Hydreight Technologies Inc. (HYDTF) Earnings Call Transcript & Summary

Thank you for joining us today to Hydreight Technologies Investor Webinar. We're going over Q3 earnings report. And we'll just give it a few moments, while we let everyone join in as I see some people in the wait room. [Operator Instructions] We did get some e-mailed in too, so we'll make sure we do refer to some of those as well. If we don't by any chance, get to your questions, please shoot us an e-mail at ir@hydreight.com, and we'll try and answer your questions there as well. This presentation contains forward-looking statements under applicable Canadian and U.S. securities law, and these statements reflect current expectations regarding future operations, growth, products and performance, but involve risks and uncertainties that may cause actual results to differ materially. Hydreight Technologies, Inc. does not undertake to update these statements, except as required by law. Investors should refer to our filings on SEDAR+ for additional risk information. And we're just going to give it a few more moments here before we begin. We hope you guys all had a great American Thanksgiving yesterday and got to enjoy some good food and company as well as, I'm sure, watching some of those football games happening yesterday. And just maybe about half a minute before we begin just to be mindful of everyone's time here as well. Again, this webinar will be recorded. So we will try and get this sent out to you guys as soon as possible too. All right. I think we will begin. For those of you just joining us, welcome to Hydreight Technologies Q3 Earnings Call, and we will pass it off to Shafin Tejani to start.

Thanks, Abbey. Like Abbey said, before we get started, I just wanted to say, I hope everyone in the U.S. had a great Thanksgiving, time with family, time to recharge, and thank you for spending part of your post-holiday time with us today. For those of you who've been with us since the early days, I think you can feel it, something has fundamentally shifted. Hydreight isn't a story anymore. It's a business, a business with real revenue, real margins, real scale and a model that's getting stronger with every single month that we go by. So let's start with the numbers. This is the KPIs, the key financial metrics that we kind of look at. So we wanted to kind of summarize Q3 in a snapshot. GAAP revenue was up 132%. Top line was around $12.83 million with 9-month top line at $26.71 million. That's four straight profitable quarters. Cash on hand right now is about $18.64 million, and margins are sitting at about 28.21% year-to-date. This is the part of the story that matters most. We're not growing at the cost of profitability. We're growing with profitability baked in. The model is scaling exactly the way it was built to.

Thank you, Shafin. Thanks, everybody. Just to echo the comments, thanks for your time. Thanksgiving in the U.S. yesterday. So hopefully, everybody had a great day. I'm just going to go back over again, just the kind of vision for the company. I won't spend too long. Obviously, this is an earnings call, and I know most people know the story, but I think it's very applicable to some of the things we'll talk about in a more granular level later in the call. So obviously, the goal for 2025 was largely based around the release of our third vertical, which has an incredible scaling aspect to it from not only the medications being recurring, but also the moat that we're providing and building out that direct-to-consumer ecosystem. But that was the third vertical of a larger vision, of course, which was Hydreight Technologies that was founded in 2018. And the goal of the company was to address the reactive nature of the health care system in the United States, which, of course, was not sustainable. Certain things outside of anybody's control kind of highlighted the vision that Hydreight had, and we were perfectly positioned to take advantage within our first two verticals when the unfortunate pandemic happened, shining a light on the need for accessible health care. Then, of course, the Ozempic craze, as we call it, shine a light on the virtual care self-administered model. But Hydreight's vision was to address the $6 trillion spend, of which 90% of it in the U.S. is classified as chronic care. So it is technically preventable if the right measures were there. So we created a 50-state medical company. We went vertical by vertical, starting with the nurses vertical, which is essentially mobile health and wellness, where a provider is giving a true health care service in a remote setting. And that has gone year-on-year scaling at a very aggressive rate. We are the only company still -- we were first movers back in 2018. We're still the first company to allow nurses to essentially monetize their credentials outside of your traditional bricks-and-mortar. Again, why we get called sometimes by third parties, the Uber for nurses, around the independent contractor side. Again, we'll go into some granular-level details later in the conversation here. But our second vertical was based around the bricks-and-mortars and nontraditional doctor's office. Again, this is the vision of preventative health care. Hydreight Technologies recognized that essentially, the health care system was not sustainable, and it was going to go in three areas. It was going to go mobile health and wellness. The bricks-and-mortar component would comprise of the nontraditional doctor's office, but still true health care, so has to comply with medical boards, pharmacy boards, nursing boards. And then, of course, the third vertical was the direct-to-consumer virtual care, where the product is actually sent to the home and is self-administered by the client themselves. So again, our goal for 2025 as Hydreight was to continue growing the first two verticals, which have been growing year-on-year at 30% plus. And to release and the effective execution of that release of our direct-to-consumer model. We've achieved that essentially, the third quarter being the best quarter in the company's existence. It's the first full quarter of revenue recognition on that third vertical and true validation of the moat that we have created. Sometimes it feels like we've been talking about VSDHOne for a couple of years now, but really, it is brand new. And as I said, the first full quarter of revenue recognition was Q3. We'll talk in a lot more detail about those. But again, the validation of what Hydreight has created, a 50-state medical ecosystem based around compliance, where corporate practice of medicine laws in the United States are very real. It's a federal offense unless you have a specific structure to be in the practice of medicine and then monetizing that in 30 of the 50 states. In the other 20 states, which are non-CPOM, there are still other kind of prohibitors barriers to entry. So again, we've created an ecosystem addressing three different -- very different verticals, and our goal was to execute that third vertical in 2025, of which we can be very proud of our execution.

