 Today, I have the pleasure of speaking with Atul Sabharwal from Snip Interactive. How are you today? Good, Tracy. How are you? Atul, I was going to start by talking about your most recent news release, but last night I was speaking to one of your shareholders and he was talking about your 16 consecutive quarters of increasing revenue, and he was talking to me about how you have experience in Silicon Valley and how you took your own money and invested in starting Snip Interactive, and that you have a lot of skin in the game. Could you start by telling us how you started Snip Interactive, please? Back in 2012, Ritesh and I, my co-founder and me, we had an idea about how to make advertising more measurable, and basically what you're seeing is the fruit of the labors that we've put in to answering that question and putting together a system that basically helps us help brands make the advertising more measurable. Okay, well that sounds extremely interesting to me, especially in an, it's my understanding the U.S. brand marketing sector alone is an $80 billion market. Can you tell us what aspect of this market that you are going to be targeting with Snip or that you are focused on? Right, so the beautiful part about this $80 billion market is it's what you call the promotion marketing spend, which includes everything from contests, instant wins, sweepstakes, full-blown loyalty programs, right? And there are multiple vendors, it's a highly fragmented market, right? And we are in the process of surely but steadily disrupting this $80 billion market, and it's not one segment of the market, it's basically the entire market, because brands have to run promotions across the year. So a promotion is something that's run in a promotion window, and what is a promotion window? We just finished Thanksgiving, Black Friday, Christmas, New Year's. Now as Valentine's Day is coming up, then comes the Super Bowl, then comes Back to School, Mother's Day, Father's Day. There are 80 promotion windows in a year that brands have to run promotions on, right? And there are different sorts of promotions that make up this $80 billion market, and we basically play across that spectrum. But that's not the exciting part, right? $80 billion is a good number, but it's not a great number. A better number is the amount of money that people spend on advertising, which is over $500 billion annually. And by us disrupting the $80 billion market, we're actually allowing ourselves to disrupt the $500 billion advertising spend market because our data makes advertising more measurable. I understand that in addition to making your quantifying, basically the advertising, which previously most companies just simply could not do, but you've also got a model where you don't disturb the middleman in that you're focused on the end user. Can you explain that just a little bit more to me? Sure. So there's a chain of command in this industry like I was talking about before, right? So a brand sells to a retailer, a retailer sells to you and me. Now if a brand pisses off for the lack of a better word, their retailer, what's going to happen? The retailer's not going to stock their product in store. They're going to give them less shelf space. They're not going to give them online presence on their websites. It doesn't matter whether it's a traditional brick-and-mortar retailer or an online retailer or both, as in the case of most retailers today, who sell online and offline, right? It doesn't matter whether it's Amazon or Walmart stores, right? Or walmart.com, right? You know, there's a chain of command in the industry and the brands have to respect that chain of command because if they don't, their sales will decline. And a simple example is Cook gets six inches more of shelf space and the banner add on Walmart's beverage page sales will decline for Pepsi, right? So you have to respect what the retailer wants and in that process and in that chain of command, you know, typically, you know, historically, there have been very few solutions that actually optimize it based on the retailer. The simple paradigm here to understand is a brand doesn't care where you buy their product as long as you buy their product and a retailer doesn't care what you buy as long as you walk into the store and buy it, right? So what our platform does is basically optimizes that equation, which is we can customize programs for the brand retailer and consumer equation so that we drive people back into the same store that, you know, they bought that before. So the retailer does not have an issue with the brand running promotions to capture data about you and me. OK, so with no debt, money in the bank, what should we as shareholders expect this year, including a potential shareholder loyalty program? Yeah, so I mean, you know, we continue to run the business. I mean, our whole goal and I'm the single largest shareholder of the company and my co-founder is of the same size. So together, we still own a significant portion of our company. You know, for us, the whole point is continue to drive drive value for shareholders, continue to disrupt the industry that we've started disrupting, continue to collect our data set and increase and enhance that data set so that we can launch new solutions for brand managers towards the objective that we've set for ourselves. So, you know, for this year, I mean, I think history is a great indicator of the past. And you know, we've had four years of continuous growth since we launched on the Toronto Stock Exchange and how we are on the OTC QX market. You know, our whole goal is to get on the NASDAQ at some point when we get to a big enough size and we continue to do what we've done. You know, I don't think I have a goal other than continue to make money for the company and our shareholders. Well, I can certainly see why you have so many shareholders that love SNP. Thank you, Attila, for joining us today. Thanks for having me.