I'm Michael Hilson, I'm the CEO of Invizyne. I'm a serial entrepreneur that specializes in building biotech and tech bio platform companies. Uh, it basically means that I bring a specialized tool case of skills and experiences when it comes to taking deep science and technology that can be used in a number of different areas, and then getting it set up right so that we hit the right, application markets first. I've done that the last, 20 years of my life over a series of further tech bio companies. the first of them was a bio informatics platform company where we use computational power to understand DNA, RNA, and proteins. And the interactions between them and the other companies have also been live science companies, where we're basically, um, using the the coding of the signal of, of life to use, uh, to do new applications. Uh, it's always been via either licensing or joint ventures or direct sales. So, uh, I'm happy today to talk with you about this amazing opportunity that we are building at Invizyne. Uh, that you can basically shorten down to cell free biomanufacturing, as it's called. That means we use the power of um, of enzymes to do chemical manufacturing, and that allows us to make a new generation of chemicals and drug compounds that otherwise would be impossible to make. Let's go to the next slide. That's our forward looking statement. I basically invite you to visit the SEC webpage with our S-1 filing and, um, look into the background data, the risk and opportunities associated with this investment offer on the next slide. Um, I basically want to go to to the core of it. Um, the core problem we're solving for is that humankind only have like two, maybe three ways of manufacturing chemicals and compounds that are really the core of what we all think about as the good consumer life. Um, there are these three verticals, and they all have challenges in, uh, in how we can make, uh, the chemicals and the compounds. So the first one is petrochemicals. They're not renewable. That resulted in a lot of toxic waste, uh, when we use them as a starting point. And there's actually a lot of limitations on what kind of products and drugs we can make from petrochemicals. Uh, there's a financial aspect to that as well, where it takes a massive CapEx and a large manufacturing footprint to, uh, to use that platform. Uh, we have the the original way of getting chemicals that's basically plant derived. The problem with plants and, um. What's humans getting? Uh, chemicals from them. It's that it's really low yield. So plants need to make a lot of chemicals for itself. And we therefore need, uh, a lot of land and a lot of water to produce plants that produce a little bit of chemicals for us to harvest that, um, it also comes with basically a negatively competition with using the same kind of resource for, for food production. And seasons can vary. Uh, what kind of, uh, products we have access to? Um, soon bio came around and promised a solution to these two first bottlenecks. Basically by saying we're taking cells, we will genetically engineer them into small chemical factories. And, um, despite there's some really, really interesting petri dish experiments and prototypes out there, like hundreds of startups like those. The core problem is that it doesn't scale up. And you can argue it therefore doesn't really matter from from a real life perspective. Um, it comes with some serious, costly, uh, R&D cycles. And um, uh, what is really a showstopper from, from the scaling perspective is that shouldn't bio often works in the beginning because we get the cells to do what we want them to do, but then they start fighting that because they don't benefit from the chemicals they're producing. And and cells are basically set up to, to optimize any energy use. So yes, we can get them to make things, but they close it down and it becomes like us fighting the cells that are supposed to to help us. So if you go to the next slide, we basically coming with a paradigm shift in how we make chemicals. That's a really big deal if you think about it. We'll get to that in a minute here. But basically we're taking the power of enzymes and setting that free outside of the cell and therefore circumventing all these bottlenecks. Um, it's something that we as a company have invented and as a research group, before turning into a company, as more pointed out, basically spent the last decade to, uh, liberate the enzymes so that we can have a somatic based biomanufacturing platform that can run all the relevant, uh, chemical producing enzymes outside of the cell. Um. Call it cell free biomanufacturing. And let's go a little bit into like why it's so important to become cell free. Um, let's start with an example that is nice and tangible. If you take a kilo of sugar as your feedstock to produce a chemical, if you use that kilo of sugar to feed cells with, you'll have 95% of that feedstock going to all kinds of other activities, making new DNA, making proteins, making basically a thousand other activities. That has nothing to do with making the chemicals we're interested in. And if you're really good at cell engineering, you can get it up to like some percentage, maybe even 5% of the feedstock goes into the chemical production. Um. Back