Neogen Corporation (NEOG) Earnings Call Transcript & Summary

Hello, and welcome everyone here and on the webcast. Thank you for joining us for what we believe is Neogen's first ever Investor Day. I'm Bill Waelke. I'm heading up Investor Relations as well as FP&A for the time being. And we are very excited to tell you about the progress that we've made over the course of the last year and also the strategic things we are focused on to deliver on what we see as significant potential for Neogen in the future. Before we get to those exciting things though, please bear with me as we walk through the forward-looking statements language I think as you are aware, we may make reference to forward-looking statements here in the room today under the meaning of the Private Securities Litigation Reform Act of 1995. Our actual results may differ materially from what we tell you in these forward-looking statements. Additional information concerning these factors can be found in our 10-K, in our 10-Qs and other reports that we make with the SEC and the presentation that we've issued in connection with today's meeting. I encourage you to review those documents and we do not undertake any obligation to update those forward-looking statements. With that behind us, Neogen at its most basic level, has the mission of protecting the world's food supply. We advanced this mission through our 2 segments: Food Safety and Animal Safety. In food safety, which accounted for almost $650 million of revenue in fiscal '26, we believe we are the clear global leader. Our portfolio of food safety solutions includes a range of immunoassay and microbiological diagnostics and related products mainly to identify the presence of undesirable things in products we all consume on a daily basis, whether it's the presence of east or mold or E.coli, Salmonella, aflatoxins, allergens or a number of other things. Our diagnostics aim to provide food producers with fast, reliable, accurate and easy-to-use solutions around the world. These solutions are relatively inexpensive as you would expect, compared to the cost of wasted inventory or the costs associated with contaminated products reaching the shelves and more importantly, consumers. The history of Neogen dates back to the early days of food safety testing. The company was founded almost 45 years ago in 1982. Given this long-standing expertise we have in the industry, we believe we're viewed not just as a supplier, but as a trusted partner of food producers that can help them design and implement robust food safety testing programs. Our Animal Safety segment, which represents about 25% of the total company's revenue is complementary to our mission of helping to protect the world's food supply. The majority of this segment is focused on preventive care and the well-being of production animals. We have a number of well-recognized brands that play important roles in the health of production animals and also long-standing relationships with key channel partners, which in this market are the primary route to the farmers and the ranchers that use these products. Together, these 2 segments provide depth and breadth of expertise with a global reach and recognized solutions to help food producers, ranchers and farmers ensure that our food supply globally is as safe as possible. After nearly 45 years, we have developed a significant global presence, which we believe is the broadest in our markets, with almost half of our revenue generated outside of the U.S. We serve over 70,000 customers in 135 countries, and have an installed base of over 50,000 instruments. While we do have some diagnostics that can be run without instruments, our focus in food safety is very much on the razor blade business model. Instrument placements generate sales and consumables. And in our Animal Safety segment, that product portfolio is almost entirely consumables meaning that as a total company, over 90% of our revenue comes from sales of consumables. Our customers around the world use our products to run over 300 million tests each year which means a tremendous amount of data is generated. We'll expand on the data opportunity later today, but continuing to build out a digital ecosystem containing not only data, but data-driven insights is a key priority for Neogen moving forward. Protecting the world's food supply is a global challenge, shaped by scale, complexity and constant change. And I think to most people, it might not be fully appreciated how complex this mission is, but let's take a look and get a little bit of insight into how complex this is on a global basis. [Presentation]

Thanks, Bill. Good morning. My name is Mike Nassif, I'm the President and Chief Executive Officer for Neogen. Welcome. Neogen has been a public company for 37 years, but this is our first Investor Day, and it comes at a really important moment for the company and gives us an opportunity to share with you where we are, where we're going and more importantly, how we're going to get there. When I joined 14 months ago, one of the first things I did was meet with as many investors and our analysts as I could, to really understand their perspective on what's happening. You are very clear to me about the challenges that the company was facing. You saw the challenges of integrating a large carve-out. You saw the challenges with supply and service, and you rightly questioned whether management could consistently execute, most importantly, reduce surprises. And I think those were very fair concerns. And my commitment to you was that in 2016, our goal was going to be about stabilizing the business and building credibility. And when you ask me how we're going to do that, I start by focusing on the fundamentals. What I also said was if we do that correctly, the first place we should see it is in our top line. And I think it has. I believe we've reached an inflection point and our transformation initiative is taking hold. We've delivered positive core growth in 4 consecutive quarters. Our commercial and cross-functional teams are working better together. Our supply reliability has improved. Our customers are getting better service from us. Now all that matters, but I don't want to get ahead of myself. We still have work to do. But what these results tell us is that the changes that we've put in place over the past 14 months are taking hold. They're making an impact. Now at the same time, the market tailwinds behind us are substantial. We operate in a durable nondiscretionary market, serviceable addressable market in animal food safety of over $7 billion, growing at a blended rate of 4% to 5%. However, market growth alone is not going to determine our success, and we have to earn it. And we do that by having stronger customer relationships, broader adoption across our portfolio, innovation that solves real customer challenges and most importantly, consistent execution. As a category leader, our objective is not simply to participate in growth. Our objective is to outgrow the market, strengthen our differentiation and expand profitability over time. So if the opportunity is there, the question is simple, how are you going to do that? The answer is through our very focused strategy built around 3 pillars: commercial prowess, high-impact innovation, and operational excellence. You've heard me speak of these priorities consistently since I joined. They're not slogans. They're how we run the business. Commercial prowess is all about execution discipline at scale, strengthening global relationships and expanding our portfolio of solutions to more customers. High-impact innovation starts by understanding our customers, what are the real challenges and how do we take those insights and turn them into growth. And lastly, operational excellence means improving reliability, productivity, reducing complexity and strengthening our margin and cash generation capabilities. Taken together, these 3 pillars are not just about growth. They're about building a sustainable and profitable company for the future. Now our path so far has taken a very structured three-phase approach that I shared on day 1, fiscal year was about stabilization and building credibility, '27 is about acceleration. It's about taking the foundation and the fundamentals that we have built in the past year, expanding them at scale and with greater efficiency. And '28 is about expansion, expanding our markets, our differentiation and our margin and this is also when we expect to see the investments that we've been -- that we've made today in innovation and operational improvement to start to meaningfully impact our P&L. Now what gives us confidence and the opportunity, it's not simply the size of it. It's a combination of our market position, the breadth of our portfolio, our capabilities and the execution that we've demonstrated so far this year. And the need for effective food safety solutions has never been more acute. Foodborne illness outbreaks have increased by 50% over the past 10 years. The cost of these recalls is $75 billion plus per year. Governments have responded by increasing, spending significantly in food safety, while consumer confidence remains under pressure. So as food supply chains become more complex, our customers are being asked to do more. And increasingly, they're looking for partners that can address multiple food safety challenges across their operations and most importantly, at scale. And I believe this is where Neogen is uniquely positioned. We operate close to the point of processing where quick decision, reliability and accuracy are paramount. Now as the leader of food safety, Neogen has significant advantages than any other player in the market. We have a leading platform in 10. We have 10 leading platforms with 6 of them with market-leading position. We offer one of the industry's broadest portfolios with over 10,000 SKUs. More than half of our revenue, as Bill said, comes from outside the United States. So what that means is that it gives us a global network and deep relationships around the world with a lot of these large strategic account customers. Now taken together, all of these strengths, combined with our manufacturing capability, our global reach, our technical expertise, give us the foundation for growth and innovation. But having these advantages just by themselves is not enough. Our goal is to connect them more effectively, make it easier for customers to realize the full value of Neogen and turn us advantages into a stronger margin expansion, stronger growth, margin expansion and cash generation. Now when you look at the competitive set that is supporting this industry and the growing challenges, you see 2 things. You see very specialized niche players on one side and then you see large conglomerate -- multi-industry conglomerates on the other. Neogen brings the capabilities of both and I really think that's what makes us unique. We combined a dedicated food safety focus at global scale. We bring together scientific expertise, manufacturing and distribution capabilities, customer and technical support and a broad portfolio that integrates into workflows of our customers. The advantage is not any one of these individual capabilities, it's really the combination of all of them. So our opportunity is to make these advantages work better together than they have in the past. That's how we intend to turn our market position, to solve these real challenges and turn it into financial performance. And it brings us back to our strategy on our 3 pillars. I believe we've built the industry-leading management team to support this transformation. And you will hear directly from the leaders responsible for the results of each pillar today. So Tammi and Joe are going to discuss commercial prowess Jeremy is going to give you his plans around high-impact innovation. Jim will talk about operational excellence. And of course, we'll have Brian come up connecting all these priorities and translating them to how that we expect them to impact our financial performance. As I reflect on the last 14 months and the work that we've done so far, I really have more confidence in the company and the direction we're going than I did when I joined. And that confidence is really based on the progress that we've made how the organization has adopted to the changes so quickly. The discipline that's taking hold across the organization, and most importantly, the capabilities that have witness of our colleagues around the world and our management team. So our objective today is to give you a very clear and credible view of the path forward, the opportunity we see, the actions we are taking and introduce you to the leaders accountable for delivering these results. So thank you for being here. And I'd like to ask Tammi to come up.

