Hello. Good afternoon, you guys. Our next presentation is going to be from Paysign. Thank you very much. My name is Jeff Baker. I'm the Chief Financial Officer of Paysign, and joining me today in this audience is Mark Newcomer, our Chief Executive Officer, Brian Polan, who is in our IR group and also financial group, and Matt Turner, who runs our patient affordability business. I appreciate you guys' interest, and I'm going to start because I usually get a question, "Are you guys a payments company, or are you a healthcare services company?" The answer is yes, we're both. We really operate across the healthcare and financial rails with our transaction and workflow engine, and I'll explain that more as we go on. This is a little legal discussion. We'll fly through that, but it's disclaimers and safe harbor. Some investment highlights with our company. I think we're here to tell a really good investment story. The market cap is about $435 million. Share price just over $7. Our revenue for 2025 was $82 million, and our adjusted EBITDA was just under $20 million. We have no bank debt, and we have had adjusted earnings per share of $0.33. Paysign has about 45% market share across the plasma industry. Plasma is the clear white liquid when you go and donate that comes out of the bloodstream, and you can donate twice a week, and you get paid roughly $60 per donation. We have been in this business since 2011. We've built a very strong defensible position over the past decade and continue to defend that position by adding market share. Our pharma revenue, our patient affordability business, grew just under 117% on a trailing 12 months to $40.9 million. We've posted 183% three-year compounded annual growth rate, and grew this business 22.6x in three years. Right now, this is our jet fuel to the story, where the plasma business is a very nice cash cow for the business. Like I mentioned earlier, our fiscal year revenue in 2025 was $82 million. That was up 40.5%, and is our fifth consecutive year of double-digit top-line growth. I also said earlier that adjusted EBITDA is $19.9 million. That was up 107% year-over-year, and the adjusted EBITDA per share grew from $0.17- $0.33 or 94% year-over-year. Again, zero bank debt. It's a capital-light, high-quality earnings and strong cash flow business with no leverage risk. Our guidance for 2026 is revenues of between $106.5 million- $110.5 million, that's 30%-35%, with adjusted EBITDA of $30 million-$33 million, with about 50% of the revenues coming from plasma and 50% coming from our pharma patient affordability business, roughly $45 million each. That's a summary of the story, and we'll get into more details. The business, we like to look at it as one platform because we use our payments platform in both our plasma business and our patient affordability business. When we make payments back to doctors' offices or hospitals, we can send them a virtual debit card. We have a call center that's shared across both businesses, and our technology is shared across both businesses. It's really one operational platform with two growing businesses. On the plasma side, the donor compensation, that's what I mentioned earlier, where an individual goes in, they give plasma. It takes anywhere from an hour and 45 minutes to 2 hours, and they donate, and they get paid roughly $60. We recently acquired a company last year in March, where we acquired some software that is specifically targeted and used by the plasma and blood donor management donor industry. That currently is in front of the FDA. We are seeking approval for our BECS system. It's a system of record. It's kind of like the SAP of an organization. It really runs everything from the front of the house to the back of the house, to the labs, et cetera, and we're really excited about that. There are only a handful of BECS systems that have FDA approval. The largest 800-pound gorilla is a company called Haemonetics, and we feel like the opportunity is ripe to go disrupt the software market as a nice cross-sell into the donor compensation business. Our pharma patient affordability, I'll spend a little bit more time on that. It's a lot more complicated, but that's a short discussion. Pharma patient affordability is also known as a co-pay program. What happens? You get sick. You go to the doctor, the doctor writes you a script, and they may give you a voucher, or you may get it online or whatever, and everybody's seen commercials online with SKYRIZI or on the TV, SKYRIZI, DUPIXENT, et cetera. These are very expensive drugs. You go into the doctor, he writes you a script, you go to the pharmacy, you get the prescription filled, and what's going to happen is they're going to run your current insurance, and they're going to get UnitedHealthcare, and UnitedHealthcare is going to send the pharmacist back a message that says, "You owe 20% of the copay." Most of the people in the U.S. cannot afford a $200 copay. They haven't saved up, and that's a point at which the abandonment rate at the point of sale is over 60%. If you're sick, you're on your deathbed, you have colon cancer or whatever, you will choose to walk away from that script