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Can we move on to the next slide please, Tom. As always, Kineatico acknowledges the traditional owners of the many, many lands on which we meet today.

Personally, I come to you from the beautiful lands of the Whadjuk Noongar people. I pay my respects to their elders, both past and present.

Equally as importantly, please also note that whilst statements of past performance in the annual report have been audited, any forward-looking statements in this presentation are premised on assumptions. We always believe our assumptions are reasonable, but not all assumptions will be stated at length for you today.

If you're an investor, you must always take and seek your own independent advice on investments decisions. Next slide, please.

I will shortly be handing over to Michael Ivanchenko, our CEO, to begin the presentation. After he's introduced matters and spoken to you at about a high level, he'll hand over to Odelia Sarre, our Chief Operating Officer, who will talk about AI in Kineatico.

She, in turn, will hand over to Chantal Walker, our Chief Experience Officer, and Geoff Hoffman, our Chief Revenue Officer, who will talk about digital sales and enterprise sales respectively, before we hand back to Michael to wrap up. Now over to you, Michael.

Thanks, Craig. Good morning, all.

Before we get into some of the results and some of the details, it's worth setting a context, and I encourage everybody on the call post to have a look in detail on all the milestones on this map from the downloaded versions. The ones that I want to highlight, the ones that indicate our trajectory, is that in 2017, we achieved our first $10 million worth of revenue after 13 years.

In 2022, we achieved our second $10 million worth of revenue after five years. In 2025, our third $10 million worth of revenue was achieved after three years.

That is trajectory, or the acceleration that we intend and think we can continue. Next slide, please.

Straight into the results. This year, we have achieved a net profit after tax of $2 million, up 78.5%.

Most significantly, that has also equated to an NPAT per employee increase of 105%. This is yet another metric of which there'll be many in this presentation today indicating the ongoing increase in underlying foundational performance in the organization as we continue to grow and accelerate top-line revenue.

You can see the foundation has been set to ensure that that is highly accretive revenue. EBITDA increased $5.6 million, or up 28.2%.

Total revenue up $35.2 million to up 9.4%, but correlate that to the fact that revenue up 9.4% while profit up 78%. SaaS now 58.4% of revenue, up almost 12%.

Then again, a significant point of cash up $1.6 million to $11.8 million, or up 16%. It has been a major period of activity for the entire organization, and another one, and Odelia will go into this further detail, but we've actually increased staff engagement 18 points to 74.

In a period of global disruption and expectation from labor forces from AI and general disruption, we've really seen that our staff have not been disrupted by the fear of AI. In fact, they've embraced it, and I would go so far as to say they're driving it internally.

We see, and Geoff will come on further in the presentation about the performance of Kineatico Compliance in market, including our enterprise win. We've got a two-door go-to-market strategy that is working, and that two-door strategy revolves around one platform being able to simultaneously serve the small-medium enterprise market via digital self-service and the enterprise side of the market with direct sales, and how that has materially increased our addressable market.

We've seen a successful transformation to AI as an organization. We are not an organization that uses AI; AI is our operating system in the way we function.

Odelia will go through some of those examples further in the presentation. On top of that, with the engagement we have with our customers and our prospects, we have established a very strong roadmap of upcoming features and enhancements that we continue to take advantage of into the market, and continue to be able to invest ourselves in building them.

We have funded this growth ourselves and at the same time increased our cash balance, and we intend to continue to do that. Next slide, please, Tom.

Why do we believe? We've got a regulatory market and tailwinds, which Geoff and Chantal will expand on further in the presentation, that is increasing our TAM.

The quote there we've got from one of our ongoing bits of customer research, and this is very representative of a lot of feedback we get. The intelligence behind our platform is what is attracting people.

It is acting on their behalf to take mental, operational, and just time load off their hands, freeing them to do their jobs. Our financial results speak for themselves.

We're on a march towards achieving the Rule of 40, and that is accelerating, and we will continue to pursue that. Then on top of that, as mentioned, our AI as an operating system is already showing the benefits, as said that Odelia will come on to, but we're at the beginning of that journey, and we're very excited about what it actually unlocks for us in both operational efficiencies, but also acceleration and enhancement of customer-facing features.