Thank you so much, Mike. So every year, the world is moving nearly $5 trillion of food, your supply chain that most people never think about until something goes wrong. And somewhere in that system, safety has to be proven every single day at every single step, invisibly before anything reaches a shelf. That invisible layer of trust before is what I want to spend the next few minutes on because that is the business that we are in, and that is where this company earns its right to lead. So good morning. I'm Tammi Ranalli, the GM of our Food Safety business joined today by Joe Freels, our Chief Commercial Officer, who will take you inside how we're built to earn that trust every day in plants all over the world. So to understand why that trust is so hard to earn, you have to understand what is at stake when it fails. So I want to start with what's at stake for our customers because that is what creates the demand behind everything Joe and I are about to show you. Peanut Corporation of America is on this slide, not for shock value, but because it remains the industry's reference point for how asymmetric that risk is. Decades of brand equity, an entire company dissolved and a criminal sentence, all traces back to a product that should have never shipped. That asymmetry is why food safety is one of the most defended line items in our customers' budgets in good economies and in bad ones. And that risk has not been engineered out of the system. This summer alone, I think we're all well aware of. We've lived through the largest cyclospora outbreak in history. Shredded iceberg lettuce from a single supplier, second nearly 13,000 people across 21 states and put 570 people in the hospital. At the same time, Salmonella moved through jalapenos from one growing region into national restaurant chains and through shell eggs from one producer into grocery stores across the South. Different pathogens, different commodities and the same lesson. One input, one supplier and the exposure becomes national within days, but it doesn't stop at our borders. Earlier this year, on contaminated ingredient pushed infant formula recalls into 99 different countries. For customers, the takeaway is clear. Your brand is only as safe as the least tested input into your supply chain. And finding that out at the end is finding out too late. So what does this mean? It means that companies are changing how they buy. They are moving from testing at the end to preventing at the source, testing earlier at more points in the supply chain and connecting those results so they can now act in hours instead of days. That shift raises both how often they test and what they're willing to pay for that confidence. It's the strongest structural tailwind in our category, and it is precisely the category that Neogen is built for. So this is why they can't afford it to get that decision wrong. And it's why companies like theirs are rethinking who they trust to help them make that. But rather than me telling you what they need, let's hear from some of our customers around the globe. [Presentation]

So what you heard was not a set of testimonials. It's a signal about how these companies now decide who they're buying from. And across our global voice of customer work, that signal is remarkably consistent. Several themes come back again and again. And taken together, they describe a significant shift. The question our customers used to ask was, do you have this test? The question they are now asking is, can you run my program? And that is why they want an integrated partner rather than 12 different vendors with 12 different systems. And it is why speed and simplicity plays such a critical role in the buying decision. A result that arrives too late to act on has no value, no matter how sophisticated that result is. So another theme that we've heard about time and time again revolves around the data. customers aren't just buying a result anymore. They're buying the trend behind it, the insight it gives them and the confidence to walk into any audit prepared. And finally, I want to mention that our customers are frustrated. They're frustrated with juggling different fragmented vendors and systems frustrated and waiting several days for results from a central lab, and frustration is reshaping the buying decision and creating a clear opening for Neogen. That is why the criteria our customers now value the most, integrated, fast, on-site connected to data are precisely the capabilities that we have spent the last year organizing this company around. This is strategy meeting market momentum, and it is why Neogen is positioned to lead what comes next. And there's a structural shift that makes this moment especially favorable for Neogen. Testing is moving out of the lab and into the line. For decades, food safety testing, was built around a centralized lab model. collect a sample, send it out and wait for a highly trained specialist to deliver that result. The model delivers accuracy, but it separates that answer from the operation. And in a modern plant, every hour of waiting turns into tying up inventory capacity and working capital. So today, easier to use validated methods, rapid diagnostics, and connected data are allowing customers to move testing closer to the point of processing where the people running the line can see the risk sooner and make the decision while there's still time to act. So picture a pallet of finished products sitting in a warehouse on a Friday afternoon. It can't ship, not because there's anything wrong with that pallet, but because there's a sample sitting in a queue at a commercial lab somewhere. And no one on the plant floor can tell you when that answer is coming back. So take that pallet, multiply it across every plant, every day, and that is when a $9 billion centralized lab model looks like from the inside. Certainty eventually, but never certainty in a time frame that matters. So our customers are tired of waiting on that pallet. The industry has started moving that answer to where the question is being asked. Onto the line, into the hands of the person that needs to make that call. So that's not a forecast. This is already a $5 billion market today, and it's the fastest growing $5 billion in food safety adding roughly $140 million a year and expanding of $700 million over the next 5-year horizon. Here is why this matters. That pallet in the warehouse floor is moving towards the one place we've spent our history standing. We didn't have to reposition for this shift. The market is repositioning towards us. And Joe and I have lived this shift before. We both spent many years in clinical diagnostics, helping move testing out of the central lab and into the point of care right next to the patient. We know what it takes for a customer to trust a result outside the lab and how fast the markets will move once they do. So we're bringing that same playbook to the point of processing. So the real question you may ask is simple. When testing moves to the line, why does Neogen win? So go back to that plant manager, standing next to the pallet and follow them through what actually happens the moment they are calling us instead of the lab. They're swabbing the line themselves. And with Petrifilm and our rapid diagnostics, they're not waiting for a courier or a lab queue. They have the answer in minutes to hours standing right where that product is. And that result doesn't just sit on a print out. Neogen analytics picks it up instantly and turns it into a release decision in real time. So instead of that pallet sitting in a warehouse waiting, it's now on the truck going to customers. And 6 months later, when an auditor walks in and asked them to prove it, they're not having to scramble. More than 100 AOAC and AFNOR validated methods, and those are 2 of our major international regulatory bodies, means the answer that they're trusting on the floor is the same answer that an auditor is accepting. That's the regulatory credibility that Mike was referencing, made real in a single work day. So that is why Neogen wins at the point of processing, speed, breadth, connected data and validated methods from a single partner. That combination is hard to replace and hard to displace. So notice what just happened. They didn't have to call 5 different vendors to get through that day. That's not an accident. That is the model. Before us, most plants like theirs lived in that fragmented environment, getting pathogens from one vendor, allergens from another, environmental monitoring, sample collection and digital records, all were disconnected. The result was more complexity, slower decisions and a pallet that's sitting longer than it needs to. So once they trust us with one result, they started asking us to take on the rest, pathogens, allergens, indicators, all on one platform, all from the same partner already standing beside them. This is where the story turns in the economics. Every one of those conversations expands our share of wallet within the plant, makes us harder to replace and converts into recurring consumable and software linked revenue that we didn't have to win from scratch. So let me show you what that actually looks like inside a real plant in an industry that we know really well, Dairy. So picture a dairy processor. There's a tanker of raw milk that's arriving before dawn. And long before it becomes a carton on a shelf, someone has to make that same version of this pallet decision at every single step. So you've got reception, pasteurization, processing, environmental monitoring and finally, release. In that fragmented model, each of those decisions belongs to a different vendor and a different data silo. Six separate stories that are never talking to each other. Now with Neogen, they become one connected story from start to finish. The result is a faster release decision at the end of the day, problems caught earlier in the line. instead of after the fact and an audit file that's already built. The exact outcomes those customers are asking about in the video. So we followed milk from the truck to the pallet, but there's one more thing we haven't talked about yet and it's the most valuable thing in the plant. And that's the data. So go back to that dairy plant. It's 2 in the morning, someone is swapping a drain near a filler. It comes back positive. Now in most plants today, the result becomes a line on a click board or a cell in a spreadsheet, filed away, disconnected from everything that has happened that week. Watch what happens with Neogen analytics. The result shows up on a map outside the plant. It shows that this is the third hit near that same filler in the last 6 weeks. It kicks off a corrective action with a named owner. And before a single pallet moves the release team is already aware of what has happened. That is the moment a result stops being a record, and starts being a warning while there's still time to act on it. And what surprised us even more was that you might expect better data to lead to less testing, but the opposite has actually happened. Once a quality leader can actually see their plant, they want to see more of it, more sample points, more frequency, more confidence. Customers who adopted Neogen analytics increased their consumable use by more than 1.5x. Now that is the flywheel. They see more, they test more. They test more, they trust us more. That's recurring consumable pull-through with software linked revenue on top. And once their history, their workflows and their audit trial live inside our platform, we're no longer a vendor they buy from. We're the ecosystem they're relying on. So that's one plant. Picture this across -- happening across thousands of them. And now Joe is going to show you how we are building our commercial model to ensure that we're going to be standing next to everyone. Joe, over to you.