to what I was saying before, the chemical might not be beneficial at the amounts we want it to. To the cells, it might even be toxic to the cell. So you'll have the cells start fighting the production, trying to turn it off and all kinds of things. So let's just say even if you get it to produce it, it's still just 5% that goes to it. When we use cell free enzymes, we have basically a conversion from more than 90% of the feedstock sugar going into the chemical production. So it's a whole nother scale in regards to, uh, the amount of, uh, throughput that the platform allows for. And, uh, I would kind of point out that most bio people, they will tell you the first time they hear about this, there's no way you can have titers so high and performance so good. Uh, titers being the the amount of product that comes out and, um, uh, and the density of, of that. Um, so there will be a lot of doubt when in bio people here at first until they realize that we have liberated the enzyme from the cell and built a reality outside of the cell that allows the enzymes to keep doing their their work. Another kind of problem that we get around an opportunity in the cell free environment is that where cells are kind of like living black boxes, where not only do we not know what's going on, it also keeps changing all the time. We are actually at engineering level control over in the cell free biomanufacturing because we step by step enzyme reaction by enzyme reaction, know what's going on. And when we optimize on it, we can literally see where the bottlenecks of the system are, and therefore we can optimize completely differently. Overall, it sums up to that it's a true game changer for how humankind makes chemicals. Let's just let that sink in. It's a really, really big deal. Okay, let's go to the next slide. And uh, let me introduce you to Tyler, our VP of R&D. As more pointed out, uh, Tyler is really one of our core talents that co-founded the company and is really one of the minds behind the scientific breakthrough. Tyler, why don't you introduce yourself and, uh, -take it away? -Thank you. Michael. Thank you, everybody, for tuning in this morning. Uh, like Michael said, my name is Tyler Korman. Um, I'm one of the co-founders and the VP of research here at Amazon. So my background is in entomology. I got my PhD studying how enzymes worked both individually and in the context of pathway pathways to actually make the drugs and anti-cancer compounds that you use today. So bacteria in the soil make drugs to combat other bacteria, and they use enzymes to do that. When I moved to UCLA, what we wanted to do is we wanted to take the parts of biology that worked the enzymes and turn it into an engineering problem, to use those enzymes to actually make things. Once we figured out a lot of the the challenges and bottlenecks to enable that to function cell free, like Michael said, by simplifying the problem, we realized that it enabled us not only to make the chemicals that we wanted, but it would also enable chemical and drug companies to turn natural and renewable resources into the chemicals that they wanted. So these chemicals are valuable. We could produce them efficiently, sustainably and affordably. And this has a lot of key advantages. You can enable these companies to produce products that they want in markets that they already have access to. But there's some type of issue with making enough of it or making it cost effectively, cost effectively. Additionally, we can make new chemicals that can access, allow them to access new markets, because we can diversify the types of things that we can make. Again, because we are using biology, the whole process is still environmentally sustainable, and we can use renewable resources to lower carbon emissions through that process, in addition to reducing waste, which is important because the systems are so efficient, we can get to very high yields, which is the amount of your input that goes to your product. That's important. And we can do this at very high titers, which is the actual concentration of that final product that you make. Because you can do this, you can lower the CapEx because you can set up these reactions in much smaller vessels. Additionally, this helps to lead to lower downstream processing costs because the the systems are very clean. And this downstream processing is typically one of the major cost drivers of traditional sin bio. Because those concentrations that they reach are so low, because we have systems level engineering control over the entire process, at least a very fast R&D cycles, which in turn then leads to a fast time to market where you can rapidly design, test, and validate these systems because you don't have to worry about any issues with toxicity or the cells fighting you. We've demonstrated and validated this approach, and we're now working to move to commercial scale for a number of systems. So over the past decade, we have been recognized, myself and our co-founders and Amazon as the leader in the cell free biomanufacturing space. And this just isn't me saying this. So we have a history of high profile publications in a number of top tier journals, such as nature, Chemical Biology and Nature Communications. And this has been