Very nice to be with all of you here and present this company that has been recently listed on NASDAQ. It's a company that was originally listed on the TSX in 2006. And what I'm going to share with you is a new story, a transformation that happened with the company after 2017 with new shareholders, a new board, and I myself also joined the company to promote a transformation and kick back the growth. Since then, we've made significant changes, which I'll go into more detail on later, but we already made the number one performance in the entire TSX in 2021, number one performance in the entire TSX in 2022, and also we are among the highest dividend yields in the world. What I'm going to share with you is a combination of a company that gets producing, has a high growth through very high returns projects, while we've been able to pay a significant dividend to our shareholders due to the amount of cash flows that we'll be generating in our production. So in summary, we are a diversified gold and copper company. Around 80% of the production comes from gold, 20% comes from copper. We have the projects to be developed that are all on gold, so copper should reduce a little bit its participation in the next few years while we continue to look for new opportunities to invest in copper. One we have within our portfolio. This will require more exploration, and we also monitor the M&A market in order to continue to grow either in copper but also in gold. Besides now, we have six operating mines, and we have in addition now two exploration projects. One of them should be converted to a developed project by the end of the year when we publish our feasibility study, that we will have two projects to be developed in the short term within the company. It's a company that has a proven track record of value creation. I will just give you an example: we invested since 2020 to 2024, $32 million. All of those capex through projects that generate significant high returns. We're going to go through how much above 70% leveraged with the gold price at 1900. We have Borborema of 35% with the gold price at 2300 and more, and all other projects that can generate significant high returns, short-term payback, while we've been able to increase also our resources and reserves and pay dividends. Just a few examples on dividends: we paid $248 million of dividends and share buybacks during the last four years. Why we've been able also to continue to invest in growth and keeping the low leverage. That is the capacity that we've been able to show the market that we can grow, we can pay dividends and maintain a low leverage. Look into the future, and that we have a very clear path to continue to grow. We're going to share with you a few examples. Everyone will continue to invest in exploration to increase resources and reserves. We actually doubled our resources and reserves since 2020. We believe we can potentially continue to grow our resources and reserves while we've been able also to grow production. We came from back in 2017, one operation. Now we have six operations plus two projects to be developed in the short term and new M&A on the radar that we continue to look for opportunities in order to continue to grow. And finally, but not least, what we believe, and I'm going to provide you a little more examples, is what we've been investing significantly in bringing one of the best teams that we can find in the mining sector, that this team has been able to, together with the right governance, to take the most we can from the operations. Where we're going to share with you, we don't have very large operations, we have medium-sized, which is our strategy, because those opportunities normally are cheaper than the very large operations. But with the right team and with the right culture, we've been able to produce ounces with the second quartile or in-sustaining cash cost well below major mining companies, major gold companies in the sector. So we've been able through medium-sized assets to deliver very high cash flow generation from operations through this low in-sustaining cash cost that we've been able to manage in our operations. So in the next slide, when you see our at a glance, as I've mentioned to you, we have six operations. We have San Antonio, a copper-gold operation in Honduras. There is operations in Corrego do Arador, Blanco in Guatemala. It's a greenfield project. This is the one that we should be releasing the feasibility study by the end of the year. Toafira, it's a more long-term short gold project that we are not yet investing in Toafira. Then we have Apoena, which is in operation, doing a new phase of investment now. The production is low but should go back to a higher production in two years. We just acquired MSG. MSG is a mine that used to belong to AngloGold Ashanti, and we just acquired now, pending to close that. This is a running mine; the money is being run. So the AISC should start as soon as we close the transaction. Almas is a project that we just invested in, where last year was the first full year of production. We delivered almost as we're going to see on time, on budget, and then we also have Borborema, a new greenfield project that we just declared commercial production. So now we have six operations, and also Matupa and Eradorada, which are the new projects to be developed in the near future. So in the next slide, as I was mentioning, this is a company that has gone through a major transformation, and all the transformation of the company was based on three important pillars. To have a strong company to grow, it needs to have high-quality assets and projects, needs to have a strong balance sheet, and needs to have a strong business futures and a strong team. This is the obvious, but what we've been doing, and I like to say, is we've been doing the obvious, but we do the obvious very diligently. So when you