Thank you, Tammi. So let me connect you to the customer needs that Tammi has the opportunity we have and how we're building the commercial model. The customer need is clear: faster, connected, audit-ready, food safety decisions closer to processing and the point of need. As Tammi mentioned, I've seen that shift before in clinical diagnostics, where bringing testing closer to the patient delivers speed of decision-making, better quality metrics and reduces cost of care. That same shift is happening in food safety. Moving testing closer to processing, faster decisions and insights and more connected workflows. And that gives Neogen the right to win. We have point of processing access, a broad portfolio, technical and regulatory credibility and analytics that connects tests to workflow decisions. So in the near term, the opportunity for us is not creating a new market, it's extending our category leadership through sharper focus, consistency and accountability. So let me show you how that -- how we convert that differentiated position into growth. So this is the commercial transformation in one picture. We have a strong foundation, trusted partnerships, quality and regulatory credibility, science and technical support, and portfolio breadth. But a strong foundation alone does not sustain category leadership. We have to execute on the fundamentals at scale, and that's what we've put into place: a global go-to-market focus, solutions-based selling, stronger funnel discipline, clearer accountability and that delivers consistent execution across regions. And in my own experience in leading global commercial teams, it's not the teams that deliver the most activity. It's the teams that have the clearest priorities operating cadence and accountability that win. That same discipline is what we are applying here. To convert Neogen's foundation into deeper relationships and sustainable, profitable growth, we have to prioritize our efforts toward the highest impact geographies, segments and customers. The clearest example of this is the work we're doing in strategic accounts. Our strategic accounts are growing at 6.2% year-to-date. That's an early proof point that the tighter focus is working, and we're on pace to deliver 8-plus percent by year-end. For us, a global strategic account is one of the largest customers who operate in multiple geographies around the world. These are brands that you likely know and trust. And despite their strategic importance, historically, we've had many different representatives covering these customers through local relationships and, quite frankly, fragmented engagement by location, category or region. So this means that a global customer that has locations in 10 countries may have been covered by 10 or more Neogen representatives. And so we're changing that. We'll now have a dedicated global strategic account team where we'll have one Neogen representative accountable for the relationship in order to bring value to these customers. The model is simple: engage enterprise-wide, standardized solutions and expand share of wallet. And as Jeremy will talk about a little later in the morning, Neogen analytics development work that we're doing with some of these customers is moving Neogen from simply a product supplier to a workflow partner and innovator. So while we're on track to deliver our targeted growth, we're also deepening our relationships with our global customers to meet their needs and extend our value. In addition to our strong position in food safety, we also believe we have a strong animal safety business. Animal Safety remains critical to our overall growth and health as a business. It's a business with trusted brands and attractive recurring demand. This is a compelling opportunity for us because this is a business that's been built primarily in the U.S. with only 15% international business with very little focus. So that creates an opportunity for us across Europe, Latin America and Asia Pacific but this will not take focus away from our food safety business because we already have a separate team of resources delivering results today. And we're applying the same commercial operating model with this team to drive sustainable and profitable growth. You should think about the international growth as primarily a route to market opportunity where we have the capability to activate distribution, extend trusted brands to international geographies, and use Neogen's global infrastructure to improve our reach. The takeaway here is capital-efficient expansion built around products and brands that already have a strong foundation. It serves as a great complement to our overall growth strategy, but does not diminish our food safety focus. And as a part of that focus, we also have to improve efficiency through differentiated coverage models by using digital commerce. Digital commerce is about meeting customers where and how they want to buy while making it easier for them to access our products, information and the support that they need. Different customers need different types of engagement, strategic accounts require higher touch core accounts, need field and channel support, while smaller or more repeat buyers often value speed and self-service. By improving digital access, we reduced friction and routine purchasing. We improve responsiveness and let customers engage with Neogen when and how it works best for them. For Neogen, it also creates a more scalable coverage model, allowing our commercial teams to focus on our higher touch resources where customers need deeper technical strategic or enterprise level support. The goal is better customer experience, broader reach and more productive growth, not simply a lower cost to serve. But the effectiveness of this model really depends on our execution, our accountability and alignment across the commercial organization, which is where our strategy is critical. But a strategy alone only creates value when the organization is ready to execute it consistently. And that execution requires clarity and transparency. Over the past year, we've built commercial operating models around 3 disciplines. Sharper account targeting, which is about working the right opportunities. Maintaining price discipline and strategic prioritization of the right segments. Our sales operating model provides our teams with a clear framework of how we execute, to translate our broad portfolio into valuable customer solutions and serves as a clear standard for accountability across the sales and supporting commercial teams. I've executed this at scale, and I know what it takes. But it only works if our teams are on board. And we have a very talented team around the world, and they know what right looks like. They want to be enabled. They want to have confidence in our direction. And I'm excited to report that at our recent global sales meeting, we did a survey of a little over 200 sales and marketing associates. And we asked them how they were feeling about confidence in our direction and in leadership. And I'm happy to report that, that confidence and clarity of direction has improved, 62% from 58% to 94%. And that's significant because alignment matters. But it's not the end measure. The proof will be in our performance, pipeline quality, opportunity wins, price realization, customer retention and revenue growth. The team is aligned, they're engaged, and they are hungry to win. The cadence is in place. And so now we carry that momentum into consistent commercial performance. And we're seeing the early evidence. The team is driving stronger funnel creation with new opportunities up 32%. That has helped us generate a qualified pipeline of $142 million. Quarter 1 wins of $13 million. Our service levels are also improving with help from Jim Walter and his team on-time fulfillment is up 5%. Back orders are down 27%. And these are all things that reduce friction with our customers. and provide fuel for the commercial engine. Let me be clear. These are indicators of improvement, but they're not the finish line. But they matter because they tell us early whether the things that we're doing to improve the commercial engine are working before the results show up in the numbers. So we'll continue to manage with this type of discipline, building a higher quality pipeline, improving conversion, growing revenue, deepening strategic account momentum and holding ourselves accountable for measurable progress. What I want you to take away from our section is pretty simple. Neogen already has the customer access, the portfolio, the science and regulatory credibility required to lead. The commercial transformation is about converting these strengths into consistent performance. So we're focusing our resources where we have the greatest right to win. We're going deeper in strategic accounts. We're expanding proven businesses into underpenetrated geographies. We're building scalable digital coverage, and we're operating with greater discipline and accountability. The early indicators are encouraging, but we understand that we must maintain a high standard of performance. The measure of success will be sustained profitable growth and consistent execution. That is why the commercial team exists and that is what we drive every day. We also know that as we look into the future, our innovation engine will be a key component of fueling our commercial engine. And so I'm excited to introduce Jeremy Yarwood who will walk you through how high-impact innovation will ignite our future.

