Today, I want to put those pieces together. We will talk about the business, the latest operating results, capital, and the shareholder meeting. We will also spend time on Terravis Energy and take your questions. Steve, I think there is a fairly straightforward question behind a lot of what investors are asking. We see that sales are growing, but how does that get to a point where, as a business, we can support ourselves without having to rely on dilution or further capital raises? We will spend some time there today, but before we start, we want to make sure that we stay with information that is already disclosed publicly. That means that we can explain it, we can provide context, but we cannot give unpublished sales figures, discuss undisclosed transactions, or get ahead of company announcements. We ask that you stay focused and stay tuned, and we will be sharing that information as it happens. Yeah. Of course, must say our discussions today may include forward-looking statements about our operating objectives, product distribution, financing, and certification plans. These statements involve risks and assumptions and actual sales may differ materially. Please review them and all of our disclosures alongside our SEC filings, including our risk factors. We do undertake no obligations to update forward-looking statements, except as required by law. With that, let us kick things off. In June, we talked quite a bit about the new products, the distribution relationships, and what those really could do for Worksport. We have another quarter of reported results under our belt, and let us assess what those could look like or what those do look like. Q2 revenue increased nearly 58% from Q1. Gross profit also increased approximately 93%, while OpEx came in lower at about 17%. That combination, really encouraging to us, and it shows that we are improving beyond the sales line. Let's stop there for a moment. People hear percentages all the time. But Steve, when you look at it, what changed for you? This really gives us something concrete to work from. As we build a business, we need to understand what parts improve with volume and which expenses require more attention. We're really always fine-tuning towards that kind of improvement. A strong sales month is really useful, and it helps us understand how to repeat it and how much of it contributes after the cost of getting the sale. It really helps us make better decisions to just become better, quicker, and generally healthier. I think that one thing a lot of people have been talking about is the concept of net loss. We know that net loss has improved from Q1, but it was still slightly larger, compared to the second quarter of last year. Where do you see net loss happening, and what's your commentary on that as we proceed forward? Correct. So net losses, we have really two net losses to think about, or operational expenses, or sorry, expenses to think about. We have as a public company, and then we have Worksport as an operation within that public company. So we did report a quarterly net loss of approximately $3.9 million. We have work to do, lots of work to do, and I want shareholders to understand the progress without losing sight of really how far we've come and how much we've been able to improve sales, reduce that burn, and fundamentally grow the business. So we're really doing quite well in such a short period of time. I think that's what July starts to tell us, right? We reported a strong news update, which July being the seventh consecutive month of revenue growth. What's your commentary on that, right? July update, we had a record attention for orders. There were two figures that people are talking about, orders and sales. Can you explain the difference between what we saw in July for the $2.2 million in orders, $2.5 million in orders, but $2.2 million in sales, and how does that work towards the net loss that we're going to be working through? Yeah, good question. July orders were approximately $2.52 million, which is very healthy, and the net sales were $2.2 million. We had $300,000 in backlog. When we first started building tonneau covers at our factory, we were really estimating, educated guesses. We were putting a new product on the shelves, kind of if you build it, they will come. Well, now that metaphor plays true where we are building it, and they are coming, and in fact, we're having more demand than we can fulfill immediately, which is great. To be in a position where we're building to orders is much more risk-averse than building to forecasted orders. What we notice is, for example, Ram runs a sale on Ram trucks. More Ram trucks sell, therefore the demand for tonneau covers helps increase. But we don't have insight on those sales. It's better to build with a backlog and build towards pending orders and a huge demand that exceeds our capacity, than to make the inventory. That finished good becomes a liability. It's something that sits on the shelf, and we may not sell it, and we haven't had that problem, but it is definitely a risk. An order has to meet the revenue recognition requirement before it becomes a reported sale. That distinction matters, when we assess that month in general. We're able to build product, we're able to invoice a product, and we're able to see good profit from those products, all on a backlog basis, which is a really healthy position for us. It sounds like we're growing so fast that there's orders coming in, and then beyond that, there's orders that haven't been fulfilled yet, but could be revenue attribution coming up. Essentially, what you're saying is the follow-through matters as well for the orders that are coming in. Absolutely, 100%. In business, you want to fulfill it properly, collect the cash, and leave the customer with a reason to buy from you again. Obviously, on the B2B side, that's more prevalent. This applies to an individual truck owner as well as to, of course, distributors. That first