Thanks, Shane. I love this slide. It's a revenue by year slide. And what you can see is it's up every year and up every quarter. And it's built to keep scaling. Like Shane mentioned a bit earlier, Hydreight keeps expanding because more orders are flowing through the platform. More partners are onboarding nationwide. More verticals are driving multiuse adoption and more efficiency from automation and optimized workflows. What makes this growth that we've seen defensible, as Shane has mentioned before, we've got an expanding national medical and pharmacy infrastructure, multi-vertical utilization, increasing platform throughput, improved partner onboarding and automation and [ margin-aligned ] growth, not growth at any cost. The best thing about this is that it's growth without burning cash, that's the biggest difference. Now revenue growth is great, but the real question investors will always ask is, is the business scaling efficiently? Or does growth require burning cash? And I think this slide answers that. Again, four straight quarters of profitability and expanding as we scale. The Hydreight's adjusted EBITDA trajectory reflects growing order volume across all core treatment categories. Like Shane mentioned, VSDHOne is new. This is really the first quarter of revenue recognition. So as we've transitioned partners on, we've seen better partner onboarding, driving a higher platform utilization. We've also started to integrate automation, which is reducing manual workflows and kind of increasing the throughput that we can put through the platform and stronger pharmacy and medical infrastructure, which lowers friction and improves efficiency. Anyone that saw the news release this morning, we closed the Perfect Scripts transaction, which we'll get to a little later. But again, the stronger pharmacy and medical infrastructures are improving the business model as a whole. And what makes this profitability sustainable, again, disciplined operating structure, stable fixed cost base. One of the exciting things is, as people heard, past webinars, a lot of time and money was spent on building infrastructure. But going into next year, CapEx costs will stay pretty fixed. Margin expansion tied to scale, not spending and profitable growth across multiple verticals. This is what a real scalable digital health business looks like, growth with profitability built in. And when adjusted EBITDA is consistently positive like this, the next thing people look for is whether that profitability converts into real bottom-line strength, and that brings us to net income. So profitable, consistent and strengthening as we scale. What you're seeing here is that part of the Hydreight story that sets us apart from almost every other high-growth digital health company out there is we're generating real net income while still expanding aggressively. The trend reflects a few important things about our model, efficient national infrastructure. So the engine is already built. So every incremental order drops more to the bottom line. Higher utilization per partner, so more nurses, more verticals, more repeat usage. I mentioned earlier, automation, cutting manual work. We're seeing faster workflows, fewer touch points, more throughput and a stable fixed cost base. Again, we're not layering and having new expenses to chase growth. This is the Hydreight difference, top line growing, margins widening, adjusted EBITDA positive, net income supporting it all. And this is a profitable scale, the way digital health is supposed to look. On this slide as well, again, you're seeing a breakout quarter across every major metric. This is what it looks like when the full Hydreight engine really shows what it can do. And Q3 delivered strength everywhere that matters. As I kind of summarized at the top, you're seeing 132% GAAP revenue growth, top line of $12.83 million, $26.7 million for the 9 months. Year-to-year margins, 28.21% and again, fourth straight profitable quarter. So it's not a one-line story or one vertical story. This is kind of a broad-based strength that we have driven by higher order volumes across GLP-1s, hormones, NAD, TRT, hair genetics, more partners using the platform. I mentioned earlier, better onboarding, faster workflows, and a nurse network that's expanding faster than ever. And most importantly, we did all of this while maintaining discipline. We didn't inflate expenses. We didn't overspend to chase growth. We didn't compromise margins. Q2 is the proof point that Hydreight is not just growing. It's growing the right way, profitable, efficient and scalable. And this quarter really is setting the foundation for everything we're about to walk through next, including AOV expansion, accelerating monthly volume and the 2026 setup, the Street is already modeling into their numbers. Shane, I'll turn it over to you.

