on Hillsborough across the street from Century Village. Okay. And so when it happened, all the folks from Century Village basically supported the branch. And until today, meaning if we need CD money, I raise my CD rate by five bips or 10 bips, put it in the penny saver, and there's a line out the door. And I'm sitting there walking, giving them coffee. And no problem, taking care of them. And they're signing up. That's I wouldn't call it hot money, but that's our customer base at Deerfield. Now, I personally live in Boca. And so from so since I'm living in Boca now five, six years, so it's funny. So my synagogue we do an auction for certain honors on the high holidays. So I wanted to buy something. So I said, okay. And it was just random because I don't like to talk business when I'm in synagogue. I'm not trying to I don't want it to be awkward with me and people that are congregates. So I go, okay, who in this room is a customer in Optimbank? And turns out the whole room basically raised their hand. And so I basically bought I said, okay, you guys could fight it out, but I'll buy this, this, and you guys can whoever the winner I have an arm wrestling challenge, but we'll give you that honor. And so ends up we ended up getting a bunch of business from Boca that now banks in Deerfield. Because again, the younger crowd, right, doesn't want to step foot in a bank. If I didn't own the bank, I wouldn't go to the bank personally, right? I have workers that open up accounts. They're using remote deposit on their desktop. And then from my personal account, I'm using mobile deposit from my phone. And I have no reason to ever step foot in a bank. But and neither does most people. The ones older folks that want the attention, we love that. And it's great. It's good for morale. People coming in, we like to take care of people. But the most people that are walking in the door are real estate people that are I'd say a band of between 25 to 55. And they're coming in because they're meeting with a loan officer, meeting with me, meeting with somebody else. And then that's the sale. And that's the traditional sale. The other thing that we do from a marketing standpoint is so since I'm somewhat successful in my life, I give away 80% of my net income to charity. Okay. And so part of that is in the Jewish world, you first give to your local places before you give nationwide or worldwide, right? So in my case, I give a lot of charity to a lot I'm big into education. So a lot of schools and a lot of synagogues and a lot of all the Jewish infrastructure for, let's say, South Florida. What the outcome of that is, is you got all these people that are grateful and thankful, which I'm not saying they should be or not, but the way they say thank you to me is they put OptimumBank in every mailing. So every kid who's coming home from school who has a newsletter from the school sponsored by Optimum, every synagogue that has a newsletter for what time prayer services are, OptimumBank. So it's everywhere. It's literally all over the place. And with that, what ends up happening is that people get name recognition. So when they need something and someone says, you should talk to the banker at OptimumBank, they already know, oh, there's a place called OptimumBank. Now, that doesn't get them to go run to me to begin with, but it gets them to know that we exist and who we are. So that's kind of what we're doing. Any other questions before I run out of time? Yes, sir. So yeah, you mentioned your primary demographic was all the Jewish population. So are you kind of seeing the kids bank with you guys as well? That's just a sleepy little bank. So it's interesting. So our primary is not Jewish. Our primary is South Florida and a lot of real estate people, which happens to be a lot of Jews in that. We've been looking for marketing ways to bring in younger kids. And everyone has a birthday account or Christmas account or holiday account, right? People create that for their kids. I don't know how to get to those kids. I started a program in the schools to get the kids to donate to charity every day. And I have a matching thing where I provide the quarters. I want every kid that comes to school in the morning that they all go and grab from the quarter and put it in the charity box so they could get used to giving, figure the world would be a better place if all of us were naturally givers versus takers. And I think that and it's my own nonsense, but maybe you buy into that or not. But that's getting the kids to get indoctrinated into the idea of giving charity, I thought was good. And we do that. And since OptimumBank and hopefully we end up getting a bunch of who knows? Anyway, thank you for your time. Hello, everyone. I like to present Bill Roshline for Taigo Energy. Thank you all. Appreciate it. So we'll fast forward here through forward-looking statements. And tell you a little bit about Taigo. So we are a hardware and software company in the solar space that creates and sells products that increase the energy yield of panels that go on residential CNI and utility applications. Lower the operating costs by virtue of the monitoring capabilities we have to monitor these panels. And also enhance the safety via rapid shutdown technology that can safely de-energize the solar panel system in the event of emergency or the need to have a fire safety check. So we're a leading provider of MLPE modular level power electronics that simply describes the electronics that go underneath the panel that will optimize the amount of energy that comes from that panel and also describes microinverters as well. And it's about it's a small form factor, I'd say, let's call it six inches by six inches. We are geographically diversified. We're based here in the US in San Jose, California. But the majority of our sales is actually in the European Union, in Europe. Europe for those who don't know, is about the solar market is about five times bigger than the market in the US. And so we capture a lot of revenue from the major economies there in Europe. Along the way, we've captured additional market share from our competitors. The competition for us is primarily solar edge, which has an optimized inverter that is used with its own devices. And again, microinverters are also part of that equation. We've recently, in the last few years, expanded our addressable market to expand outside of the MLPE market. It's been an important part of our strategy to increase our top line revenue growth, capture more dollars on the sale. That includes what we call our brand name Go ESS. Energy storage systems. And that is