Hello. Hi, everyone. Thank you for joining today. Want to give you a quick update on what we're about, where we're going, and everything that I say is subject to our safe harbor. At its core, Zedge is a consumer mobile app publisher, and our focus is really on having access to a creator community of 20 million-plus monthly active users. Our numbers really speak for themselves. We are profitable. We've got an enterprise value based upon the close of June 11th of $24 million. We've got $20 million of cash on the balance sheet, no debt. We've got a trailing 12-month free cash flow of $3 million, and at the beginning of our fiscal year, which started August of 2025, we began issuing a dividend, which is around a three percent yield. We're very capital efficient. We take our money and we invest it in new opportunities, and there is optionality there. As you can see, our non-GAAP net income has grown from the first half of 2025 through the first half of 2026 by $2.6 million, and adjusted EBITDA has more than doubled. One of the new areas that we have been investing in is an entity called, or product called Data Seeds, where we have taken our creative community, and we are using them to provide managed crowd content creation to foundational AI models that are in need of data. As we know, the models are only as good as the data that they have to train off of, and we've got access to this incredible community. We know how to draw those users in to create the content according to spec and deliver it so that ultimately the models can continue to evolve and provide great content and solutions to their users. This is optionality. None of that, even though we are generating revenue from it today, has been priced into the valuation. In terms of the company, I would sort of bucket into these three roles. We've got our core consumer mobile app publishing business. We've got the Zedge flagship in there, which is the leading market for mobile phone personalization, ringtones, wallpapers, app icons, video wallpapers, a full gen AI creation suite. We then have GuruShots, which is the leading photo competition game available on the market today, and that has a catalog of close to 200 million images that have participated in a photo competition. I would say the obvious, which is, by definition, most of those, if not all of those images are of very high quality. Otherwise, why would someone compete in a photo competition? What we have done with that is we have entered the world of AI with a B2B product called Data Seeds, which as I had said, is focused on providing multimodal data sets, that is audio, video, or imagery, to the frontier models, and we are actually producing that set of data on a bespoke basis based upon the needs of our customers. We also have a digital studio, which we spun up this year, which is focused on what we call the innovation track or AI innovation track, where we are sourcing and looking at new potential apps that have growth potential associated with them. We are doing fake marketing tests, fake door tests to see what the conversion rates would look like, what cost of acquisition would look like, and so on and so forth. Based upon that idea cohort, we will select the best. We will then spin up an MVP, a minimally viable product, and if it meets the minimal KPIs to take it to the next level, we will proceed to do that. If not, we will let it die quickly and move on to the next thing. I want to reiterate, all of this is being done based upon taking the cash flow that we have from the business and the profits that we have from the business and reinvesting that while still also offering a dividend and being in an active stock repurchase. Some investors have raised concerns about the company, including our monthly active user base has declined, and that is true. Our monthly active user base has declined. However, our focus has been on bringing on new users that can generate more money for us. Not all users are equal. We are a global company. We've got customers in tier 1, tier 2, and tier 3 markets, and our focus has been on cultivating users in the tier 1 markets that can generate the best ROI. As you can see, our average revenue per monthly active user has actually hit an all-time high of close to $0.12 this past quarter. People will say, "Well, hey, there's no moat. This is a discretionary app." I would argue that that's not the case. We've been around. We are number one ranked in this category. We've surpassed 700 million installs of our app. We are highly ranked. We've got a great username, a lot of organic growth in addition to marketing that we do to bring on new users. We think that our brand speaks for itself, and that in and of itself is a moat which is hard to compete against. We have made several acquisitions over the course of the last years. I'd mentioned GuruShots earlier. Unfortunately, as of yet, that has not delivered the results that we had anticipated. However, we reacted, and we reacted definitively by seizing the opportunity and starting to focus on how we can take advantage of that asset in the exploding and growth market of AI. That core user base is the user base that we use to launch DataSeeds and is actually going out and making content for foundational and frontier models. Emojipedia is another asset that we had acquired several years ago. That asset had performed very well. Google actually this year rolled out a change on their search engine result page, where if someone googled smiley emoji, they would suddenly show the smiley emoji as opposed to showing the link to Emojipedia first. We immediately reacted to that. We are managing this business 100% for profits. It is still a very highly profitable business. Innovation, we are very much focused on innovation, but doing so in a weighted and responsible fashion so that we are doing the testing in advance of starting to even write a line of code. Then when we do write that line of code and we manage quickly to get an app out, we are only progressing with that app if it meets minimum thresholds that we have set out in advance. I should mention as well, this is a new track for us, spinning out a new digital studio. We had said at the beginning of the year that we would roll out six - eight new apps in the fiscal year, and we are on track to do that, and I expect that that number will increase and accelerate in fiscal 2027. Talking