In short, we have the knowledge, we have the product, we've shown we can execute with increasing profit year-on-year, after year, and at the same time the market is expanding. With that, I'm going to throw to Jason Margach to actually go through the numbers in detail.

Many thanks, Michael. Turning to the numbers behind that proof of point that Michael's just taken us through, at a broad headline for FY26, revenue has grown 9.4% to $35.2 million.

Same time, EBITDA grew 28.2% to $5.6 million, with a net profit after tax growing 78.5%, taking us up to $2.1 million. That is an NPAT growth of roughly eight times faster than our revenue.

That is operational leverage, and it is visible on our EBITDA margin trend on this slide, which in FY22 was 4.2% and has grown now to 15.9% in FY26. I want to be clear about what's driving that.

This is not a one-off cost reduction. It's not a single good period.

It's a result of intentional, deliberate architectural design and structural decisions that we have made. It's allowed us to build and deploy AI agents across the business, and that are beginning to deliver early benefits that we see as a wider organization.

This will be covered off in greater detail a little later by Odelia Sarre. Thank you.

Next slide, please. The revenue mix has flipped.

This is an engine behind that leverage that I outlined. Our SaaS revenue reached $20.5 million in the year, which represents 58.4% of our group revenue.

This is up 37.5% on FY25, which was $14.9 million. Transactional revenue aligned with our expectations at just under $15 million for the year.

Key to highlight, though, on a quarter four FY26 annualized basis, our SaaS revenue is now $22.6 million. Giving that perspective, that annualized revenue on a prior corresponding period was $17.5 million.

This is the first year that SaaS has crossed that 50% line, a five-year trend that shows not a one-off shift. SaaS revenue has grown from 9.2% of our revenue in FY22 to 58.4% as we speak today.

53% CAGR is what we produce for the year. This is structural.

It's not cyclical. Next slide, please, Tom.

Growth that we funded ourselves. Cash flow was $2.5 million in FY26, which is up 84.9% on FY25's $1.4 million.

Free cash flow conversion of EBITDA was 44.8%. This is up 31.1%, a full turnaround from a negative 39.4% in FY24.

The cash that we generated was $1.6 million over the year, taking our cash and cash equivalents to $11.8 million. This is our fourth consecutive year of rising profit.

No raise, no capital raise, no dilution, and we have no debt. We are funding our own growth, which is exactly why we keep investing in the architecture and AI agents that I have just referenced.

With that, I'd like to hand over to Odelia Sarre, our Chief Operating and AI Officer, to take you through what that architecture is actually delivering. Thanks, Odelia.

Over to you.

Thanks, Jason. Good morning, everyone.

With the advent of AI, businesses in the tech sector have been asking themselves: do you own the data, or do you just move it? Businesses that merely pass data along are exposed, and much of the sector sits here, uncomfortably.

This is the difference: Kineatico has 22 years of proprietary compliance data. Our follow-me compliance is built on our technology.

We originate the verification, the result, and the ongoing monitoring. We are not a reseller of someone else's data.

We own the data layer. When it comes to AI, we are an AI organization, not just an organization that uses AI.

When it comes to the use of AI, our governance is already built in, not bolted on. With 22 years of experience in regtech, we are already trusted by over 8,000 customers to hold the information of their workforces.

This naturally extends to how we use AI responsibly. It's the same governance rigor, the same operational principles, and the same audit-ready culture.

We are not a business at risk of being disrupted by AI; we are one of the disruptors. Next slide, please.

Our AI strategy is operationalized, running on two tracks. Track one is on the left.

It's today's business made better. Inward, we have leaner operations and increased efficiency.

An example of this is our 24/7 virtual verification officer. We call her Vera.

In the first 30 days, Vera has provided us with an annualized savings of close to $300,000, while also achieving 100% audited accuracy. Even better than that, we are now able to provide customers with instant results 24/7.

There is further scope for how Vera will be deployed, but she has absolutely hit the ground running. On the right, we've got track two, and that's tomorrow's business made possible.

This is our growth track. Outwards, we can produce smarter products.

With our product and engineering teams using an AI software development life cycle, we are seeing 50% faster feature delivery and development. This means we are shipping more to customers with less rework along the way.

It's the same architecture that drives our inward efficiency that is also what makes our products smarter for customers. This compounds through a virtuous cycle of growth: the same architecture driving inward efficiency and, again, allowing us to produce smarter products.

