And up next is Colin Bletsky with MustGrow Biologics Corporation. Colin, how are you? I'm doing well. How are you? Excellent. Can you start sharing the presentation, then we are good to go. Just getting into it. It's not allowing me, Matthias. You may have to give me access, sorry. It should already work. There is the share button down at the bottom of Zoom. If it does not work, I can share the presentation. I may need you to share it. It is telling me I am going to have to quit. A glitch here. If you can share and I will maybe just start. Thank you everybody for having me, and welcome to learn more about MustGrow Biologics Corp. We are an Ag biotech company based out of Canada, and our goal is to help replace both synthetic and chemical fertilizers that are used right now around the globe. What we do is take natural extracts from mustard seed, the same mustards we eat, and utilize them in different formulations that are used in the farm and used to complement or replace synthetic chemistries and fertilizers. Matthias, I may have to get you to slip slides for me, please. Who we are is we are a provider of the natural and biological products and technologies. If you think of farming around the globe, the main thing farmers want is a growing crop. They want to do it and do it in a healthy and sustainable way, essentially from protecting it from unwanted pests and disease. Around the globe, people are demanding safer and more sustainable products. This is where we come in. We derive our products from mustard seeds, so the same mustard we eat, the same natural ingredients, we extract them from mustards, and we put them into sustainable farming. The market we are in is very large. It is a CAD 380 billion marketplace to date, and growing, and that is a global fertilizer and pesticide market. If you look at biologicals, they are the fastest growing segments in those marketplaces. I will go into that a little bit further about how big they are. How we work is we do have two different products to date. TerraSante, which is a biofertility product that we are selling currently in the U.S. market. We started sales in 2024. We had commercial ramp up in 2025. As of 2026, we have now been over 46% of our total sales from 2025. A tremendous achievement, and it is really limited right now from our production capacity, which we are now scaling up and driving forward. The other product we have is called TerraMG, which is a pre-registered biopesticide, and this is something that will be in the market hopefully in the future to help control nematodes, diseases, and other pests. That is a significant market within the globe. For TerraMG, we do this through commercial partnerships, and we do have a global partnership in the Europe, Africa, and Middle East region with Bayer. Bayer is now and is investing between $35 million-$40 million to get our technology registered in those regions. A significant thing for us just happened. We did receive our first milestone payment with Bayer as of June of 2026. That milestone was to different technology applications as well as about the product working in the field. For us as MustGrow, we are extremely excited about this, as having one of the largest global agricultural companies saying that your product is working in the field is tremendous success for us. We are very excited about that. We do this with a very tight capital structure. Just over 70 million shares outstanding. We have roughly a CAD 30 million market cap, and we do this with a very low CapEx model, and I will go into that a little bit more. Something that is quite unique with our organization is about 17% of the organization is owned by management and insiders. We are very tightly held, and a small company in the sense of that share structure. If you want to go to the next slide, please. When you look at the why are we in this market? Why do we see a tremendous amount of opportunity going forward? It comes down to sustainability and the future of the food growth. If you look at what is happening in the marketplace globally, currently in synthetic chemicals, there have been over 560 products that have been removed from the marketplace. That is taking away a lot of the tools that farmers have to help grow the food. This is something where it is being removed in a lot of cases to help with soil health, to help with human health. If you think of food security, soil health, continuing the yield, we need to come up with different solutions as an industry globally. There is also now a strong commitment to organic solutions and in growth. If you look at organic agriculture in the European Union, how it is growing, how rapidly it is growing. If you look at what is happening in the U.S. market, South America, there is a trend towards more organic acres. It is still a small part of the overall agricultural space, but it is something that consumers want to see. As I mentioned before, the largest area of growth is in natural and biologics. Biological products are looking to be grown, specifically biocontrols and bio fertility, anywhere from 15% in biocontrol up to 12.2% in bio fertility products. Looking for these products to continue to grow, looking for that science to continue to get better, and that is what is going to drive a lot of the market aspects and that penetration. If you can go to the next slide, please, Matthias. Like I said, what do we do? We take what nature has given us, and as an organization, we have been around working with different things. We take mustard. Mustard