SenesTech, Inc.

Good afternoon and welcome to the CMS Tech Reports Second Quarter Fiscal Year 2026 Financial Results Conference Call. After today's presentation, there will be an opportunity to ask questions. To submit a question, you may type it into the Ask a Question box on the webcast screen. Please note this event is being recorded. I would now like to turn the conference over to Robert Blum with LiveMPartner. Please go ahead.

All right, thank you very much, Megan, and thank you all for joining us today to discuss the NesTech's second quarter 2026 financial results. Again, this is for the period that ended June 30th, 2026. With us on the call today are Michael Edell, the company's President and Chief Executive Officer, and Tom Chesterman, the company's Chief Financial Officer. As the operator indicated, at the conclusion of today's prepared remarks, we will open the call for a question and answer session. Again, if you are listening through the webcast portal and would like to ask a question, you can submit it through the Ask a Question feature in the webcast player there. Before we begin with prepared remarks, we submit for the record the following statement. Statements made by the management team of SNES Tech during the course of this conference call may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 as amended and Section 21E of the Securities Exchange Act of 1934 as amended. and such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements describe future expectations, plans, results or strategies and are generally preceded by words such as may, future, plan or planned, will or should, expected, anticipates, draft, eventually or projected. Listeners are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward-looking statements, including the risks that actual results may differ materially from those projected in the forward-looking statements as a result of various factors and other risks identified in our filings with the Securities and Exchange Commission. All forward-looking statements contained during this conference call speak only of the date in which they were made and are based on management's assumptions and estimates as of such dates. Thank you, Robert. And good afternoon to everyone joining us today. I appreciate you taking the time. This is my second earnings call as President and Chief Executive Officer of