Yes, fantastic. Thank you. We'll talk a little bit more about the third vertical in some detail. But again, the first two verticals, which were the first two in 2018 and 2020 that Hydreight Technologies released. Again, they've been growing, 198 new nurse sign-ups in just Q3. Remember, these nurses are paying $3,000 to join the platform. The moat is so high from what we provide, and the earning potential is so high that, that really is -- it's a non-factor. We are working on some accelerators to that, again, I'll touch on it a little bit later talking about next year, which will be quite exciting in that vertical, 133 last year, so again, a 49% increase on that. Again, validating this consistent year-over-year moat. If a moat was a fad or if it was a kind of a loose moat, you wouldn't be having this is consistent year-over-year. Our whole premise is to build an ecosystem where we are everybody's partner, whether it's an independent contractor joining so that they can monetize their credentials, improve their lives essentially, whether that's reducing hours of the hospital or essentially earning potential completely away from the hospital. We're a platform where business is done, whether it's the bricks-and-mortars that are using us essentially for a myriad of reasons from EMR to doctor access to pharmacy procurement and supply chain, whatever is needed, we're the partner across all these three verticals. So again, we're seeing year-on-year validation of the platform, of the ecosystem, of the moat, and we're going to see that again aggressively increase into next year for some of the things we will go into here shortly. So 593 nurse -- new nurses signing up compared to 364 last year, 63% increase on the previous year. And 72% on our pharmacy vertical, which is a lot of the time based around some of the moats we have around the bricks-and-mortar side of things. So again, an incredible increase there. Again, we have some accelerators. We haven't just been focusing completely on the third vertical into 2025. We have some very exciting accelerators for the first two and an incredible opportunity to capture and corner a lot of those markets as well. From the public side, obviously, we've got expanded coverage, analyst coverage in 2025 from Maxim Group, Beacon Securities and obviously, Canaccord Genuity with additional coverages in talks at the moment. We got some awards as well, Canada Technology Fast 50 and obviously, the Deloitte Technology Fast 50 (sic) [ Fast 500 ] and fastest-growing company in North America. So the awards are nice, they're a validation that the company is doing the correct things, the company is growing, the company is scaling. But obviously, revenue, profit margins and eventual profitability is where the company's main focus is. Just going to move on to the next, there we go. So I want to talk a little bit more specifically about the third vertical. Again, as I said earlier, it feels like we've been talking about that vertical for quite some time. But again, the Q3 was its first full quarter of recognition. Now what we've provided here is the marketplace of sorts, the ecosystem for anyone that wants to be in the direct-to-consumer space. One of the biggest things we did here was we built it in a modular fashion. So it's not take it or leave it, it's where can I help you and what area. Because of our layered structure, we can help in any area, a myriad of areas whether that is pharmacy procurement and supply chains, whether that is an end-to-end ecosystem from technology to doctor network to medical direction to corporate practice and medicine compliance, everything. So we want to focus on being everybody's partner, and we're a must-have, not a nice to have in many cases. Again, you've heard me talking about the various groups of types of customers. So during COVID, a lot of laws relaxed, even when they came back, people already started to look for the gray area, look for ways where they could stay in business but not be compliant. And the clock was running out. Obviously, boards had to catch up before things actually started to get serious for some people. But Hydreight was positioned beautifully, and we haven't been around for a couple of weeks or a couple of months, we've been here since 2018. So our structure is very different, very compliant. And also, we are widely versed. We are not focusing on just one board because of our model, our ecosystem. We focus on three boards: medical, pharmacy and nursing. So our legislation outlook, what we look at, what we are what we're constantly checking and validating are 9 and 12 months ahead. So again, we have a very comprehensive look at compliance that most other businesses would not have. Now extrapolate that and say, okay, the direct-to-consumer virtual care model was expanding, exploding. Of course, it was driven primarily by the Ozempic and access to that type of -- one type of treatment. Even recently, you hear about Donald coming out -- President Trump coming out with his news around the big pharma. Again, that was a huge positive for us because it brought more awareness to this vertical. It wasn't by any means an issue because that was around the patented drug. It was a reduction in price for customers that were not on this ecosystem anyway. And so again, but it highlighted the awareness of the direct-to-consumer. So this is an absolutely exploding vertical, but we're coming at it from a B2B2C perspective. We're providing a home for businesses, whichever area you need support in, technology, pharmaceutical, just general compliance. So again, not a nice to have, a must-have in many cases. We have over 45 plus treatments across 5 different categories. The whole goal is to provide an end-to-end ecosystem for individualized health care. So from at-home testing to the next step of that journey, which is, okay, upon my results, upon my lab results, what is the next medication that I'm getting? Is it something in the GLP-1 space? Is it something in the peptide space? Is it something in the general wellness space like an NAD+ or something like a -- is it a sensitive nature, skin care, hair care, those types of things, ED, weight loss. So by providing that step-by-step process and by vertically integrating in the pharmacy side of things where you control the supply chain, you control the cost of the medication, how many states you can provide it in and then providing a tech plug-in, which takes all of the complexity of each state having their own interpretation of the laws and building that into a funnel, where the same product, the same treatment can be treated 15 different ways by the boards, we built that into a plug-and-play, easy-to-follow flow. So that's basically what VSDHOne was offering. Now we obviously had an immediate traction last year when we released news about this vertical with over 400 licenses. But again, the validation, the migration has only proven not only the space that we're in, but also the strength of the product itself and the moat that we've provided. Just moving on here, a second. Okay, yes, that's good. Again, why would somebody use us? So again, we have a number of categories of businesses. You have businesses that opened up during relaxed laws and they need to become compliant. You have businesses that opened up and are reasonably well structured but only structured for one or two states or for a few products, and they can't expand into other states. They can't increase the LTV of their customers by going into other products, other categories. We provide a home. Also, we provide a home for brand-new businesses. So businesses that have larger patient or client infrastructure. So people who are loosely in the health care space, but can't actually operate as a medical company, incredibly attractive to them. So those we would consider a brand-new customer. So they can plug in with VSDHOne. They can get access to our whole treatment of 45 treatments and just focus on market. So again, that's a huge part. There is a fourth category of customer, which we'll go into here in a little bit, which is around what our expansion into 2026 will go over. We're just talking about some numbers, here we go. So from, again, inception, this third vertical was very, very new. So we've been talking about it since last year. We had a migration process. We've done since inception over 510,000 product orders as of mid-November of this year. One of our goals for 2025, as we've communicated kind of numerous times throughout the year was to have 1,000-plus licenses. We're already past that as of mid-November with 1,100-plus, again, validating the power of this. That is without outbound sales. So that's all inbound. We are working on sales divisions and building out that aggressively for 2026. But again, and the validation of the moat that we create, which is based around compliance, convenience, access to doctor network, access to pharmacy and basically, anything that's involved in the direct-to-consumer virtual care. That's an absolute validation of our -- and we're very, very excited. And obviously, there's kind of an internal line that I say to the team all the time, which is we can control operations and executions. We