Thank you, Marie. Good morning, good afternoon, everyone.

Before handing over to Rouven, I really would like to put this quarter in perspective to our trajectory. If you remember what I said in February, 2026 is the year of executions.

Not the strategy, not the vision, really the execution. Execution to strengthen the foundation for sustainable growth, to accelerate our transition to subscription, and to deploy our industrial AI strategy.

Now let me start with where we are. Back in Feb, we set a clear commitment, and I think today we are delivering on them.

Q1 is on track. Revenue is up 3%.

No surprises, no deviations. We confirm our full-year outlook, 3% to 5%, with an acceleration in the second half, and we will come back on this.

Beyond the numbers, what matters is really the trajectory of what we are building. We are, in fact, delivering this with three levers, three priorities: one, transforming our existing clients; two, expanding into new frontier, new territory of conquests; and three, scaling our industrial AI offers.

I think we are executing consistently across all those three. Let me start first with our install base.

Globally, I think our clients are not slowing down. They are adapting.

They are transforming themselves. In fact, they are not constrained by the demand for most of them, but they are constrained by the complexity: too many systems, too many regulations, too many unexpected things coming from the geopolitics.

At the end, this is creating much frictions between the design and the execution, between the sourcing and the supply. This is really where we come in.

If you look at carefully our results, this is where it's visible, it's really on the recurring business. First with the annual run rate, which is up 6%, and Rouven will come back on this.

The cloud is up 8%, which is more than twice to our total growth. And 3DEXPERIENCE, our platform, is up 7%, despite a high comparison base, if you remember last year, because we had this significant deal with Lockheed Martin.

This is not, again, for all of our customers, this is not only a shift in term of tools. It's really a shift in how companies operate.

The second lever, the second priorities, is the new frontier. This is really where the growth will come next.

Here, there are few things to say: one, in life sciences, I think we can say the environment remains challenging, but our platform approach is starting to deliver some results, and I will come back on this. In the consumer, we see discipline, speed, and scale; strong growth in apparel, and a growing momentum in food and bev and retail.

I think we are really building strong position for the future. Third, 3D universes.

This is the most important shift, and this is where really AI moved from promises to reality: not pilots, not proof of concept, but real use cases in production. I think this is possible because everything is powered by our industrial AI architecture, which has been designed, imagined to serve the purpose for the industry.

Now if we look at the industry at large, and if we step back a little bit, one thing is clear: I think we are increasingly acting as a critical partner, and it's visible. If you take the mainstream performance, it's broad-based.

SOLIDWORKS continue to drive a strong momentum, and in a way, this could be seen as an early indicator of the underlying demand across industries. Second, in transportation and mobility, demand is holding despite the volume pressure.

I think we remain the reference for most programs around the world, and we continue to expand in the Americas. In aerospace and defense, after a strong comparisons last year, the next wave is ahead, and budget are increasing, specially in the defense space, and we see tractions, concretely this quarter, in Marine & Offshore, where we signed significant deals.

Beyond the core, few things needs to be noticed also. As I say, in the consumer, growth is strong, driven by Centric, with sizeable win in apparel, such as Nike, and a growing momentum in food and bev and retail, with landmark transactions this quarter—Ferrero is one of them, Amazon is another one.

In high-tech, our solutions benefit from the global scale-up of AI and the cloud infrastructure. In the life sciences, as I say, we are transforming a fragmented and a slow environment with our platform approach.

Finally, in infrastructure, the growth is driven by complex energy program, and I think where sovereignty matters. The common piece across all those industries, I think we are helping clients to move faster, to improve quality, and to use capital much more efficiently.

Now let's zoom on concrete example. Take Eaton.

Eaton is a global leader in intelligent power management, and they are at the center of electrifications. Their challenge is very simple: to scale the execution without adding complexity.

How do they answer to this? By unifying everything on 3DEXPERIENCE platform on the cloud.

Today, over 20,000 users work on a one single systems, and the result: faster time to market, optimized costs, and a value creation in a hundred of millions. Another good example is UK Fusion Energy.

Their ambition is really to deliver the fusion power plant by 2040. It's definitively one of the most complex engineering challenge in the world.

They choose 3DEXPERIENCE as an operating systems to connect the ecosystem at large—and as for such a objects, you have a lot of companies involved—to ensure the data continuity between the design, the engineering, the constructions, the operations, and to build the secure infrastructure. This, I think, is a good example of what a transformation is about when it's at the frontier of innovation at the same time.

