Good afternoon, everybody. We're from Scienture Holdings company based out of Long Island. We're on the Nasdaq. We've been a public company getting on two years now. We founded six years ago. We are a specialty pharma company, as I'll explain more. This is kind of a quick overview of who we are. We're a company investing in strategic product opportunities around branded specialty programs. We're not discovering new molecules. We're not trying to do any fundamental research breakthrough. If you look at the drug development paradigm, product portfolio paradigm, there are many molecules, many therapies, many solutions that exist, but there's always room for improvement. There are several situations where clinical advantages could be improved, product presentation could be improved. It could be a better outcome for patient convenience. Existing molecules have a lot of opportunity within them in terms of improving these product offerings. That's what we do. We typically use a technology platform that kind of comes out with a new brand product of an existing molecule that gives significant clinical advantages to patients, caregivers, the whole healthcare system. I think that's us. We typically own all of our proprietary IP because we come up with the product ideas. We work with partners to do the R&D and manufacturing, and we also have a commercial setup where we have launched our first product. A second product is due to be launched. This is a quick overview of what the company is. That's our management team and the board. Again, several years of experience in the pharmaceutical industry in terms of product development, commercial operations, and many aspects surrounding even corporate finance, M&A, working in large companies, public companies, private companies, startups. I think we've seen them all. As I explained, our core mission is to look at gaps, look at opportunities within the treatment landscape to see existing molecules that have a therapeutic benefit, which are not able to be fully leveraged because of challenges. There could be challenges with the molecule, there could be challenges with access, there could be challenges with how the product is presented, the delivery system. I think that's where we are looking to bring our expertise and IP and know-how to build these products. If you look at who we are, we start with leveraging our experience. We've seen many situations where these opportunities exist. We have a structured approach to figure out where we could build these opportunities that could benefit patients and the healthcare system. We start with a lot of data analysis, a lot of clinical data, a lot of commercial data, a lot of data on what current products are, therapeutic areas and indication. That's where we start. Then we look for opportunities to come up with new product ideas that could offer better solutions all around. Subsequent to that, we determine the path towards developing it, making the product viable. Of course, the biggest thing to do is the ability to commercialize it and make it a reality, bring it to the market. There again, we bring a lot of know-how. Now we have a fully built infrastructure, being able to do all aspects of commercializing pharma products. This is our portfolio that we have now. The first two are our two approved commercial ready products. The first product has already been launched, and the second product is very imminent. Probably in July is when it's going to be launched. Just to expand that idea, the first product is an oral suspension, the first oral liquid that's available in the market of a very highly prescribed agent for treating hypertension. We're talking about 70 million prescriptions annually. Molecule losartan has been used for 30 years. It's available as an oral tablet, the highest prescribed sartan in the market of its class. In our research, we see that there is a need for about 2%-3% of those scripts to be converted into some kind of a liquid. The challenge is, that's our IP. The chemistry doesn't allow it to be converted into a liquid dosage form that's stable, which we were able to do. We're catering to that 2%-3% of the population, which is still a pretty sizable market. A 70 million prescription market coming out with a specialized, unique product. I think that's our vision. The next product was an acquisition that we did in 2025. This is also an FDA-approved product. Again, this is in a very familiar landscape, which has been in the public news a lot. I'm sure everybody's heard of NARCAN, and it's used in opioid use disorder. NARCAN is a 4-milligram product. It's a nasal spray used by many government agencies, law enforcement, EMT teams, hospitals, clinics. It's a pretty standard product out there. One of the challenges with NARCAN and the 4-milligram dose is the need for multiple doses of the 4 milligram for certain patients, especially with the higher strength fentanyls, the cocktails of opioid abuse agents. The challenge is stabilizing the patient before they can get to a hospital using the 4 milligram. You end up giving multiple shots of the nasal spray, which is pretty difficult to do when somebody is actually overdosing and you have just seconds to stabilize them. We came out, REZENOPY is a brand with a 10-milligram strength. About 10%-15% of the patients who need those higher amount of doses can be stabilized pretty quickly with potentially