can't control much past that, right? So this year, obviously, in any exploding vertical, which like direct-to-consumer is, there's going to be volatility, volatility in pricing, volatility in legislation. So again, some of the products have actually come down a lot in cost. The GLP-1 space, for example, is 300% less than it was this time last year from a cost perspective. So again, the average order value would come down. And then we've got the operational challenge of migrating. So it's one thing you provide this moat but a lot of these businesses are already very successful. So responsible migration is what we've been really, really focused on. And what does that mean? So if you have a large customer base and you're already doing a lot of business and you're not moving one thing, you're moving your whole operation to VSDHOne. That means new medical directors, new physicians, new pharmacies in most cases. And migrating those are -- it has to be done very responsible. So you have the lowest, lightest footprint possible in this migration process. So a lot of the larger clients wanted to work on groups, okay? So each of these treatments generally have a scaling dosage from 1 to 6 or 1 to 8 months in many cases. You start off on one dose, the next month, if you're approved, you go to the next dose and so on and so forth. So those dosages starting with the lowest impact group would be your newer clients. People who are on 1 or 2 months. Obviously, those dosages would be the lowest price of the dosage compared to when you're in month 6 and a higher dosage. So again, that will affect the AOV of the customer. The other thing is starting with lower-priced medications in [indiscernible]. So basically, starting by SKU, starting by a group within that SKU and migrating effectively. Now there's an organic increase that happens. And obviously, month 2 is higher, month 3, it's 4, and then you're migrating the other groups as well. So that's why there's kind of a rapid hockey stick expansion in the future quarters because, again, Q3 was kind of our first monetization of this vertical. So again, we kind of touched on that in webinars prior. We're seeing that already aggressively into Q4. And again, we'll talk about 2026 here and what we expect to see in the future. Behind all of this, we've also been building out the tech for scalability. So the VSDHOne that we launched is not the VSDHOne that we see right now. Literally, in the last 4 to 5 weeks, we've been releasing our new version of VSDHOne, which has increased capabilities for our clients from a back-office perspective. And built for scalability of millions and millions of orders, broadening some of the tools we needed on the doctor side for accepting and speeding that side of it up. And then obviously, the migration itself of the clients across. So we've been really doing that. Building out some other things that we've -- that has kind of come up during our migration process, which is the bundling of services. So certain services need additional medications and having that in a bundle, so to speak, as opposed to each in different purchases. And that was something that needed to be built out and is already having an impact in Q4 on the overall platform. So VSDHOne as a whole, brand new, the moat was compliant, mixed with convenience, and which, of course, we're seeing tremendous traction. Proof is there with the amount of licenses being sold and the migration has been very, very steady, has been executed well. You want to get one chance to migrate somebody, and we haven't had any falloff. We've been doing it responsibly, as I said, SKU by SKU, group by group. And Q4 has already seen that reflection, as you would expect, month-on-month from an order perspective, a revenue perspective and a profit perspective. And yes, that's -- we'll go into some more things here on VSDHOne in a little bit. But for 2026, our focus, of course, is growth and profitability. As I said, as we migrate, the ecosystem is continuing to get larger. Each and every license is not the same. You can have somebody who is brand new, looking to get into the space, or you can have a customer who already has a lot of clients. So again, not every license is the same, but the ecosystem is growing. So increased revenue, profit margins are going to increase. One of the things that we did was an aggressive customer acquisition approach for the first few. So giving them a discount to encourage faster migration. But again, as they go to Level 2, Level 3, all the way up to Level 6 or 8, that obviously organically increases, and the profit margin would increase as well because the discount is not on -- it's only on the first SKU. So huge focus on that and increasing, obviously, the amount of products available. We're currently at about 45 treatments. The growth of peptides and especially what's called Category 2 peptides is what's going to be the news in 2026. It's an explosion. Most people heard about BPC-157 and other things like that, which are incredible. But those are considered a Category 2 peptides still in the United States, watching that legislation as they start to get moved into Category 1, they're going to be far more easier from a compliance perspective. And that will take the products available from 45 probably up to 100 treatments, which again increases the LTV for these platforms and increases our ability to client acquisition. The other thing that is going to be a needle-mover essentially in 2026 is other than the current categories of customers that we have with VSDHOne, which I just described earlier, we also have some newer funnels coming to the platform. ACOs, which are doctor networks, different to a telemedicine group, actual physician doctors, who are part of a group called an ACO, giving them the tech to be able to prescribe direct-to-consumer products. Similar to the bricks-and-mortar model, we're in talks to a number of those and they're significant. There are thousands of doctors. They're not just small groups. We've also been approached by unions who want, again, a connective tissue with the tech to be able to provide preventative health care measures. And we've also been approached by independent pharmacies but they're all using one collective software on the pharmacy side and again, connecting with us to be able to offer direct-to-consumer health and wellness. Those are all very exciting. Each and every one that I just spoke about, there is talks in some capacity to do something on a large scale there. So 2026 looks like it's going to have an increased funnel, other than the licenses that we're selling an aggressive rate. In terms of 2026, for our first two verticals, we also have two very aggressive expansion. The nurses already, we procured kind of an insurance financing, should I say, for them earlier in the year. We have a more custom model for them now that works almost like a credit card. We're hoping to have that released. It's specific to Hydreight, almost works like the Hydreight nurses credit card, so that essentially, they can pay it off later in the year as opposed to having an upfront cost. So a very minimal upfront cost, less than $100. And again, subscription money would come to Hydreight and there would be no impact on us, no recourse if it wasn't paid. And the nurse has the ability to obviously get in at a very low cost and then remove that barrier to entry. That's going to be an incredible accelerator for us. We're hoping to have it released by the end of the year, but it might go into Q1 of next year. It's a custom product with a very large finance [indiscernible] The second, the bricks-and-mortar. So in addition to our digital offering, we're also releasing a physical point of sale. So we've been working with a merchant processing company and who are also the hardware side of this for the last sort of 8 months. We're going to be releasing that towards the end of Q1 next year. And our goal is to capture a large portion, 15% to 20%, we think is possible next year of the addressable bricks-and-mortar nontraditional doctor's office, of which there's about 200,000 in that category. So again, any other runner in that space is just the point of sale or just something over here. We're the whole ecosystem. So from the physical point of sale to the digital part, which is the EMR, the telemedicine, the access to the pharmacy network. Also, our second and third vertical, which we've seen by our franchises are complementary, where you can increase the LTV of your customer instead of having them come through the door similar to what DRIPBaR do as they use us at the bricks-and-mortar level, and they also have what's called DRIPBaR Direct, which is direct-to-consumer aspect. So again, this is going to be a very, very powerful offering, and it's going to be pretty aggressive. The merchant processing company has agreed to be pretty aggressive on our rollout to gain those clients. So that's very, very exciting. And again, the addressable market is very, very large, and we hope to capture quite a bit of that. So 2026 looks exciting from that component. So I'll just pause there for a couple of minutes and let Shafin talk about a couple of other things.