seeds, we refine them, remove the oils, remove some of the fibers, and we create a meal. That meal then is even refined even further into two different products. Like I said, TerraSante, which is providing very good plant proteins and carbohydrates that feed not only the soil and the plant, but also the soil microbiome, and that is very key. TerraMG is a product that will create a natural molecule called AITC. AITC is what is there to control nematodes and other diseases. Those two pests essentially create, combined, about CAD 500 billion annually of damage to crops. If you think of this, I like putting this in perspective. AITC, the natural compound that is in mustard, when you eat wasabi or you eat horseradish and you feel the burn in your nose, that is the exact same molecule. That is AITC. That is the same molecule that we are taking, refining it, putting it in a usable form and a cost-effective form for farmers to go and replace chemicals and other synthetic fertilizers in their field. Taking what nature has given us, refining it, concentrating it, and putting it in a form that makes it more economical for farmers to use in the field. If you can go to next slide, please. When you look at our organization, we have now really started in that commercial sales expansion process, and we are really driving that, and that is our main goal for the upcoming years. As I mentioned, TerraSante in the U.S., we are selling it. We are driving sales right now. We have been sold out essentially since June of 2025, and we continually bring product in and sell that out. If you look at the overall U.S. market, there is over CAD 100 million opportunity for us in that market alone, and that is only penetrating a small amount of the acres or hectares of those high-value fruits and vegetables. We are also looking at TerraSante and expanding that product globally. Working in the Netherlands right now, testing in Australia, looking at South America, looking at other opportunities in Canada as well to bring that product line in and see how we can help farmers bringing that to market. As I mentioned, TerraMG, it is a pre-registered biocontrol, so we are in the process right now in the North American market, U.S. and Canada, working with both EPA and PMRA. When we see the opportunity of TerraMG, initially, it is in the Canadian market, and we look at the Canadian market being specifically around canola seed or oil seed rape. In canola, we have roughly just over 9 million hectares of canola. In those 9 million hectares, right now they say about 10% of it is impacted with a disease called clubroot. This disease has no other chemical control. Nothing works on controlling it, and we have had very good success in our trials across Canada. We are really excited about bringing that product in. If you look at TerraMG around the globe, not only with Bayer in the Europe, Africa, and Middle East areas, but looking at the opportunity to partner with other organizations in Brazil, Argentina, China, into Southeast Asia. There is a significant amount of opportunity for us to go in and penetrate those markets. Also, when we do this, we also still look at new technology. As an organization, we have over 108 patents pending and granted. We are looking in different areas of opportunity using the same extracts and using the same molecules from mustards, looking at post-harvest applications in controlling sprouts in potatoes and other root and tuber vegetables, looking at disease control. Being able to produce a high-value feed out of our production process, looking at other streams and other opportunities. There's other things we can extract from mustards, which could create a bioherbicide, as well as another molecule that has a very good impact on nematodes. Then also looking in both the animal and human health. If you think about eating mustards, it is the same as eating something like a broccoli, a kale, cauliflower. Nature has given us these molecules, given us these properties that have a tremendous human and animal health benefit, looking at how do we capitalize in those areas. Commercialization is key, but also looking at how do we de-risk this and drive this even further into the marketplace down the road. Next slide please, Matthias. Getting a little bit deeper into each of the two technologies. As I said, TerraSante is a biofertility product. It is already registered across many different states, and specifically the biggest one for us would be California. This product is both organically certified through OMRI as well as OIM, which is a California registration process. This product for us is manufactured both in Canada and Asia, and the way we do our production process is through third parties. It is a low-cost, low-capital investment for us. They are doing, and these facilities are doing the investment and the infrastructure projects for us, so it is a low-Cap model. Our revenue strategy and how we go to market with this is we work with our sales staff, and we work with key influencers in the field. Essentially in the agriculture space, whether you are in North America, you are in Europe or Asia, you have to work with the local farmers, with the local companies to show your value. I still have a farm in Canada, and I still want to see new products on my farm in a small scale. I want to prove it to myself and learn. This is what we have done. We have worked with the key groups, the key companies, focusing in on how do we show the value of this product to those farmers. That