look a little bit of track record, what we've been doing since 2017, we reshuffled the portfolio, we sold some assets, we acquired other assets, we restarted one, San Antonio, now that is in full production, and also we created a path to continue to grow through greenfield projects. There was a major change in the portfolio in order to mix operations with greenfield projects so we can fund or sell our operations without having to access the market very often. Secondly, we also enhanced our strong bank. We developed bank relationships with all the countries that we operate. We have more than six banks that we operate in Brazil, two banks in Honduras, three banks in Mexico, and also creating relationships now in Guatemala and other countries. While we sold some assets, we did one first smaller IPO in Brazil back in 2020. Recently, we raised over $25 million in NASDAQ. So that enhanced our balance sheet. Now we are almost zero times net debt to EBITDA, so that we're very strong to continue to grow, invest in our operations, while we've been able also to pay dividends. And then thirdly, the team. In short, we've made several changes in the team, not only in the team but also the way we make our decisions. In summary, we decentralized a lot of decision-making process from corporate, we hastened the decision process at the operations, we simplified a lot of copper, we implemented a lot of meritocratic approach in order to focus a lot on cash flows and returns and not only on operations or volume and tolerance. So with those three steps or three pillars very hastily, we've been able to grow significantly way ahead of the industry, delivering way ahead of the industry margins and returns due to the strong team, high-quality assets, and now very strong out to continue to grow through M&A with a very strong balance sheet. Looking ahead, where we're going to deliver, where we're going to continue to deliver shareholders value, now we have a very clear three paths to continue to deliver value, which is the same strategy that we disclosed to the market when we re-IPO'd the company back in 2020. No change on the strategy. A lot of execution has been done, yet a lot more to do. So number one, we will generate the value by delivering the greenfield projects that we already have within our portfolio. Since 2020, we delivered almost on time, on budget. A project that has a payback with the gold price at 1900, 1.7 years. I would imagine now with the gold price at 3,800. We also developed and invested, acquired, did the feasibility study, invested in our, declared commercial production on time, on budget again for Borborema, a project that also delivers an internal rate of return above 35% with the gold price at 2400. Now we are at 3,800, and still have to develop Matupa, which is a project in Brazil, a gold project, and Eradorada, one project that recently acquired in Guatemala that we are analyzing now which one we're going to start the construction first, but either one or the other will start the construction next year and the other will be subsequently. So we have an interesting pipeline to continue to grow our production while we're being able also to pay dividends. The second avenue to deliver growth and value to our shareholders is continue to invest in exploration. As I'm going to share with you, we more than doubled our resources, we doubled our reserves in the last five years through projects that still have a significant potential to expand the amount of gold we understand we have around the mines that we're already operating. Very quick update, quick examples. Apoena. We bought this project back in '16. We ramped up in '17, had only three years life of mine. We already operate eight years and now we have over five years. Another example is Aranzazu. We restarted this mine, was under care and maintenance back in 2018. We had only five years life of mine in '17 when we started this mine. In the following year, in 2019, we increased capacity by 30% and we operated six years and now we have 10 years life of mine. So we've been able to build life of mine while we've been able to grow production and we believe we can continue to do so. We have opportunities to do so along the next year. That's why we are continuing to invest in exploration to increase the amount of gold, and increasing the amount of gold is increasing the cash flows we have in operations, extending the life of mine so that we can increase the value for shareholders. And then number three is to increase our multiple. So we're going to increase production, we're going to increase the amount of gold we have within our portfolio, and we believe that we can still have a lot of room to increase our multiple price per NAV. Although our share price has been able to grow significantly. In terms of share price, since we listed in July on NASDAQ, we are more than 50% above after paying dividends what we launched, but yet we are a discounted company. And why we are a discounted company? Number one, it's a new story. Probably very few of you have heard about us before, or only recently could hear about us. We are a rapidly growing new company that's positioned in the market, so that's one of the reasons that we're discounted. Number two, we had a low daily trading volume before the listing in NASDAQ. We were $2 million per day, $1.5 million per day, $2.5 million per day. I know the reasons that we brought this company and listed in NASDAQ was to attract capital, of course, raise some capital, but also increase the amount of shares that have been traded in the market. We could increase the daily trade involvement, and with that also access more sophisticated and bigger investors that now started to look on us, and also we can also participate in more indexes. So we are taking the steps towards taking the multiple. The daily trading volume is being now addressed. We