and the tone of today's discussion is meaningfully different from last quarter. In May, I described the strategy we have begun putting in place and the early indicators that gave us confidence in the direction. Today, we can point to a full quarter of measurable commercial results. The strategic changes are working, and in several important areas, they are working faster than we had planned. Stepping back for a moment, the past year has been a transformation of this company from a primarily research-focused organization into a revenue-driven business with a clear strategy for sustainable long-term growth in a category that we are creating. The headline numbers are all very positive. Revenue increased 56% sequentially to a company record of $770,000. E-commerce revenue increased 186% to another record of $511,000. Amazon revenues increased 473% to a record $349,000 in our first full quarter of having this being managed in-house. Direct-to-consumer subscription revenues increased 89% to another record of 104,000, and gross margins reached another company record of 73.6%. First-half revenue reached another record of 1.26 million, up 14% year-over-year. Each of those results is important, but what excites me most is that they are connected. They reflect on a commercial model built around direct consumer relationships, data, analytics, recurring revenue, stronger brand control, and just a disciplined channel strategy. Q2 is the first full quarter in which we directly managed our Amazon and other e-commerce channels from beginning to end. During the quarter, Amazon established new records across major platform categories, performance categories including total orders, subscription revenue, subscription revenue or non-subscription revenue, total revenue, and subscriber counts. Amazon revenue has now grown every single month since we assumed direct control middle of February, culminating in a record June of $148,000. June was also the strongest e-commerce month in the company's history, with a total e-commerce revenue of $206,000. We now control the customer experience, advertising strategy, pricing, promotions, Subscription Programs, and the data that comes from each of these transactions. We can see what's working, make changes quickly, test new messages and offers, and allocate marketing dollars with much greater precision. But it's not simply a better Amazon model, it is the ideal operating model that we need to rapidly scale. Importantly, the e-commerce momentum broadened beyond Amazon. Non-Amazon e-commerce, which is primarily our own Synestech.com Shopify channel, saw revenues increase 31% sequentially to $155,000. And we ended the quarter with a record number of Shopify recurring revenue subscribers. In July, we also completed the launch and redesign of the CinesTech website on the schedule we have previously communicated. The new site places Evolve and Road & Birth Control at the center of the customer experience. It is designed to make the product easier to understand, easier to purchase, easier to reorder, while also providing a strong platform for digital marketing and subscription growth Customer Education, and Commercial B2B Lead Generation. If you have not done so yet, please take a look at the new site. We think you'll be impressed. Subsequent to the quarter end, July provided another encouraging data point for the e-commerce strategy. E-commerce revenues for July reached a record 245,000, up 19% from the 206,000 in June last year. and Subscription Revenue achieved a new record at 52,000, up 22% from the 43,000 in June. Subscription growth remains one of the most important components of the strategy. The evolved product is not intended to be a one-time purchase. It is designed to become part of an ongoing rodent management program Subscription revenue increased 89% to a record $104,000 in Q2 2026, compared to $55,000 in Q1 of 2026, and increased 142% compared to $43,000 in Q2 of 2025. Combined subscriber counts across Amazon and the company's e-commerce site increased 117% to new record levels, further strengthening the company's recurring revenue base and increasing revenue visibility. That creates more predictable revenue, improves customer lifetime value, and provides evidence that customers are incorporating the product into a recurring program. We are still early on, but the direction is exactly what we want. More customers, greater retention, more repeat purchasing, and larger recurring revenue base. There is a bigger strategy beyond the e-commerce results. The NASDAQ is creating an entirely new category of road infertility control. Before we can meaningfully scale the B2B opportunities that we have available to us, we need to build the awareness of the evolving ContraPest brands, educate the market further, establish credibility, and create demand. E-commerce is how we accelerate that process. Every customer review, Educational Campaign, Digital Advertisement, Subscription, and Repeat Order does two jobs. It generates consumer revenue today and it makes the brand more recognizable, understood, and trusted when our sales organization engages with a pest management company, a municipality, commercial operator, agriculture customer, big retailers, or distributors. Our growth strategy is therefore built around three priorities that reinforce each other. First, you use e-commerce to build the Evolve and ContraPest brands, establish the category, and create a growing recurring revenue base. Second, you grow B2B with both Evolve and ContraPest through a professional sales organization focused on targeted vertical markets. Third, expand our addressable opportunity through new products, new services, and separate initiatives. We designed them to build one on the other with customer awareness and data supporting B2B growth and with services and partnerships deepening customer relationships across the platform. Turning to B2B. Reported revenue was $259,000 for the quarter. The sequential comparison requires some context because the first quarter included an $81,000 international order carryover from 2025. So if we actually exclude these one-time events, core B2B revenue actually increased by 11%. Tom will walk through the full comparison in a moment. In June, we were proud to present that Jack Karabees is our new Executive Vice President of Sales and was brought in to lead the effort. Jack's mandate is to build a professional, commercial organization with clear vertical ownership, qualified pipelines, better forecasting, stronger follow-up, and accountability for conversion. We're moving away from a broad approach which in every prospect was treated the same. Each market now has different business challenges, buying criteria, decision makers, and sales cycles. Our sales process needs to reflect those differences. We have already begun adding to the team with a new regional sales manager and a Director of Marketing, both joining in July. To further support that strategy, we are developing dedicated sales presentations, ROI models for each vertical, case studies, technical support materials, and industry-specific messaging for each priority vertical. We do not want to lead only with product features or science. The science does matter, and it is a critical differentiator, but customers ultimately make purchasing decisions based on business outcomes and solving problems. Our objective is to demonstrate how evolving ContraPest can reduce damage, disruption, support sustainable objectives, improve pest management performance, and deliver measurable long-term value. We are concentrating our resources across eight strategic verticals. Third-party e-commerce, pest management, commercial, agribusiness, zoos, sanctuaries, government, retail, and international markets. Each represents a meaningful opportunity, but we will prioritize our efforts and resources based on the results we see in each vertical as we build out the new B2B organization. As we identify the greatest opportunities and strongest customer adoption, we will increase our investment and resources in those areas while continuing to build the foundation across the remaining markets. Third-party e-commerce partnerships, If leading online retailers and marketplace extend the reach of the Evolve brand well beyond our own channels, in retail, the consumer demand we're approving through e-commerce is what supports potential expansion into national, regional, and specialty retail partners. Test management is one of our highest priority verticals. Evolve and ContraPest are designed to complement integrated pest management programs rather than trying to replace them, which lets pest management professionals expand their service offerings, generate recurring and greater revenues, and differentiate themselves in an increasingly competitive market. Commercial and agribusiness customers can use fertility control to protect facilities, infrastructure, Stored commodities and operating continuity. Zoos and sanctuaries require solutions that fit sensitive animal environments. In government, we are starting to see cities and municipalities where demand continues to grow for environmentally responsible approaches that align with integrated pest management initiatives and help communities address public health concerns. Over time, that opens the door to state and federal agencies, military installations, public housing authorities, and other public institutions. Internationally, we will continue to favor experienced local partners who can lead the regulatory approval process while we contribute to the scientific, technical, and commercial expertise. That model lets us generate revenue supporting these partners through the approval process and it establishes the commercial relationships that position us for launch once approval is attained. The value of a vertical approach is that it allows us to convert broad interest into very specific economic proof. The agricultural deployment we discussed in July is a good example. at a 400-acre Texas operation. On-site observations indicated an estimated 80% reduction in rodent activity, together with a substantial decline in damage to underground irrigation infrastructure. That is the kind of result that we can support, or can support, a compelling case study and ROI discussion. The customer is not simply buying a product. The customer is addressing damage, maintenance costs, and operational risk. Our job is to identify more opportunities with that profile and turn them into larger, repeatable commercial relationships. We also launched our assessment services in July and have actually completed our first deployment. This is an important extension of the strategy because many customers simply don't have an objective baseline of data regarding the size, location, or severity of an infestation. These services are focused first on our B2B market verticals, where professional assessments deliver the most value, and over time we will evaluate simplified versions for our direct-to-consumer business. Our program combines trained field personnel with track plates, track tunnels, and a proprietary AI technology that we have launched. We can conduct an on-site assessment, identify areas of activity, establish a measurable baseline, and provide reporting that helps the customer understand the severity of the problem before selecting a treatment program. From there, we can offer implementation support based on this assessment. This can include a customized roadmap management plan, recommendations for the placement of our evolving ContraPest products, assistance with deployment, and ongoing monitoring to measure progress and optimize results. These services will generate additional revenue with limited incremental infrastructure to improve product placement and efficacy, strengthen customer confidence, and help us build a proprietary database of customer and performance results over time. Strategically, they also moved Synestec from being viewed as only a product company toward becoming a trusted expert in road and population with products and services. Partnerships and disciplined market expansion remain a third element of the strategy. Our direct e-commerce infrastructure gives us a much more efficient platform for launching related products and reaching new customers. Internationally, we expanded distribution into Bermuda through our partner Animal and Garden House, adding to activity in U.S. Virgin Islands and Belize. Our approach is to work with capable local organizations that can support regulatory and commercial execution without requiring a disproportionate amount of capital from Synestec. The quarter also demonstrated that growth can come with improved economics. Growth profit increased 68% sequentially to a record $560,000. while gross margins improved to 73.6%. Gross profit grew faster than revenue, reflecting the contribution of e-commerce and better channel economics, a much more disciplined approach to pricing, and favorable raw material purchasing conditions. The adjusted EBITDA loss also improved sequentially. We need to continue expanding revenue, but we also must do it in a way that creates operating leverage and moves us toward profitability. So, when I think about the next phase, the priorities are very practical. We need to keep scaling e-commerce. We need to improve conversions, subscriptions, retention, and repeat purchasing. We need to use the e-commerce awareness and brand building to help the B2B team close larger and more repeatable opportunities. We need to launch and continue with the assessment and implementation services model with a discipline. We need to develop the materials case studies and return on investment tools that support each of these verticals. and we need to protect gross margin and deploy capital only where we can measure a credible return. One quarter does not complete the transformation and I do not want to suggest that it does, but Q2 is the clearest evidence that the strategic trajectory is right. Last quarter we discussed moving from planning to execution. This quarter we can point to results which get me excited. The excitement is not based on a theory or a single announcement. It is based on record revenue, record channel performance, accelerating subscriptions, a stronger brand platform, improved economics, and a commercial organization is becoming more focused and accountable. Now the work is to repeat it, broaden it, and build a durable growth company around it. With that, let me turn the call over to Tom Chesterman to review the financial results in more detail. I will then return with a few closing comments before we open the call for questions.