Next slide, please. This is what our smarter products look like.

This is just some of our AI in production. On the first slide, we have ChatRef.

This is our reimagined reference screening process. Dull, uninspired web forms have been replaced with an interactive AI assistant, not only walking the referee through an engaging experience, the resulting reference captured is insightful while also being efficient.

Then we have IRIS. This is our intelligent reader input system.

The use cases for this are exponential, providing the ability to read any identity or credential document in just a moment. It relieves admins of hours of manual onboarding and lifecycle worker compliance activity, completing in just minutes.

Then Agent Vera, which you've just heard about, which is our 24/7 virtual verification officer, who is now servicing our customers 24/7 and providing them with important results instantly. We have many more agents in development across the business.

Of course, none of this is possible without our people. In an AI-native company, domain credibility isn't just important; it's existential.

We've built our credibility over 22 years. Our customers trust us to provide them with the accuracy that enables them to power their own operations through a compliant workforce.

Our people aren't adapting to AI; they are the ones driving it. For us, human-in-the-loop is not just a policy; it's actually where our domain expertise shines.

Every AI process is designed with considered confidence and governance. Every AI output comes with a recommendation, a confidence score, an audit trail, and the ability to reconstruct any automated decision.

Lastly, there's always an accountable person. Our people are able to use their expertise for higher-value activities and have now added to their remit agent supervisor.

All the while we have been doing this, there are global claims that AI is disengaging workforces everywhere. That is not our experience.

Our team engagement is soaring, up 18 points in the last 12 months and now sitting three points above global benchmarks. Our workforce is backing Kineatico's strategy, and they're enjoying it.

Over to Chantal, our Chief Experience Officer, who's going to take you through our go-to-market.

Thanks, Odelia, and welcome, everybody, and good morning. Most SaaS companies have a dual sales strategy.

While this approach itself is not new, it's the fact that we are running both off the same platform, with the same compliance engine, and this is what most companies can't do. Normally, enterprise-grade software is too complex for SMEs to self-serve, and on the other end, self-serve products are usually too shallow for the enterprise buyer.

Kineatico Compliance is proving that we are product-market fit at both ends simultaneously without splitting the product. That's what de-risks our dual go-to-market strategy.

We're not diluting the focus by chasing two markets; we are actually gaining operational leverage, which Jason talked about a lot and Odelia, from one solution. Follow-me compliance is an example of this.

It's credible; it's not just a feature. It allows organizations to feel in control and stay on top of a dynamic workforce of compliance changes across the entire employee lifecycle as employees move roles or move locations.

This portability we see as well as a retention moat because all of your workers' compliance records now live within Kineatico Compliance, and it's much easier to stay than to leave. Next slide, please, Tom.

Since the launch of KC, as we call it, or Kineatico Compliance, as you can see on the slide, we have signed up 75 digital organizations through the self-serve channel. These have come from a multitude of industries, as you can see on the left-hand side, and organization size on the right.

This horizontal spread de-risks our traditional customer industry concentration. If you have a look, you'll see there's 19% of organizations who've signed up who have more than 200 employees.

What we've proven out is that this self-serve approach actually works across the whole size spectrum of organizations, not just at the SME end. We've embedded self-serve as a standalone acquisition channel in its own right.

In addition to this market data, we continue to test and refine our go-to-market KC feature set through both quantitative and qualitative research, and we've added some quotes at the end from the research, and you saw one earlier on from Michael on his slide. Organizations, regardless of size or industry, they have an increasing need to feel in control and stay on top of the very complex people compliance that gets more and more complex every day as organizations become multilayered and the nature of workforce is changing.

In addition to this, it's becoming more complex due to regulatory requirements, which Geoff will take you through in a bit. Features like follow-me compliance, being audit ready at the drop of a visit, or having universal visibility of your extended workforce, which includes contractors in many instances, with action mechanics that close that loop, is what makes KC unique.

Next slide, please, Tom. Before we had Kineatico Compliance, the addressable market for Kineatico was structurally capped because we concentrated our sales efforts on the enterprise market.

Kineatico hasn't just added a product with Kineatico Compliance, it's unlocked a market that was previously unaddressable given the old cost-to-serve model. The digital self-service model has proven to be an economically viable way to reach the small-to-medium organizations profitably, and as you can see, there's about half a million of there which is available in our SAM.