being filled instead of coming up with $200. The pharmaceutical companies that spent all the tens of millions of dollars to get this drug through phase I, phase II, phase III FDA approval, they know this. They're willing to pay that 20% on your behalf, that's where we step in. The pharmaceutical company wants you on therapy, they want you to stay on therapy, they're breaking down all the financial barriers that would prevent that. They're happy getting $0.80 on the dollar from the insurance company because they also know that eventually you're going to reach your maximum out-of-pocket for most plans. That's $6,000, $7,000, $8,000 a year, the insurance company's going to pick up 100% of that payment. These copay programs exist because they're not just random copay programs. These are specialty pharma drugs. We have a very large oncology portfolio, the business is growing rapidly, I'll tell you why, the advantage we have in that business and why it's growing so much. One of the reasons is dynamic business rules, and I'll talk a little bit later, but that's proprietary analytics that we can detect on a first fill detection, in real time, that somebody, they're called maximizers, is coming in to effectively steal that money off the copay program. I'll elaborate more in a second. The patient affordability business. I mentioned the steps. The patient walks in, fills the script, uses the card, they walk out. That's what should normally happen. When that happens, the pharmaceutical company or the hospital or the doctor's office or whatever, they're looking for that 20%, we're going to sit there and pay it. We're going to pay via ACH. We're going to pay via check. We're going to pay by virtual debit card, I mentioned earlier. We're going to adjudicate the claims. We have a call center that's going to make sure that an individual is entitled to that reimbursement. It's really copay program management where we do all the end-to-end administration of the program. The dynamic business rules I mentioned, again, this is proprietary to us, where at 97% efficacy, we can detect whether or not a maximizer is coming in to steal the copay fund. What happens is this, and it's kind of an arbitrage play for these maximizers. They get you to sign up with them. They tell you, "Jeff, we're going to pay your copay for an entire year if you sign up with us," you're on a copay program. Let's say that program, for easy math, $12,000. The first fill you go in, they're going to take $3,000 off the card. The second fill, they're going to take $3,000 off the card. Same on the third and fourth fill. What they are hoping is that you're not successful. You're going to pass away in six months. They've collected the $12,000 off the copay card, they've only spent $6,000, they arbitrage and they get the other six. What we do is we say, "No, no, Mr. Maximizer. Those funds aren't for you." We're going to send them a message back and say, "You have no right to these funds." We saved our customers, last year in 2025, over $325 million in payments that they would have made that would have been stolen from them if they weren't using our technology. In 2024, it was about $100 million. It's growing because our number of programs are growing, and the size of our programs are growing. The claims and payment processing, I mentioned ACH, check, virtual debit card, our contact center, 24/7, 365 days, and then this data and analytics that we provide these guys so they can actually go in and calculate what their true ROI is on these copay programs. We came into this business about six years ago. It was kind of a restart from when the company was founded over 25 years ago, and we had a couple of things that we did, like open book transparent pricing. This industry was made off of spread pricing. We open book transparent pricing so they know that they're going to pay $2-$3 for a pharmacy claim or $20-$30 for a med bin claim. They're going to know that we're going to charge them $2.18 a minute for a call center. There's a lot of other things we do, but they know exactly what they're paying for this. Our 24/7, 365 days onshore customer support. They don't want somebody to push tickets, the pharmaceutical companies, for their customers. They want somebody to pick up the phone. It's bilingual. We have English and Spanish. That's a huge differentiator. The cost savings through dynamic business rules speaks for itself. The data and analytics is second to none. As a payments company, having the data and analytics is table stakes, and that's one of the reasons why we're also winning business. The revenue model with this is set up fees and management fees. The management fees are recurring every month. I get paid per claim. I get paid on the business rules. I get paid on the call center. It's a usage model. The revenues are variable with that usage. It is seasonally higher in the first half of the year. Why? Because on January 1st, most insurance plans reset their out-of-pocket maximums to zero. We have a lot of claims the first half of the year. We have a lot of dynamic business rules that are stepping in and preventing those maximizers from taking those