is what we have done since 2024, and we have been ramping up since 2024 with sales and repeat sales with existing customers and that growth trajectory. We have done field trials with large-scale farmers, and a lot of these large-scale farmers are the growers for Dole's-- the Driscoll's, the large strawberry growers, the large potato growers. We are ramping up. To date, most of our sales have come through Nutrien, the large distribution and fertilizer company, and then also some smaller companies focused in the potato areas. So where do we target? We are targeting the fruit and vegetables, tree, nut and vine, root and tuber, potatoes. There are roughly 5.6 million acres of these crops in the U.S., so that would be roughly about 2 million hectares or just around 2 million hectares, and roughly about 100,000 or just under 100,000 hectares of organic land. Our main crops are strawberries, potatoes, leafy greens, and also tomatoes. We are expanding that scope into other fruit and veg, and we are looking at other areas. As I said, it has been a small ramp-up, 2024, a small amount of sales. Drove sales in 2025. We sold out early in the year, moving to full-scale production. Now in 2026, we are targeting roughly doubling that by the end of year in 2026. So as of date, it has been roughly CAD 875,000 in sales, and that is up 46% as of August 15th. We, being public, we do reports on that quarterly basis. Repeat customer buying, and the biggest thing around this, is we face production and logistics constraints, and this was due from our facilities in Asia, moving from batch scale productions to continuous. Anytime you move from a batch to a continuous production, there is always some delays, there is always a little bit of challenges, problems you have to go in and fix, and things you have to work through to get through those systems, but we are getting there and moving forward. I think one of the key things around this technology is it works. We are seeing consistently yield benefits, whether they be strawberries into leafy greens, tomatoes, potatoes. Yield and quality increases at a farm gate level, which is driving a lot of ROI for that farmer, and producing more food compared to the chemical system. If you can go to the next slide, please. When you are looking at partnering, and this is where we do it, if you look at our CapEx and our production, we are doing this through current existing facilities in Asia. Right now, like I said, the current production at nameplate production they would have would get us to roughly CAD 20 million in revenue. We do have the ability with our current production, getting through some of these challenges they are having and getting up to that area. Our gross margins on that production currently would between 20%-40%, and this is not in having any investment on our point into CapEx. What we can do with these same organizations plus some other facilities is drive that capacity upwards to have that potential revenue between CAD 50 million-CAD 100 million. That not only drives the value and revenue higher based on this additional capacity, but it is also driving our margins up as well. This is able to get there with very little CapEx and investment on our side. So, as I said, currently, we are still a little bit constrained at the current time. Nameplate would be roughly about 2,000 bags a month for us. They are currently, our production facilities are roughly about 800. They still have room to move up and we continually work with these organizations to drive that forward. Last slide, please, Matthias. When you look at our cap structure, like I said, this is how it has been. We have been, common shares outstanding, just over 70 million, about just under 17 million of warrants. Options, RSUs, DSUs, another four, almost 4.5. Fully diluted be about 91 million shares. That gives us roughly about a CAD 30 million market cap. When you look at what we spent invested to date, we spent and invested roughly about CAD 30 million into the technology, into the organization. As of right now, we do have a cash position of just over CAD 4.3 million, and debt, which is non-interest-bearing long-term debt, is roughly just over CAD 375,000. Then, want to move on to the next one, please. Then we are a small team. We run this lean. We run this as well as we can within the constraints and the CapEx that we have. Our CEO, Corey Giasson, very experienced in both the agriculture space, fertilizer space, and small cap companies. The last company he was with was called Anglo Potash. That sold to BHP. BHP is now delivering or developing that mine that the company Corey was with drove that. Myself, I have close to 30 years experience in the agriculture space, mainly with larger organizations, Syngenta, Novozymes, and now, many years with MustGrow. Our CFO, Todd Lahti, Todd's done over $2.5 billion in deals. Where Todd is very experienced with us is based on a company called MCN BioProducts for the extracted proteins from canola seed, and that company sold to BHP-- Or sorry, to Bunge. When you look at the leadership team, a lot of experience in agriculture, a lot of experience in small cap. Then we utilize significant advisors to help us understand the technologies, help us understand the formulations, and help us continue to drive that IP and drive that technology forward with new advancements. But thank you, Matthias. That would be it. If there's questions, I could take them now. All right. Well, thank you very much for your presentation, Colin. It seems like