Yes. So I wanted to share this slide just given that we've had three investment banks cover Hydreight. So it's three banks, three models, one direction, which is up. The 2026 revenue projections between the three are from a range of about CAD 90.8 million to about CAD 130 million for 2026. Canaccord is on the low end, Beacon is in the middle, and Maxim is at the high end. But they all agree on the drivers. AOV climbing fast. As Shane mentioned, getting to about $40 on an AOV by the end of the year and then pushing that $50 -- north of $50 as we go into 2026. Orders accelerating. As Shane mentioned, there were approximately 510,000 orders that were delivered by the middle of November, which really means that they were kind of ordered up until, I'd say, the first week of November. There was a question that popped up, and I saw a lot of questions pop up. So I just want to address that, that is year-to-date, that's not 510,000 for just October and November, so that's year-to-date, orders accelerating. Also Shane mentioned that there's 1,100 licensees that have signed up or purchased licenses now, which is significant because as anyone that's followed the story, the focus for most of the year was onboarding the first 500. But now there's a backfill going into Q1 of next year. Shane mentioned margins expanding with incentives to onboard -- have licensees onboard their patients early. That's one of the reasons for the lower AOV. We are more focused on the LTV, the lifetime value of that customer. So we're now seeing margins expanding where I think analysts have forecasted them being around the 26% to 28% range next year. Multi-vertical adoption kicking in. So we've shared this, patients come in for one product, and then they get on to another product and it increases that LTV. And just the infrastructure we built. So as Shane mentioned, a lot of the CapEx costs have been spent over the past couple of years building that infrastructure and then automation. With that V2 engine coming in, we now see that CapEx cost kind of staying flat going into next year. So as revenues increase and margins increase, profitability will increase. So this is what a real business looks like, one where you've got multiple independent analysts kind of aligning on the same trajectory.