sale opens up the relationship. The experience after the sale determines whether it's growth. What we do is we focus so keenly on putting the best product in a box, getting it out the door as fast as possible, and then looking for that five-star review from the consumer, from the reseller, and building Worksport's culture, and DNA is so important to being able to see that demand. We're such a great company. We've built such a fantastic machine that we're seeing a demand that's increasing faster than we could facilitate it, which is a fantastic position. Yeah, that's fantastic. I guess another clarification, in July, we said that the annualized run rate is approaching $30 million. I think the next segment, Steve, I want to talk about what $30 million and what $35 million really means for the company in terms of cash flow positivity. There's been this conversation that at this current market cap, we are not believing that the intrinsic value of the company is captured. We think that as the company heads towards $35 million, as it heads towards $40 million, you have a company that's making $40 million a year, might be cash flow positive at that $40 million, and market cap's at $10 million. There seems to be this inherent gap between that point and now, but reality is we're closing in on that $40 million target quickly. One thing with annualized run rate, it's a snapshot, right? It does change, but in terms of our trajectory, the run rate and annualized run rate is tending to get bigger. One thing we want to keep investors in mind is that while annualized run rate is a fantastic measure, it isn't a full year guidance, but we want to guide people towards the idea that at this $35 million, $40 million annualized run rate, the business will be self-sufficient or is expected to be self-sufficient at least, and we're getting there quite fast. Yeah. You said it earlier, that's the seventh consecutive quarter of growth. But when we look at a run rate, on the first quarter, we sold $1 million, and we thought, "Okay. A million times four, we're going to do just forward maths. We're going to do $4 million this year." Then the next quarter, we sold $2 million. Then, of course, you just multiply that again as a run rate. As the business continues to grow, and healthy growth, we continue to improve our top line. As a tonneau cover manufacturer, we know that the ceiling is a nine-figure business. Where in nine figures, we don't know. But we know that we could sell nine figures in tonneau covers, whether that's $100 million or $999 million. We know that the market's there, and we're thinking about ways to get there. But we're so much more than just a tonneau cover brand. We produce solar accessories. We're augmenting that and improving that market. We also sell battery technology, which is the global consumer market. We're building all of that out simultaneously. So in order to figure out run rates, investors should use the latest reported figures, but of course, those are always improving. July was the third consecutive month above 30% gross margin, which had progressed from the beginning of the year, but it wasn't 35%. We can't take one strong month and assume that the margin holds every single month after that. A lot of different things are at play there. So at 35% gross margin, $100 of sale produces $35 in gross profit, before operating expenses. At a lower margin, the same sale produces less in terms of margin contribution. And that's why growth and margin have to be discussed together. The important thing is that our gross margin remains stable at elevated levels. So we sell more, and we're making almost the same, and we see a path to continuing to increase. We're finding ways of making product more efficiently. Like hell, we're fighting inflation. There's a significant amount of domestic inflation, and I keep saying this, in American aluminum, and we produce our product using mostly American-sourced components, where we were 80%, 90% in American-sourced raw materials, and we're fighting inflation there. So it's important to keep that in mind that as inflation simmers and maybe prices, God willing, those of raw materials go back down to where they used to be, it's a lot of margin that opens up for us. No, I think that it's a strong story for anyone that does analyze the aluminum prices from 2021 to now. We're seeing in the last 2 years, from 2024- 2026, we saw aluminum go up 50%. Our product is approximately 85% aluminum. So despite having to inherit that 50% cost increase, the margins went up, and they stayed up. If aluminum prices ever revert back to the 20-year medium, which is, I think still about 30% less than today's price, we would be in a very healthy cash position and/or in a position to lower our prices and increase sales. So I think ultimately, Steve, that brings us back to cash flow. What I believe is one of the telling signs of the business health is it going to be able to sustain its own cash needs, or will it need to continue to raise capital from the markets? I think investors are watching that carefully, especially as we're getting to this critical point. We talked about a revenue threshold at the end of our Q2 call, where we said, "Hey, $9 million at 35% gross margin would require a 17% OpEx reduction, and we'd be cash flow positive." Alternatively, with no OpEx reduction, we would need about $12 million a quarter. Reflecting back right now, we're at about $6 million- $7 million as of the July ARR. Let's talk about that. Could you give some more detail to investors about that? Yeah, all the assumptions under these statements kind of matter. A change in gross margin changes the contribution in sales. How important is that dollar of what we sell? What does it do in terms of our operational cash flow? You really said a few different things. Number one is maintaining margin. Number two, increasing sales, which we're doing. We're maintaining and increasing margin. Although we've discussed