Tom? Thank you, Michael, and good afternoon, everyone. I will provide a brief review of our second quarter financial results and add context around the operating trends Michael discussed. Our 410Q, which will be filed later today, provide the more detailed review of the quarter and the reconciliations of our non-GAAP measures are included in today's press release. Revenue for the second quarter was $770,000, an increase of 23% compared to the second quarter of 2025 and an increase of 56% compared with the first quarter of 2026. This sequential increase is driven primarily by record e-commerce performance during the first full quarter of direct in-house management of Amazon. E-commerce revenue was a record $511,000, increasing 206% from the prior year quarter and 186% from the first quarter. In-house Amazon revenue, part of e-commerce, increased 473% sequentially to $349,000 from $61,000. On our own e-commerce platform, revenue increased 31% sequentially to $155,000 from $118,000. DTC, or subscription revenue, increased 89% sequentially and 142% year over year. Amazon was externally managed during the year-ago period, so the sequential comparison provides a clearest view of the momentum and benefit of bringing the channel in-house. B2B revenue was $259,000 compared with $350,000 in the first quarter and $460,000 in the second quarter of 2025. The first quarter amount included an $81,000 international order that carried over from 2025. Excluding that order, core B2B revenue increased 11% sequentially. The prior year quarter included a $180,000 periodic bulk sale associated with the third-party management of Amazon at the time, as well as an initial stocking order from a large distributor. Excluding both of these items, what I would characterize as core B2B revenue increased 14% year-over-year. We believe that these adjusted comparisons provide a clearer view of the underlying B2B trend as the new sales leadership and vertical strategy take hold. By product, evolved revenue was $662,000, an increase of 27% from the prior year quarter, and represented 86% of product revenue compared with a year ago, 83% a year ago. Contrabass revenue was $107,000, up 2% year over year, and up 43% from $75,000 in the first quarter. That sequential improvement is an early return on the targeted approach the sales team has taken to the customers in the markets where Contrafest continues to provide the most value. Gross profit increased 39% year-over-year and 68% sequentially to a record $567,000. Gross margin improved to a company record 73.6% compared with 68.5% in the first quarter and 65.5% in the prior year quarter. that represents an improvement of 510 basis points sequentially and 810 basis points year over year and reflects a more favorable channel mix, stronger direct channel economics, continued pricing discipline, and favorable raw material costs. More importantly, or importantly, gross profit grew faster than revenue, which is a key indicator of the operating real average we are working to build. Total operating expenses were $2.4 million compared with $2 million in the prior year quarter. The current quarter included $270,000 of severance costs, as well as continued investment in e-commerce, brand development, sales capability, and other commercial initiatives. The net loss improved sequentially to $1.8 million when compared to $2.1 million in the first quarter, and decreased when compared to, I'm sorry, and decreased when compared to the $1.6 million in the second quarter of 2025. The sequential improvement was driven by an increase in revenue and record gross profit. Adjusted EBITDA loss, a non-GAAP measure, improved 15% sequentially to $1.4 million compared with $1.6 million in the first quarter and increased when compared with $1.2 million in the prior year quarter. The reconciliation in today's press release adjusts for severance, one-time legal costs, stock-based compensation, depreciation interest, and non-cash operating lease expense. While the year-over-year adjusted EBITDA comparison reflects the investments we are making in the growth platform, this sequential improvement shows the early benefit of higher gross profit and early returns on those investments. Turning to the balance sheet, we ended the quarter with $5.1 million of cash and cash equivalents. The cash usage for the quarter was approximately $1.7 million, reflecting elevated raw material purchasing in May as rural severance payments. With those items behind us, cash usage in June declined to $298,000 from $917,000 in May. Based on our current operating plan, we believe that our cash and cash equivalents as of June 30, 2026, together with current revenue and operating expense levels, will be sufficient to fund our operations for at least the next nine months. We remain focused on disciplined capital deployment and careful expense management while funding the initiatives that have the clearest potential to generate scalable revenue and attractive contribution margins. Overall, the second quarter's financial results demonstrate meaningful progress in the quality of the revenue mix, gross margin performance, and sequential operating improvements. The next step is to sustain that performance and translate the commercial momentum into continued improvement in adjusted EBITDA and cash efficiency. With that financial overview, I will turn the call back to Michael for closing remarks.