a little bit about the Zedge marketplace. As I'd mentioned, we are the leading marketplace for everything having to do with mobile phone personalization. We monetize through a combination of advertising, subscriptions, and in-app purchases. That is people that are going out and buying content. We've got very attractive gross margins. That part of the business is trading at 90%-plus gross margin, allowing for us to really run that business profitably and take those profits and use them to grow other parts of the company. We have access to this massive creator community, and really for the first time in our history, we're now beginning to tap into that user base, that creator community, to help us drive content creation for DataSeeds. In terms of the monetization, as I'd mentioned, advertising, we've seen an 18% increase in our CPMs. We have an outstanding AdOps team that focuses on everything and anything possible to improve our CPMs. We've got a very attractive user base, and our demand partners have actually paid us in order to continue to work with them, not simply in CPMs, but have paid us bonuses because of the performance that we've been able to bring to the table. We also have subscription layer. That subscription layer has grown 32%, and that subscription provides additional benefits to the end users, making it a very attractive offering. We've done tons and tons of work in terms of optimizing the SKUs that we have in order to drive new subscriber growth. Finally, we've got a creator economy. We have premium artists that are selling their content within the app, and we've seen a 17% growth in GTV. This speaks to the underlying theme, which is really being able to manage a very scaled creator community and have them generate money for themselves, but also generate money for ourselves, both in the Zedge app and in DataSeeds, our new B2B play focusing on AI content creation. From a capital allocation perspective, we are very efficient. We take our profits, we invest them in innovation and DataSeeds. Those are all self-funded from our business. We have a dividend around a three percent yield, and we're about to complete a total of 8 million of stock repurchase. Our board last week just approved another 2 million of stock repurchase. We've been very much focused on bringing those shares back into the company, and hopefully, that will reflect itself in terms of investors and their returns. Where is the optionality in the stock? We've got a core business. It is doing its thing. We are investing in making sure that it's doing its thing and running that business efficiently and responsibly. First is DataSeeds. As I mentioned, this is a B2B play focusing on the needs that frontier model builders have in terms of content. Version one of AI, you had all of these companies that were scraping the internet. What we focus on is providing ethically sourced data at scale according to spec and delivering that to the model builders. That sounds pretty straightforward, but it's really not. What I mean by that is the ability for a content provider like ourselves to scale content creation and provide tens of thousands or hundreds of thousands of pieces of data which are in compliance with regulation. Just imagine that there's a picture of some individual, you need to have model release. Or if we have a customer that has a spec and a brief that they serve to us requiring biometric information, that has to be something that is, again, signed off on by the end user that's providing that information. That gets to be complicated. What have we done? We've actually tapped into this, and we're approaching this with our deep expertise of the consumer mobile app space. We actually will either release an app or build a mobile website that is mission-focused, that provides for all of the onboarding, all of the documentation that needs to be signed so it's done seamlessly, all of the gamification elements, the reward elements, and so on and so forth, to keep contributors engaged so that they can actually earn money. Then we know how to do micropayments and see to it that they're getting their rewards accordingly. That is a different approach to what we have seen in the overall marketplace in terms of content creation, and something which we are seeing a lot of demand for in terms of taking a look at our pipeline, and something that we think has sustainability for growth. Although at the current point in time, revenues are lumpy. This is a complex place to set sail. It's not like selling a pencil into a large corporation. You pick up the phone, you speak to procurement, you give them a price, they say yes or no. It's really hard to find who's buying the data in whatever frontier model. Is it centralized? Is it fragmented? Does it go to a researcher, or is it someone in operations? Where we have been spending a lot of time is in refining our pipeline, making sure that we are hitting up upon the people that are buying the data, and of course, we're dependent upon what data are they buying and when, and is that relevant to us. However, our belief is that the need for data, that is the fuel that will ultimately provide for great models. We know that whether it's Anthropic or whether it's OpenAI or whether it's Grok, there is an arms race going on. They all need to consistently outpace their competition. The only way that they're able to do that is with ethically sourced data that is delivered at spec, at scale. This is optionality. We think that it is something that can drive the company into the future. Then, as I'd mentioned earlier, we have spun up a studio that is spinning out new apps. We said that we would deliver a minimum of six new apps in this fiscal year. We will definitely do that. It might even be more than that. This is very, very efficient. We have pods. The pods consist of a product manager, an engineer, and a designer. They come up with a bunch of ideas. They begin testing those ideas before they write a line of code with fake door tests to see what conversion rates will be like, to see what a range of installation costs will be. After they've analyzed that cohort with data, they will then proceed and produce a minimally viable product of one or more of those apps, and then they will spin them out in the market and iterate from there. There are KPIs that are set at the outset in terms of retention, in terms of