great because it has allowed us to be transparent about all of the technology that we've developed, but it also allows us to recruit high level talent from universities like Caltech, Stanford, Berkeley, so on and so forth. And it's a great marketing tool as well, where companies can see what we've been doing and and reach out as well. So some of those results where we've demonstrated these game changing improvements in manufacturing feasibility are shown here. So one of the first projects that we endeavored was to make a turbine. So turbines are the flavor and fragrance compounds produced in plants. Um, think of the compounds in lemons that give it its lemony scent. And these are great proof of concepts because not only are they're useful as flavors and fragrance, but they're also toxic to cells. So when you try and make them in engineered cells, they typically kill those cells at a very low concentration. What we demonstrated very quickly is that we could get to at least four and a half times more product of a specific turbine very fast. This is with just 1 or 2 people in about a year. We also realized that the whole process was modular so we could take not just the what we learned from setting up this initial system, but we could actually take those same enzymes and just change one enzyme and a single input. And we can now get into a pharmaceutical pharmaceutically relevant. Product as well. So CBG a this is another complex plant natural product. And we also demonstrated that you could do this very fast and at very high titers. So the amount of product you could make. We then took those fundamental developments and further diversified the types of compounds we could make to access new markets. And so we demonstrated that we could make the commodity chemical isopentanol. Isopentanol is a great example as well, because it is also toxic to cells at the concentrations that you would need to make it, um, industrially and commercially accessible is also fantastic because it's a building block chemical to replace, uh, various petroleum intermediates. It can be used as a drop in replacement currently in gasoline, and it also can be up converted into sustainable aviation fuel that you hear about in a second. We demonstrated that we could do substantial again at very high titers and very quickly, and we could with production metrics that rivaled or exceeded the gold standard, which is ethanol production. So if we knew now move forward into how we view the whole development process for commercialization. So how are we going to commercialize these cell free biomanufacturing solutions? It all starts with appropriate product selection. So we want to make sure that we select the right products for the right market. And this is through a combination of appropriate market research and talking to customers. Um, in addition to the government, we figure out how we're going to fund these efforts. And then we move into step one where we design, simply design the chemical pathway so we know all of the enzymatic. Conversions that are needed in order to turn your input chemical into your eventual product, and at this point, you can also do the cost modeling so you know the metrics that you need to get to in order to have a commercially viable system. Once we've designed this system, we can then move on into step two to actually testing that simple, that system. Very quickly, we can leverage the decades of recombinant DNA technologies that have allowed you to get DNA both faster and much cheaper. We can use this DNA to then express enzymes individually. We can test them to make sure that they work. And then in the context of the pathway to validate the system. And then we can also identify bottlenecks and iterate between steps one, two and three to optimize enzymes if they need some type of improvement or the overall process. Because again, we have full systems level control over all of the inputs and everything that's going on. This happens very fast. So in the order of months, at a fraction of the cost of symbiote, which typically takes years and tens of millions of dollars, once we have a validated system that we've developed, we can then move quickly into pilot scale development, which is also different compared to symbiote, because the system that we've actually designed is actually the system that will eventually be scaled in our reactors. So we've demonstrated this process. We've done some initial pilot scale development, and we're now again moving into along the commercialization pathway. Over the years we've been. Both lucky and good to have support from the federal government. The federal government are great supporters of early stage technologies to help validate. The the technology. We've received just over $13 million in non dilutive federal funds, which has allowed us to be capital light from a variety of different institutes, such as the National Institute of Health, the US Department of Energy and the National Renewable Energy Lab. And this has allowed us to not only further develop the underlying core technology, but additionally, it's allowed us to to target specific compounds and specific markets such as cannabinoids, alcohols and and other types of compounds. So thank you very much for your