Now if we move to the new frontier, there are many things we could say. In the semiconductor, the race for AI infrastructure is really accelerating.

That designing advanced chips is extremely complex. That's why, with our multiphysics simulations, company like Annapurna Labs, they can design and validate faster, and delivering the next generation of the cloud infrastructure.

Annapurna Lab is one of the Amazon company, and they are the one for sure providing some chips, high-value chips, to AWS. If I look at in life sciences, we are reinventing the CRO business model, shifting from a labor-intensive approach to an AI-driven operating model.

This is extremely important for them because it's a must. With our AI-powered Medidata platform, company like WWCT, Worldwide Clinical Trials, they move from a thousand of fragmented systems to a unified enterprise solutions, and this is giving them the ability to be smarter, to do faster studies, better executions, and a real-time insights.

Both really are driving growth and margin improvement. In the consumer, speed is really critical.

With Centric PLM, J.M. Smucker accelerate product development while maintaining quality and control.

The result: faster innovations, better products, and a model that can scale across the industry. Now let's move to the third lever, 3D universes.

I think this quarter is also delivering tangible value. First, for the one who had the chance to be with us at Medidata NEXT last month, we demonstrated how we connect the full life sciences life cycle, from the discovery to the clinical to the real-world outcomes.

With our AI virtual twins—whatever the virtual twin of the drugs, virtual twin of the plant, virtual twin of the cohorts—we can do something which is unique, which is synchronizing the drug development life cycle with the patient journey. To accelerate this, we have introduced Dot.

Dot is our virtual companion for clinical intelligence. The result are already tangible: 30% to 40% higher enrollment rates, and a clinical data corpus build time which has been divided by five.

I think it's really a step in change of performance. Second thing, at GTC—it was in March, also—we showcased our industrial AI architecture.

Why this is important, because most of our peers, they put AI on the top; we are putting AI at the core. Putting AI at the core means you have to redesign your architecture.

This is done. This has been published, demonstrated, and showcases.

What is unique in what we did, in fact, we are leveraging 40 years of science and industrial data. We are connecting design, simulations, data, and workflows with one unified system putting the industry world model as a foundation.

The industry world model is for our software what basically the LLMs, they are for the others. It's the foundation understanding the physics, but it's also the foundation capable to produce physics.

This is where we are making a big difference. Now moving to the virtual companions, we are also releasing them this quarter.

You can see on the slide, you have a bunch. The takeaway is what: it's not only one companion or two, because it's how they could become more specialized, more intelligent, and more connected.

To do this, we combine the industry know-how on one hand with the domain knowledge and the real-time data. You can see, if you take Léo, which is the virtual companion for engineering, you could specialize them by discipline.

Now this is really the way we are scaling intelligence across the board. Now to conclude, we will handle our Capital Markets Day on November 17th this year, 2026, in Paris, and we will go obviously deeper into this visions and the roadmap, and we will also connect this with the financial plan.

Thank you. I think, Rouven, over to you for more detail on the financial performance and the outlook.

Thank you, Pascal, and also a warm welcome from my side to you. Good morning, good afternoon.

As you heard, Q1 was a solid start. We delivered revenue, margin, and EPS well aligned with our objectives, demonstrating our continued focus on execution.

Our recurring business continues to perform well, as reflected by the consistent annual run rate growth of 6% year-over-year and a net ARR increase of €35 million sequentially. Good operating discipline translated to strong operating cash flow performance, generating nearly €1 billion in operating cash flow, up 22% at constant currency.

The bottom line is we are laying the foundation for acceleration throughout the year and into 2027. Now looking at the details of the financials for this quarter: total revenue reached €1 billion 510 million, it's up 3% excluding currency, with software and services revenue all up 3%.

On the revenue mix, upfront license revenue came in slightly better than anticipated, up 9%, driven by a number of significant multiyear deals. Subscription revenue grew 3%, reflecting a tough comparable from the landmark Lockheed Martin deal closed in Q1 of last year.

Now turning to our recurring business growth: the annual run rate, or ARR, provides a consistent view of annualized growth at a rate of 6%, and this is independent of the timing of revenue recognition. In the quarter, we added €35 million in annualized value sequentially, bringing the total ARR to €4 billion 371 million, encompassing all active subscriptions and maintenance contracts, including the annualized value of multiyear subscriptions where IFRS requires upfront revenue allocation.

