OverActive Media Corp.

Good day, everyone, and welcome to Overactive Media's 2025 First Quarter Conference Call. At this time, participants are in a listen-only mode. This conference call is being recorded, and a replay of today's call will be available on the Investor Relations section of Overactive Media's website. It will remain posted there for the next 30 days. I will now hand the call over to Mr. Babik Pedram, Investor Relations for Overactive Media, for introductions and reading the Safe Harbor Statement. Please go ahead, sir.

Thank you, Joanna, and good morning, everyone. Welcome to Overactive Media's first quarter 2025 earnings conference call. A copy of the company's earnings press release is available on the investor relations section of our website at overactivemedia.com. With us on today's call are Adam Adamu, Chief Executive Officer, and Rakesh Shah, Chief Financial Officer. Today, we'll review the highlights and the financial results for the first quarter 2025 and recent developments. Unless otherwise specified, all amounts mentioned on today's call are in Canadian dollars. Before we begin, I will read our cautionary note regarding forward-looking information. Certain information to be discussed during this call contains forward-looking statements within the meaning of applicable security laws, including, among others, statements concerning the company's 2025 objectives, the company's strategy to achieve those objectives, as well as statements with respect to management's beliefs, plans, estimates, and intentions, and similar statements concerning anticipated future events, results, circumstances, performance, or expectations that are not historical facts. But forward-looking statements reflect management's current beliefs and are based on information currently available to management and are subject to several significant risks and uncertainties that could cause actual results to differ materially from those anticipated. Also, our commentary today will include adjusted financial measures, which are non-GAAP measures. These should be considered a supplement, not a substitute for GAAP financial measures. Reconciliations between the two can be found in our MD&A, which is available on cedarplus.ca and our website. At this time, it is my pleasure to introduce Mr. Adam Adamu, Chief Executive Officer of Overactive Media. Adam, please go ahead.

Thanks, Bhavik. Good morning, everyone, and thank you for joining us. Q1 set the tone for what we believe will be an important year for Overactive Media. Revenue grew 37% year over year. We reduced operating costs by 8%, and we finished the quarter with a strong cash position. Just as important, we proved again that our fan base is vast, global, and highly engaged. We sold out Madrid twice. First for the Call of Duty League Major in January, and then for the LEC Road Trip weekend in April of this year. Those events drew tens of thousands of in-person attendees and hundreds of thousands online, underscoring the reach of our brands across regions and titles. The full quarter contribution from Foy and Riders is already evident. Combining their production teams, creator networks, and commercial staff with our legacy operations has lowered SG&A, accelerated content output, and opened new revenue verticals such as our influencer agency business. With most integration work now behind us, we're capturing cost synergies faster than planned while benefiting from a deeper presence in Spain, Latin America, and across the Spanish-speaking esports community. Let me highlight three drivers of our momentum. Live event leadership. Our recent success in hosting events in Madrid and the upcoming 2025 CDL Championship in Canada show that we know how to deliver premium live events. These aren't just fan experiences. They're marketing engines. building fandom, deepening engagement, and creating activation opportunities for our partners. Most importantly, we're delivering these events profitably at the EBITDA line, which means they're generating real value for our business and for everyone involved. Second, high-margin digital expansion. We're now converting fan energy into predictable recurring revenue streams. One example is our best-selling in-game digital merchandise, which continues to drive strong performance. But more significantly, we recently launched the Phoenix Club, our first subscription-based direct-to-consumer fan platform. Phoenix Club offers fans exclusive perks like merch discounts, early access to tickets, giveaways, and gated Discord channels to engage directly with content creators and other fans. What makes it unique is that it's inspired by traditional Spanish sports membership models. but reimagined for a digital global fan base. It creates a real sense of belonging and identity for our fans. And here's the important part. Fans are showing that they're willing to pay to be close to our brand. Within days of launch, we sold out of our expectations for our physical founders edition cards and exceeded our internal sales targets. This isn't just a marketing play. It's a proof point that our direct-to-consumer strategy works, that the brand has real pull, and that we're building a scalable, recurring revenue base with high margins. Third, commercial depth and global reach. We continue to grow our commercial business through long-term, high-impact partnerships. We recently renewed and expanded our relationship with Monster Energy, a Tier 1 sponsor connected to Toronto Ultra that aligns perfectly with our brand and audience. That kind of trust and continuity speaks to the value we deliver. We're also opening up new markets. In Latin America, we've entered the Free Fire League in partnership with Telefonica, giving us a foothold in one of the fastest growing mobile esports communities. And in China, the largest esports market in the world, we've launched official channels for Movistar Koi on Weibo and Bilibili, unlocking new fans, new engagement, and new sponsorship opportunities. Together, these initiatives extend our commercial runway and diversify our income streams across geographies, platforms, and products. Looking ahead, the road map is clear. Nail our digital subscription verticals, maximize the monetization of our growing audience, and unlock the operating leverage embedded in our platform. With disciplined, efficient, and focused execution and a solid balance sheet, we remain confident in our plan and the path to profitability by the end of the year. With that, I'll hand the call over to Rakesh to walk you through the financial results in more detail.