Thank you, Shafin. So again, our focus for next year outside of the obvious switches, revenue, profitability and growth, our three areas is product supply and control, which kind of aligns with our recent partnership and partial acquisition of Perfect Scripts. Increased funnels, so we have a very strong funnel with the existing VSDHOne, well over 1,100 licenses I said, but the other funnels which are providing a direct-to-consumer outlet like no other because we're plug and play. All of these people have customers, whether it's the ACOs, whether it's the unions or whether it's any other group that wants to have an additional offering to get into this direct-to-consumer space without all of the prohibiting factors. Some of these factors are not just cost, they're time, just becoming an expert in 50 states across three boards and then having to figure out product supply and medical direction and all that stuff. It's just time. It's incredibly difficult to replicate. So our focus is obviously control of the product, control of the supply chain and increasing the funnels and then, of course, the products themselves. So that's the other thing that we're in talks with at the moment is actually ownership and IP in some of these at-home tests. We're quite far down the road with a few conversations, hoping to have some announcements towards the end of this year in December around ownership of at-home tests, which is of course, very unique ones, which is going to have a huge impact on the company as a whole. Other things we're looking at is obviously the use of AI. Every company right now should be looking at some form of AI. I've talked about this before. The previous company that we were looking at, we're not going to move forward with that from the LOI -- from the due diligence process, but we are looking at other options. So the ability to streamline, automate the results aspect and then have a treatment plan based off of our categories and our verticals is something that we're very, very aggressively looking at and is super attractive to our business partners. We've talked about, obviously, some of the other things, which is the point of sale. So just on the pharmacy side of things, you just saw the announcement this morning that we finalized the 5% stake in Perfect Scripts, not sure of any of the Perfect Scripts team are on the call, but we're delighted to be a part of that company, and we're delighted to be going down this endeavor. The Perfect Scripts is actually a much bigger deal than it looks like. There's an ecosystem behind Perfect Scripts from the BE side and from the compounding A side, which makes them a perfect partner. And they have proprietary software, which is really attractive to other pharmacies, which basically can ingest scripts from Bs and As. It's proprietary. It's built that is very attractive, essentially for automation for B2B plays within the pharmacy space. They're a 50-state pharmacy. So essentially, we can control, again, our destiny from a product perspective, from a shipping perspective. And it's an incredible ecosystem that we can build out together to control not only the cost of the product, but the supply of the product, branch out into these other peptides. 2026 is going to be the story of the peptide. We all know GLP-1 is a peptide, but it was a peptide that was kind of fallen upon different reason. Now these peptides that are coming out are very specific to something from your Sermorelins to your Category 2 peptides, which the legislation is going to be changing around those. We've positioned ourselves as a company very, very well to take advantage of this exploding market. We have validated the moat that we have been describing since December of last year, and we have actually executed very, very well on the migration process, navigating these challenges that businesses -- are real-world challenges, moving from one medical group to another medical group and making sure that there's no drop-off, no impact on their business and being able to reflect it, of course, over on our medical platform. So we're super excited about Q4. 2026 is exciting across all verticals for the various reasons. We're going to continue to make vertical integration moves that protect the company, protect our supply chain, protect our partners and then, of course, obviously, increase these funnels. So we're very, very proud of Q3 and Q4 looks extremely exciting. We are definitely going to give guidance over the next couple of weeks in Q4, as in form of an update, and we're very excited to do so, and look forward to 2026.