how that ebbs and flows. We're increasing sales significantly and in a period of time that no other tonneau cover brand or brand like us has been able to do. No other brand has grown through an ARR like ours in such a short period of time. It took one of our competitors two decades to get a little bit beyond where we are today and what we've been able to do in just a few short years. Expenses underneath that affects working capital and the cash requirement. Right now, we project that Worksport will be operationally cash flow positive at about $9 million a quarter or $3 million a month, which we're getting towards with a 35% gross margin. If we reduce our OpEx, if we get leaner and smarter faster, which we will, at about $12.9 million a quarter. Sorry, if we hit $9 million a quarter, and we reduce our OpEx by 17%, we'll be cash flow positive. But at a sales rate of about just a little over $4 million or $12.9 million a quarter with the same gross margin of 35% for cash flow positive. What's important is that Worksport has been growing sales on average 10% a month this year. At this pace, we're still on track to hit operational cash flow positivity. In my eyes, this matters when we're looking at these types of rates. I want to underscore that statement that we're going to be cash flow positive within this year, in my eyes. I really feel like that's going to be a big message to the market, which is our humble tonneau cover market. Not inclusive of revenue contribution for the upcoming solar growth and the battery energy system growth and the other things that we're doing that are incredible that we're working on today. We're going to be a cash flow positive business within this year. That's what we're anticipating. No, that's fantastic. Let's talk about the inventory and liquidity involved in getting increased sales. You mentioned that sales have gone up seven months in a row. I imagine that inventory still is a point where investors want to know more about. We showed a $12 million inventory balance at the end of Q2, and it's easy to hear a number like that and think maybe the cash problem is solved, but that inventory needs to convert. What does that look like? Inventory needs to become a sale, and that is what I underlined earlier in the conversation. We prefer keeping raw goods in inventory rather than finished goods, which is great when we are building towards demand, a backlog of demand. A sale needs to become cash. We buy inventory, which is our bet. We place our bet on inventory, which we know we can convert to any model, and then we convert it to a product, and then that product converts to cash. There are costs in execution along that way and our June end balance included raw material with work in progress and finished goods. They were all at different stages of the process. I think that we maintained a pretty healthy inventory balance. Except for one, you may know better. I think in excess of $10 million. Yeah. No, it is definitely higher. I think it was at $12 million at the end of the quarter, and that is where it is an important point, like you said, to convert that to sales. As we look towards future reporting results, what should investors look for? Well, it is important to look at a few key things, is whether we are managing purchases and production sensibly against demand. If we are building towards a backlog versus building towards inventory, whether goods are moving through the business channels and selling and converting to cash, and whether we can support customers while avoiding unnecessary cash tied up in stock and in inventory, especially finished good inventory. Selling inventory at any price wouldn't answer the question either. What we have to consider is the economics of the sale. What does it cost us to put a product in a box and get the box out the door and turn that into cash? Okay. Steve, if the operating picture is improving, where there is a plan to convert inventory to sales, where sales are continuing to grow, the margin remains healthy, and this $30 million ARR needs to get towards a $40 million ARR, the business might be cash flow positive at that point. What does it look like? What can we talk to investors with information we have already shared publicly about that remaining finance requirement? Yeah. So improvement in sufficient cash is required. We need cash. Cash flow is the lifeblood of a business, and we're generating a significant amount of cash flow. But we have to manage things at different stages. So we still have obligations to meet while we work towards a stronger operational position. The financing agreement disclosed in August contemplated about $2.3 million in growth proceeds that we really could put to work towards that growth. Obviously, when we land a new account, that account, let's just say it's a national distributor, which there are more that we're working towards. That national distributor is going to come in with a pretty big order, and we need to finance that order. They're going to want truckloads of tonneau covers to get started, and we're not going to see the cash from those truckloads of tonneau covers for what the market right now is 60 or 90-day payment term. So financing the growth is critical. When investors see small cap companies like ours financing, they think, "Oh, boy, they're diluting and they're raising capital to keep the lights on." No, this is growth capital. This is a totally fantastic thing, because when we're raising capital today, we're literally That's fuel for the fire. That's fuel to grow, not fuel to pay burn. It also is involved in We're also very We have a significant amount of effort going into reducing our OpEx. Sorry, the financing also reduced the exercise price of the additional warrants, which we understand, and shareholders could consider all of this together. Now, of course, we didn't want to raise capital, but under the circumstances, we did, and that's growth capital. That's actually a very