Thank you, Tom. Last quarter, I asked investors to judge this team by execution. Q2 provides the first clear answer to how we're executing. The first full quarter of an in-house management produced record revenues. Gross profit and gross margins reached company records. And the strategy, as we described, is beginning to show up in the financial statements. But this is not a victory lap. Our responsibility is to turn a strong quarter into a repeatable business model. E-commerce is more than an online sales channel. It builds our brand and educates the market. require professional B2B sales organizations focused on specific verticals and larger customer relationships. Assessment and implementation services can deepen those relationships and make results more measurable. Together, all these elements create a more scalable and diversified commercial platform. We will continue to measure progress with the operating data, not anecdotes, and we will allocate resources based on what the data supports. I'm very excited because we now have that evidence that the model and the strategy could work. We have differentiated products involved in contrapressed brands and a market that needs effective and sustainable options, direct channels that are scaling, and a clearer commercial strategy for converting awareness into long-term customer relationships, and more importantly, revenue. For investors seeking additional third-party perspective, Zacks recently published a research report on some aspect that may be of interest. That report was produced under a sponsored research engagement paid for by the company. There's also a great deal of work ahead, but the organization is moving with speed, focus, and accountability. Our objective is to build on the progress in Q2 and translate it into a sustained growth, improved operating leverage, and long-term shareholder value. Thank you to our employees for their hard work required to execute on this transition and strategy, and thank you to our customers, partners, and shareholders for your continued support. We're excited by the progress and focused on turning the momentum we're seeing into durable results. Robert, we are now ready to open the call for any questions.