monetization, and so on and so forth. The ones that make the cut, we'll double down, and we will iterate and take it to the next phase. The ones that don't, we want to see to it that they fail fast so that we can work on the next one. I'm fond of saying that Rovio did not have success with Angry Birds until they failed 50 x before that. That is our mentality. This is very, very much driven by numbers and the deep expertise that we have in the consumer mobile app space, taking advantage of AI in order to fuel the growth and accelerate our ability to get new stuff out there quickly. That has not been priced into the stock, and we think it is something that is deserving of alpha, if you will. In terms of Emojipedia and GuruShots, as I'd mentioned earlier, Google made some changes to the search engine result page. It used to be when you searched for any emoji, Emojipedia would appear at the top of the page. The user would click on it, would get redirected to the Emojipedia spot or website. We generated revenue from advertising there. Earlier this year, or at the end of last calendar year, Google changed the search engine result page. If you search for the smiley emoji, it will actually appear on the search result page, and then immediately after that, you'll see Emojipedia. That obviously had a negative impact on our advertising revenues. We acted quickly, and we are managing that business for profitability today. It is still a highly profitable business, and we are still highly ranked in that space. Then we've got GuruShots, the leading photo competition game. When we acquired this business, we had expected a different return. We did not achieve that return, yet GuruShots was responsible for helping us enter the world of AI. We have kept GuruShots sort of in the back burner because we believe that there is an opportunity to get GuruShots back online with a very serious growth trajectory, but that will be linked to what's happening with DataSeeds. Stay tuned. Financial snapshot. As you can see, the numbers are healthy. We've been EBITDA positive for the last five quarters. We are throwing off free cash quarter after quarter. We are net income non-GAAP positive, and so on and so forth. We run this company efficiently. That is core to our value system, and it is something that we will continue to do. We have rolled with the punches. There have been good times and bad times. As you know, a lot of our revenue is dependent upon advertising, but we've been able to manage that risk and do so successfully. From a management perspective, we have a seasoned team of managers. Myself, I've been in the consumer mobile app space for many, many years. I had worked, and have worked, for the Jonas family for the last 25-plus years, have a lot of experience in terms of being an entrepreneur, acting quickly. Yi Tsai, our CFO, comes to the table having been the CFO of another technology company. Finally, Tim Quirk, who comes out of the likes of Rhapsody and Google and is our SVP of Product. From a board perspective, our controlling shareholder is the Jonas family. Howard Jonas of Fame has been behind $3.7 billion of exits from multiple IPOs and acquisitions. We also have an outstanding set of independent board members coming to this world, both from the world of finance, entrepreneurialism, let's say Mark Ghermezian, who founded Braze, multibillion-dollar marketing automation company, and Greg Suess, who runs a very well-renowned talent shop out of L.A. I'm opening the floor to any questions. Thank you for coming. Sure. The question is, with respect to DataSeeds, who are our customers? Those customers are very, very private about our ability to share who they are. As I said earlier, this is sort of like an arms race. If OpenAI is buying from a data provider, they don't want to let Google or Anthropic know about that because that may be information that they didn't know, and it gives OpenAI a legs up. We are not working with hyperscalers. Hyperscalers are in the infrastructure business of providing data centers, if you will. We are actually working with model builders. If I was able to share the names of the companies that are our customers, all of you would recognize them. These are leading AI frontier models and technology companies that are world-class and like working with us because we provide them with that comfort of being able to provide them data at scale, multimodal data, audio, video, and imagery with the comfort of it all being ethically sourced so they know that they're not going to end up getting sued by content owners. Yes. Yeah. Obviously, they pay us in cash. Yeah, it's really dependent on the brief. Some of these briefs are very, very complex. The more complex that they are, I'll just give you as a flavor. We had a customer order at the end of calendar Q4 where they needed very high-end video of people showing some sort of extreme emotional reaction. This was all produced. That commands a much higher price as opposed to a different customer that needed tens of thousands of images of people's home pets. It's really something when we receive a brief, we send it off to our production team, they will then go back and come back with some budgetary pricing. We'll then negotiate and so on and so forth. The other thing is time frames. Many times they literally will tell you, "We need this in two weeks." The faster the time frame, the higher the price. Sam, we have a set internal margins that if there is a request to breach that margin, then it has to be something that comes to me, then it will be a function of order and size and stuff like that. Maybe we can, number one. Yeah. Number two is remember that we are in a competitive space. It's not that we're the only data provider out there. What we are battling against is sort of two different supplier segments. One is the VC supplier segment, and the model there is much different. If you're funded by VC, sell at a loss in order to grow revenue, in order to gain market share, and so on and so forth. Then you have more established companies that are selling, and that is, I'd say, the bracket that we are more focused on. The advantage of that bracket is many of those providers are following an ethically sourced type of model, which by definition will mean that it is being priced at a higher amount when compared to some startup that will run at a loss. Okay. Thank you everyone.