Matthias had a little technical problem, so I took over. Everyone, please submit your question in the Q&A as well as in the chat. Thank you, Julien. There you go, Matthias. You want to take over? Yes. As Julian said, you are welcome to post the questions in the chat. You showed that TerraSante is already being used across a big growing acreage base. What tends to be the biggest hurdle in getting a grower to move from trial to broader commercial adoption? Yeah. Matthias, as I mentioned, farmers, it does not matter where you are in the world, you want to be able to use the product in a small amount of your hectares to initially start and prove it to yourself over time. That is what we have done in 2024, 2025, is work with those key influential growers in key regions. I would say the biggest region we are in right now is in California. We are expanding to Florida, expanding to other areas. It is about just timeline, and about the farmer utilizing the technology and being able to try it. That is challenge number one. It is just the way agriculture is around the globe. Farmers want to see it, they want to work with it, they want to touch it, feel it, work with it, prove it to themselves, and that is what we are doing. I would say the other challenge for us right now would have been just capacity constraints. As I mentioned, we moved from batch to continuous flow processes in our production facilities, and that capped the amount of product I had available in 2025, even though demand outpaced it, and the same thing has been happening in 2026. We are bringing more product in. That product is all pretty much pre-sold. It is just a matter of getting the product in in a timely manner. Over time now, with our production facilities driving more production, we should be able to build up more inventories to hit more of that just in time and really drive more of that penetration and expansion with other farmers. You showed that the sales are already up ahead of last year's, despite some logistic constraints. Can you talk a bit more about those constraints and what has surprised you most about the commercial uptake so far? Yeah. Well, the constraints I talked about, it's really just a few small things in our process that we have to work with our production facilities and we're getting around them. We are increasing monthly, we keep increasing production, so that's a good thing. My biggest surprise actually is being in the space for 30 years, typically when you launch a product, you don't have a lot of buy-in or acceptance from day one. We've seen tremendous benefits in the field at a farm gate level, in the field, in the soil, and a lot of good efficacy based on what we are going after. That's what surprised me the most, is the buy-in, I would say, the acceptance, and the excitement around the technology based on how it's working. We did sell out, which is a great thing. I don't want to, but we did. We sold out based on the products working. We didn't sell out based on marketing efforts. We have not done any marketing. We haven't done any other promotion. It's based on word of mouth. It's based on key scientific agronomists pushing, promoting the products, and it's based on the product's efficacy, and to me, that's a tremendous, I would say, achievement, number one, but also a great opportunity for us going forward as soon as we have more product opening up. You're currently focusing on high-value crops. Which of those markets appear to be most promising at this stage? Yeah. I would say the biggest one would definitely be strawberries. Strawberries in that California region. Strawberries use a significant amount of synthetic chemistries and fertilizers. There is a lot of different things happening in California based on market dynamics, and very similar to Europe, where products are getting pulled off the market, more and more constraints for the farmer. Having a natural organic technology is very key. Strawberries would be number one. I would say if you look at number two, would be potatoes. Potatoes globally are a significant amount of hectares, significant crop that feeds a lot of people globally, and we are seeing great yield benefits as well as quality benefits. Those two crops are key, but that does not take away from other opportunities. When I said high value fruit and veggies, eventually I do want to get into things like soybean, corn, maize, get into rice. But as a small organization, we have to focus on the high value, and then we can then bridge out into other areas, other markets and look at how we have an impact in those areas as well. You plan to increase production capacity while also keeping the model asset light. What are the main steps you still need to take to unlock the additional capacity? Yeah. That is a key one. Currently, that extra capacity is all around just production methodology and working with the third-party manufacturers and giving them that knowledge on how to run a lot of the equipment. There is acceptance and there are already, from the manufacturing facilities, the ability and I would say their acceptance to invest on their own for us, as long as we are producing or giving them a certain amount of forecasting per year. So there, we do have that scope and scale right now where we do have these third parties willing to invest, on the behalf of us providing more product and more POs to them. I think we're well on our way. I would say within 2028, 2029, we do want to build up inventory so we have more inventory available to hit