a single dose of the 10 milligram. Again, very specific. None of these products are looking to convert the market entirely. It's for those specific. If we can convert it entirely, we'll take it any day. These are catered towards very specific patient situations, clinical situations for whom the products would benefit the most. I think those two are commercial, pretty exciting times for us. We're in revenue generating mode as of the beginning of this year. We hope to continue to build that further. We have 3 other pipeline products coming through development. Again, exciting programs. SCN-104 is a insulin-like injectable pen for treating migraine. SCN-106 is a biologic product, so biosimilar to an existing brand product, which is used in the hospital for treating stroke and also for used in catheter lines to make sure that there's no clotting. It's a $500 million market with just one player right now. It's a great opportunity for us to develop this biosimilar product and come to the market. Our last program is a postoperative pain product. Again, uses a microsphere technology for non-opioid option for treating pain after, for instance, surgery. The whole situation of the opioid pandemic came about because of patients receiving these high strength opioids for stabilizing them after surgery to reduce pain, because many lower agents don't work. That fed into people getting the dependence on the opioid. We had come out with a long-acting injection that's good for a week, and it's a non-opioid agent. Again, very interesting microsphere technology. Those are our development programs, and the first two are our commercial products, which we are focusing heavily on to grow the business and scale our revenue base. As I spoke about, all these products come with significant proprietary IP. The first two products go out, like, 2041, these are all first-in-class, either delivery mechanisms or formulations or product concepts. They're pretty unique. Every product is a unique approach to delivering therapeutic benefit. That's our first product that we launched, Arbli™, and a little bit more details on that. losartan, again, very well-known molecule discovered by Merck, prescribed for 30 years. About 27% of all sartans prescriptions are losartan. It's about $70 million. This is a chronic med to stabilize patients on hypertension. As I mentioned, the only version that's available is an oral solid, and we're the first oral liquid to enter the market. We entered the market beginning of this year in Q1, and we are starting to see good traction and acceptability of the product. This is the second product that I mentioned, the naloxone 10 mg spray. It's the highest dose. The treatment advantages are not requiring the multiple dose administrations. It could provide broader coverage against the high potent fentanyls and cocktails that are coming into the market. Very interesting product. We're looking to launch in July of this year. We did some PR this morning. We got payer coverage on this product. I'm going to get into it a little bit more as we go ahead. Again, very excited to bring this to the market. If you look at our commercial operations, I think we are a company fully set up for making sure that we leverage the commercial opportunity to the fullest. We have all of these legs to the stool in terms of promotional branding, whether it's field force, virtual engagement, digital marketing, we have all of that infrastructure set up. The data is such an important feature of everything these days, no less commercial. We spend quite a bit of data-driven, very smart technologies to target who we need to be marketing. Gone are the days, even big pharma doesn't do it, where you just throw 1,000 reps to go after every HCP. We use a lot of data to make it a very efficient selling process. We have figured out all of our supply chain, logistics, distribution, infrastructure. I mentioned about the promotion. Omnichannel is a word that's used a lot. In terms of market access, again, that plays a big role in the success of a product. We do have commercial coverage through all the large national health plans. We are on formulary. That's a great first step. We also have government coverage with Medicare Part D and Medicaid solutions. I think this is as comprehensive a commercial infrastructure as it can get. We're pretty happy with what we have here, which enables us to drive revenue and growth going forward. This gives you some detail of three of our development products. The first one is for migraine. It's an easy-to-use, multi-dose pen injector. Very similar to insulin. It has about 10 doses. You can dial a dose as you're coming down with the situation to provide relief. That's in the process of development. We're expecting to file the NDA for this product by the end of next year and hopefully be in the market by 2028 or early 2029. I think that's our goal. This is the biosimilar product. Again, we think we are the first to market. We could be the first to market with this product. Again, very exciting program. It's a biologic. We work with a partner to do all the development, pretty involved bioreactor development that we're doing. Again, it's a great market opportunity to come out with this product. Expecting to file the BLA on this by 2028, and to be in the market probably 2029 or so. I think that's what we're targeting. This is the postoperative pain