Hello, I'm John Ehteshami. I'm the CEO of additive implants. I'm also a spinal surgeon. So I've done over 3000 anterior cervical surgeries in my career. And one thing that was very apparent to me as I started increasing my volume is the number of patients that did not do well and did not heal. Additive implants was really created to address the unmet clinical need for reproducible spinal fusion. The reality of the situation is almost five to 15% of spinal surgeries really do not heal, and it is not due to shortcomings on the part of the surgeon, it's really the implants that are failing the surgeon and the patient. So what we set out to do was to create a company focused on healing everybody, and that's a pretty Dawn tall task to address, but we've been able to achieve it quite nicely. At this point, we have over 4000 units implanted in 3300 patients, and we can tell you, we've prevented 150 re operations. The size of the mark is about a $2.3 billion US market, and we have products that can bring that entire market into play for us. Here on the right, you can see a failed patient with significant subsidence, and you can see the plate touching the adjacent level vertebra. This patient had multiple re operations to address this what is really an implant failure. And I'm sure they blamed their surgeon at some point, wondering if it was the surgeon, but that same surgeon has multitudes of successful patients. We come to one of the first patients that was treated with additive implants as shore max. And you can see the implant heals reproducibly in the position that the surgeon places the implant with, and that is due to load sharing design of the implant. In addition, we offer more sizes and lordosis and angles than any other company on the market. Basically, our implants fit the patient's anatomy better, kind of a semi custom suit solution for every patient. Additionally, one of the advantages that we have is that for our surgeons, the surgeon can switch interoperatively between different implant designs. This is a feature very few companies offer. So one is our implant looks different, but then the second is that the implant has more options for a particular surgeon. So most implants on the market are here on the right. They're just a cookie cutter rectangular design. So we have this patented lobe design, which allows the bone to share load, kind of like snow shoes prevent you from subsiding or sinking into the snow. These lobes prevent implant subsidence onto the bone, and they adjust based on the patient's own native bone density. What we've done is there's a great combination of implants. So what you can do is pick your fixation device in terms of the plate that you like, or integrated fixation, and then you also can pick an inner body device and then get the final outcome. So this combination of over 20 implants is really unmatched and allows the surgeon intraoperatively to switch between different designs. We made a list of user needs. This was just not my inputs, but other surgeons contributed to this and said, Hey, what would you like? And we had a list of user needs, and we designed the implant to meet these user needs. We didn't actually start with an implant design. We started with the list of needs for surgeons, and nothing on the market even come close to what we have in terms of meeting these needs. This is coming back to this $2.3 million billion dollar US market. So the key about additive implants is we're not a one trick pony. We just don't have one product for one little niche on the market. We really have a gamut of products that cover this entire $2.3 billion US market, and as such, we have more than one source of revenue. At this point. We have multiple three implants on the market generating revenue for us. We have over 11 issued patents, and these patents are quite broad. The reason they're broad is our designs are so unique that we've been able to capture significant amount of the inner body design market with them, and this is what we're doing in terms of the amount of traction and sales we've gotten. We had a little flat period during COVID, when elective surgeries were on hold for a bit, but we've hit back with a good stride. We've continued to product development during COVID, and with the launch of new products, we've been able to. To grow nicely. We have over 4000 units implanted in people. There are 3300 people walking around the streets of Phoenix with our implants in them, and they've done very well. We have over 40 dedicated surgeons, and one of the things products is within three to six months of the surgeon using them, they're like, wow, this stuff, Johnny. This stuff feels great, you know? And I'm like, I've been telling you about this for the last three years. You know, it works amazingly well. So once surgeons use our product, they they can noticeably see a difference. Our biggest challenge is facility approvals, where we're making great progress with that. We own something like 10% of the Phoenix market. So any and that that's growing by us getting access to more facilities. The fact is, our products work in not just one surgeons hands, but they work in the multitude of both neuro and orthopedic surgeons, and that what we're looking to do is duplicate the magic of the Phoenix market into other US regions. With this series B that we're looking to raise at this point, and a huge part of that is logistics and managing inventory, our business model has been really simple. There's really one language that the strategics understand, and that's market share. So if you have 100 surgeons, those 100 surgeons, between all the products we have, are going to equal about $4.3 million of sales annually. And once you have that amount of market share, that's something that is very easy for a strategic to come on and clip on to their existing sales and grow their market share. There's significant amount of margins in the business in general. But one of the things for us is that the hospitals have actually realized that the patients that get our products have fewer readmissions and re operations, and so we've been able to get a significant premium at most facilities for our products and our funding. At this point, we've we started with founders funding and got to basically our first FDA submission for the 510, K. After that, we did a series a and we've gotten some grants, and we have some debt to shareholders at this point, and what we're looking to do is for launching of the lumbar products and expanding sales of the cervical ones, is to do approximately two and a half to $10 million ideally $5 million raise for launching these additional products, the lot of the design work and the patents and all the other work has been done. We need the mark. We need the money for really go to market and building inventory. At this point, our team, it's headed by me. I'm a medical doctor and a spine surgeon, but also used to be an engineer, and that's been a key part of this, because the engineers really have learned want to make products that are easy to design as opposed to those that are effective. So we've been able to push our engineering team to get more innovative designs out on the field. We have a very well experienced R and D as well as QMS in the back side of the business is quite nice. There's significant amount of M and A going on into this industry. And again, the one language that's very well communicated is how much market share Do you have? And our goal is to obtain as much market share as we possibly can, because we have products for every segment of this market. Thank you. Applause.