funds. As we go throughout the year, those claims slow down. I talked about the maximizers and accumulators in the interest of time. I'm not going to say much on this slide, other than the numbers are without a question very powerful and is a good reason or one of the reasons why we continue to win business. Here's a little bit more on the dynamic business model. I mentioned 97% efficacy. Again, on the first fill. A lot of our competitors can figure it out on the third fill and fourth fill. By then, the money's gone. Right here, the funds at risk, if you don't use our technology, roughly 30% of the manufacturer's funds walk out the door if you're not using Paysign's technology. Not every one of our programs has dynamic business rules. The maximizers that are out there, they're chasing the most expensive drugs because that's where their opportunity is. We have roughly 140 programs, was the last published data that we gave out, 141, I think, programs. A lot of our programs don't have dynamic business rules. It is a very nice business to help us, especially with the more expensive drugs that are out there. By the numbers, you can see the seasonality. If you look in the first quarter this year, we posted $15.7 million in revenue versus $8.6 million last year. Like I said, the seasonality, you would expect that to drop down slightly as we move throughout the year. In the fourth quarter, because we added 25 programs during the fourth quarter, we saw a spike in revenues there. You could see, over the trailing 12 month again, just under 117% growth, here are the numbers. Like I said, 141 programs. We expect at the end of this quarter will be between 147 programs- 150 programs. For the year, last year, we added 55 programs. This year, we're expected to add just around 60 programs. Our average revenue per program was $116,000 in the first quarter. That was up from $95,700 last year. Plasma, I mentioned this earlier. Again, plasma is the clear liquid blood that comes out of your bloodstream, and it's used for therapies, a lot of blood disorders. The United States provides over 70% of the global plasma for individuals that need plasma. That's because the United States is one of the few countries that actually pays people to give plasma. Apheric Pay is our core business today with our donor compensation, where you walk in after you give the plasma, you check out. They'll scan a reloadable debit card, open-loop debit card, and you'll walk out with the $60 and literally across the street to the 7-Eleven or whatever convenience store is there to buy goods or to get cash out of the ATM or whatever. Most of the people that donate are unbanked and underbanked individuals. I get the question all the time, "If the economy's doing bad and we're in a K economy, is that good for your business?" What I say is these individuals that are donating, they don't know what a K economy is. They're just always in a bad situation, they're always donating to supplement their income. I mentioned the acquisition we made last year. It was called Gamma, but that we've rebranded the platform called the Apheric Platform. This is what's currently the donor management system, or BECS system of record, is currently with the FDA, and we're waiting for approval for that. The payment infrastructure, we have number of bank relationships, number of network relationships where we're directly integrated like Mastercard, all the ATM network, the largest surcharge-free networks like Allpoint. We are highly regulated. We're BSA and AML compliant. Again, the call center I mentioned is bilingual and 24/7, 365 days. The data reporting that we give back to our customers, again, using that infrastructure that we built, where they can get real-time center dashboards and donor retention analytics and things of that nature. What we do is we help the plasma companies reduce their customer acquisition costs and give them opportunity to track those donors again. The revenue model for this business, we get fees like cardholder fees, interchange. We get ATM fees and of the nature. It's also a variable business model, which is good. When the business is growing, we have some operating leverage there. When the business is contracting, like we saw in 2025, as there was an oversupply of inventory, our costs remain in line, and it's very beneficial to us. We have 554 facilities out of roughly just over around 1,200 facilities in the U.S., 8.4 million cardholders. Again, we have better technology, better uptime than any of our competitors. By the numbers you see here, where in 2024- 2025, I mentioned that inventory overhang, where we were still able to grow our revenues 4%, because one of our largest providers, one of our largest partners, gave us the remaining amount of their stores. It was 132 stores that we added, or locations, in June and July of last year. This year, we think that business can grow around 16% to roughly $54 million. Last year, this business had $45.6 million, and the average revenue per facility was around $77,000 a year. A little bit more here on the software. You can buy the entire platform, or you can buy it in a modular basis. Most of the