What drove the ARR this quarter? It's a growing share of cloud bookings and continued expansion of multiyear subscription deals with higher total contract values.

This broad-based momentum translated into double-digit subscription ARR growth. Now turning to our growth drivers: 3DEXPERIENCE platform is at the core of our growth strategy.

In Q1, 3DEXPERIENCE was 7% growth ex-FX and makes up 42% of our eligible software revenue, which is up three points compared to last year. Also cloud revenue grew strong at 8%, with good momentum in the take-up of 3DEXPERIENCE Cloud, which was up 30% year-over-year.

As you heard from Pascal, some of our key wins were Eaton, UK Fusion, and all of them on the cloud. We are executing on our growth drivers with a rate of growth which is more than two times when compared with our total software revenue.

Now looking at the geos: Europe delivered healthy growth of 7% in the quarter, broad-based across regions, with strong contribution from Home & Lifestyle and key energy deals. This is a clear illustration of our diversification strategy at work, delivering impactful solutions across an expanding set of end markets.

Asia posted a mixed performance. It was up 3%, with a slight revenue decline in China as a primary headwind, but outside of China, the business remained resilient across geographies, with Korea, Japan, and India all contributing meaningfully in our core industries.

Americas was down 1%, reflecting a tough comparable from the Lockheed Martin contract expansion of Q1 last year. Excluding this effect, Americas grew mid- to high single digits.

The underlying performance was strong, with double-digit growth in Transportation & Mobility and Industrial Equipment, and even stronger momentum in consumer industries. Now let's move to the performance of product lines.

The industrial innovation was flat in Q1. It was mainly due to the tough comparable, as mentioned earlier.

Adjusted for this, industrial innovation was up mid-single digits, with the growth replicated across our core manufacturing brands: DELMIA, SIMULIA, ENOVIA, and CATIA, and driven by good traction in subscription revenue. Now over to mainstream innovation: here, we had an outstanding quarter, 14% growth year-over-year.

Centric delivered particularly strong return to growth this quarter, driven by notable new client wins, including a significant competitive displacement, and broad momentum across strategic verticals such as food and beverage, retail, and sports apparel. This is a meaningful inflection point and a testament to the new leadership team and the entire Centric team.

Clients are validating the strengths and differentiation of our offer as they look to transform their business in a very fast-moving consumer industry with AI at the center. This performance supports our full-year outlook of mid- to high teens growth for Centric, with Q2 mainstream growth expected to normalize sequentially from this quarter's levels.

Also SOLIDWORKS momentum continued with high single-digit growth in revenue and double-digit growth in units. The performance was broad-based across geos, and it underscores our strong value proposition in the mainstream market, where short sales cycles and time to value are essential.

Now to life sciences: Q1 was still negative as Medidata's business was mainly impacted by lower revenue contribution from partners. As expected, this reflects a carryover from lower 2025 bookings, while in the quarter we saw bookings volume and value trending positive versus last year.

Also important to highlight, we signed a strategic multiyear partnership with Worldwide Clinical Trials, a leading CRO, who is standardizing clinical activity on Medidata's cloud platform and leveraging AI across all workflows to speed up and simplify study build and study execution. We see this as a first-of-a-kind deal.

For 2026, we expect H2 to improve over H1, with the objective to reach a positive run-rate growth entering 2027. Now turning to cash flow: we generated a strong €949 million in operating cash flow in the quarter, which was up 17% and 22% ex-FX.

As anticipated, this was driven by positive working capital dynamics over the quarter, as accounts receivable decreased sequentially, reflecting strong cash collections and a favorable impact from contract liabilities due to higher billing activity. Free cash flow was up 27% in the quarter, driven by strong operating cash flow.

Cash conversion in the first quarter even jumped to 208% versus 167% in Q1 of last year. Seasonally, Q1 is a strong cash collection quarter.

At the same time, the progressive transition of our business towards subscription and cloud creates an opportunity for continued improvement in cash conversion. Now to complete the picture, our overall cash and cash equivalents reached €4 billion 875 million as of Q1, which reflects an increase of €750 million versus Q1 2025.

Now looking at the investments in the quarter, it's also worth highlighting that we completed an acquisition of a startup to extend our cyber systems strategy with ALM capabilities—application lifecycle management. Combined with 3DEXPERIENCE, this acquisition offers a unique advantage for companies developing software-defined products.

We are excited to have a very talented team joining our Cyber Systems CATIA team. To complete the picture, our net cash position remained strong and stood at €2 billion 396 million as of Q1.