believe we still have room to improve, but we are now between 15 to $20 million on average per day. And another reason, the second reason that we might be a discounted comparative peer is that yet we need to continue to grow. We produced this year, we should produce between 266 and 300,000 ounces per year with the project that we are acquiring, Sahagún, plus the one that we can build. We see a clear way to go beyond the 600,000 ounces in the upcoming years, but yet we believe we need to go above this, perhaps reach 1 million ounces per year. That's why M&A continue to be our strategy so that we can continue to add ounces to our production with of course generating high returns to our shareholders, and that will narrow the gap of the multiple that we have now discounted to compare. So we're going to generate the value by increasing our EBITDA with the new projects. We're going to increase our value by increasing the total gold that we will mine along the next years, and we're going to, on the top of these two, as a multiple factor, we're going to increase our multiple price per NAV when, if you continue to track this variable in the next years. So next slide, I'll go past a little quick, just tell a little bit of the story. On the left side of the chart, we see a dormant share price. That's why, because we were focused on turning around the company. I was not doing those kinds of interactions with investors, not even a quarterly earnings call. We were totally focused on fixing the assets, fixing the balance sheet, and fixing the team in the future. On the middle side, where you see on red, this is when we felt that we had a strong story to start the retelling to the market. That was when we listed our company in the Brazilian stock exchange in B3, where we could attract more new investors, retell the stories, and so that's why you see the shares are going up because the market realized that we were presenting a very good and strong opportunity for them to grow. And so we delivered during this red area on the middle side, as I mentioned to you. We had a lot of problems, but we had yet to deliver the projects of the greenfield. We had to deliver the increasing resource and reserve and so on. So, and that we could routinely, we could year by year delivering on our promises, either by increasing resources, reserves, either by acquiring new projects, implementing greenfield projects, the second implementing greenfield project that built confidence with the market. So when you see more on the right side, starting to show results on the right side, of course, also with, together with a higher gold price, we could see the shares appreciating, and that's why when we also decided to then tackle the US market, this, we listed on NASDAQ, where we could pro-amplify and get access to a broader investors in the US, once our story connects very much to the US investors that appreciate growth and dividends. So on the next slide, as a result, I would highlight that we have significantly increasing, as you can see, our results in terms of production, in terms of net revenues, in terms of EBITDA. We come from a $22 million EBITDA. Last quarter, on the last 12 months, we published at $344 million, but with the gold price at 3,185. And not only now the gold price is at 3,800, which will have a significant impact of this EBITDA, but the two other, two things coming up very as of today. So number one, we just declared commercial production that was a couple weeks ago of Borborema, which now will bring a higher level of production and a higher level of EBITDA by itself. Number two, we announced acquisition of Sahagún. It's a mine that last year produced 80,000 ounces that is still pending to close. We expect to close by mid to the end of this quarter, and once we close, this is a producing mine that needs to be adjusted. We need to increase production. We have a plan to decrease the cost as well, but we'll also bring a new EBITDA. So on the next slide, as I just mentioned to you, as when we see our AISC and our sustaining cash cost, although we have medium-sized, not extraordinary mines, but good mines, but with our extraordinary team, we've been able to reach extraordinary results. So with those mines, we've been able not only we could acquire those mines, but at a much lower price and much lower multiple because normally the market doesn't look to them, but we've been also to extract the highest value possible on those mines, running them very efficiently. So last year we finished all-in sustaining cash cost with 1320, while the average is 1600. But not only that, the greenfield projects that we have to develop, either we develop also producing with a lower all-in sustaining cash cost compared to our average. Borborema just commercial production now also with all-in sustaining cash cost below our average. Then we have to invest in Guatemala that we also have all-in sustaining cash cost below our average. Matupa is the same, so we should see, with the exception of the asset that we acquired from Anglo, that will have some impact on the average, but we should see on average our sustaining cash cost going down while we will be increasing our production. Next slide on the guidance. As you can see, we already have the production of first quarter, production of second quarter published. We are finishing now the production of the Q3, should be releasing the production of Q3 soon. We've been able to be very much within the guidance to the market, and that we believe we'll continue to be on this movement to meet the guidance during the Q3 and also Q4. So we have no concerns about how the production is expected to finish the year. As mentioned, we have now six operations, underground mine, 10 years life of mine, copper-gold, all-in sustaining cash cost at cash cost at 1158 and all-in sustaining cash cost at 1452. Minosa, the one on