time. And at this point I will -turn it back over to Michael. -Thank you Tyler. At this slide, I would like to point out that Silas said we have not just been in school securing these funds. We've also been really good at managing them, hitting the milestones, making sure we play by the the rules of the game. And that means we've become one of the darlings of, for example, the Doe and other funding agencies, um, both because they want us to develop new compounds that is like public goods, but also because government itself actually has a lot of needs that, uh, allows them to push us in this direction. Um, I want to also put the angle on that a lot of people have heard about the chips act. Uh, that sounds like semiconductor and computer chips. Uh, but most people don't realize that it's formally called the Chips and Science Act. And approximately half of that $280 billion is going to the science side of the Chips act. That means that exactly, these funding entities in the Doe specifically are getting a lot of funding right now, like in the billions and billions of dollars where they're mandated to issue grants to make sure that biomanufacturing infrastructure and biomanufacturing scale up is prioritized in the US. Another vertical of the same money is basically pumped out to make sure that the US becomes the place of future drug manufacturing. That's us. That's that's us. Okay, my point is that, uh, we proactively tapping into these non dilutive capital opportunities to make sure we stay capital light as we are already today despite our huge business opportunity here. Okay. Let's go to the next slide and talk about how we commercialize and focus on capturing value for our shareholders. We basically at its core, just make sure to excel at what we do and what only we can do. That means we optimize. As I was talking about the enzymes, uh, so they can live outside of the cell and do all of these fantastic things that we can get in times to do. We really, really good at optimizing enzymes. And at the same time, we build our platform that allows the enzymes to have the support they need outside of the cell. That's co-factors, that's energy balances and so on. But those are the two things we do as, uh, the very best in the world. It means that we can sit down and offer an exclusive offer to our potential partners to basically bring market disruption and the essential competitive advantages. We start thinking about it into the markets where they're already well positioned. So we get to pick people that has partners, that has the right skills, the right opportunities. With new products in large markets. And we get to take a healthy bite of that because we bring the competitive oomph to, uh, to the game. I personally foresee that we will start with a number of partners in the pharma space, basically because we can make some very valuable new drug compounds that otherwise it's impossible to make at scale. Um, but also in addition to pharma, we already have strong interest from chemical companies, from fuel companies and a number of other significant industries. And, uh, having this conversation with them about like, how do we make basically together the right products based on the right chemicals is a very fascinating conversation about specific markets. And we'll go into that conversation in a minute. How we do that, some of them also want us to build joint ventures. So that leads us to the conversation about where is the revenue streams going to come from. So basically you can argue this overall kind of two streams of revenue. One of them is licensing royalties. When we license out this core technology and customize it for the specific verticals, that allows us to take a healthy royalty. Some of the, uh, partnership will also allow us to do an asset build up. When we do this joint ventures, we get ownership in a joint venture. That asset generation is obviously also a part of the the royalty stream. On the other side, we have a more traditional, uh, royalty, sorry, a traditional revenue that comes from the sale of these custom enzymes. And we can actually also, uh, in a number of the cases, get some, uh, sales from, uh, basically selling the R&D that is needed for us to customize the enzyme so it fits. So those are the two overall revenue streams. Um, a nice feature of this business model is that, uh, despite despite that, it's a very IP heavy, uh, and licensing rights model, we still have a really nice insight to what's going on, because our partners that are basically the royalty paying solution providers, they will only have that opportunity as long as they buy the cost of enzymes from us. So we know exactly what's going on. And that I really appreciate with our business model, if we go to the next slide and talk about IP a little bit more fundamentally, we have patents, we have a really strong patent pool, and we have a lot of trade secrets. So those are the two tools that comes in at three levels. Basically on the platform level, the ability to run cell free biomanufacturing on the custom in some level, the individual enzymes and how we make them. And then on a number of cases, we'll actually also have patterns on the chemical itself because it's new to nature compounds. So especially for drugs