Good day, and welcome to the iAccess Alpha Virtual Best Ideas Summer Investment Conference 2025. The next presenting company is Surge Pays Inc.. If you'd like to ask a question during the webcast, you may do so at any point during the presentation by clicking the Ask Question button on the left side of your screen. Type your question into the box and hit Send to submit. I'd now like to turn the floor over to today's host, Brian Cox, Chairman and Chief Executive Officer at Surge Pays Inc. Brian, the floor is yours. Thank you, Tom, and thank you all for joining our Surge Pays presentation. I'm excited to share what we've built, our addressable market, the problems we solve, our competitive advantages, and the tremendous revenue scaling opportunities. We've spent the last year focusing on product development, carrier integration, and platform enhancement. This presentation marks the kickoff of our outbound investor relation efforts. We want our efforts in stock performance to match our efforts in revenue growth. This presentation includes forward-looking statements based on current expectations. As always, actual results may differ. This is just a snapshot of our momentum strategy. Let's start with the high-level view. We're publicly traded on NASDAQ under the symbol SURG, with a current market cap of $55 million and revenue guidance of over $200 million through April 2026. What sets us apart? A de-risked, non-seasonal model, high insider ownership at 30%, and a profitable outlook by the end of the year. We empower over 9,000 retailers with prepaid services and growing by the day. This is positioning Surge Pays' network of stores as powerful points of distribution for our products and services. Our addressable market is massive. The U.S. MVNO space hit $30 billion last year and is projected to grow to nearly $53 billion by 2032. A 1/3 of the country utilizes prepaid products due to a lack of credit or other socioeconomic challenges. We're focused on these communities that depend on neighborhood stores, places where people top up their wireless services each month using cash and visit these corner markets multiple times per week. That's over 100 million Americans. Our growth model to date has been a blend of strategic acquisitions and organic development. We operate across multiple verticals, each designed to drive synergistic revenue through a single network. We will now dive into each of these revenue-driving verticals. LinkUp Mobile is our recently launched prepaid brand. We offer prepaid monthly plans starting at just $10, and all plans include unlimited talk and text across North America. Our growth strategy is simple: expand our dealer footprint, add new distribution partners, and upsell through our existing network of stores. Since we utilize our own distribution network, we avoid third-party transaction fees, allowing us to offer lower-cost plans while paying generous commissions to store owners for activations and taking monthly payments. Torch is our subsidized channel. Reagan created the Lifeline program in the 1980s to ensure that all Americans had access to telecommunication services, and the program remains viable today. We provide free wireless service to those on SNAP, Medicaid, or other assistance. It's connectivity that truly matters, and we deliver it through strategic partnerships with state and federal agencies. Our companies have done hundreds of millions of dollars in revenue under the Lifeline program over the last 20 years. Lifeline is limited to one per household, providing an excellent opportunity to offer service through LinkUp to those other household members. I'm waiting for the slide to change, guys. I'm not sure whether it's changing on your side or not here. There we go. Hero, this is our MVNE platform. Through our negotiations with AT&T, we were given the ability to resell wireless to other companies as a mobile virtual network enabler. Simply put, HERO is a turnkey system that lets other companies become wireless providers. All of the platforms and tools we have developed or acquired can be utilized at no additional cost to us to drive substantial recurring revenue through the efforts of other companies. The Hero platform provides access to the AT&T network, ordering SIM cards, building custom plans, SIM activation, managing customers, metering incoming billable commodities such as data, and processing and applying payments to customer accounts. We've already onboarded three partners, with two more in the pipeline, reaching ultimately hundreds of thousands of potential subscribers. To add perspective, I have never led a company with a direct carrier contract. We have executed hundreds of millions of dollars in revenue utilizing other MVNEs like us now. Here is the fintech side of the house that separates us from any wireless company and is the true differentiator. We own our own distribution. There are only five other platforms in the country that process monthly payments for all of the prepaid wireless companies. We are one of them. They only make money from those third-party transactions and activations. We own products on our platform. We have brought the entire suite of prepaid products to these stores and benefit from owning the highest margin products on the platform. Our point-of-sale platform turns every checkout counter into a profit center, enabling wireless top-ups, Bitcoin purchases, and debit reloads. The store benefits from generating transactional revenue from products that do not require inventory or take up shelf space while also benefiting from the extra monthly foot traffic. Our last challenge once we have our software platform in the store at the point of sale was marketing our products in a busy and sometimes overwhelming convenience store. Historically, salespeople have had to visit the store multiple times a month to hang new posters and point-of-sale advertising, which was usually pulled down days later after they left by other companies wanting products that the store or third-party distributors incentivize us to market. We have a device similar to a fire stick that is plugged into the back of a mounted TV. Once connected to Wi-Fi, we turn this TV into a dynamic digital ad machine for video or banner ads. ClearLine is also integrated with most of the leading credit card processing equipment used in C stores. We can control the screen at the point of sale when the credit card is not being used to accomplish the same goals as the TV. In addition to promoting our products, ClearLine is also used by the stores to manage reward programs, social media reviews, outreach, and customer management. The store owner pays a monthly fee starting around $40 a month, which enables us to market to the foot traffic in his store. This value-added service to the store owner, part of our software as a service model, enables us to collect a trove of customer data, which we plan to monetize in the future. We've built a network of over 9,000 stores, most independently owned neighborhood and convenience stores that serve everyday customers in their community. These are our points of distribution, where Surge Pays becomes a household brand. I love this slide because while 9,000 stores sounds like a lot, it is visually compelling to see the microscopic fraction of the market that we have obtained thus far and the vast opportunity that waits, as well as what the future holds. This might be the most important slide in the deck for this moment in time. This is why we are confident our model is working and working well. The first step to growing our network and to launching all of our products is integrating with third-party POS systems one by one across the country. Phase one is integrating with each store's POS and setting up the banking properly. Phase two involves upselling these stores once we have earned their confidence by performing these transactions and ACH-ing them accurately from their bank accounts. The credibility is fantastic when you perform in our market. We then leverage that credibility to push our products. Now, our integration into retail POS system allows us to displace third-party top-up providers with our higher margin products. You're always going to see the top-up revenue, which is, again, the third-party transactions those stores are already doing, jump first. That's the revenue front-runner. In just one year, revenue jumped from under $1 million a month to over $3.4 million purely from this prepaid channel as a part of phase I. We expect to be over $4 million a month in top-ups only by July and continue this trajectory as the other higher margin revenue from those channels accelerates. Here's why we win. We have a direct carrier contract with AT&T. We own the high-margin products. We own the platform. We manage the sales and control the cash flow. We've built a bilingual call center with 120 representatives to support our growing customer base and open up numerous other Hispanic product revenue channels in the near future. We're built to scale without plateau. Our leadership team combines decades of experience and billions in revenue. This is the best team ever assembled in prepaid, and we were able to do it with the promise of building something great and the stock performance reward that comes with greatness in a growing industry. From technology to strategy, from sales to finance, this team has done it before, and now we're doing it at SurgePays with a common goal of dominating our sector. Thank you for your time. We believe this is the most exciting moment in our company's history. We are built, integrated, and ready to scale. If you're considering taking a position as a shareholder in SurgePays and would like to learn more or set up a meeting with me directly, please contact us at ir@surgepays.com. Tom, back to you. Thank you. That concludes Surge Pays Inc. presentation.