Wonderful. Thank you very much, Michael and Tom, for your prepared remarks there. We'll now open the call for questions. As we mentioned at the beginning, if you would like to ask a question and are listening through the webcast portal, please type your question into the Ask a Question box on the player there. We've got a few questions that have been submitted thus far, so we'll begin. First off here, can you speak on more of the new avenues, the key verticals that you have, and which ones you sort of tend to approach first?

We've outlined the key verticals. There are eight verticals, and one of the first things we did when I started in the position of COO and CEO was take each of the verticals and clearly define them, figure out which of the verticals we were actually driving revenues in and which we had the best opportunity to solve major problems in those verticals. We positioned the verticals first being third-party e-commerce, second being test management, third being commercial, fourth being agribusiness, fifth would be zoos and sanctuaries, government would be sixth, Retail is seventh and international is number eight. I would also like to comment on some people have asked me why is retail in the seventh out of eighth in terms of verticals. And the reason is that big retailers, big box sellers need to see a clear demonstration of consumer acceptance of product before they want to take the risk and put that product on their shelf. And as we solve that problem, we believe retail is going to be a bigger area of growth for us.

Very good. The next question here, can you comment on the change in margins from selling via distributor and by direct sales? Do you think this has been financially successful?

It's been very successful. One of the first things I did when I came in as the COO is we stopped doing certain transactions and certain deals with partners that didn't have the margins that I felt were reasonable. There was too much discounting, end-of-quarter promoting. that I didn't feel was necessary. And so it took about five months to eliminate a lot of those older transactions, older types of deals, and move into the new structure, which is much more straightforward. That's one of the main reasons you're seeing an increase in some of the margins.

Next question here. Can you elaborate on the B2B revenue increase of 14% excluding the one-off $180,000 order in the previous period. So the question is, did this achieve your internal targets?

It actually, the internal targets that we were going for as we moved into Q1 and through Q2, the very first thing was to put in place the methodology and the analytics to actually be tracking the pipeline and what was out there available in the B2B market. That took us pretty much through Q2 to get that in place. So now we have very, very clear visibility on the pipeline and timeframes and close rates and other analytics that come as you implement these type of B2B methodologies and processes.

All right. and maybe as a follow-on to that, what is the acceleration in revenue for B2B that we should expect going forward?

I'm not going to give forward guidance on that, but what I will say is to keep in mind that Jack Karabees, who came in as our EVP, only started July 1st in a full-time capacity. So it's only been two weeks. Prior to that, he was helping implement these changes in Q1 on a part-time basis. So just to give you an idea of how much we've been able to accomplish without even having all the resources in place to take advantage of the B2B market. In addition, we only just recently brought on a new director of marketing, and that happened just on July 15th. and I only took over as CEO May 6th. So it should give you some indication of really how fast things are moving in such a short timeframe.

Okay, very good. The next question here is, does the sales team have team members focused by vertical or generalists looking across the verticals that you've identified?

That's a great question. We are territory-based in our setup on the B2B sales side. And what we've learned is that although there are inherent differences in each of the verticals, there's 80% of what you're doing in a particular vertical is consistent across all verticals. The other 20%, in terms of ROI, that a vertical is going to achieve needs to be tailored to that vertical. So we're chopping up the country territory-based. Each rep will have within their territory the verticals that they're going to cover, but they're being provided materials now from marketing that they can switch between a municipality, an agribusiness, a farm, a sanctuary, and so on fairly easily and still be able to be affected in those verticals.