This has given Kineatico a credible way to get a share of the $1.2 billion regtech market that we couldn't previously touch. With that, I'll hand over to Geoff to talk about our enterprise customers.

Thank you, Chantal. Good morning, everybody.

Let me bring this to life with a real example. What I want to start with today is a win that best captures where our enterprise strategy is heading at Kineatico.

That is the customer you see on our screen here, which is Civeo. Civeo, they are a workforce accommodation business here in Australia.

They're listed on the New York Stock Exchange. In Australia alone, they manage around 10,000 rooms across 12 villages, plus 16,500 rooms in client-owned sites.

With about 2,500 staff and a larger contractor base that sits on top of that. Civeo is part of a much larger global group operating across Australia, Canada, and the US.

To be clear, what we have signed at this point in time is the Australian business. When you're running sites at the scale as Civeo are, not knowing in real time whether people on site are compliant is not a paperwork problem; it becomes a safety and a legal exposure problem.

Now, that's the words that you'll see on the slide that have come from Civeo's National P&C Manager, Ali Barfoot, quote: 'Their business can't afford to wait, and knowing instantly who's compliant isn't a nice-to-have, it's essential.' KC now solves that specific problem for them, which is a good win for them and a good win for us.

We're seeing the same shape of problem everywhere we look, whether that's across aged care, childcare, healthcare, not-for-profit, multistakeholder, RFP-led organizations. After winning Civeo, we're sitting on a solid, qualified pipeline of $12 million-plus, and we like the trajectory that we're currently on.

Businesses want a way to see and manage risk across their whole workforce, not just at a point in time. As you can also see on the slide, that's why we're also building out a formal partner program in FY27, with AWS already being a partnership that we've got on the way.

This will give us more reach to businesses without stretching direct sales. Next slide, please.

This was touched on earlier by Chantal and also Michael: the rules are getting harder. Civeo's problem that they've got is not unique.

It's happening to every business in every sector we sell into: small or large, every sector across the board. Right now, a business in aged care, childcare, healthcare, mining, not-for-profit, you pick any of them, is being told by a regulator: you now have to know more about your people faster.

Now, that leaves no room for error. As you can see on the slide, these policies and procedures and regulations are a small sample size of what they need to manage to on a day-by-day basis.

If we actually put all the policies and the procedures and the processes, etc. in 10-point format on the slide, it would fill it plus some.

That's the complexity of the world that these organizations and businesses are working in. None of it's optional, none of it's going away, and it's only compounding for every organization and every business in the marketplace.

They have more contractors, they got more subcontractors, they're multilayered organizations, they've got more casual workers, which means more people to track, not less. The pressure that Civeo felt isn't a one-off; it's the same pressure building across every customer conversation that's happening in market and we're having right now today.

That's why we're not betting on one new regulation, or one new law, or one industry. Every time the bar goes up anywhere, it makes the case for Kineatico Compliance as being stronger.

Michael, I'll pass back to you. Michael, you're on mute.

The number of times we say that in internal meetings. Thank you, Geoff.

To summarize and answer some of the questions that we've got that have been posted there. We're seeing the increased operating leverage in the results.

The foundational work, the development underpinning the entire strategy to give us the operating leverage, the accretive growth, all of the things that we are targeting with accelerated top-line revenue growth, is to make sure all the pieces are there so that as we add and expand, more and more of that falls to the bottom line. The fact that we've managed to do that as a microcap while we've increased cash on hand, we have continued our investment in the platform, we have driven new sectors and new markets, is testament not only on the ability to execute, but also the market opportunity.

We've seen that in the evidence of 75 it's now exceeds that plus SMEs sign-ups, Civeo, and we've got others that are in negotiation. There's a question there of how long did it take to win Civeo.

That was about a four-month exercise to answer that question. There's another question there immediately posted of how long that is going to take to roll out.

That will roll out progressively over probably the next three or four months to start getting up to reasonable volumes. With all of these type of enterprise platforms, this is more about the internal change management exercise of rolling these things out than it is what was previously getting the technology turned on.

We will get that technology turned on within this quarter. Then hopefully, if things progress as we hope, the other enterprise opportunities that are in negotiation will continue positively also.