product. This has a little bit of a ways to go in terms of needing a Phase III trial and a little bit more involved development. Again, very exciting. Looking to file the NDA sometime in 2029. In terms of financial model, where we are headed, I think, with revenue starting this year, I think we have a good growth, good setup coming in, a real expansion year start from 2027. We continue to grow as we launch more products. There are many ways to quicken the pace. Since we have the commercial infrastructure, we could bring in more revenue assets, in -license, kind of charge our path. I think this is a good financial model that we're targeting. We could drive significant amounts of revenue, good margins, definite benefit for shareholders while we keep bringing more and more of these concepts. I think that was a quick overview of the company, of the details. Thanks for listening. Happy to take any questions, thoughts. Please go ahead. Just in terms of your assets- -most of them are FDA-approved or you don't require? All of them require FDA approval. The first 2 are FDA-approved. Got it. The other three are in development. We would file the next asset. We'd apply for FDA approval end of next year, and then we're going to have one every year, 2027, 2028, and 2029, and hope to get approval a year from submitting the application. You transformed the method of delivery for some of the drugs, are these FDA approval processes grandfathered in? Some of them. See, what happens is, since the molecule is known, you don't have to repeat a whole amount of safety studies, which is a big savings in time and the cost you spend. Even the clinical trials that you need to do would be abbreviated. Right. That's a definite benefit. We don't have to repeat the whole nine yards. The second question is, in terms of commercializing your assets. Would you like to expand to other markets, Middle East, India, Asia? Great question. Is that your objective? Definitely. I think our focus right now is in the U.S., and we want to make sure that we get everything done concretely strong here, and that's our focus. Other markets definitely open, and we are looking to see if there will be other partners, local companies who we could. Collaborate collaborate with to take the product. That's definitely on the cards. Right now, the focus is the U.S. Okay. Yes. Can you talk about your migraine product a little bit? Sure. If you look at the migraine market, it's about $9 billion and growing. Pretty extensive. You have starting in the past from the triptans to some of the molecule that we use is dihydroergotamine, which is a steroid. All the way to your CGRPs, which is a new breakthrough, drugs that even Pfizer has one. That's the span of it. If you look at the prescribing base, it's a lot of neurologists writing those scripts. Migraine is an indication, as you already know, disproportionately affects women more than men, but 60%-65% of patients are women. There's a big OBGYN component to who are writing these scripts. Within this landscape, you have a lot of these triptans, you have a lot of these CGRPs, steroids, brands that have gone generic. You have injectables, nasal sprays, and oral tablets. Most of the new drugs are all nasal sprays. The CGRPs are all nasal sprays. Dihydroergotamine that we are working on exists as an injectable and also as a nasal spray. If you look at the nasal spray side of the offering, it's still used in the market, but the variability is higher than an injectable, just because of the nature of the delivery. In general, patients are not that amenable to when you're having this headache, to have something squirted up your nose and wait for it to clear. It has that disadvantage. The injectable product comes as a set of ampoules that you break and prepare the injection to inject yourself. That comes with its own complexity. When you're having this kind of condition, that it makes it difficult. What our product is, comes out with a really convenient option for the patient. If you realize, like a pen for insulin. People have 30 doses built in. You dial it every day, you take a dose, you count down. We took that same technology. We have 10 doses, which is the maximum allowable in a month, of dihydroergotamine loaded in a pen device. This is a convenient device the patient carries. They don't have to break ampoules, they don't have to prepare anything. When they have an episode coming, they can use the pen, give themselves the dose, and then close it again for further use. Since it's an injectable, it takes away all the variability from the nasal spray. Also this molecule, even though the other kind of compounds are coming, this is a molecule that's always used as an adjunct or a last line or a secondary treatment. Every patient carries this just to make sure that if nothing else works, you at least have this with you. I think those are some of the key kind of factors through which we chose. We have a device. We work with a German partner for the device. We're going to do a full cartridge assembly into the pen with a Canadian partner, and we are targeting to file the NDA for this product Q4 of 2025. Yeah. Yeah. See, the good part about our commercial platform is about 60%-65% of it is completely leverageable for any asset. All of our distribution networks, all of our GPO contracts, payer contracts, our TPL program, logistics. That's a great setup