Thanks, Shane. Before we open things up for the Q&A, I just want to kind of summarize with this. What you've seen is kind of the clearest version of what Hydreight is becoming, a business with real revenue growth, real margins and real profitability, a platform that scales without burning cash and an engine designed with -- for multi-vertical expansion and nationwide reach. This -- Q3 wasn't an anomaly. It was the result of years of work building the clinical, legal and operational infrastructure that digital health companies need but rarely have. And now that, that engine is turning over faster, we're seeing more orders, more partners, more workflows automated, more treatments supported and more kind of efficiency across the board. As we shared, the analyst community is finally catching on, there's multiple independent models pointing in the same direction. The demand is there, the infrastructure is built and the path to scale is clearer than it's ever been. Everything we've done this year, the platform improvements, the partner onboarding, the vertical expansion, the operational discipline has been about setting the stage for what comes next. And what comes next is simple, a more automated, more efficient and scalable Hydreight, one that can grow aggressively, profitably and responsibly. I want to just send a big thanks to everyone, our partners, our nurses, our medical teams, our investors or supporters who have been part of this journey. And with that, let's jump into to the questions.

I can start reading the question. What was the -- there are some questions regarding the monthly orders. Just a clarification on that, we're staying away from the monthly numbers announcement simply because the volume is so great, and also like some of the orders, one of the challenges that we had on the revenue side because it's a brand-new line of revenue, we've been working with our auditors, with our finance team on the recognition of the revenue and some of the orders that being delivered in the last few days of the month and been received in the following month or the following quarter won't be recognized. So when the question is around the monthly numbers, it is really hard for the business to be able to, especially on these type of numbers to talk. By mid-November, there is -- there are about over 510,000 product orders that came to the business that's not even including the full November. And we're going to continue the same level of the growth. So I see a bunch of questions regarding the monthly. So just wanted to have that clarification. So based on what you're seeing today with VSDHOne, what are the main constraints to scale to 5 million to 10 million orders per year over the next 2 to 3 years? Can you rank the bottlenecks? 503A, 503B supply, nurse capacity, technology, automation or regulatory or which of those you already consider largely derisks?

Yes, brilliant question. All of the reasons listed but again, there are opportunities. So Category 2 peptides will be an explosion in 2026 from a product perspective, from a market demand perspective. So that's currently not being added to our system at the moment because of legislation, but we are actively watching it. Of course, there's other peptides on there that are Category 1, not Category 2. So again, I know that's the opposite of the question, but I just wanted to make that known because that expansion is going to be great. So bottlenecks would be speed of migration. The automated nature of the tech and how fast some of the newer businesses -- because not all licenses that come to us are existing business. There is a category of businesses that come that want to get into the space. So speeding up that time from sign-up to activation and migration and going live. One of the things we did this year was we brought in an in-house marketing division because one of the things we saw in Q2 was some of the newer clients were not experts in the marketing of this space. So we brought in -- we hired a very senior marketing -- CMO, former CMO for Teladoc. And we brought in and create almost an internal agency. So that was one of the reactions to something that we saw that was slowing down progress. Other than that, it's purely execution. And we've created again the ecosystem that is highly sought after. The licenses show that the other funnels that I spoke about, again, those were inbound. So we've created that, essentially the execution of the migration, the speeding up of that and then the speeding up of the newer clients once they are on from a marketing perspective. If I zoom out a little bit, the market is going towards direct-to-consumer care. It's not going away from it. It's exploding. The amount of services available are exploding and the amount of businesses that want to expand is exploding. And I think we're seeing that in some of the numbers.

Just to add to that, too. I mean, I think when we launched the product -- announced the product in Q4 -- Q3, Q4 of 2024, we kind of looked at all those things. One, given the compliance to our moat, it was important to always be, I would say, about 18 months ahead of where regulation is happening. So I think from a derisk perspective, I know people are going to hammer me for this, but like going with -- not where the puck is or where we think the puck is going to be, we've taken that initiative of being, I would say, 18 months ahead of legislation and kind of staying there. The next was as you onboard all those licensees. You want to make sure you have access to supply because if you don't deliver someone's prescription, that patient will leave. So supply and pricing were two big things that we kind of derisked. One, as Shane mentioned, the Perfect Scripts announcement and some others that we have in the works really kind of ensured supply to scale up to that volume and pricing. And then the third, which we talked about, which was just the technology, the version 2. Infrastructure costs have been spent to be able to build a platform that can scale. One note too, I think we were so focused on orders. And given that like VSDHOne really just kind of went through its first real quarter of revenue, we've started to look at orders maybe being not the right way to look at it because some orders are better than other orders. We've kind of looked at this thinking, okay, well, there are certain patients that have a -- will want more, call it, scripts with higher margins, and there's a better value for us to kind of focus on there. So all orders are not kind of equal as we've kind of seen as we've gone through this, but really looking for -- from a growth perspective or a revenue growth perspective as opposed to just looking at orders as we've kind of realized that. But I think the focus was it started in 2024 to start to tackle all those potential risk factors.