bullish thing. No, I think that those are great points said together, that the business is growing, margins are elevated, they're projected to increase, and we're projected to hit cash flow positivity. But before we hit that, we do need cash to remain the current obligations. But hitting the shareholder points in the head, dilution's a real cost, and then also there's some statements in our financial files about going concern. Let's talk about that a little bit. Yeah. So the disclosure remains part of the financial picture and needs to be read alongside the operating progress. There are things that we're working towards. These disclosures remain there, and we're trying to get rid of them. Obviously, going concerns are very important, and we want to get these tombstones off of our filings, and become a healthy cash flow positive business, which we're working tirelessly towards achieving for us and for our shareholders. In regards to the annual meeting that we just completed about 10 days ago, could we talk a little bit about the two core items inside of that meeting? One being the minimum bid price notice and the related filing we did about an option to do a forward or backwards reverse split, and the second being a question that we got a few times about the special dividend advisory item that we did vote on and passed in the recent days. Yeah, absolutely. So on the bid price notice, yes, the company did receive a minimum bid price deficiency notice from Nasdaq. The initial compliance period to get back above $1 per share for 10 trading days runs till February 9th, 2027. So trading continues during the period, and there's no issue. We believe we can get an additional compliance period of another six months after that. So we really have a year to fix that problem. I think that within a year, if you've seen how far we've come and how fast we've gotten here, from this year to last year or where we are today to a year ago, you can extrapolate just how strong we're going to continue to get operationally between today and almost a year from now, just a little under. The filing describes the requirement from Nasdaq to regain compliance and the options available to the company, which, of course, one of them is the dreaded reverse stock split to get back above $1. But nobody wants that within the business. And you know what, Steve? I think it's really important to distinguish a deficiency notice from an actual action that's been implemented. We've received a minimum bid price deficiency notice in August, but that doesn't mean that there's any level of action that needs to be or should necessarily be taken at this point. We have till February 9th to regain compliance, and if we don't regain it at that point, we could actually apply for an additional 180 days or 6 months beyond February 9th, 2027. That means that Nasdaq rules allow for numerous methods to cure the deficiency without use of a reverse stock split. I think that management's looking at cash flow positivity this year, the period of time between then, where we might need to take such action and now is significant enough for management to try and see the stock price get up organically if it can. That's sort of what the company's thinking at this point, right, Steve? That's what you've been trying to tell the shareholders, or do you have additional thoughts on that in regards to when the company would need to do a reverse split if- Yeah. Sorry, if at all necessary. We have about a year to get there, and I think, again, the business is going to be night and day different, although we're very strong. At today's market cap, our book value, just our liquidation value. Well, maybe not liquidation value, but our net assets are more than double. Well, probably closer to triple what we trade at today. So we're already bringing value. The market hasn't recognized it. We're going to get there. So we can't control daily market pricing. We don't trade our stock. We don't participate in the markets. We're not doing anything. The primary focus for management is just to execute, reduce uncertainty, improve the financial position of the company, and preserve the ability to take appropriate compliance action. Obviously, what we did is the AGM is just to kind of give us all the tools we need in the tool belt to reduce them. If you look at what we actually are doing, we're just focused on execution. Having all these consecutive quarters of growth, and being a $20 million, $30 million run rate business in just such a short period of time is something we have to pat ourselves on the back for because it's not easy to do. For the second core item in the AGM, could you talk about that proposal for the special dividend? We did touch base about it in the end of the quarter 2 call, but maybe just a reminder. Yeah. What we did is on an advisory basis, we had the approval from the board, in essence, to consider special dividend in connection with a business unit or material asset sale. It doesn't announce a sale or declare dividend. It's nothing material. But the board noted that if we were to sell a business unit or some assets to the business, that we could dividend shareholders appropriately for that sale. You got to look at Worksport as a public company. That's a public entity, but Worksport, the tonneau cover business, is actually a business unit for the public company, and so is Terravis Energy. If someone comes along and says, "I want to buy Terravis Energy for $100 million," or whatever, a dollar, or 100 million, a billion, it doesn't matter. This is just figuratively. We could take that cash, and we've now gotten the approval to dividend shareholders a portion of that if they're closing. That's the insight on why the board wants to include that. Is there some sort of sale planned, or is there something else that people should know? I want to be very careful what I say here, but of course, we believe the individual business assets and units, like Worksport, Terravis, and