to have, which we work very hard for. In terms of the touchpoints for each molecule, whether it's the field force or the virtual sales force or the digital marketing, those are the ones that need to be customized for the call panel. Like for the first product, we're calling on a lot of cardiologists, a lot of general practitioners who are writing for hypertension. We have a specific force of people calling on these doctors. We have a virtual force calling countrywide, then we have email marketing. Then for our next product, naloxone, it's mostly a sale into hospitals, right? We don't need field reps on the ground per se, because no one's going to the doctor to get the script for overdose, right? Institutions are already going to have it. That flows through our GPO contract. If we have newer assets come, our only criteria is they have the right fit, they have the right story, and they actually make a difference in the market. Therapeutic area-wise, we're pretty flexible. If it's cardiovascular, obviously we can leverage our existing field reps and infrastructure. Any call panel we can fit with the right kind of infrastructure, whether it's institutional or HCP or whether we need to go to a specific payer, we could do it. Also we could continue expanding our force. Right now, we have 16 people now, even if we wanted to expand more on cardiovascular or if we wanted to expand more on the GPO side, we can keep scaling this up. The answer to your question is pretty flexible platform, which can be scaled up, expanded, and if required. After two years, maybe you don't need all the field people out there, you could size it down, too. Catered towards what can make best sense for the business. One last question. Can you talk about your cash position and maybe the path to profitability? Yeah. Right now, we have cash of what? Nine and a half million on our balance sheet. Through last year, we cleaned up a lot of our legacy debt and some of the other instruments that we had. It's pretty clean balance sheet. We're generating revenue. Started to generate revenue this year. In terms of financial instruments, we just have one debt note that we recently did for Bridge Capital. Again, pretty favorable terms for the company. No convertibles, no warrants. It's an 18-month term, straight debt. I think that's helping us. With revenue coming in, it will keep bolstering our position. Where we stand right now, in terms of purely on an operating basis, we can become break-even towards the end of this year, get into profitability early next year. The additional cash requirement is how we want to reinvest in our R&D programs or other infrastructure that we need to do. I think we're in a good spot with our commercial ops to drive operation profitability in a short period. Thank you. If you could just go back to the financial slide. Yeah. I looked at the revenue growth and absolutely good job. It's dramatic. Yeah. It is especially relative to the current market cap. Maybe you could just talk a little bit about the revenue mix where you see that. Yeah. If you look 2026 and 2027, right? Pretty much the revenue is driven solely by the two products we're launching this year. Arbli™ and REZENOPY™. From early sizing, what we think those products could be, if you think about a 2%, 3% of a 7 million prescription market, about $250 million in overall sales. We expect to be somewhere in the $20 million-$25 million peak sales, which is again, a good outcome for us. Similarly, with REZENOPY™, it's a $150 million market, about 10 million units. We expect somewhere in the $20 million range as peak sales. That's the growth that you're seeing and that's being driven. 2028 and 2029 is when we think our migraine program, the SCN-104 and the SCN-106, which is a biosimilar can launch. Especially the biosimilar is a big game changer for us because even the migraine product, arguably, you got to go build the market, right? With the biosimilar, it's a market that's already out there. We don't need to put any more commercial infrastructure. We can start moving through our GPO contracts, and that, we believe, could be more than a $100 million a year product. I think that's what's evolving. What can add to this is all the deals we could do. We're actively looking at, can we bring in more commercial revenue-generating assets, those opportunities that exist out there. That's some color behind. I don't know if we have time for another one. I think we're. Yeah. Yeah, last question. With the REZENOPY, Obviously we talked about we're selling into hospitals, When you look at 10 milligram versus a four milligram, is there an opportunity to start to encroach into the four milligram product category? Because it doesn't sound like there's really any- No, possibly- They need to start to give up on the margin. No. You have to get approved. No, possibly. It's possible, possibly, to answer your question, we could get into that space, possibly, because all of these products are typically products that are stocked or stored by these institutional buyers. If we can influence behavior for them to like Now there's no 10 milligram, right? Even if you can pick up 10%-15%, where we influence behavior to make them understand the need that not all patients are the same. You might have your majority of your stock to be four, but you need to have the 10 also in your arsenal. I think that's what we need.