that are an important feature. Uh, last thing I want to say on this slide is basically that, um, despite you hear a lot about AI and machine learning right now, uh, it seems like everybody is overhyping it a little bit. To be honest, we actually some of the people that knows how to use machine learning, so we are using it for real. And I can say all the companies have been a part of building the last 20 years. We've been heavy users of machine learning. So it also comes with the experience of knowing how to invest into getting the most benefit from these amazing, powerful tools, but also not kind of losing balance and focus and just over investing and running after it as if it is the Hail Mary. Um, if we go to the next slide, uh, this is basically where I would typically introduce tech, uh, secondary call our VP of Business Development. He's a fantastic guy. And, uh, he is lucky. And we're lucky that he just got a baby girl. And therefore I'm proxying for for sac today. But, uh, sac is basically the perfect fit person for this role of finding our optimal partners in the different markets. And, uh, let's talk a little bit about why he's a good fit. And then we can talk about how we do it. But basically, SAC, uh, started his academic efforts in terms of a PhD in biochemistry and right out of school. He then started a startup working on cell free enzyme technology. So already there he had taken the right direction. And, uh, after having sold that company, uh, he worked with three other places. So before coming to us, he had the title of director of business development at Ginkgo Bioworks basically means he sold a lot of these cell based bio projects, and it means he has a very deep and heartfelt understanding of the challenges and the bottlenecks from these cell based biomanufacturing systems, uh, in the different verticals. Even so, he even understands how it impacts the different verticals and the different, uh, problems that that results in. Um, it also means that when he understood our technology, understood the power of it, he was very quick to reach out and basically put his, uh, head in the ring and said, like, guys, I want to be on your team. Kind of please join. We're very lucky to have him. And, um, just filling out the two companies in between here. He was at a therapeutics company, so he knows how to make a drugs. And before that, he was the, uh, responsible person for enzymes at poet. For the ones of you that don't know, poet. Poet is the largest sustainable biofuels and biochemical manufacturer in the world. So, uh, really, a perfect, uh, cut for the role here. We'll we're happy to have him, um, on this slide specifically, typically you point out something that might seem simple and logical. We want to have high value, clear path to market, uh, applications. Uh, first. And yet it's the thing that kills the most of the bio companies. It is because the other companies, they don't really get to choose the markets they don't have. As we have the opportunity to go into all of these different verticals, they engineer, sell what they sell, kind of allows them to do, and they kind of get stacked up and it's good enough. Whatever market fits that, that's where they're going to try to, uh, to launch. Um, it means we have a very sophisticated business development system and, and opportunity to go out and map out, analyze in that way, find these perfect fit markets, especially in the beginning. Getting that right is super important. Let's go to the next slide and talk about what the different opportunities are. Um, it's basically a universe of opportunities. And just for conversational sake, we, uh, we group them into four overall clusters, uh, they submarkets and, uh, much more depth than what these brains, uh, allow for on, on this one slide. But these are the companies we have been reaching out to and in different, uh, level of conversation. Some we're still in knocking on the door and some we have gone much further for world markets, pharma, food, flavor and fragrances, uh, biofuels, basically. And, uh, industrial chemicals or specialty chemicals. Uh, if we go to the next slide, uh, we can choose between all of those. Therefore, we need to have this sophisticated ability to find the right partners in the right markets. So it is, uh, basically a, uh, sales funnel where we keep a lot of focus on, um, making sure we select the right partners. To focus on market. Product market fit with where we are able to offer things now also because we are developing platform. So just because it's not optimal now, we can come back to it in a couple of years and we can have a perfect fit. But when there are this is going to be a competitive advantage in this market. We then scout out the different potential partners, talk with them, see who is ready to to partner up. And because we have a limitation on how many partnerships we can take, we make sure to evaluate each deal on its own with all the parameters we talked, just talked about by going through this funnel. But we also keep a portfolio eye on it. We don't want to end up being dependent on one company. We don't want to basically have, um, a this balance between, uh, the, the really large markets that might be much slower in getting us to