some of the just-in-time markets around the globe. You just received the first milestone payment from Bayer. What does reaching that milestone tell you about the partnership and how it's progressing? Yeah, Bayer's been a tremendous partner. Understanding a very large agricultural chemical company, they have a lot of science and a lot of stage gates that they have to get through. To me, number one, it just shows our technology continues to work, and that's key. Our natural technology works. It's working across multiple countries and multiple crops, which is very exciting for us. But number two, an organization like Bayer would not take a product on if they couldn't make money, if they did not see that market opportunity. For me, having them continue to invest in the registration process and the commercial development, but also pay us for the milestone, it's a huge, tremendous opportunity, and it's exciting. I get really excited about that because now that opens up other areas for me to really go in and say, "Listen, you have the largest AgChem company in the world who's essentially ticked a box that this can make them money as well as is performing well in the field. Let's start working on looking at your area. Let's look at Brazil. Let's look at Argentina, Chile, Peru. Let's look into China and find those right partners to help us drive into those other regions as well. When do you expect the next milestone payment? For what could it be? How is the program moving closer to commercialization? Yeah, I cannot specifically say. We do not release any of the contract details. My goal, my hope is within the next 12- 24 months, another milestone payment will be available. I would say the commitment on the registration side and move forward side with them is what is driving that and that excitement. I just cannot comment on those just based on it is contractual and we do not release that. Okay. You did show that there is a very large potential market for the bio-related biocontrol opportunity. What do you see as the most important next steps in converting that potential into commercial business? To be honest, Matthias, it is just registrations. In agriculture, we are heavily regulated, just like pharma, and we have to go through those processes of getting the registration through. In the U.S., it is the EPA, the European Union, and the Annex system in the EU. In Brazil, it is MAPA. It is really just going around those systems to get the registration and then being able to take that technology to a farmer. We know it works. We know it is economical. It just takes time to get through the systems. Even though it is a natural or organic ingredient, things that we eat, we still have to go through that process to get the product registered. It is just a matter of time, and I do not see it being a major pushback, a major challenge, or hurdle to get farm gate acceptance. The major hurdle is just getting that registration, and it comes down to the time. TerraSante is already commercial, while TerraMG is still moving through the registration process. How complementary do you see those two products becoming over time? Well, I do see them being very complementary. If you think of TerraSante, it is a biofertility. It is focused on nutrition, both at the soil microbiome and the plant level. If you think of TerraMG is there to essentially organically remove nematodes and disease that are impacting crops. Like I said, CAD 500 billion per year U.S. is what nematodes and disease cause on food losses. It is a significant amount of loss around the globe. Nematodes are everywhere. There is disease everywhere. Diseases now are getting resistant to certain chemicals. If you look in bananas, if you have heard of TR4, we had good success on that disease. It is resistant to other chemicals. If you look at what is happening in strawberries and celery, even into canola and into corn. To me, it is a tremendous market. If you look at those two products, they are complementary. One is a fertility, one is a control product, and being able to market those at different levels will be key. Yeah. I think those are actually tremendous products, but the market clearly doesn't understand them yet. After what you've presented today, what parts of MustGrow's story do you think investors still don't understand or underestimate? I would say the biggest part is actually the global opportunity. Listen, we're still a small company. That's number one. The opportunity is there to help replace these chemistries, and I think the technology's working. We have the IP around it. What comes the hardest part for a lot of investors, and I've seen this in my 30 years, Matthias, is the time it takes. You have to remember, we've been doing this as MustGrow since 2018. Our predecessor company's been doing this since 2010. The technology comes from Agriculture Canada back in early 2000s. Most small companies, most companies, it is a 10, 15, 20-year journey to get there, and we're now starting to be at that end of our journey. Moving from that R&D stage to that commercialization stage. I think we're at that end of the journey, but it's a time. I think most investors just don't see the overall opportunity. It is a large market. We don't need to penetrate a very large part of the hectares in high-value crops. We have CAD 100 million, CAD 200 million, CAD 300 million opportunity products. I think it's just the scope and scale is a lot different than what most investors see. Colin, we just ran out of time. Thank you so much.