Good morning, everyone. I'm thrilled to be here as Neogen's Chief Scientific Officer, I'd like to share insights on how we believe innovation can drive real value for our customers in our business. Since I joined the company, I've had the opportunity to meet with customers around the globe from small regional players to major multinationals. Almost without exception, they're looking at us to be a holistic solution provider and a real partner in solving their food safety challenges. You heard from Mike and Tammi how big a problem this still is both in terms of human health and economically, an area that's truly ripe for innovation. As a category leader, we have the presence and ability to deliver solutions throughout the value chain. To address each of those core customer needs that you heard Tammi talk about. To do so, we're building on existing capabilities and harnessing new ones to enable rapid, high-confidence decision-making seamless integration into their larger workflows, driving insights that eliminate the risk of contamination and allowing testing to happen near the point of processing. In order to bring those innovations to life, we are building best-in-class approaches to new product development. You heard Mike talk about stabilizing the business in our first year. Part of that investment was building a robust disciplined process to uncover unmet customer needs and applying rigorous cross-functional and financial prioritization to drive focus on the very best ideas coming from a very deep funnel of opportunities. This process gives us the opportunity to concentrate resources on the highest value solutions, most likely to create meaningful customer impact and attractive returns. Our first exercise of this process yielded 18 projects across multiple product categories that we're moving forward with today. While we continuously feed this already deep funnel with concepts surfaced by our customers and our highly knowledgeable Neogen team. This is how we raise our new product vitality index the percentage of revenue coming from new products, more than tenfold over the next 5 years and renew our industry leadership in innovation. Our innovation strategy is designed to stay ahead of emerging needs and technology trends by combining internal development, strategic partnership and co-development models that accelerate delivery of new solutions while reducing risk and time to market. While we've got extensive internal technical capabilities, we know there's also opportunity to leverage breakthroughs in other fields, including diagnostic technologies and machine learning. As a category leader, we are often the first point of contact for companies or teams with emerging technology seeking to enter the food safety market. This gives us a great opportunity to assess and test the best technology out there. align it against market needs and validate the solutions with our customers. We've also seen interest by government agencies to sponsor advanced technology to support food safety. One example is a multimillion-dollar grant secured from the disruptive technologies innovation fund established by the Irish government. This grant invest in AI-assisted functional protein design building on the capability that our internal teams had already demonstrated. This capability would allow us to accelerate the development of assays that perform across the incredibly diverse range of food types and materials, much more complex than you'll find in clinical diagnostics. As an example, think about the range of food products in your local grocery store, looking for gluten in a bake cookie, for example, can require a very different assay design than that same gluten in the raw flower being used in that same recipe. Modernizing our tool set will help us innovate at the speed that our customers do. One of the things that excited me in joining this company coming from the medical diagnostics world, is the ability to drive value creation in much shorter cycle times. In med tech, new diagnostics were often a journey of 5 years or more. We're able to move much faster. And this is particularly energizing knowing that we have so many areas in which we can drive value through innovation. We have both near-term as well as longer-term growth drivers. Those near-term drivers include expanding our claims on existing products to a broader range of use cases and food materials. This is particularly true for our international customers. As they deploy new food and drink products, for instance, shelf-stable ready-to-drink beverages, which are exploding in popularity in Asia Pacific region. We can validate solutions for those new products and enable their safe release. We also see the potential for significant value, which we'll talk more about shortly, in providing digital solutions that can be deployed with our customers in a matter of weeks or months. As an example, we are able to develop and deploy a mobile application in less than 3 months for a major company that wanted to use the Neogen analytics capability under factory floor using company devices. And as we invest this year in NPI, we expect those to meaningfully contribute to incremental growth in fiscal year '28 and beyond. All of this allows us to deliver a regular cadence of innovation to the market and achieve that tenfold increase in our Vitality Index within the next 5 years. We've heard loud and clear from customers their desire to get answers that make sense and to get them sooner. To that end, we are investing in technologies across multiple platforms that move testing closer to processing, increased workflow integration and transform food safety from retrospective compliance into real-time operational decision-making. As we're modernizing these platforms, we're also creating the additional plumbing or connectivity to allow the collection of more data that can translate into actionable insights for the customer. An example is location tracking. This would allow us to accurately marry where the test point was collected to the result being data point, allowing seamless intervention literally where it matters. Let me give you some additional detail on one of those platforms, pathogen detection. While there's been testing for decades for pathogens and food, it hasn't really moved the needle on human health. And unfortunately, foodborne illness rates continue to rise. This is particularly true for pathogens like Salmonella. While Salmonella species are commonly detected, only a fraction of those species actually cause human disease and they change over time. So just seeing Salmonella is not enough. We've got to isolate and focus on the strains that matter. This is something that regulators are talking about in seeking advanced solutions for. We proposed to help drive that by developing next-generation testing technology that targets those strains of interest informed by analytics and risk models that focus testing on where it's most likely to catch the issue. By doing so, we seek to link testing to interventions and process controls that matter, truly making food safer for human. One of the key areas we're investing in is our core platform of Petrifilm. For the first time in Petrifilm history, we will soon have the entire development capability fully internalized. From early innovation and development through pilot capabilities and production capacity that you'll hear more about from Jim. Every Petrifilm we add to our line can drop through at highly attractive margins and help us achieve the 30% EBITDA target for the corporation. And as we pivot the teams now working on Petrifilm manufacturing transfer to working on innovation, we'll be able to develop and scale Petrifilm at a cadence that was not possible in the long history of this product line and unmatched by competitors. Our primary focus is building value on core market of food and beverage where we believe there's significant additional opportunity to innovate. But over time, we do believe that the Petrifilm value proposition of our prepared plate in an easy-to-use format will also resonate in adjacent markets that still rely on traditional media. And we're thinking about ways to best do that, whether through distribution partnerships or otherwise. Overall, we believe this opens up the Petrifilm accessible market by more than 2.5 fold from where it is today. Now while I was in medical diagnostics, I could have only dreamed of the ability to test and improve a diagnostic solution early in development inside a hospital. Not too many hospitals willing to let you practice on their patients. But here, we have the opportunity to test and iterate where our customers live every day, literally in their factories and in their laboratories. I can't think of a better way to incubate innovation. This ensures that the solutions that we develop meet real needs and when launched are quickly embedded into customer workflows. In this customer-focused innovation model, we are partnering with real segment leaders. This approach aligns well with the commercial strategic account focus that you already heard about from Joe. As an example, one of the data solutions we developed helped a strategic account identify an emerging listeria risk. By intercepting this trend, they avoided a potential multimillion-dollar product recall. They're rolling out this system across factories in North America. And they're just one of more than 40 strategic customers we are working with on innovation. To me, this is a great example of problem solving together with industry-leading customers as we help them create best practices, we can leverage those learnings to level up less mature customers to implement best-in-class procedures particularly through digital workflows. Already, our customers generate more than 300 million data points annually, 300 million using our products alone. More than any other food safety business, and that's only going to increase. As a category leader, we have the opportunity to connect and leverage those data sets to drive best practices, both by the customers themselves as well as the industry as a whole. This includes how they implement and monitor their testing programs, where and when they sample, and how to demonstrate the effectiveness of their corrective actions or interventions to prevent an issue from happening in the first place. It's important to remember that every decision our customers make to release product is a risk-based decision. It's impossible to test every leaf of lettuce, every pound of beef, every wheel of cheese, it's a bet multiple times a day that, that food is safe and of high quality before it goes out the door. To make that decision, a quality manager is assessing not only the result of our test, but data from the factory floor, raw materials, sanitation and many others. It's like a doctor diagnosing a patient. Not only are they checking a diagnostic test result, but they're evaluating the patient for fever, movement, medical history. As Tammi mentioned, unfortunately, producers are often relying on an extensive but often disconnected set of data points from throughout their supply chain, including our test results. So we believe this creates a tremendous opportunity to create value providing customers with the right data at the right time to make the best decisions, allocating their resources in the most productive way to reduce their risk. As we look forward, these inputs will allow us to create a flywheel driving better insights and decision-making, further accelerated by additional data sources such as weather and climate information to predict toxin outbreaks emerging pathogens that threaten certain food crops or factory operations that raise the risk of a contamination event. While others can create digital workflows, none of them have the ability -- none have the food safety expertise that Neogen built over decades to identify the real risks out of the universe of signals, why they matter and what to do about it. The Holy Grail of food testing, truly point of processing is real-time nondestructive testing. One of the companies that's helping to enable that is Hinalea, using advanced hyperspectral imaging to truly see things at the human eye can't and to transform laborious off-line or highly qualitative tests into real-time insights. Now briefly, what is hyperspectral imaging where a regular camera records 3 bands of light, red green blue, a hyperspectral sensor can capture 100 or more, building a detailed spectral fingerprint for every pixel in an image. This makes it possible to identify materials, detect chemical changes, spot problems that no other imaging method can see. And you can see that right here in the image mix of white powders that are tough to distinguish by eye that vastly different when viewed with hyperspectral imaging. And so we're very excited to announce this week an investment in and collaboration with Hinalea to develop new-to-the-world solutions for food testing. This gives us exclusive rights for applications within food safety testing. While hyperspectral imaging has been a known technology for many years, it's been hand strung by cost and practicality. Hinalea has figured out how to make that technology accessible and economically attractive to food producers and processors. And just this week, they're announcing another step change in camera costs with a new model that's less -- 70% less expensive than the previous version. By the way, if you haven't had a chance to visit with him and our lobby, please do so, as I know Barry is happy to share a demo of the system itself. Hinalea is already realizing value at segment leaders in food testing and we're thrilled to partner to accelerate that value creation. Not only do we believe that advanced imaging applied together with our current testing systems could unlock real value in things like Petrifilm automation. We believe that significantly expands the range of problems that we can help our customers solve. This creates real opportunity to build value and processes like product quality testing, food grading and automated inspection that we don't access today. One of the applications for advanced imaging that we're very excited about is the potential to significantly reduce the time to result for our Petrifilm products. We've heard repeatedly from food producers that getting answers more quickly unlocks another level of value for them and their ability to safely release product and intercept potential issues. While we are the industry leader in drive film media for food safety, 70% of the addressable market of 1.2 billion still uses traditional culture media. And this doesn't even count some of the adjacent markets I talked about a minute ago. Using advanced imaging technology and next-generation formulations, we believe we can meaningfully reduce the time to answer, expand our competitive edge and convert substantially more of the traditional media users to Petrifilm. Neogen is building on a foundation, 40 years of industry-leading expertise in food safety science to become a disciplined growth engine. Focused on anticipating customer needs, commercializing differentiated solutions and delivering measurable returns through revenue growth, product vitality and innovation productivity. Through extensive customer-focused innovation, we will be their preferred partner to deliver real solutions. And through a systematic and sustained cadence of new product launches, we seek to not only compete but to change the future of food safety. And now I'd like to turn it over to Jim Walter, who's going to tell you how we're transforming operations. Thank you.