Combined of those two things is the fact that the dual strategy is working. The idea that we can have one platform but different outlets and different reaches is being shown in the results.

Then combined with that is the fact that we've got an organization where engagement is actually going up during this time of AI disruption, not going down. The significance of that cannot be understated because that is what gives us the velocity, the ability to innovate, the ability for staff to actually contribute, all staff, in terms of ideas and thoughts, etc.

It really is an amazing achievement by all of the senior leaders in Kineatico to achieve that. Then moving on to Vera.

Really to point that out, how many articles can we all read at the moment about what is the ROI in companies on their AI investments and beyond the hype, what does it mean? Here we get, within 30 days of us launching Vera, we've already identified $300,000 of annualized operational savings.

We're at the beginning of that journey. We've already deployed even more Veras across the organization, and as Odelia outlined, we have many other agents coming in.

It puts us in even a better position in terms of the scalability of the business. Not to shy away from the fact that over the past 12 months, our share price has been caught up in the global software derating.

Our fundamentals have gone actually in the other way, and we believe it warrants a rerate. Looking at all of the things that we are doing and continuing to increase our cash balance while at the same time continuing to invest, etc.

Across the board, we see that AI is working for us, not against us. We have got a two-track model that gives us more ways to grow than ever, and we believe we are very, very well set up from where we want to head from here.

With that, next slide, please. I've answered some of the questions along the way, but to have a look at a few of the others.

The questions there is what did Civeo have before? A myriad of systems.

We did have a relationship with them previously, but what we have done now is consolidate numerous of their systems into one piece of visibility. Scrolling through, Jase, can I just confirm the annualized SaaS number you did cover off that?

There's a couple of questions about that. I

can confirm I did, Mark. $22.6 million annualized on the quarter four number.

Thank you. A question on our plans to sell the AML rules to accountants, lawyers, and real estate agents to SMEs, etc.

Chantal, do you want to expand on that?

Sure. Obviously, that was quite a big change for many organizations, which previously hadn't necessarily been under the strict rigor of other organizations.

That really, as was tranche two for those of you who don't know, obviously an AML, and it went to people in real estate, gold and silver agents, etc. We did a specific campaign which was multilayered.

We had Craig run a webinar for us, as our General Counsel, as to what does it mean, what do you need to get ready. The laws came into effect July 1 and obviously needed to be completed and have your systems in place by the end of the month.

We saw, as you would have seen in the pie chart, a significant number of real estate agents sign up to us as a result of us taking advantage and explaining to them what was AML and what they needed to do. Again, like Geoff said, we're not banking on one-off regulation, one-off change.

As these things come about, we are ready, we'll explain what you need to do, and we will help you with our solution take away the pain so you can actually get on with running your business.

Thanks, Chantal. There's a couple of questions there about the pipeline was previously around it was $12 million-plus, and then we've won Civeo, which means net result is actually continued to grow at similar levels to what it was growing before.

Taking out Civeo, etc. means reported is at $12-plus, but as Geoff mentioned, we're very comfortable with its trajectory.

There's another question, which is one that do get quite a bit. We've got a increase in cash balance, and what do we do with it?

What do we look, and how we grow? We are constantly on the lookout for how we can actually look at either market expansion inorganically or acceleration of or extension of product features, etc.

What we're not going to do, though, is deploy it willy-nilly. The idea that just because it's there and we can try and throw something as an option to actually expand quickly, we have very strong due diligence rules about what we approach and what we've looked at.

To date, we have not yet found anything that we were willing to take on that met those requirements, but that is an ongoing requirement and an ongoing component, with the other one being we always have, and we've spoken about our international opportunities and what we want to do there. Looking at some of those opportunities in Southeast Asia, they have progressed in what we are looking to do, and so we are in a very good position that we have the resources to continue to invest and ensure that we progress positively.

There's a question there about how attractive is the Southeast Asian market to us? Very, is the short answer.

Our development base is in Vietnam. We have strong relationships across Southeast Asia, and looking at those opportunities are always front of mind.

I think they're the ones that can answer off the top of my head quickly. There's a final question there that I can answer: does the $22.6 exit ARR include Civeo?

No, it does not. All right.

With that, let me thank everybody for joining and your ongoing support, and we look forward to providing more updates and positive news in the future. Thank you very much.