Good afternoon, everyone. Now presenting will be Arun Jeldi from Velo3D. Good afternoon, everyone, thanks for taking your time this afternoon to make your time to listen to Velo3D presentation. My name is Arun Jeldi. I'm CEO of Velo3D. Velo3D, I'm going to just go through the disclaimer, founded in 2014. We're based in Fremont, California, and we have about 160 employees currently. Coming to the bit of the history of Velo3D is a leading advanced metal provider of large laser powder bed fusion machines. Our machines go from a Z height of 1 m. We have a stack of both software and hardware. The software, which is in-house developed, which is called Flow software, which is a slicing software and an Assure software. Both are on quality slicing the design on a 3D CAD file to metal AM. Our hardware is called Sapphire. We have three variations in Sapphire, is Sapphire XC, and Sapphire 1MZ. We are the largest Z height metal additive laser powder bed fusion machines made in America and manufactured in America. That's the uniqueness of it. Coming to the technology, Velo3D can actually print low angle prints with minimal support structures, and that's the beauty of Velo3D, and that's how it is adopted by early movers like SpaceX, which has about a fleet of 25 machines on the floor. All our technology is used to develop the additively manufactured SpaceX rocket engines. We have a pretty solid base of moat of IP, which entitles about 120 patents, most of them are issued, some are pending. Coming to the customer base of Velo3D is focused on four main categories. One is defense, space, semiconductor, and oil and gas, or energy sectors. If you see aerospace and defense, you can recognize most of the primes are our customers, and we became the prime in some of the contracts which were released recently. Our primes in defense includes Raytheon, Sikorsky, Lockheed Martin, and Air Force. We work with Department of Defense very closely, both on three different departments, Air Force, Navy, and then Army. We have about $60 million contracts, which were publicly released in last six months, which is available online to look at. In the space, the most prominent name which you can see on the deck is SpaceX, which is an investor in back in 2018, have a fleet of 25 machines to early developments of all their rocket engines. In addition to that, there are several different companies now approach to Velo3D, like Relativity Space, Impulse Space, Avio, Italian Space Agency, and multiple others, which are on our fleet to develop those early technologies. Velo3D is more advanced now than before, and we are creating the designs and prints which can print the whole rocket engine. Coming to semiconductor and energy markets, we are very closely working with oil and gas industries, fusion, fission technologies, and also, you know all the prominent names, which with some of the NDAs, we can't display their names, but it's very prominent. There are only very few that is in semiconductor industry, which we work very closely with. What Velo3D have done is not to averse its liabilities and also diversify its portfolio. It has multiple contract manufacturing hubs, which includes KG, ATI, ADDMAN, and others, and Mears, where we deployed our machines to have hubs close to our customers. Also it makes it easy for post-processing to teach them how these new designs are post-processed. We have diversified our portfolio and stick to the basics of defense, space, energy, and semiconductor markets. What is the main problem, and what are we solving today? Most of the manufacturing today are very siloed. You see a lot of mom-and-pop shops, including from the castings to forgings and machine shops, they're very siloed in their data collection. What are we solving their problem is the lead times are quite extensive, and we have a backlog of any product to develop today in those four industries range from two to five years. The supply chain is very restricted and limited. We have an opportunity here. The opportunity is to digitize and deploy wherever we want, anywhere, any time, on demand. If you look at regular traditional manufacturing, you cannot just increase the capacity of them by telling them, "Hey, I want your capacity increased tenfold." With additive and digital manufacturing, you can absolutely buy more capacity by deploying more machines with different alloys. That's the beauty of additive manufacturing. The foundation of this is laid, and the technology is now in actual production versus prototype. That makes a huge difference on Velo3D being an American company. The reason why we stuck to those four important and highly demand sectors is because you have to also see how the adversaries are extending their portfolios around the world. One of the adversaries have 10 million square foot of additive manufacturing today. In nation, we don't have even 250,000 sq ft of additive manufacturing. We're lagging probably 5-1 0 years behind. That's a real problem for the national security on how we're going to develop or increase the capacities and produce the parts needed in the next decade or so, and how fast we can move. It's not only that, but what is actually Velo3D doing? Velo3D is doing the capacity constraints to extend their portfolios to multiple client locations. Also we are hosting our machines for the clients, and we are developing a technology that can be deployed anywhere on demand. Why is it needed? Why can't we just sell these machines to everyone and let them use? These are not desktop machines. These are highly qualified metal additive, which are big machines, which are complicated to operate just by the knowledge, what we have for the customer. The customer basically wants parts. That problem have to be solved, not the hardware, not the software. They don't care. What we really need is to increase our capacities to produce the complex parts and give those complex parts for the next generation aerospace and space, defense, and semiconductor, and energy markets. We're deploying that on our floor. When you imagine the AWS, what does that mean? If you think there is no data collection today in traditional manufacturing. Everyone does that, then they put that on their own siloed manner, they do it yourself. What is that making a difference to the