what we're working towards, are worth significantly more, in my eyes, of a strategic partner than the value being reflected to them in the market. Especially, again, in the case of Terravis Energy. If we ever get the opportunity to deliver strong returns to shareholders via a sale or divestiture of the business unit in a dividend, we may take full advantage of that. And we feel that Worksport, as a business unit, could be worth significantly more than what it's priced at today. And we also believe that same thing with Terravis. You got to think that the public markets value the share, the value of the business, but it doesn't preclude us from having a business come and approach us saying, "Hey, how much to buy Worksport?" And we can't say, "Oh, $0.43 a share. That buys Worksport." No. It's its own value. So within reason, it follows logically that Worksport could be sold for $50 million or $100 million, or whatever amount we want for it, not what it's trading for. But the trading price is so disconnected from the real asset value of the business that if there's an opportunity to sell either of those businesses, of course, with all the approvals and everyone being for it, we could look at it, and then we've already got approval from the board to dividend any investor or stockholder of record at the day of that sale, a portion of that sale. So that could be a big upside for long-term shareholders. Yeah, no, I get it. And I think to be very clear, all we're saying is that we believe the intrinsic value of the assets is not entirely reflected into the market cap price. So the public value is not fully reflecting the intrinsic value of some of the assets, whether that's Terravis or whether that's the book value of Worksport, which is still currently higher than the market value trading. But moving on from that topic, and we're welcome to take questions at the end. Let's come back to the NEXUS. It's been a major part of the growth. The company keeps talking about it. Investors, shareholders, and customers, they all seem to love it. In June, I asked you to explain why that product mattered. This time, why don't we talk about what makes someone choose it when they're standing beside a truck comparing covers? Why is that a big selling point for them? Value is a big word. Seeing value. Our competitors are selling the same product for a myriad of decades, that you have to walk around a truck, prop rod left side, walk around the truck, prop rod the right side, and it sells for, let's say, $1,200. The NEXUS sells for the same price, and it's single-sided operation. Also, it's just such a basic statement. If you look at the F-150 20 years ago and you look at the F-150 today, it's a totally different truck, right? 20 years ago, it was like a work truck more, maybe for farmers or contractors. Today people just drive them because they're so well-endowed. F-150s, the best of the best go into pickup trucks. How is it okay that the same tonneau cover gets bolted on a truck that's wildly different, the same tonneau cover from 20 years ago? The NEXUS and the title of the product itself, the name of the product itself, is the next generation of tonneau covers, where it meets the well-endowed natures and features, in terms of its appearance, its fit and finish, its quality of insulation. It's just a better product, and it brings better value. As I said earlier, we can't build them fast enough. We cannot build them fast enough. We are full. If the King of England asked for a tonneau cover today, the answer would be, "You'd have to wait in line because there's a line of people out the door that are buying this product." We're gaining significant market share. The product just delivers huge value, and we saw that, and that's why we initiated the design and launched the product. As far as the dealers are concerned, which are our front market, talking about our product, hundreds of them across the U.S., thousands of them that we're aiming for. It gives them something they can show, right? We're giving them a physical product that's just different from everything else. Yeah. So exactly. So we just checked again, and there's actually about 30,000 dealers in America. We thought it was 17, but there's 30,000 dealers that are automotive stores that either do or would fit nicely within selling tonneau covers in that pocket. And a good demonstration helps. So every time we show up to a dealer, we show them the tonneau cover, and their eyes just light up, when they see that automatic latching mechanism. And that's where they say, they coin the phrase, dealers are like, "That's a game changer. This just sells itself." So in speaking to my management team, in Buffalo last week at the factories, I pointed at all of them and I said, "You don't sell the NEXUS. You don't sell the NEXUS. You don't sell the NEXUS. We don't sell the NEXUS. The NEXUS sells itself." Our brilliant engineering team that developed such an amazing product, developed the NEXUS, and it sells itself. So the product has to be available. Now that we've built it, they're coming, and we have to deliver. And the dealer needs to understand it, so we need to go and display it, and the customer needs to get support afterwards, which is critical. So distribution takes a long time. It's an iterative process, and it's a mature market. But signing relationships creates access as we get distribution, and then building familiarity, and then keeping our spirit and our culture as one of the best customer service-related companies with the highest quality is very important. And that makes sense. Now, where does SOLIS and COR fit into this discussion, whether it's distribution or just our direct-to-consumer market? Yeah. So they require and involve a different kind of buying decision. Someone who understands immediately why they might want a truck bed cover would look at the SOLIS if they're looking for mobile power. So we need to show the customer what they can do