revenue. So, so the perfect balance of, of these, uh, uh, yeah. Portfolios of potential partners. All while we do it to safeguard our resources, but also to optimize our shareholder value. Let's go to the next slide and talk about a specific application market. So, um, we have uh, done a lot of good progress in sustainable aviation fuel or Safe as it's called. It's a really, really big market opportunity. Taking plant material and turning it into aviation fuel is, uh, honestly, almost mind blowing. But it is literally, from a technical perspective, this little molecule called issue butanol, where we can take sugar and stats. We can break that down to the different building blocks, build that back up twice, and with isopropanol you can basically, uh, take two attributes together and you have, uh, aviation fuel. So why is this a interesting market? Well, it's because, um, first of all, we the only people that can really build this because all the cell based companies, they die every time they try to build this, simply because it's toxic for the cells. And it's way too expensive to do the downstream processing. Uh, on the other side, it's also because it's a legally mandated market in Europe starting next year, it means that people have to start mixing in SAF into their aviation fuel. And as you can see here on the last bullet point, uh, by 2050, 70% of all aviation fuel in Europe has to be safe means that there's an enormous demand coming up. And it's not just a, uh, can you can you compete also with the subsidies up against what? What oil derived is, uh, aviation fuel is it's literally if you don't have a SAF enough in your mix, you don't get to fly. So it's it's a really interesting price, um, sensitivity, uh, scheme that that allows for. So Europe is the stick in the US. What is happening right now is that it's rolling out, uh, on a federal level and on state levels, different incentives and subsidies. So there's some really, really, uh, strong drivers for, for SAF. Our market, our partners in these markets are initially the Doe and the National Renewable Energy Laboratory, in a program that is sponsored by shell, the oil company. Shell has called Invizyne a game-changing technology, and we're very proud of that. Of course, uh, it's already led to a number of early stage conversations about potential ventures. And, uh, there's a number of chemical companies and fuel companies that are coming to us. What is interesting from this perspective of sustainable aviation fuel, despite it being a little bit further down the pipeline, is that there's a lot of like steppingstone markets that also uses such, uh, isopropanol as, as a, uh, renewable chemistry component. Those are the companies that are really knocking out. All right. Now, if you go to the next market, uh, this is what I was talking about. I think we're going to have a number of, uh, pharma partnerships, basically because we can make new and better drugs that are otherwise impossible to make, either from plant, um, uh, isolation or from, uh, petrochemical. And that always when, when there is a new generation of, uh, chemical space that always opens up for a lot of new drugs, um, by utilizing the catalytic power of insights and having this engineering level control, it also allows us to attack the the drug opportunity from a pretty specialized perspective. So instead of just starting to build new drugs, that in and of itself is interesting. But take some time. We can start building what is called second generation drugs. That means drugs that are already in the market, but we can now make them in a new way that addresses some of the bottlenecks or problems with those drugs. That can be side effects. It can be things like the delivery of the drug is hard for the patient. It can be how long time the drug works for the patient. It can also be more mundane. Things like it's really costly to do what we do today. And and that doesn't leave a lot of room for profit margins. And or, uh, it's a drug that is running out of patent. When we talk with pharma companies about these opportunities, we can sit down and say, because we can build drugs in a new way, that we can offer the same drug, just modified a little bit so it becomes better. And it allows for what is called a comparison study with the FDA where you don't do the whole clinical journey. Again, you just do one comparison, sort of against the old drug. That is a really nice beginning market for us. And, uh, that's the kind of, uh, uh, relationships we're looking for here in the beginning from a drug perspective. Last thing I want to say about drugs is that we're super lucky that our newest board member, Jim Leland, was the former head of R&D at Texas for 15 years. He's the guy that built that platform. The one review that does know critics is correct. This is basically the company that's known to help pharma companies if they have a doc, but they can't chemically get to that endpoint that. Codex would help build one enzyme, or maybe a couple of enzymes, and take those last couple of steps to get them to where the drug was good enough. When, uh, Jim realized our platform can take almost, uh, as many steps as you want to, but easily ten and 20 for that matter. He understood it was a new