rest of the world? Manufacturing has to be digitized, has to be deployed at a speed that is impossible today. When we deploy 100 machines on our floor, what it does is it's not only printing the parts the customer wants, but also it's collecting data digitally, which the data layers have formed, and then that data can be used to automate most of the designs to print and to post-process as a dark factory. Velo is going to become the AWS of this platform in manufacturing in next five years when we deploy all these 400 machines on our floors. That creates another layer of software with security for the national security reasons, and then some critical, confidential, high security clearance projects to deploy very fast. That's the long-term view of Velo, more than just a hardware seller or an OEM today. The market strategy for Velo is to go to these four sectors specifically is because of the new rules of NDAA, it avoids most of the Chinese machines or other machine manufacturers to enter the U.S. manufacturer to protect ourself in those zones. These are high security clearance sectors, which we block them to increase our capacity, and then we deploy that. That becomes a business case for us to mass produce what is needed for the next 10 years or beyond. Velo will be a 100-year-old company using this strategy because every single sector requires a stringent first article qualifications. Once it's qualified, it's there for decades to come. One of the examples is I come from a traditional manufacturing casting and machining shops, which I have still operational for 100 years, which I see those bottlenecks. You cannot just qualify these four sectors on any adversary machines. That gives a protection for the company and also to many others to come with. We cannot serve all the market, but we will be the leader as a torchbearer to advance the technologies. What changed from before? The company is losing money, and it's been almost to the bankruptcy. What happened? In 2024, Arrayed Additive acquired majority shareholding of Velo and changed the business model from depending on just machine sales to four different layers of income. That's recurring, and that stabilizes the company on revenues. We have introduced RPS. The customer really needs parts. They don't care what kind of cool machine you have invented. We have started producing parts for them. In the last year, after we took over the company from 2025 January, this is June, we have added 70% of new customers than existing customers what Velo had. That is the demand which is driving what we are scaling up to next five to 10 years in RPS model. Our RPS model is we sell half of the machines as a capacity hoarder for the customers, and we own half of the capacity on our floor. When you deploy that, you can keep these machines' uptime higher and then increase the productivity of these machines. The system sales is still a big chunk of revenue for Velo, but it's changed from shifting the hands to just to the customer to actually holding these machines on our floor and increasing the capacity and giving them parts what they need, which increases their efficiency on prototyping to production pretty quickly because most of the engineering today is done or design is done based on the manufacturability of the part. This changes the view of engineers to give a part that's complex, have no design limitations. Velo has in-house engineers which work very closely on the design aspect of how to design anything in defense, space, and semiconductor and oil and energy or energy sectors to get that done pretty quickly and get the prototypes from three years to three months. One of the examples I give is one of the defense contractor came to us and asked for ammunitions program, which we deployed in three months from prototype to production. They started with 10 parts, and now we're printing thousands of them, which costs thousands of dollars, which increase the revenue of the Velo. That's just one program. If you add 20 of these programs within the same customers, the scale of it is and the magnitude of it is requires thousands of machines, which we recently have, as I announced before in the public markets, that we're going to add a second location, which it will be in California, which will be about 300,000 sq ft, and that's going to deploy the Phase 1 for 100 machines in two and a half years. We also do engineering services, spares, and consumables. That's another revenue stream which is recurrent. Deploying these four different sectors or different types of revenues, the company is stabilized to gear up to EBITDA positive this year in the second half of this year in 2026. You can see the revenue mix, how is it changing from 2025-2027. The RPS becomes the biggest revenue driver for this. Coming to the location itself, the company has decided to keep that in California for a few reasons, to reduce the stress on the existing workforce, to have ability to deploy in between two locations, train the workforce needed to increase that capacity pretty quickly. The Phase 1 will be the learning curve for Velo at the scale and to all our customers, how we can deploy additive manufacturing at scale. This will be ready with 100 machines producing about $400 million in revenue by mid-2028 and beyond. We're at an inflection point. We are the first mover to do this kind of deployment, and we have already seen the initial results with the public markets and Wall Street, how they are reacting in last eight months. You can see the analysis of how we have grown from a $7 million market cap to almost $850 million market cap today. There's a deep traction within the defense programs and aerospace programs and the transforming high margins. The parts actually have high margins than machines itself. The machines have about 30%-40% of margins, where parts have 40%-60% of margins. As it scales, the net cash and the revenue margins are high, and then you hold millions of dollars of assets on your books, which is a good backup for your revenue generation and also for the investors to have a strong base of balance sheet. That's where Velo is now, and we're going to deploy this, and we have executed in last 18 months, and it's going to be a tremendous journey for the next 100 years to come. Thank you so much.