Now over to the financial outlook. Firstly, we are confirming our full-year outlook for total revenue of €6 billion 290 million to €6 billion 410 million, or a range of 3% to 5% growth ex-FX, with an operating margin in the range of 32.2% to 32.6%, and EPS of €1.30 to €1.34.

This represents 3% to 6% growth ex-FX. For Q2, we expect total revenue in the range of €1 billion 518 million to €1 billion 568 million, which is up 2% to 5% ex-FX.

Software and services revenue are expected to grow in line with total revenue by 2% to 5%. We target an operating margin of 29.5% to 29.9% and an EPS of 29 cents to 31 cents, growing in a range of 3% to 7%, excluding currency.

This is all based on our FX assumptions for an average rate as published this morning. Now to conclude: we had a solid start to the year.

We delivered performance at objectives, and we confirmed our full-year guidance. Our growth drivers demonstrate that our strategy is working, providing the tailwinds for future growth.

Our focus is on execution, and operating discipline, as you saw in Q1, drove solid margins and strong cash conversion. This provides the foundation to invest in our long-term growth and accelerate our AI strategy to deliver tangible values for our clients, our employees, and, of course, our shareholders.

Now Pascal and I, we look forward to take your questions. Thank you.

To ask a question now, please press *11 on your telephone keypad and wait for your name to be announced. To withdraw your question, please press *11 again.

There may be a short pause as we compile the Q&A roster.

Thank you. Good afternoon, everyone.

Pascal, let me start with you. You made an interesting comment with regard to your AI architecture and how you believe you're differentiating from your competitors who've also announced their products and architecture.

The question is, how extensive do you think the virtual twin portfolio will become? In other words, do you think that you will take the extensive list of roles and trigrams you have in the core business—let's keep the life sciences business aside for the moment—and transplant a parallel set of virtual companions or agents as part of the new AI portfolio?

Then a couple more questions.

Thank you, Jay, for this question. In fact, I think it's a good question.

We still want to keep the portfolio of role and processes we have. Why?

Because the virtual companion, anyway, needs to use an application. For this reason, I think they are complementing each other more than if you want substituting by each other.

That's point number one. Point number two, we have the virtual companion, and we have the generative experiences.

The virtual companion for us is a way to associate to the applications to the roles the reasoning. You will accept if you are a scientist, if you are an engineer, if you are a production scheduler, your reasoning is not the same.

That's the reason why, in order to basically optimize and in a way sometimes lower the barrier of usage of our software, we are training our companions on this domain expertise and industry know-how at the same times. Then after, the generative experience, it's a different paradigm.

It's how you could automate a sequence, a process. Here is really a way for us to balance, if you want, workforces with AI.

What we are measuring in this time is the unit of work. In the reality, and I met many, many customers, they want to have the choice.

They want to have the choice to use human or to have the interactivity with the portfolio of role and processes, and for certain time, or certain task, or certain profile of people, they want to have the ability to either automate with the generative experience or to, in a way, hire a virtual companion, if you want, rather than to hire people or basically to also have to reskill some of their people. This flexibility, I think it's a very interesting things.

Now there are certain roles, nevertheless, Jay, which are a little bit in between, because we put in certain roles a lot of industry knowledge and know-how, and what we are doing, we are eliminating this role in order to basically transfer the value-added, if you want, in the virtual companions. That's what we're currently doing.

I think the architecture of the portfolio is very clean, very understandable by the customer, very easy to, in a way, price without having to destabilize the current pricing system, and it's easy to articulate also the value because they are complementing each other.

Thank you. Continuing with you, Pascal, a quarter ago on the call, you mentioned a new operating executive for the channel.

The question is, do you expect that the changes in the channel that you alluded to will go into effect this year, or would it make more sense to do so at the beginning of 2027? As part of that, our understanding or sense is that CPE is not performing necessarily as well as you would like or as well as CSE, and perhaps you could talk about how you're thinking about improvements there.

Then I'll have a question for Rouven.

You are right. The primary focus of the person who joined the team, his name is, by the way, Pierre Barnabé, is really to transform the indirect model, and starting with CPE.

Why so? Because, and you know it, Jay, very well, CPE is still relying on one category of partner: the resellers.

The reseller model was a good model when we were selling applications. Since we have moved to the platform game, those resellers, they have to become, on one hand, system integrators to connect the platform with the rest of the enterprise systems.