generation. And, uh, Jim have come in to help us basically fine tune our cell free platform to fit pharma companies needs in drug discovery and development. Let's go to the next slide. Talk about how this is, uh, having a asymmetric investment profile that we like as investors, basically limiting the factors on the downside and make sure there's unlimited upside is what we're talking about. So the limitation on the downside is basically that this is a very valuable new space where we have a lot of the fundamental IP and we're the only ones that have a working solution. So especially the patent side of that means that even if we just sat on our hands did nothing for years, the value would grow there because this is going to be a really, really big market. The downside protection in that is, of course, nice to have. Uh, we also at the same time, make sure to have a capital light model by having, uh, the government grants and having our partners help to pay for these market specific solutions that we're developing, that in aggregate keeps moving the platform, uh, forward. Uh, that's the downside protection on the unlimited upside. Well, you can probably guess it already based on the universe of opportunities, but if you just took the drug side, there's still thousands of diseases that doesn't have a drug because the chemical synthesis haven't been able to provide it. The plant to thrive, haven't been able to provide it. We hope to address a lot of those over the years, together with partners and especially the second generation. Drug opportunities are, um, a very interesting from a business point of view. It also means we bring something to the table nobody else can bring to the table. We enable the opportunity means we can ask for significant royalties all the way through. Uh, 8%. We're probably going to be in the 3 to 5% range of, uh, revenue on on the large stocks. We would like to make second generation solvent on the lower side. If we just helping a pharma company optimizing the cost model, it's probably more like 1%, but between 1 and 8%, 3 to 5, uh, being where it's more, uh, from a volume perspective or more of them are going to be, don't forget that we're also going to have the revenue on, uh, the, the good margins and, and the key enzymes. Okay. All of that leads to a high impact on net present value. So we believe that there is, uh, royalty opportunities in the billions here. And that is without us taking an enormous risk profile. If we are, for example, a drug developer ourselves, nor a huge capital intensive activity setup that we would have to have if we want it to be a huge company and going after, uh, sustainable aviation fuel ourselves. And that means we by partnering with their these companies instead of competing with them, we end up having multiple shots on goal in multiple markets. Um. I'd like to think about it as, like, double dipping. Uh, with the foundational technology here. Limited downside, unlimited upside equals asymmetric investment opportunity. So let's talk a little bit about use of proceeds. So we basically going to focus on scaling up our enzyme production capabilities. And uh to other expansions. That allows us to start working with more partners in parallel. Uh, the first couple of years we will, uh, focus on drug discovery and drug development, and there will be a number of these, uh, doe driven grants that keeps us moving forward really fast in isopropanol, that allows for the renewable chemicals and, uh, biofuels. Let's go to the last slide here that I find being the most important slide. It's about the team that makes this happen for real. It's not enough just to have the idea and the business opportunity. It's about the team. So a small set. The technology was spun out in 2019. Uh, ten years before that was where the aha moment by Tyler Paul and, uh, Zimbabwe was kind of like, hey, if we want to make this happen in bio, then we need to to lead the sell on all the problems. What what is that going to take? So it's taken a while, uh, and by spinning out in 2019, it has also given us the, the, the time as a big ideas company to get all the fundamental building blocks ready to now be ready to start commercially scaling the platform, uh, and, and do these partnerships, according to our knowledge, with the only team in the world that has a cell free biomanufacturing platform that works, um, both at scale economically and all the other things, there's a lot of people that are now going to try with me to, uh, they're starting to realize we're onto something big. But, uh, again, we sit on the fundamental patents and, uh, we're frankly a really cool team. So we welcome the, um, the competition. As long as they're there, they're ready for it. The last nine months, we have basically, started becoming ready to commercialize this. So that means we have hired in a number of individuals with experience that is, for example, myself, but also Zach Karl and Michael Burns and others on our team that have taken these commercial journeys with new technologies before, I believe we had the absolute best and smartest team in the world, combined with a really smart business model combined with a really smart technology. So I'm very excited about this business and investment opportunity.