Thank you. So next one question, is there a sales force driving new licenses and partnership? If not, how is it being done?

And so again, when I say inbound traffic, there's a lot of collaboration in this space. So with our verticals, we obviously have 50-state medical company. We have physicians who are providing the telemedicine. We have medical directors who are also separate to the physicians. And then, of course, we have an army of nurses. We have an army of bricks-and-mortars. And of course, we have our pharmacy connections. So there's a lot of inbound relationships, and it's quite incredible. As big as the industry is, especially from a pharmaceutical perspective, is as small as it is. There's only a few key players. And when you have an offering like ours, which is a B2B direct-to-consumer side of things, we've actually been inundated by referrals, by introductions, and then that's where you're seeing the licenses. We're building out an outbound sales department, as we've said in previous months, and that will reflect in our customer acquisition for 2026. But right now, we're more than happy with the power of the referrals just from the existing ecosystem we have.

How is the current pace of the orders at the VSDHOne influencing your expectation for next year at the margin, if it changes them at all?

Yes. As I said earlier, the aggressiveness of the approach was customer acquisition, given the discount on the lower SKUs to help with the speed of migration and then, of course, go group by group and SKU by SKU. So some of the larger, larger clients, obviously, we're very cognizant of not dropping the ball, not impacting their current business. So going by group and going by SKU. Moving into next year, of course, with our release in the new tech is going to help with automating some of the migration, having it as less manual. But VSDHOne is going to be a huge part, of course, of the overall ecosystem across all the three verticals. The expansion of treatments, whilst it will be very powerful into the category 2, our ecosystem is already so strong from a number of licensees, from the amount of treatments, from the amount of business they are doing. The focus is still migration. We don't need an accelerated something dramatic to happen from a customer acquisition perspective for 2026 to be absolutely incredible.

Does Hydreight pharmacy offer nonprescription health care products to partners such as med spas? How attractive does the market look with regarding to the future growth beyond the current 45 approved treatments?

Yes. Two different questions there. nonprescription would fall under the B side of things. So absolutely, we do on the bricks-and-mortar side as well as the nursing side operate on the B channel. The third vertical is completely prescription-based. So it's direct-to-consumer, it's self-administered virtual care. So each and every product and treatment has a prescription specific to that person and the medication is specific to that person. The bricks-and-mortars, of course, work a little differently where they are B product, which is larger vials that is then compounded at the facility for those people. In that case, that also requires a prescription, but it's at a later point.

Okay. There is a confusion on the orders. Is 510,000 on the same basis as the prior monthly orders, or it's year-to-date?

510,000 is the third vertical only, and that was since mid-November from inception. So obviously, Q4, as you would imagine, is an increase on the other months, and obviously, the first quarter, which was Q3, from a full quarter perspective. And as the migration goes on, as the SKUs go up, of course, the revenue, the average cost of the product goes up and then the profit margin itself goes up because the discount was only on the first few.

Sorry, one thing to clarify on -- I think, one of the challenges is this was a new vertical, the auditors have looked at when they recognize and when we recognize an order is once it's actually arrived at where it's supposed to be shipped, not from the time the order is placed. So just as a reference point, like the auditors have -- now have been reviewing kind of how we recognize revenue, and recognize an order -- recognizing an order once it's arrived on site, not once it's placed. So...

What revenue share is accounted for by the GLP-1 product and the services dependent on them? Could these revenues be negatively affected by the stricter FDA enforcement after the end of the GLP-1 shortage? Are these risks related to the compliance violations by the B2B partners practically regarding the continuation of the GLP-1 compounding in conversion of the FDA regulations?

Yes, GLP-1 is about 40%, I believe, of the orders at the moment. And again, the regulations or changes or news that you've seen was around patented big pharma-type things. It wasn't around the business that we do, which is essentially compounded side of things. Again, the B2B side is anywhere you see someone really getting in trouble was more around the claims, the marketing side of it from big pharma. But right now, if there's a patient need, if there's a prescription for that person, the pharmacy is more than allowed to compound that drug. And again, GLP-1 is a peptide. So it was a peptide that was almost fallen upon. The explosion of peptides is what we're seeing from, as I said, Sermorelins, which would be Category 1, but then the release of these Category 2 peptides is incredibly -- is going to be what 2026 story is all about.