The more we are moving to the cloud, the more they have to become an hyperscaler, in a way, because they need to understand the architecture, they need to understand how to support these operations, they need to understand the SLA concepts. Basically by broadening the portfolio outside of CATIA, moving to DELMIA, SIMULIA, where you have a lot of specialized domain, you need almost to be an engineering services in order to understand the value of these specializations.

Last but not least, for most of what we do, you need also to transform the organization and the profile of the people, which means you also need to become a consulting firm. If you try to find one single partner having all the dimension, it's almost impossible.

This is the reason why, specifically for CPE, we have to redesign the ecosystems, and we have to diversify the category of partners we have. That's will be the primary missions for Pierre, which is to define this new operating model, to define the protocols, to define how they can work together in order to fulfill the complete missions, and to be a lever for us.

That's, in a way, his mission. For CRE, the topic is a little bit simple, if you want, because I'm not challenging the reseller model.

I think the reseller model is still valid because it's a volume approach. I think what we are pushing is very well-packaged, very well suitable.

Everything, even if it's cloud-based, you do not have to basically articulate the value of the architecture. It's really a pure services.

There is, nevertheless, some transformation to be done. I think they could accelerate the digitalization of the sales, and this is where I think, again, Pierre could help a lot to promote the online approach, not to bypass the partner, but to help them to be much more efficient, to decrease, if you want, the cost of sales, and also to prepare for AI as well.

That's really at a high level the two key missions. Now there are some tactical things we want to do this year, especially related to the reward program for the resellers, the incentives.

Those are really tactical, and it's a way basically to redirect a little bit their focus. Most of what I'm describing, it's something you will see the benefit starting 2027.

Okay. Finally for you, Rouven, looking backward at your 2025 numbers in your annual report, we can see that your remaining performance obligations, or backlog, if you will, declined by about €85 million.

Maybe you could talk about the components of that, was mostly currency or some other organic mix effects, and would you expect the backlog to resume growth in 2026? Then finally for you, Pascal, your favorite question on SOLIDWORKS.

It was interesting you mentioned double-digit growth. We had estimated 9% volume growth, looks like you must have done around 20,000 units for the quarter.

Somewhat easy comp, but double-digit growth nevertheless, if you could comment on that.

Sure. Thank you, Jay.

On RPO, I can keep it short. The major effect of the decline is FX-related, currency-related.

I think what's also important for you to know, the RPO is not really a good proxy of revenue growth because the RPO, it only includes revenue from deals with a duration of more than 12 months. All subscriptions that have a shorter remaining duration are not included in this number.

That it can fluctuate depending on timing of renewals. It's not a good consistent number for you to project the revenue outlook.

That's why we have the ARR, which is much more consistent, 6% growth, and this encompasses all active subscription and maintenance contracts in a forward-looking 12 months value. I think I can really take some concern out of this number that you have when you say it's declining.

In fact, there's an FX impact, but it's not a proxy to revenue growth.

On the SOLIDWORKS performance, Jay, on the revenue side, the growth is high single digits,

but

the growth in term of number of units is double digits.

Yes.

Why so? Because you see more and more the subscription in the mix.

That's basically a good sign. I think I didn't check, Rouven, but we should be close to almost half of the new units being subscription-based now,

yes,

compared to be a license-based. Obviously, all of them are on the cloud.

Great.

Thank you both.

Thank you.

Thank you, Jay.

Yes, good afternoon, guys. Two quick questions.

The first one is for Rouven, and the second one for you, Pascal. On the guidance for 2026, you didn't disclose this time the breakdown between upfront license and subscription revenue growth.

Have you changed your way of thinking compared to 3 months ago, or it's remained in the same ballpark? My second question, you talked this morning about an acceleration of the revenue growth in H2 versus H1, and you explain the bridge for that.

Would you expect annual recurring revenue growth at constant currency to follow revenue growth, or you see here deviation between the two? Thank you very much.

Derric. I like the questions.

Thank you so much for giving the opportunity. On the objectives, it's not much to add because they're consistent, they're not changing.

We have given the details at the beginning of the year. We confirm software revenue, total revenue, services, and from a revenue standpoint, of course, the margin and EPS, but everything is consistent from that perspective.

You saw that from quarter to quarter, we can have some fluctuations. This quarter upfront was a bit stronger than subscription, but we expect subscription revenue growth to come back in the second quarter, and then resulting in higher recurring growth, because we had this tough year-over-year comparison from Q1 '25.