Thank you, Jeremy. Good morning. As Tammi and Joe mentioned, customer demand is moving towards faster, connected, audit-ready decisions at the point of processing. They also showed how Neogen is focusing its commercial model on strategic accounts, priority markets and integrated solutions. Jeremy showed how high impact innovation expands the products, applications and markets we can serve. We have built a world-class organization, and I will show you how we convert those commercial and innovation opportunities into reliable supply, scalable capacity, stronger margins and cash generation. Our unique capabilities worldwide, coupled with our ability to scale, make the operations team a force multiplier for Neogen. With operations as a nucleus, we have stabilized the operating foundation. We are now using that foundation to accelerate and expand to unlock margin expansion. Commercial creates focused demand. Innovation creates differentiated solutions. Operations and supply chain make both repeatable and profitable at scale. Let me start with what we are doing to improve the operating platform and why it gives us confidence that Neogen can scale to the next phase of growth. Over the past year, our first responsibility was to restore control across quality, service, inventory and the global operating network. The results matter. Complaints are down 65%, inventory is down 23% and service levels have improved 45%. Those are not isolated improvements. They show greater visibility, clearer accountability and more consistent execution across one global operations organization. That matters even more after what we heard from Tammi and Joe. If customers expect faster decisions, integrated solutions and reliable testing at the point of processing, our operating system must deliver products consistently to support that promise. We have moved from stabilizing individual issues to managing capacity, demand, inventory, service, quality and investment as an integrated global system. That gives us the platform to accelerate without rebuilding the foundation beneath us. With that foundation in place, the question becomes how operations turns focused growth into financial leverage. We create leverage in 3 ways: First, we scale efficiently by building capacity ahead of demand and improving utilization, so revenue can grow without cost increasing at the same rate. Second, we improved structural cost through automation, productivity, material efficiency and network simplification. Third, we accelerate innovation by controlling critical manufacturing capabilities and moving products from pilot to commercial scale faster and with less risk. These are connected, clear demand improves capacity decisions, better manufacturing control speeds, commercialization, greater volume improves utilization and margin. Together, these capabilities expand gross margin, strengthen cash generation. And higher EBITDA margins. As Mike mentioned, we are doing all 3 to support Tammi, Joe and the commercial teams, allowing them to accelerate supporting what our customers are asking for. I will begin with scale because the sharper commercial priorities you just heard give us a much clearer view of where to deploy operating resources. The new commercial model is concentrating growth around strategic accounts, focused markets and Petrifilm expansion. That focus gives operations clear demand signals than a broad, undifferentiated pursuit of every opportunity. For strategic accounts, we position capacity and inventory around visible, committed enterprise growth, and broader solution adoption. For focused markets, we configure service, supply and fulfillment around the segments and geographies where Neogen has the strongest right to win. For Petrifilm, we have built manufacturing readiness ahead of adoption and future launch demand. The economic equation is straightforward. Concentrated demand plus targeted capacity and resources allows revenue growth to outpace cost growth. Petrifilm is the clearest example of how manufacturing control creates the capacity and economics to support that growth. So who in the room has seen the facility? I know I've recognized a couple of faces from the last tour. So great, several of you've had a chance to see it. That's fantastic. It's no longer a facility project. It's a controlled manufacturing platform for scale and innovation. The facility has its occupancy permit. Production equipment is 100% validated. Our critical regulatory certifications are on track, and we've made more than 75,000 plates and tested them through validation. Together, these milestones established readiness across the facility, equipment, quality system and product evidence. We have built state-of-the-art, highly automated capacity that is more than 3x the current Petrifilm capacity. That capacity supports the commercial strategy by giving us the headroom to expand adoption, serve integrated customer workflows and support growth at the point of processing. Control also improves the visibility into quality supply, cost and capacity and gives innovation a platform for new applications and products. Readiness has established. The next task is to transition deliberately, protecting customers first while we move into let the economics build over time. As we said on yesterday's earnings call, the transition will be multi-quarter because each SKU advances only when validation, supply readiness, customer continuity and cost performance already. Four conditions govern the pace. Customer continuity, safety stock, supplier management and disciplined sequencing. That approach matters because the same customers adopting broader integrated Neogen solutions depend on us to protect the petri film supply while we move manufacturing. We will not trade customer service for speed. We will protect the customer first, then scale the economics. The end state is full manufacturing capacity with greater quality, supply and cost control on a platform built to scale that can support growing demand and innovation through commercialization. That controlled platform also expands the number of ways Neogen can move innovation from idea into commercial output. Innovation creates value only when it can be manufactured reliably, sourced at scale and delivered consistently to customers. Our innovation sources now include internal R&D, strategic partners, strategic suppliers and operations and supply chain. Engaging operations earlier addresses manufacturability, sourcing quality, capacity and cost before a product reaches the final stages of development. That directly supports what customers told us they want: faster, simpler, connected solutions that work reliably at the point of processing. The result is more innovation pathways. Faster time to market. Lower launch risk and a broader growth opportunity. Our role is not simply to manufacture what is developed. It is to help design solutions for scale from the beginning. Mid last fiscal year, we leaned into the foundational work necessary to drive innovation in Petrifilm by purchasing a Petrifilm pilot line to accelerate innovation in Oakdale, Minnesota. This is the most tangible example of that commercialization model in practice. The Petrifilm pile line is a small-scale version of our commercial feature film equipment, and it will be installed right where our innovation team sits. This dedicated Petrifilm pilot capability separates experimentation from production serving customers today. Teams can test new products, process changes, generate validation evidence and solve scale-up issues quickly and at a small scale compared to doing the work on the larger manufacturing lines. Once proven, the product and process can transfer into controlled full-scale manufacturing with capacity and quality systems already in place. That creates a repeatable sequence from prototype to validation, to transfer to commercialization. It also enables new products to be developed and commercialized without disrupting the manufacturing transition, scale up and commercialization of the new manufacturing facility. Petrifilm is the proof point, the broader capabilities of commercialization engine that supports a larger pipeline of future growth opportunities. Scale and innovation create the growth opportunity. Now operations must help deliver that growth through structurally more efficient cost models. Our structural cost agenda is organized around 3 operating drivers. Productivity uses automation and process improvement to raise throughput and lower unit costs. Planning integrates demand and supply decisions to improve asset utilization and working capital performance. Logistics efficiency simplifies fulfillment to lower cost to serve while improving reliability. These mechanisms also reinforce the commercial promise, faster decisions that customers require reliable product availability, disciplined inventory and a responsive fulfillment network. Together, higher productivity, better asset utilization and lower cost to serve creates operations contribution to the 30% adjusted EBITDA margin. The next slide translates those mechanisms into the long-term gross margin pathway. The pathway from current margin base to the high 50% range is built through automation efficiencies, planning and logistics. Again, automation improves throughput, labor, productivity, quality and fixed cost absorption. Planning improves our asset utilization. Inventory intensity and the quality of demand and supply decisions. Logistics reduces network complexity, freight expense and cost to serve customers. Petrifilm is a major contributor, but the broader point here is that we are building a portfolio of repeatable levers across the entire operating system. That diversification makes margin pathway more durable than just relying on one project. Let's look at these 3 margin expansion areas in more detail. We are taking a portfolio approach targeting automation where capacity, labor productivity, consistency and margin can improve together. In Clean-Trace, the new consumables line creates capacity to support more than 10% annual growth. In Soleris, the AI-enabled manufacturing pilot has established an 82% line operating efficiency, which is a significant improvement over the baseline. As Tammi's dairy slide showed, sample collection provides the foundation for Neogen's testing solutions. And the high-speed automated line is expected to create 5x the throughput capacity. The operating logic is consistent across all 3: more throughput, less manual work, better utilization and stronger margins as volume grows. This is how operations prepares the portfolio to fulfill the commercial growth ambition without proportionate cost growth. Planning discipline creates another form of value by releasing cash while continuing to protect customer service. Inventory is one of the clearest tests of whether an operating system is making coordinated decisions. There are 4 specific ways we drive improvement. Global sales and operations planning and network visibility help us see risks sooner. Dedicated ownership helps us decide earlier root cause cadence and replenishment controls help us act with discipline. Common metrics and governance helps sustain the game. This connects directly to the commercial story. A broader share of customer workflow creates value only if we can supply reliably across the integrated portfolio. And when we do this, we lower inventory, releasing cash. We lower write-offs reducing costs and better planning protect service. Logistics applies the same discipline to the physical flow of products through the network. We've realized a 5% reduction in outbound freight costs versus prior year. At the same time, our order cycle time reduced significantly from 6.1 days to 1.2 days. That combination matters because we are reducing cost while improving the customer experience. We are simplifying the network optimizing transportation and improving fulfillment flow to reduce fixed cost and complexity, lower freight expense and improved reliability. Tammi and Joe emphasize speed, simplicity and point of processing decisions our fulfillment network must support the same expectation with product availability and faster flow. When these capabilities work together, the operations value proposition becomes straightforward. Let me close by connecting operations back to the broader Neogen strategy. Commercial focus concentrates demand where we have the strongest right to win and deepens Neogen's role in customer workflows. High-impact innovation expands the solutions, applications and markets we can address. Operations converts both into scalable, reliable and profitable output by scaling efficiently, accelerating commercialization, improving structural cost and strengthening working capital discipline. The result is operating leverage. Growth scales faster than cost. That supports the financial target shown here, adjusted gross margin in the high 50% range, adjusted EBITDA margin of approximately 30% and stronger free cash flow. These are supported by multiple reinforcing capabilities, not just Petrifilm alone, automation alone or a single cost program. We have established the engine. The next phase is to scale it with discipline. Operations creates the capacity, control, cost structure and commercialization engine required to scale profitably. We are a force multiplier for all the great work that commercial and R&D teams are doing to grow our business. We are what differentiates Neogen from all the rest. Bryan will now show how these capabilities translate into revenue growth, margin expansion, cash generation and shareholder value. Thank you.