with their bed with the SOLIS, and it's the first and still only of its kind. So it means being specific about the use cases, contractors, outdoors people, these types of things. And it's also trying to control the cost of reaching those customers. So we're seeing an increase in demand for both SOLIS and COR, and it's only been 7 months, 8 months out of the year that we've been really at market with the product, and it took us quite some time to ramp up the marketing messaging. But we're also actively targeting advanced OEM relationships. So stay tuned there, but it's a perfect fit for OEM relationships. Fantastic. We saw an active Car and Driver article that was published on September 3rd. What does that kind of coverage contribute to Worksport, and how do you get it? Yeah. Car and Driver reached out to us. It was a long process because it's not paid. That was organic media. It's priceless to get Car and Driver to cover you. It's such a prestigious publication. So it gives customers another perspective. The reviewers inspected our demo. We drove, I think, to Detroit, to show them the product. They observed the solar output, they saw it firsthand, and they noted the price, and access trade-offs. It's very useful for product coverage. Car and Driver's independent. They don't take payments for any of the coverage, like I said. So this means that Worksport's brand equity is evolving, and people are starting to take notice here. So it's just another great notch in the belt for it. Yes. The Car and Driver report is easily accessible if anyone does want to read it. Just search up Car and Driver SOLIS, and you'll see this article published. What I love about it is it is not paid. Everyone can see an organic review of experts in their field talking about our product. Now, regarding Terravis, let's give it a little bit of time in this discussion. A shareholder who listened in June knows about the patent. I guess what people keep asking about is the sequence from getting the product from a point of a patent to a commercial product. We talked about this a lot interchangeably throughout the year, but could you give a summary so that investors have a clear idea of what's going on? Yeah. I want to underline that we know what we're doing here. The COR was a very similar product that needed to be designed, developed, tested, then validated. The validation tests are like ETL, UL, and AetherLux HVAC products have way more certification. You develop a product in a lab, and you see that it works, then you build it based on the certification that you need. Then you have to send it. Once you're sure that it's going to pass, then you send it for certification. Then once you get it certified, that's a stamp that it's able to be sold, and then you commercialize the product. That's the same steps, pip, tat, toe, that the COR had to undergo. Let's give Terravis some proper time. Certification is a key step, as I've said. There's a lot of work involved in producing and delivering a finished product to the customer. It's not easy, and it takes a significant amount of time investment. Our August discussion described fall certification expectations, which we're just knocking on fall's door right now, and subject to the process, potential manufacturing interval afterwards. Those are the expectations that we continue to work on, and we really do believe they're going to be met. Worksport and the Terravis team are hard at work there, and I have no reason to report that we're not going to be successful at bringing this breakthrough product to the market. I'm going to underline breakthrough. There's nothing on this world that produces the same general efficiency as the AetherLux thing. That market, it blows my mind on how big the HVAC market is for it. I'm going to be huge. But without getting ahead, and speaking about a material announcement that we hope to give in the coming months, if not weeks, what can you explain a little bit about those steps and why they really matter? Yeah, we can explain why they matter. Testing and certifications establish important requirements for the market entry. It sets a precedent. Manufacturing readiness concerns our ability to supply that product, and commercial demand has to become actual customer commitment. Each deserves a clear update, and when there is progress that we can disclose, we will. But once the product's certified, we can work towards things like initial orders, pilot programs, and key accounts initiatives. That's when the real value of Terravis can start to be unlocked. We want to have it certified first and want to certify all the fun stuff sites, which is exactly what we're doing with Worksport right now. We have the product certified, ready to manufacture, patented, all of that, and then we go out there, and we start getting the interest and the business going. So essentially, we should keep the discussion sort of grounded around those key milestones before talking about the financial projections and what that means. Maybe that's an item for next year. Yeah. Could be an item for next year. But we want Worksport management and also Worksport shareholders. And Worksport shareholders, not within management, we all want the same thing, which is we want everything as fast as possible. We're all working towards the same thing. There's plenty we need to execute on, and the products that are already being sold, and Terravis should be evaluated against its own milestones as we get there. Fantastic. Well, this does mark the end of the prepared conversation points. We're open to taking questions. We have some themed questions from investors that have submitted in the past, as well as some discussion points. However, if anyone wants to submit a live question to be answered live, they can click the Q&A button, and insert their question, live for us to read and answer. Now, Steve, before we get into those questions, a question that we did get emailed to us is that what gives you