plasma companies today have modular solutions. If they have five or six or seven different vendors, those are five or six or seven throats that you have to choke if something goes wrong. With our platform, you can do the payments. You can do the help with the donor experience. We call it Apheric Connect and Apheric Journey, where you fill out all this information that's regulated. It has to be filled out for the FDA and for the plasma centers. It comes in and the DMS connects to the hardware that's pulling the plasma out, and then we have a bunch of data, again, to help these plasma centers really be able to look at their downtime and try to push messages out to individuals to try to get them to come in during off-peak times to donate. The plasma centers are trying to become more efficient. If you think about it, everybody comes and donates at 5:00 P.M. after work. Then you're waiting in long lines. If they have the information, they know that, "Wow, I've got a fixed cost infrastructure. I've got a nurse there, and if I can get somebody to come in between 2:00 P.M.- 3:00 P.M., maybe I'll give them another $5." Because right now, there's a lull, and that fixed cost infrastructure is really not being put to use. We give them competitive insights on pricing, other tools to help them become more efficient. Just to summarize, our competitive moat is proprietary dynamic business rules, where we're able to, on 97% first fill, rep or identify a maximizer transaction. No competitor has replicated that. Our market leadership, again, 45% of the U.S. plasma business with 554 facilities, 8.4 million cardholders. Our payments and software, all integrated, one platform, to where we are able to do transaction and workflow engine operating across healthcare and financial rails. From a regulatory perspective, not to be dismissed, but the BECS 510(k) submission that's pending with the FDA. We're HIPAA compliant. We're PCI DSS compliant, SOC 1, SOC 2 compliant, and BSA and AML. Oops, something happened. There we go. The market opportunity, real quick. The market opportunity is very large. We say that the plasma payment side is about $110 million market opportunity. The patient affordability payment side is at least a $500 million. With our dynamic business rules, we think we've actually made that probably another $250 million larger. Our software business for plasma companies and blood center companies is a $3.5 billion industry, that's growing to $7.5 billion over the next 10 years. We operate in some really nice businesses with some good runway of opportunities out there to expand the current business that we have. Lastly, again, to summarize, top line growth, 40.5% year-over-year last year. Zero bank debt. A capital-light operating model. Our operating leverage, 2.6x. Our shareholder value, we've increased by 94% year-over-year. This is a summary of the mix as we see the mix shift in our revenues over the past three years. You see with patient affordability driving the business, it's driving operating margins, it's driving cash flow all across the company. We're at a point in time right now where the investments we've made, we're really starting to garner the fruits of those investments. I'm going to stop there, given the fact that I'm almost out of time, I'm going to open the floor up to questions. Yes, sir. Blood type? Yes. I get that question all the time. Blood type doesn't matter. You can donate plasma. It's agnostic to the blood type. What about the antibodies in the plasma? The antibodies, the immunoglobulin is what they're getting out. It's the protein, clear liquid is what they're pulling out of the blood. Any other questions? Would it be helpful to you if there was technology for removing antibodies from the plasma? Is that something you'd be interested in? I honestly don't know. My team may know the answer to that. Would it be helpful if there was technology to remove antibodies out of the plasma? I can't answer that. We're not doctors, so I don't know. Yes, sir. Can you talk about the regulatory impact on the business as between insurance and pharma prices and all that being news almost every day? Yep. How does that affect your business? What do you pay attention to? The question is the regulatory impact and all the news you hear about pharma pricing, et cetera. We do pay attention to it. The pharmaceutical companies and the pricing is set obviously by the pharmaceutical companies. The co-pay programs are for the 160 million people that are on private insurance, not for Medicare, not for Medicaid, and those. Really the drug prices being set, and you may be referring to direct-to-consumer models and things of that nature, that has no impact on us. The direct-to-consumer model, it's mostly a cash-based model. Individuals, when TrumpRx came out, for example, we looked at that, all the drugs that were in there, and there were two drugs that we had that were in there, and it was cheaper to go through your insurance than to pay directly. We do pay attention to it. Don't see any impact or risk to our business at all. I'm sorry, I have to go. They're giving me the hook. Thank you very much for your time.