We also had several multiyear subscriptions that we reported upfront license in the quarter, which drove the upfront license number, as I mentioned. Not a real change here.

The outlook is very consistent, but we are, as you realize—and this gets me to your second question, that's a good transition—we are more and more focused on ARR. The advantage of looking at the ARR is that we represent all our business activity that is recurring in a 12-month forward-looking consistent view.

With this, we can give you really the underlying growth of our business momentum, which is consistent with 6%. It has slightly accelerated in Q1.

We are now on a trajectory with 3% software revenue growth in Q1. We are now forecasting 2% to 5% for Q2, yeah, with around 3.5% midpoint.

Then we see an acceleration into H2, which is between 4% to 6% for H2 in terms of software revenue growth. Keep in mind, in the ARR, we already reflect the 12-months forward-looking portion, right?

All the bookings activity also from cloud transactions in Q1 that are not recognized or that are not visible in revenue yet, they will become visible in Q2 and onwards. They are already reflected in our ARR.

As we build and win more deals, the ARR will continue to build. We have not guided on ARR in 2026 because we are, at this point in time, really looking at building the track record of ARR and the consistency in our reporting.

I do not want to do this right now, to point you to an acceleration in 2026. It's too early to say.

We will be very focused on ensuring that we execute and reflect the value of our business activities in ARR growth. Because we know that from a P&L standpoint, it's backwards-looking.

We have from time to time seasonality. We have tough comparisons that are all not relevant in ARR because we look at a 12-months forward-looking number, and it's consistent.

That's what you should expect in 2026. In Capital Market Day, of course I will spend more time on that, and prepare then also for 2027 because that's the point in time when we want to guide on the ARR and then also anticipate the acceleration.

Very clear. Thank you, Rouven.

Thank you so much. Thank you.

Great. Thank you.

Just one for me. Have you seen any impact from customers either delaying investment due to higher oil prices or due to the conflict in Iran?

Any deal delays? I only ask as a few U.S.

software companies have mentioned some deal slippage. Curious if you're seeing anything.

Thank you.

Jason, Pascal speaking, and Rouven, feel free to add whatever you want. No, we do not.

In fact, and there are probably a few reasons for that. Remember, most of what we do is really related to the research and development investment cycle, a little bit less related to the operational cycle.

I think that's probably the reason why, at least right now and for the rest of the year, we have not seen impacts neither in the pipeline, neither deal shifting or being basically reopened. That's not what we are seeing today.

If the crisis stay the way it is, this could have maybe an impact, but at least not for 2026.

Perfect. Thank you.

Hey. Thanks for taking the question.

Just one on my side. If you can comment on your shareholder return policy, how you think about M&A right now versus share buyback considering kind of the level of share price, but also what's going on in terms of private valuations?

Thank you.

Thank you, Frederic. I will take it.

Even if I was betting your question will be for Rouven.

I can take this one too.

I think, again, it's a very interesting discussion. We spoke about it extensively last time.

My position is very simple: if you remember, for the last 3, 4 years, I was almost complaining every years that the valuation, they were far too high to have the payback on some external move we were considering. Now we are entering in the period where all the software multiple are under pressure, and I think it's really a good timing.

We do not see yet this impacting the private equity economy, but it will come. We know that there are assets we are considering being owned by them, and I think the timing is helping us.

Now coming back to your questions, I think I still will put more favor and more priorities on the external growth, but I'm not basically against to do some share buyback. If you look at carefully the resolutions for the shareholder assembly, you will notice that I didn't change the absolute number in term of value for the share buyback, but I have significantly increased the number of shares, due to basically the pressure on the stock.

At least this is giving you an indication of where I am.

Thank you.

Thank you, Fred.

Thank you very much for your participation. Again, just to remind you a few messages: we deliver Q1, we are on track, we are confident for the second half of the year, and more importantly, I think we are building the momentum, as Rouven explained, and this is visible with the annual run rate, which is giving us a better perspective for '27 and the years to come.

Now the last messages is, with 3D universes, I think we are also changing the game because many of our customers, what they need is a system they can trust, a system that can understand the business, and a system that can improve over time. This is exactly what we do.

This is exactly what matters. That's what we will explain to you with more detail during the Capital Market Day in November 17th.

Thank you so much. Hope to see you on the road or in the coming weeks.

For the one I will not have a chance to see, see you no later than for the Q2 result. Thank you so much.