All right. We have a couple questions all sort of surrounding the thoughts on your timeline to profitability or sort of the general quarterly revenue required to reach profitability.

Again, I can't really speak to forward guidance specifically, but I can tell you that the focus is on driving the monthly run rate and maintaining the gross profit margins that we believe is moving us in the direction of achieving profitability. You have to be increasing the monthly run rates and you've got to be driving revenues in order to be able to pull that off.

Okay, very good. Well, let me remind everybody here, if you would like to ask a question, please type that into the Ask a Question box on the webcast player. I have a couple of questions here relating to sort of New Zealand, Australia, India, and maybe elsewhere in Asia. Any updates that you can provide more broadly in those areas?

Well, we're deploying currently to New Zealand, and New Zealand is is one of the countries that has some of the most sophisticated programs related to rodent and pest management. So we're doing quite a bit in New Zealand. Australia, we're still going through a regulatory process. We're not doing anything in India or elsewhere in Asia at this point.

Okay, very good. When will we know if Washington, D.C. will sort of take the contrapass, evolve to further use beyond the pilot?

Well, there's different pilots that are going on, but really where we're focused is in Chicago and surrounding areas within Chicago. They're the most forward-thinking pilots and advancing in terms of how they're deploying. I believe we're on our fifth deployment now within the Chicago area and that's where we've been focusing a lot of our attentions because they're the ones that are most forward thinking and moving toward deployment and implementation.

Next question here is do you feel the retail customer is gaining a better understanding of the product advantages post-repackaging efforts and sort of the early digital marketing that's been deployed.

Yeah, it became very, very clear to us that the customers, the consumers, were not really understanding how to use the product, and there wasn't the proper expectation on the timeframe that the product takes to be effective. Our solution is not one where you can deploy it and see results in two days by seeing rats caught in a trap as an example. Ours takes time because you have to get through the cycle of birth for rodents. That's when you start to see the birth control kick in and the population decrease over time. For the consumers now, What we're seeing because we've redone the packaging, reset the expectation, that's also what we're seeing as an effect with the schools of growth that we've had in the e-commerce side of the business. Consumers now are getting it.

Next question here is how and when will new capital be raised? It looks very likely that the capital will be burned before profitability.

Again, I can't give future guidance. What I will tell you is that we're aware of what the company's needs are going to be, but what we wanted to do first was start to demonstrate the execution, which will make any other efforts that we have going forward much, much easier. Okay.

Next question here is, are there any large contracts which you expect to win in the second half of the year, whether it be municipalities, farms, etc.?

As I've been mentioning and speaking to, on the B2B parts of the business, the first thing we did in this transition that I've been describing is really moving are focused on the large-scale projects. We no longer have the team focusing on $500 opportunities. It's not going to get us to where we need to be. So the first thing was work with companies and organizations that have much larger scale to them. In terms of what the future holds, I will tell you that we've just brought on new team members into the B2B professional sales team. That team is growing, but we're going to need another two quarters to really demonstrate some of this of what I'm describing in terms of larger deals.

All right. Next question here is the Caribbean seems a strong target market. Are there other international markets also characterized by strong potential?

As we've been describing, there was a lot of focus put on international markets that just spent a lot of time and a lot of resource with no revenue in the near term. And we've shifted that focus to finding the right partners in those international markets that are willing to step up and pay for the regulatory process required for that country. So instead of going in and trying to get regulations and regulatory within a particular international market, we don't even look at it unless the partners rule it as step up to the plate and fund that effort.

All right. And what looks to be our final question here is, since the National Park Service trials in D.C. and the New York City trials were reportedly successful, will orders likely be forthcoming?

The New York City trials and certain service trials that were in D.C., some of those trials were not run with our assistance. These were certain and others. I don't anticipate anything coming from DC or New York City at this particular point in time. I believe that the other areas within Illinois and specifically around Chicago is really where the growth is going to come on the municipalities.

Very good. I'm showing no further questions. So with that, Michael, I will turn the call back over to you for any closing remarks.

Well, again, I want to just thank everybody for your patience and your focus in working with us as we turn this company into a real market for us in this category. And we're just very, very excited about what we see in the future.