Honduras, a gold open pit heap leach. This is probably where we see a lower opportunity to increase life of mine. We now have four years life of mine, production about 76,000 ounces, very interesting cash conversion. We might be able to increase the life of mine for a couple years, but probably is where we are more limited. Then Apoena, this is the mine that we acquired in 16, ramped up in 17, already operated close to 9 years. We had only three years life of mine back in 17. We operated close to nine years, and we still have seven years, but yet only now there's a new deposit understanding how is the gold formation, how is the gold deposit. So I would believe that we can continue to significantly increase our resources and reserves in this mine. And I would say also this mine in the past used to produce between 60, 70,000 ounces per year. Now we are 32. Next year should also be a lower production. We are pushing back the pits, but once we connect the pits and reach higher grades and are more not struggle at the pit, we should be also increasing our production up to 50 or 60,000 ounces on a yearly basis. Almas is a mine that we just invested last year, was the first year of full production, producing 58,000 ounces. This mine is plenty of opportunities for to increase. Actually, we are increasing capacity of the plant from 1.3 million tons. Now we're close to 2 million tons and thinking about to expand further. We see an opportunity to go on the ground and combine with that open pit and also access other open pits. So this is the mine that we are doing a lot of analysis and we believe we will be able to not only increase the life of mine but also increase production because then we can access different mines and put in the plant. And Borborema is the recently that we just declared commercial production. We have now 11 years, which is going to produce on average in the first years 83,000 ounces. But this mine, we projected to 2 million tons per year. We are focused on the results on the feasibility study on the 820,000 ounces of reserves, but yet it has resources close to 2 million ounces, and those resources are already on the category that can be converted to reserves once we move one road. So part of the pit, part of the houses crosses below a federal road. So we just put in our analysis on the plan, on the production plan, what we can or what we can and have access and permits to mine. But once we, we already in discussions with the national authorities to move 7 kilometers of this road, and once we move, then we can add close to double the reserves of this mine. So we all, that's why we also built this plant with 2 million tons, but flexible enough with a few more investments to expand to 3 or 3.5 million tons per year. So with these road movements, we'll be able to increase resources, reserves, but also the production profile. So on the next slide, as I was mentioning, and I won't go in more details because I want to leave extra time for Q&A. As I mentioned, we have a very clear ways to continue to develop and to build value to our shareholders. This is not new. It's exactly what we published in 2020, but we've been executing and even enhancing this project. So we're going to increase production by developing greenfield projects and look at the returns of the project that we invested almost 64% internal rate of return at gold price 1900 unleveraged. Borborema internal rate of return of 81% leveraged at the gold price 2600. Gold price today is 3,800. Matupa, a project that we have yet to build and yet a lot of opportunities to access upsides, 36% internal rate of return with the gold price 1900. So all those base assets that are either operating or we have to build, we acquired during a very low gold prices compared to today. So that no, we already had high returns with the low gold prices. As imagine now with the gold price at 3800. Second, we continue to invest in exploration, and third, to increase the multiple. We have, we already tackled the first variable that was compromising our multiple, which was the daily trading volume. Now 15 to 20 million is the start for major sophisticated investors and new indexes fund to consider us and put us on their portfolio. So that will also push our multiple up. And yet, but we believe that a full multiple will be achieved once we continue to grow and reach close to a million ounces. We have a very clear way to go beyond 600, but with new M&As, we believe can be at the 1 million. So on the next slide, just a little bit more information. Of course, you can then check all the slides on our website. We won't go in details. We had the 450,000 ounces that we disclosed to the market last year of objective to achieve through project, that development of project that we have internally. But after we publish this 450, and we should be anytime soon upgrading these slides, we acquired Erdorada that last year produced, MSG that last year produced 80,000 ounces. Then we acquired Erdorada that we did a PEA, pre-economic assessment, that shows that we can go up to 90,000 ounces, still with room to optimize, which we are now optimizing at the feasibility study. So when you add only these two projects, you'll see that we can go beyond 600,000 ounces in the next years. As I mentioned to you on the next slide, we have the case of Almas, Borborema. I mentioned to you very strong returns, very strong payback and very strong NPV. We are very much focused on returns, not so much focused on just to grow by its growth. Acquiring project with low returns just to get bigger, but needs to get bigger with a very high returns. And look at those projects are almost the way we think. $76 million of capex, $450 million of NPV with the gold price close to 2,000. Borborema is a very, very much with the same example with only 800,000 ounces that I mentioned to you, 32% internal rate of return with the