Thanks, Jim. Good morning. I'm Bryan Riggsbee, Chief Financial Officer of Neogen. Today, I'll walk through how we are creating shareholder value through disciplined financial stewardship. My goal is straightforward, to show that stabilization work was not the destination, it was the foundation. I'll connect what you've heard in the prior presentations to what it means for Neogen's improving financial performance, the levers behind that performance and our view of the company's future performance potential. I'll start with where we've been and how that work has set the foundation for what comes next. This profile was one of the things that I found most attractive when I joined Neogen just under a year ago. As I got to know Mike and learned more about the business, my assessment was that this was a business that had really good products that met real customer needs, and it was really just a matter of execution. The opportunity to be in a business like that and partner with Mike was one of the things that I just couldn't pass up. With that context, let me start with the stabilization work that creates the platform for acceleration. During the stabilization period, the work came down to 4 things. First, improving commercial execution by getting back to the basics, the blocking and tackling of how we go to market. Joe talked about this during his presentation, but instituting typical commercial processes and organizational structure Much of this simply did not exist. The initial impact has been meaningful, but it will only get more impactful over time as it matures. Second, applying operational discipline to rightsize spending and stabilize adjusted EBITDA margin. This really came down to assessing how we were allocating operating capital. This should not only result in a more efficient overall spend, but ensure that we're investing in important areas of the business like research and development. Third, disciplined capital deployment with a focus on ROIC was part of our thinking that led to our portfolio optimization, which includes divestitures that accelerate delevering and free up capital to reinvest in the business. Fourth, strengthening governance and controls to improve cash predictability and risk management. That last point is more important than it may sound. Predictability is what gives us the confidence to commit to targets publicly. This stabilization work is now largely behind us, and it opens the door to acceleration. As you've heard throughout the morning, 4 goals to find the next chapter, a long-term goal of high single-digit, low double-digit revenue growth, targets of high 50% gross margin, adjusted EBITDA margins approaching 30% and 80% free cash flow conversion by 2031. How do we get there? We are transforming our financial profile through operational improvement, which I think of as 3 engines running together. The first engine is commercial capability. Joe touched on this earlier, but we have built a new go-to-market strategy with sharper targeting and customer segmentation, and we are driving deeper, more strategic relationships with our customers, and that is the foundational engine behind our revenue target. The second engine is work Jeremy highlighted, reinvigorating our innovation pipeline. We are increasing R&D investment in fiscal year '27, concentrating that investment in our most critical markets and evaluating technology licensing deals that can strengthen our market-leading positions. The third engine is operational efficiency and technology enablement, aggressively addressing areas of value leakage across the business, combined with disciplined capital deployment, these 3 engines support the targets I just laid out. Let's double-click on the first engine, the path to more consistent top line growth. The path to more consistent top line growth begins with enhancing our commercial capability. Accelerating top line growth is the key driver that creates more capacity for us to deliver on the plan. We start with successful business stabilization, the normalization of our core business. Moving into fiscal year '27, we expect continued acceleration of core growth as commercial execution improves. We then layer on to that commercial execution, taking advantage of market trends, capturing our share of growth, expanding share where we have the right to win. Next is reinvigorating the innovation pipeline through R&D, where we grow the pie by delivering solutions that solve real customer needs. And finally, we will explore opportunistic accretive M&A and other nonorganic growth areas. This has historically been an important element of Neogen's growth model, adding complementary products to the portfolio and helping us move towards a double-digit top line growth rate. Stacking these together, you arrive at our long-term outlook. The important point is that no single component must be heroic. This is market growth plus incremental execution plus innovation and the potential for selective M&A each contributing a manageable slice. The bottom line is we believe we have a clear path to consistent high single-digit, low double-digit top line growth. With the growth bridge established, the next question is how that growth converts into higher gross margin. The path to high 50% gross margin range, there are 5 opportunities that we see. First is the Petrifilm manufacturing transition and the incremental sales that come with it. As we complete the transition, we have an opportunity to expand margins through process improvements and greater utilization of the manufacturing infrastructure. We believe that we have the opportunity over time to expand Petrifilm margin by 200 to 300 basis points following the transition. Second is supplier management savings. A more rigorous centralized approach to how we buy both in terms of pricing and quality. Third is global manufacturing and logistics consolidation, taking cost out of the footprint and network as we address deferred integration opportunities. Fourth is gross margin benefit from innovation. Newer products simply carry better economics and petri film SKUs can generate meaningful incremental contribution margin. Fifth and probably the most obvious is the benefit of leveraging infrastructure and scale that comes from spreading cost over a largely fixed base. What I'd emphasize here is the mix. These aren't 5 versions of the same cost-cutting story. Two is our manufacturing and footprint, one is sourcing, one is product mix through innovation. One is operating leverage. The diversification is what gives us confidence in the path because we're not dependent on any single initiative landing perfectly. Now let me highlight some of the near-term drivers in our fiscal '27 plan. While there are longer structural opportunities embedded in the gross margin path, there are a few that will impact fiscal '27 -- will have more of an impact on fiscal '27 and that teams are focused on today. First, targeted improvements to inventory write-offs. We're targeting best-in-class levels for inventory write-offs. This represents a $15 million long-term targeted reduction compared to our fiscal year '26 results, enabled by our S&OP process and new software tools. That's not aspiration. It's a process tool set that we are putting in place. We have already started to see the results in the first quarter. Second, benefits from material cost discipline. We have invested in greater capability and talent in our sourcing organization. Think of this as moving from a historical purchasing organization to more of a strategic sourcing construct. Third, automation investments that drive margin improvement. Specifically, we expect to get -- achieve a 15% to 20% gross margin in our sample collection category through these investments. This new automation will roll out in the back half of fiscal year '27 in our Lexington facility, and it's a key component of that automation. There are some foundational elements that -- these are the foundational elements that will set us on the path to our long-term gross margin target. How does that gross margin support improved EBITDA? Well, the thing I want to highlight here in all transparency is it's not a straight line from where we are today to the 30% target. Obviously, the gross margin improvement is a tailwind for our EBITDA goals, but we're also absorbing over the time period, a 300 basis point impact from incremental R&D to drive innovation. We're choosing to spend that. It's an investment in the growth algorithm that I described earlier, and we'd rather fund the pipeline than optimize a single year. We're also leaning into new ways of working. For example, AI-enabled technology tools are expected to enhance productivity to partially offset inflationary cost growth over the period. We're focused on managing operating expense so that over time, we can grow without adding net headcount at the same pace. That requires the business to deliver productivity benefits that help offset natural inflation in the cost base. This discipline not only improves cost management, it also creates a scalable organization that can handle higher volumes and absorb nonorganic growth. These are only a few examples of how we plan to manage our operating expenses in support of our overall adjusted EBITDA margin target. Margins are one side of the equation. The next slide turns to how those earnings convert into cash. Our long-term goal is free cash flow at approximately 80% of adjusted net income and 3 levers play a significant role in getting us there. First, significant improvements to net working capital, moving to industry best-in-class levels. You've heard about the improvements we've made in operations, the S&OP process and our overall operating discipline. These efforts have already produced a benefit in fiscal year '26. And we believe there is more opportunity, especially in inventory and how much we hold on the balance sheet. Better processes and accounts payable and accounts receivable will also have an impact, but inventory is the real story here. Second, declining CapEx investments. We carried an elevated spend through larger projects, most importantly, the Petrifilm manufacturing transition, which accounted for in excess of $200 million over the last few years. But however, there are some smaller deferred maintenance investments that we need to make and will do so. However, fiscal year '27 CapEx will take a step down from fiscal year '26 and we expect to achieve long-term CapEx of 3% to 4% of revenue. That reduced CapEx flows directly to the free cash flow line. Third, lower interest expense. Debt repayment, combined with lower interest rates through refinancing could meaningfully reduce our interest burden. Once we complete the Genomics transaction, we intend to use the net proceeds to reduce our debt. And in addition, our improving operating cash flow will allow us to delever further. As a reminder, our bonds become callable in July of next year. And our plan is to refinance, which we believe will be at a lower interest cost given the improving leverage profile of the business. So working capital, declining CapEx investments and lower interest expense together, these levers support our path to 80% conversion. With stronger cash generation, the next question is how we deploy that cash to maximize value. Our capital deployment strategy is a classic priority stack. First, enterprise capabilities and technology solutions. These carry exceptionally high ROIC with an accelerated payback. Some of these investments you're seeing us make now, and we've talked about in our -- as part of our $25 million transformation investment that we highlighted in our fiscal year '27 commentary. Second, R&D, we're targeting approximately 5% of revenue by fiscal year '31, internally developed technologies generally carry higher returns on invested capital. Third, acquisitions, with a focus on accretion and returns exceeding our cost of capital, we are disciplined here, bolt-on and accretive, not transformative is how we are currently thinking about this lever. Fourth, debt pay down to achieve our net leverage target of below 2.5x and fifth, returning excess capital to shareholders, most likely through share repurchase. The takeaway is that we are focused on disciplined capital allocation prioritization. Let me close by tying these commitments back to the value creation story. Neogen is building a framework to support continuous robust top line growth, targeting high single-digit, low double-digit, long-term revenue growth. We have a path to industry-leading gross and adjusted EBITDA margins by 2031, high 50% gross margin, 30% adjusted EBITDA margin. transitioning our balance sheet to a position of strength through significantly improved cash generation and a better debt structure, targeting long-term net leverage below 2.5x. Our capital deployment strategy is focused on internal technology and innovation investments, coupled with integrating bolt-on accretive acquisitions. The opportunity is to drive significant shareholder value as we execute on the plan. We know the levers. We have built the governance to hold ourselves accountable, and we are focused on converting operational improvement and sustain -- to sustained financial performance. Thank you, and now I'll turn things back over to Mike for some closing comments.

Thanks, Bryan. So we started this morning with one objective to give you a clear picture of where we're headed. The opportunities we see how we plan on achieving them and also give you a flavor of the caliber of the management team that's going to be accountable for delivering those results. But as you leave here today, there's a few things I want you to take away. One, the business has stabilized, and we're gaining momentum to the needs of the food safety market continue to increase, making the solutions that Neogen provides more necessary. And three, Neogen's got the breadth of the portfolio, the capability and the technical prowess to be able to deliver and support our customers in these challenging times. And lastly, we've got a clear strategy, and we have the team that knows how to execute it. Now our confidence comes from what we've been able to deliver so far, the plans that you saw today, and we realize that the work ahead of us, but we're confident in our ability and the team that we put in place and our colleagues. And before we transition to Q&A, I do want to just take a moment and thank our colleagues who are on watching us today around the world who come to work every single day, who have adopted this new way of working, have really been working hard and has allowed us to come to you today and share the results that you've seen. I want to thank them for all their efforts. We're excited about the progress we've made, but we're very excited about where we can go and what we can do with this company and really change how food safety is done. So thank you, and we're now going to transition to our Q&A. So I'd like to ask the team to come up on stage.

Brandon Vazquez from William Blair. Thanks for putting this day together. This is incredibly helpful and a lot of information. So it's really helpful. a lot to go into, but I want to actually start first at a high level on Petrifilm because it's so critical to a lot of what's going to come in the coming years. I go back almost 5 years now when the deal was first announced to acquire that 3M food safety business. There was a lot of talk about Petrifilm going into new markets. There's opportunities that it's underpenetrated in. It always seemed like over the years, it was rather nuanced and where these products can go and unclear on how we get there. So I guess the question that I posed to you guys, what kind of work have you guys done internally that's made you feel confident in these incremental opportunities with Petrifilm? Because we've heard many of these feature film opportunities before -- and then talk a little bit about what are the some of the most tangible opportunities we can see in the next couple of years as you ramp up your product line?

Yes, I'll start. Thanks, Brandon. I would say what a couple of things. So Jeremy shared as the category leader in food safety, we tend to be the first place that customers come to either for challenges they're facing and/or new technologies. And that has historically been true. So it's true what you said customers have done that. I think what the challenge has been is that Neogen, given that prior to the transition, a third party was managing the commercialization, there was not the innovation engine established. So it's very difficult when you've got a constrained commercialization engine to introduce time to do innovation because that shuts down your commercialized product. We saw that opportunity, and we discussed this early on, and I believe it was second quarter that we made a decision to lean in and actually build the innovation capability that we're putting in Oakdale. So what that allows us to do is the innovation team can run 24/7 samples, products that our customers are asking for. And then given the Lansing site, where it's got 3x capability, we do with tech transfer, just like we're doing now, and we had plenty of experience doing that by the end of the transition. And then we're ready to scale. And so I think the need has always been there. The challenge has been how do we get to it given the constraints. But now this is the first time that Neogen will have the control of the entire innovation and commercialization and scalability. And that's what gives us confidence. And so maybe, Jeremy, you can speak a little bit about what you're hearing from customers and what we can do more with this product.