confidence that the recent sales, so we've seen growth 7 months in a row, what gives you confidence that it could continue? That sales can continue? Because the market, first off, the market snaps it. We know that other brands in our space are 9 figures. And we know that we make a better product. We deliver better value as we have said. So we have no signs of stopping. And we've only picked up one national distributor. There's multiple. We've only picked up a few hundred dealer accounts, and there's 30,000. So there's just a big market for us to get to while truck sales continue to grow. F-150 is still the most popularly sold vehicle in North America. So we just know that there's a big market for us to get to. And we're also working on other tonneau cover models, that we feel will help us capture the lion's share of the market. Okay. Steve, we just got an anonymous question. It is a little bit related to a forward-looking projection that we cannot share, but I will read the question anyways and see if you can give some insight on it. The question reads that the investor knows we have been concentrating on warehouse expansion for distribution. But they are asking if we are executing any auto manufacturers in this sale volume, or is it just individual and small solar sales for now? They know that we cannot disclose contracts, but they are asking if we are coming close to a contract or are aiming for possible near-term opportunities. Yes. The answer is yes. The answer is not yes that we have OEM contracts, but the answer is yes that we feel that Worksport is fit for OEM business, at least in the near future. And the proof is in what we are doing. In order to be OEM-ready, we need to have an ISO certification and we should have ISO certification, and the proper manufacturing processes, proper quality processes. So we are showing the market that we are preparing for all of these things because we believe that eventually, the Worksport product will be a factory-installed item, whether it is the solar products or conventional tonneau covers. Thanks, Steve. In regards to a question on inventory, could you explain if reducing inventories can make it harder to fulfill customers on a repeated basis? If not, how are you managing it? Well, we have the best financial team led by Jen Kartychak, our CFO, who is brilliant and just lives and breathes anything on the dollars and cents side of our business. And, we feel that we are able to manage MRP, which is the procurement of materials in a just-in-time format. So we are trying to get just in time so that we have inventory, raw goods, just in time for us to be able to make it. So we are not really sitting on inventory. We are getting it just in time. We are building it to order, and we are shipping it just in time. That is the gold standard of production. The only time you really want to have a lot of inventory of something is when you can strategically buy to hedge, like if aluminum is a good price, for example, and you want to buy for the year, then you might go out and spend $10 million, $20 million, $50 million in aluminum because you think the price is going to go up. But there's risks. It could go down. The idea is for us is to buy inventory just in time, make the product just in time, and ship it and sell it just in time. So that you shouldn't really need a significant amount invested in inventory. So at the start, when we started producing, we had to pre-buy a lot of inventory because we didn't really know how much we would sell. Now we're right-sizing everything, every compartment in the business to maximum. Thanks, Steve. There's a question about how come the company hasn't made an official statement on the two recent massive volume days and the associated price movements only for the fallen share price following those days. Do you think that there's something unusual going on related to the high volume? Is it, quote, naked shorting? Yeah. I want to say I would make a bad politician, because I can't veil the real answers in political statements or fake answers. The market, if anyone needs to know, the stock market, especially for nano cap and micro cap companies, is highly manipulated. There is naked shorting. There's massive shorting. There's all kinds of weird things, and it's usually not the company that's doing it. On a day like, I think one day, Ron messaged me. It was like 5:00 in the morning, and he's like, "The stock's going crazy." I was in bed. I was still sleeping at 5:00 in the morning, I wasn't doing anything. So we have no idea, but we know that the market does have peaks, and all we're focused on, the market has peaks and flows and all these different weird things that do happen, and we don't know. We're not usually a part of any of that, and what we're doing is just focused on executing on the business. I personally bought this year $120,000 of stock at $0.60 and $0.70 and $0.80, I think. So I'm invested in having the stock price as high as possible, as fast as possible. But why our stock goes up and then down, or why it's even going down, for example, while the business is growing, we have no idea. All we know that will work for sure is just focusing on building the hell out of our businesses. Then we know that the rest will fall into place eventually. So we're patient, and we'll continue to just build it. But the market, especially for nano cap, small cap companies, is highly manipulated. If you look at even bigger cap companies, Faran, you've mentioned like Snap Inc. or SpaceX, went from $200 plus down to $140. These wild swings are happening, and the market's just more fickle today than it was maybe a few years ago. Thanks, Steve. There's a question related to the special dividend again. The question is, why is management even thinking about selling something that might be a future revenue generator? Maybe it's related to the market cap versus the sales price, but what's your thoughts on that, if you're able to give any? We're not thinking about it. We're not planning it. We have no intentions of selling the business. Remember, I built this business from when I was in my mid-20s, when I was doing it from a garage. There's a lot of blood, sweat, and tears. Worksport is Steve Rossi, and Steve Rossi is Worksport, as well as now a team of people that pour their blood, sweat, and tears. There's also the idea of being strategic. We're not thinking about selling Worksport, we're not thinking about selling any business. But if a strategic opportunity came along, we wanted to just have board and shareholder approval to be able to just be nimble, and make decisions based on what the facts are at hand. There's no real easy answer to the question, but the answer is, I built this business, and now we as a team are building this business with a lot of blood, sweat, and tears, and we're in love with it. We breathe Worksport on a daily basis, so we have no intentions of selling it. But if a strategic opportunity came up where we want to just have all the tools in the tool belt to be able to capitalize and bring shareholder value ultimately. Which again, we're shareholders as well as you. But we're just building the hell out of this business on a day-to-day basis, and that's our primary focus. Yeah, and I think that the question from the investor was actually a little bit more focused on the subsidiary, but I think that exact answer applies to the subsidiary as well. That it's more about a strategic availability and opportunity based on the facts. If there's a very strong opportunity to realize a return that's hedged, we just want to have options. It's not about thinking or planning for something that's specific or in intent or in motion at the moment. Steve, speaking of subsidiary, we have another question about the ZeroFrost heat pump. I know we recently just spoke about it, the process and the steps, but I think maybe just a quick recap, I can answer that question, is the ZeroFrost heat pump is still under the final stages of certification. We've been talking about second half of 2026, and we expect it to hit certification in second half of 2026. What certification means to us, it means AHRI, it means Energy Star, it means ETL. It means the product is ready and available to be sold in the United States of America as well as Canada. Those are the two initial markets that we're targeting. When we get that certification, the first thing we'll do is work towards getting initial sales partnerships and initial units on the ground of key purchase partnerships that could be part of the future volume. That's sort of the view on Terravis, and we expect to deliver good announcements on that this year, within the second half of this year. Mm-hmm. Yeah. Not to dog pile on the statement, Faran, but if Ferrari were to invent a vehicle, well, let's say a lesser-known brand, but a new car brand were to bring out a vehicle, and they say that it gets 50 miles to the gallon and it can do 0- 60 in one second. Especially as a new brand, like Worksport or Terravis, which are relatively unknowns, you would kind of be amused by that statement. But you'd want to see an official test report showing it gets 50 miles to the gallon metaphor for the 0- 60 in one second. We're saying that the heat pump produces heat in -40 and -50 degrees Celsius, and it's way better than anything else out there in the world. But us saying it versus getting the certifications from these government entities or these regulatory entities that confirm that, are far more valuable in terms of us getting notoriety and being able to sell that notoriety to distributors and these types of things. We want the certification from hands that validate our claims, and then we can go out there and build the business. Thanks, Steve. I think we'll take one of the last questions here, which is related to our confidence level on cash flow positivity. Now, that's a subjective answer, I believe, but maybe what we could talk about is, again, the steps that are needed for cash flow positivity and the traction that we've seen in our historical filings that support that evidence. Yeah. We're fighting like hell to get cash flow positive. I think we're going to get there. I don't have a crystal ball. If aluminum prices double overnight or something crazy happens, then there's no guarantees. But right now, the way things look is, we should hit cash flow positivity this year. Then our reliance on capital from the outside markets becomes significantly less. I think everything improves from there in terms of the value of the company, stock price. Then we're just off to the races and growing. We're focused on maintaining margin. We're focused on growing, which we've been growing quarter-over-quarter for a long time. We're focused now on leaning out our operations so that we're efficient in how we put products in boxes and boxes out the door. With all of those three points, a keen focus of ours, I have no reason to believe that we're not going to hit cash flow positivity this year. Then from there, that's when the fun really begins. We think that there's a lot more markets we get after that. Fantastic. Well, thanks, Steve, and thank you for everyone who attended. I know that there's always going to be more questions, always going to be more interest. Number one, you can always email us or call us with your questions, book a calendar meeting with us. Number two, we look forward to doing these town halls on a monthly, if not every 45-day cadence. That's your opportunity for us to talk with you, for you to talk about the recent events. We hope that between every town hall, that there is some level of news or update that's going to make the business materially stronger, and that's our wish for these town halls. We thank you for your attendance, we thank you for your questions, and we thank you for your interest in the company. We look forward to the future, and thank you. Have a great day. Thank you, everyone.