Yes. Thanks, Mike, and I I'd probably have a little bit more perspective than most because I supported this product line way back when I started my career at 3M. And I can tell you that some of the investment opportunities there, especially those that went beyond food safety, just didn't get a lot of airtime. I think now we've got the capability of the team, the willingness to be able to fund and support those opportunities as they make sense. And quite frankly, I represent a technical team where a lot of ideas and thoughts have been left on the shelf over time. So things we've tried opportunities to provide additional differentiation just, again, didn't have support in the past, and I think that's changing now. So whether it's cosmetics, whether it's expanded sort of food and beverage, whether it's oil and gas, each of those, over time, we've been approached by customers in each of those segments over the past few years expressing interest and desire for Peter film that meets their particular needs. And again, some of the tools weren't in place previously to allow us to sort of do the initial, let's say, pilot work to quickly sort of iterate and be able to create those solutions nor, quite frankly, the manufacturing line time to then be able to test and run those. So as we bring those in-house, I think it just opens up a number of -- I mean, again, as long as Petrifilm has been around 40-plus years, it's surprising how much of the market particularly uses traditional media and how much opportunity there is to continue to convert that.

Good. And on the financial side, Bryan, you alluded to this, so I'll follow up on it and take the lead on it. As you guys think about your adjusted EBITDA target in -- over time, it's not maybe a linear line, right? Talk to us a little bit about over the coming years, what are the big incremental unlocks we should expect? Is this more of like a step function over the coming years, maybe the facility -- the new facility comes on and ramps? And then the other -- maybe a follow-up, I'll throw in with that is, as I've talked to a lot of investors about the story, one of the questions that I often get is there an opportunity to remove OpEx, not just grow OpEx slower than the top line, but is this a business that didn't invest in the back end as much as it should in the past, and that would lend itself to like literally a reduction in OpEx? So just maybe talk about those 2 as well.

Sure. In terms of the profile for the growth over the period, as I highlighted, there are going to be some things that we're going to invest in R&D specifically and we're making those investments this year. It's part of the reason why we guided to adjusted EBITDA roughly flat in the current year. I would expect that things like the Petrifilm transition would be hopeful relative to the improvement. And we've talked about the timing of that in terms of getting through the transition and then sort of a year of operational improvement. The thing that also is very helpful is the growth profile in terms of accelerating top line growth over the period and how impactful that is from a leverage standpoint. So I think that will be meaningful. And you sort of started to see the ramp in that here over the course of the last 12 months or so. So not a straight line, and I was really just trying to highlight some of the drivers there. With respect to OpEx overall in terms of how we think about the -- how that will look over time. Obviously, we're not guiding to specific line items and it's contemplated in our overall 30% sort of target over the period. But we are focused on opportunities that we'll have to utilize new technology in some ways, not necessarily to reduce cost, but to allocate operating capital into areas that we think are more helpful relative to driving the overall top line. So sometimes it gets a little bit difficult to think about it as driving down so much as opposed to, hey, we would rather spend this more efficiently in a different part of the business in order to help support the top line. And that's -- we've been doing that this year, and you've seen that in some of our sales and marketing where we've pulled back in certain reduced in certain areas and have redeployed to support our go-to-market strategy because that has a better impact on the top line.

Thank you very much. David Westenberg from Piper Sandler. So first, I want to start with the Neogen analytics. It's not something that's been traditionally talked about. I mean it probably comes up in the earnings call very rarely or maybe not as often as it should. What I want to know is can this be a revenue contributor? Or is this just purely a means of cross-selling or generating more test per account? And can you talk about what the penetration rate is in Neogen analytics and what you could see that be over time? And then I have a related follow-up to that savings question.

Yes, I'll start and ask Jeremy to give some thoughts there. I think the opportunity has always been there. And as we had a chance to speak to customers around the world, more and more, we learned that it's less about testing at the specific point of processing, but it's more about them feeling that they have control of the -- that they can monitor the entire chain of their manufacturing line. And you can only do that successfully through a digital solution. And Neogen analytics, I think, is a big untapped opportunity that or sits within the Neogen portfolio. But now we really feel there's an opportunity to expand that even further with partnership with some of our key customers. And maybe Jeremy can speak to kind of what we're doing there and maybe a little bit more, Tammi, on the bigger opportunity with data.

Yes. So again, it's been a probably underutilized asset that we've had historically. And there are sort of multiple levels of value. Of course, Tammi already talked about the consumable lift that happens and part of that being, hey, meant to be testing this much, and now I find out that my policy wasn't being implemented the way that I thought it was. So that's sort of the initial lift. The second sort of piece there that I think, again, remains particularly is untapped is this idea of I can help you make better decisions in almost this top layer of I can be more predictive. I can help you intercept something before it happens, and that's where the data sets that we bring together. So Neogen analytics becomes a source of that data. It also becomes a capability that builds over time to allow them to be more predictive to focus their sampling pan to focus the work that they do to intercept risk. Is there value in that? Yes, I think there's value in that. To reduce a company, a plant's overall risk profile, I think we're still early in valuing what that opportunity could look like. But you saw the impact of some of these -- this outside asymmetric impact of some of these events that are happening. And to be able to reduce that for those companies, I think, does have tremendous value.

And as expected, currently, we're really seeing the influence of Neogen analytics and these really large strategic customers. The true untapped potential grows as we can push this further down into those small- to medium-sized customers as well. And we are looking at different models. Yes, there's a lot of great pull-through in the consumables pull-through in our other parts of the portfolio. But we are looking at different revenue models based on some of these growing capabilities that we're starting to build into the Neogen analytics ecosystem.

Got it. All right. And actually, I want to talk about the larger customers and the complete portfolio selling. Can you -- why was this not maybe necessarily a bigger focus in the past? Or maybe the better question is, why have you not been able to fully capitalize on selling the complete portfolio? And second, related to that, do you feel confident that you have the complete portfolio and that customers won't need to buy some of the onesie, twosies from the competitors? And you have touched on tuck-in M&A as one of the strategies. So if, for example, if you did have some of these holes where there's one that they still have to buy from a competitor, is there a way to plug those holes with portfolio bought or built?

Long question. I'm going to do my best not to miss anything that you asked, but I'll start from the last one and then I'll ask Joe to fill in a little bit on our strategic accounts. Look, our innovation approach is using our technical capability organically where we believe we've got the know-how. Looking for partners that have technologies that we want to bring into food safety that doesn't exist today because it complements our portfolio. And the third one is looking for those opportunities where there is a solution out there that's accretive that we believe combined with our total solution brings more value to customers. So we're always going to look at it from that lens. I think your second question was around -- sorry, what was the second part of your question?

I mean it was all about having a complete portfolio selling.

Yes. Do we think we have a complete -- I think that was a part of. Yes, I believe we do. I think for -- when you look at the full chain of what our customers are trying to do, we have got the full portfolio, and I think there's an opportunity to expand it even more, especially when you think about the data on Neogen analytics. Some of the things that we -- historically, Neogen was more comfortable selling sort of product versus product versus looking at the holistic solution. And I think the reason for that is we were very much focused on the local manufacturers versus talking to the large strategic accounts. So now I'll transition to your first part of your question, which is why now strategic accounts or why not before? I can't answer why past decisions were made. But what I can tell you is the team that you see in front of you are used to working with big global customers. And we understand the opportunity we have. And as we've gone on our roadshow, we've all done it. We're seeing consistency across these global strategic accounts of the need to have at multiple sites. And how do I drive consistency and how do I bring the solutions that are consistent because I need as a brand, to be able to feel confident that my brand is protected and I'm not recalling something somewhere else that's going to impact me across the globe. And so when we started to look at how do we build the infrastructure to support it, we weren't set up the way that we needed to set up. So part of the go-to-market that we've talked about is how do we realign the existing resources from low value to high value where we believe strategic accounts is one of them. And that is really the change in approach that we put in place in the past 6 months or so. And maybe, Joe, you can give us a bit more about how we're thinking about it.

Yes. I think you answered the question for the most part. The only thing I would add is one of the trends that we've seen over the past few years is just more integrated decision-making at top levels within some of these global organizations. And with that integration taking place, it only makes sense for us to align our resources to the right stakeholders within these accounts to be able to make decisions top down. And so when we think about the list of these global strategic customers, one of the segmentation elements that we pay attention to is their ability to drive top-down decisions and how integrated is their decision-making . So that we go from sort of this bottoms-up approach where we win a deal in one country then have to figure out how to scale it to another country, we're actually addressing the stakeholders who can make the decisions for both of those locations at one time.

Yes. And I think experience matters in this, just to complete that. I'll give you an example. We're talking about Neogen analytics. It's a great product. It's a great part of Neogen's portfolio. But it's very difficult to scale a solution like that at the local level. you need experience, the people who know how to work at the strategic level and working with these customers to develop that product in a way that's going to work within their systems and then they drive the scalability of it to include the halo of our consumables. So there's a huge opportunity in that. But that only comes from experience. And I think a lot of people you see up here have done that in the health care industry, and we're kind of carrying that over here. and putting that into practice because we see a big opportunity and customers, frankly, are asking for it.

Subbu Nambi from Guggenheim. A follow-up to Dave's question, if you think about transitioning to more of the solution-based product rather than specific product lines, can you quantify what your wallet share is today and what you're targeting by 2031, at least across the major food accounts?

Well, I mean, we're not going to -- I'm not going to sit here today and give targets on each of those. What I would say is that it's certainly contemplated in our growth trajectory and what we shared with you today. And a lot of this opportunity that we see is actual real feedback from our customers and the challenges that we see them having. I mean Tammi shared how frustrated they are with having to work with multiple vendors. We're not having consistency for having the trust and somebody that understands how these products work and trust in the entire system. And just from experience in having these conversations, they're asking for it. And we are now finally changing how we sell, how do we go to market and how do we come to them. We're not a product-by-product discussion but more about what is it you're trying to achieve with your quality management system within your 4 walls and how can Neogen bring not only the products but expertise and the full solution to help you address the need. And lots of times, customers are not even 100% sure exactly what they're looking for and they're looking to us as the market leader to help them quantify that with the solutions that we bring to them.

One of the biggest dislocations from an end market perspective has been the projections of growth. But also the comments around not having a ton of market data to help predict trends. So given the headwinds, both in this market and your projection has changed. Why are these the right numbers? What can investors be comfortable with year in and year out?

Sorry, I want to make sure I understand your question.

Market growth of 4% to 5% that you projected, why are those the right numbers? We know Neogen, and I'm not saying people are consuming less food, but there is no clarity on what the base growth of the market is. So how did you arrive at that?

No, good question, and thank you for asking it. I mean I think it's the nature of our industry. We're the only public company. There's a lot of players who are part of more like industry conglomerates, -- are there niche players who don't report. So it's a little bit challenging to get exact data. But we do have plenty of data. So when we think about our 2 businesses, we do see high demand for food safety in 6%, 7%, maybe 8% with the right portfolio. Animal SAC is less growth. So as we think about Neogen's growth profile, in the market, it's really a blended rate of those 2, so 4% to 5%. And the way we think about the progression of growth is that we believe that with our existing portfolio and the solutions and the line extension we can meet and exceed current market growth within food safety. Innovation is going to get us above that. And then we start to think about those bolt-on M&A gets us to what Bryan said, more of the low double-digit type growth.

Super helpful, Mike. And [indiscernible] , one question for you. While I know 3M was not investing in innovation, but there were other competitors who were investing and they probably are penetrating. So there is an adoption of at least some of the competitors that we know. So why would now with the recent innovation would place you in a position of strength when the competitors have been marching all along?

Yes. So I would point to a couple of things. One is we still have sort of the deepest technical knowledge with respect to Petrifilm. And is sort of simple and elegant as the product looks, I can tell you the complexity of being able to scale that and to do so with the highest possible quality is a challenge that Jen and I have been working through firsthand. And we will have sort of from a performance standpoint, we believe the best quality product. And then you think about the -- and I sort of alluded to this earlier, that same team has left a lot of things on the shelf, so to speak, over time. We said, "Man, if we could try this, we could do this. We do this flavor right? So we're now sort of opening up that capacity to be able to drive that. And then the third piece, again, is sort of scale. I'm not aware of competitors that have sort of the same scale and the ability to ultimately not only iterate the product but then to validate. So briefly, I think Tammi talked about the validation scheme, 100-plus validations across our portfolio. We still have the largest set of validations and that's partly because of the markets and the roof types and categories that we test. And so not just Petrifilm, not just innovation, but also what it takes to actually place it in the market. We think we have sort of that collective capacity that no 1 else does.

In addition, I think it's also where you choose to innovate. And some of our larger competitors are choosing to innovate in the commercial lab space rather than in point of -- production point of processing. And I think as we're trying to -- as we're pushing that point of production, point of processing, testing methodology, right? That's where you're going to see us differentiate ourselves. And again, that's where it drives a lot of customer value because their desire is to bring testing closer to where they need to make the decision, and that's where we're investing a lot of our innovation.

Super helpful, excited for you guys.

Yes. I mean the other thing I would add, since we're adding on this, if competitors want to compete with us on scalability and innovation, they're going to have to spend plus $200 million building a site like we are in Lansing. We're going to have a state-of-the-art manufacturing site. I mean Jim shared what that looks like. I mean that's a huge competitive moat. And then you layer on the automated pilot line that will drive innovation. The entire ecosystem is much more accelerated, higher quality and all within the same team and ecosystem. So that's why we get really excited about that opportunity versus before.

Bob Labick, CJS Securities. Congratulations on a great day today and really on the last 14 months in the transformation, which has been tremendous. I want to say Jim has put up all the numbers so far, it's kind of up to Jeremy to take it from here, but congratulations on all the hard work and the operational turnaround. It's been great. So with that, Mike, it's been about 14 months or so. What are the biggest surprises for you since getting here? And then really, what are the kind of known blind spots you're still working on and the milestones ahead to get Neogen's or performance where you want it to be or where you expect it to be?

Yes. Thank you for your comments and your questions. I would say that the biggest surprises are more on the positive side. So I've had a chance now to visit multiple customers around the world, big and small. And I have been very surprised at much they want us to succeed because they know we can help them succeed. And so yes, they're frustrated with us because of our previous supply issues and the challenges. But they're asking us to do better so that we can help them because they're really finding complexity and challenges. And so I think that was very surprising to me. In my previous industry in health care, there's a lot of options. So once you sort of are not doing great, they kind of move on, and it's very difficult to go back into that. It's very different here. They want to come to Neogen for food safety because they trust our 40-plus years of expertise. That's one surprise. The other surprise, and I really just have to say I've never experienced this before, is one of the biggest reasons we have been able to show positive turnaround growth in a very short period of time, which I've never experienced at this rate, is really because of the people we have at Neogen and their ability to adopt new ways of working, their excitement, they want to be successful. They want to succeed. They care about this business. They just needed clarity of strategy and sort of how do I do this at a global scale, given that we're a global company that's highly complex. And that's the reason why one of the first things I did was build an industry-leading management team who has worked for large companies who understands complexity. They know how to simplify it. We all speak the same landed from an operational perspective. And that has been a surprise to me is how quickly the Neogen has adopted that, and that's really been driven. So to me, that gives me a lot of hope that -- we're just getting started. Now we're just scaling it. So the other one is really, I think you're asking for the watch outs or...

Blind spots working through.

Yes. I think the biggest -- I don't know it's a big blind spot, but something we have to be aware of is we have to stay humble. There's still work to do. This is a great business, and we're very excited about the results. But we're working our way through the P&L. I said, if this transformation works, the first place you should see it is in the top line. It's showing that. We feel good about where we are, and Joe is going to take that to the next level. The next is gross margin, then we have to think about EBITDA margin. So we're kind of working through the P&L and our transformation. And this is where if we consistently do that and we just make sure that we do the best we can to run this business properly, but more importantly, innovate and solve customer challenges at the same time that those are going to be a point. And when we get around fiscal year '28, '29 where we're running a much leaner efficient organization that's now kicking off 2, 3, 5-plus innovations for the year to come, and then that really gets the whole engine going. And so we just have to be mindful of the task in front of us. and the discipline we need to bring to work every day.

Great. And then just for my other question, I wanted to ask, digging further on Petrifilm really, the opportunity ahead of you, I think you said 3x the capacity at the new facility, which is beautiful. And you put up a slide that said targeted areas for nonfood were pharma, cosmetics, personal care and oil and gas, even, which is, I guess, a surprise to me. What is -- you have the pilot program, but like what's the path to get beyond food? And what are the opportunities by SKUs? Because I think you have 17 SKUs now in food, and I think the top 5 are more than half your sales right? So what are the -- what's the opportunity size in these other markets as you go into new markets and new areas?

Yes. I'll start by saying, and I'll ask Tammi and Jeremy to share their thoughts on this as well because they're running this now. I would say, first and foremost, we see a huge opportunity just within food safety and expanding our portfolio. So that's going to be our #1 priority as we look into the next 12 to 18 months. At the same time, we are engaging with these customers to understand what are their specific needs and how can we take our expertise in Petrifilm and translate that into something that would be valuable for them and solve their challenges. So maybe I don't know if you want to start, Tammi.

Sure. I think one of the things you're seeing is that there's still a pretty -- I think Jeremy showed on his slide, there's still a pretty large traditional culture market that exists today even within food safety. And so we're in the process of going out and actively transitioning that market to dry film. At the same time, those other markets that were listed on there, we're in the process of evaluating truly the size of those opportunities, what the right product fit needs to be for those opportunities? And then who would potentially be some of the right partners if it's not something that we're going to commercialize ourselves to go and address those. But we're pretty early on in the outside of the food we do play today in the cosmetic industry. So we are currently selling to a variety of different cosmetic manufacturers. And so that's probably where we're a bit more advanced than some of the others. But we think there's a tremendous -- these are all markets that do use some level of traditional culture media today. So they do -- they are ripe for opportunity to convert. We just need to understand what the right product fit and go-to-market strategy needs to be to address those.

Anything to add, Jeremy?

Yes. I continue to see there's multiple dimensions of growth for Petrifilms. So in some cases, as I talked about faster time to result is the thing that will convert sort of traditional media users today to say, okay, now if I'm sub-24 hours or whatever the answer is, that has real value. I'm going to convert. Another one is can we take some of our existing plates and use them in other markets? Potentially, yes. And then there's other cases where we say we've got to make new products, new markets, new flavors of Petrifilm in order to be able to serve like an oil and gas customer. And so all of those are fair, all of those are possible. As Mike shared, we'll start with food and beverage, we'll start to continue to validate and expand sort of the effect of our current products but pretty quickly and even as we speak today, we've got new feature film programs going to be able to expand that portfolio, both within the food and beverage market, but then in some of those adjacencies. And some of that will happen through partnerships. Some of that will be things that we deliver directly.

Any other questions? Do you mind if I ask if there's any online questions because we have several hundred, I think. Any online questions? Okay. For those online listening, we encourage you to ask questions. Bill will let us know and we'll be able to answer them. Okay, Subbu, you had another question? Oh, sorry. Yes.