gold price 2259, and we still have room to double the reserves and also increase production. And of course, now gold price is significantly higher compared to when we published those results. Next slide is an example of Aradorada. We did a PEA yet pending to access further upsides that we are now working on the feasibility study and expect to release the report of the feasibility study by the end of this year. But yet with the gold price 2400 giving us internal return of 24% unleveraged and the NPV of $485 million with that gold price. Now we are at 3,800 gold price and yet with upsides to access this project during the feasibility study. For those that are not very familiar with Erdorada, just to highlight, this is one of the very few high-grade underground mine to be developed in the world. While the world on average as an underground produce between two or three grams per ton, this project offers opportunity to be 6.5, 8.5 g per ton, which is also translated to a lowering sustaining cash cost and higher NPV and higher return. The next one that we should be closing anytime soon is the acquisition of MSG. This is a mine that used to belong, it still belongs to AngloGold. AngloGold has grown significant in the last few years. MSG became non-core and not receiving attention also from central management. So we saw also the productivity decreasing, production decreasing, costs going up, and gold production also going down. Many of our managers has also worked with Anglo and also on this mine, and we see at this acquisition an opportunity to, we will take six months to a year of new capex, new investments, improving availability of the equipment, improving also the conditions on the ground and accelerating the development. But we believe that we can add value by increasing production based on the numbers that they published last year on 80,000 ounces at $2,000 all-in sustaining cash cost. We see opportunity also to reduce that all-in sustaining cash cost. The next six months or a year, we'll be doing all the adjustment, but you should see gradually after six months to a year those production going up and also in sustaining cash cost going down. This mine we just acquired for 76 million plus 3% of royalty to Anglo. So next slide is an example. So I gave you example that we're going to grow and going to grow through higher creative project. We're going to grow production. This is an example what we've been doing in terms of exploration. We've been investing 20, we were investing seven, $10 million back in the days, but now we increased to 20, $25 million, and that is being able to provide us an opportunity to increase resources by 100% in the last five years, and we should continue to invest this amount in order to continue to grow all resources and reserves on the top of growing a production. And the third, so we're going to grow production, we're going to grow, increase resource, reserves, and we need to tackle the multiple. On the right side of this slide, you can see there has a 0.8 times price per NAV. We needed to tackle too. We need to do more M&As and increase daily trading volume. The daily trading volume has been increased 15 to 20 million just recently. So it's still opportunity for smaller investors that want to come in because more and more sophisticated and bigger investors and the index should be coming to the, to as a shareholder base anytime soon. And the second to tackle the price per NAV is to continue to do M&A. And this is a team and board and shareholders that has been very actively involved with a successful M&A not only through Aura but also on the other jobs that we all had. So that's a few examples of M&As that we've been doing. This is since 2017, successfully acquiring, selling new projects, acquiring greenfield projects, acquiring brownfield projects, selling projects. So that shows that we do have the internal capacity and ability, proven track record of selecting the right assets, implementing them and operating them efficiently. And we want to continue to grow through M&As on the top of our greenfield projects. I will jump in, this guy already provided all the numbers to us, a proven track record of value creation, capexes that we spent, dividends and buybacks, and also our low net debt that here shows 0.8, but that was pre our NASDAQ listing. Now we should be at 0.2, 0.1 if you do the pro forma right after coming in $25 million of capital from the IPO. And on the slide of Aura Minerals recap, when you see our capital structure, we do have one larger investor, which is a well-known entrepreneur in the mining sector. Northwestern Enterprise has 48%. He's the one that started acquiring shares of Aura and became major shareholder back in 16, 17, and it started kick at the process for the major transformation, which is also some of you might know if you're an investor in the sector is Paulo Brito. He's the founder of Yamana, and he grew Yamana from a couple hundred million dollars to over $5 billion when he divested. And he sees in Aura an opportunity to do a similar, if not even bigger story as they did also in Yamana. And the final slide, and I'll stop for questions, is this is a company that is extremely accountable for performance discipline. We all the change we made in governments was to provide more decision-making process to the operations, but having them to make those decisions based on returns, based on social, and based on environmental responsibility. We want to generate the value, and this value needs to be generated through extremely high standards of social responsibility and also environmental responsibility, and actually being recognized as one of the major company that is pushing beyond what is absolutely necessary, beyond the benchmark in the world in terms of sustainability. We have a very laser focus on free cash flow, long-term value creation. We have a very clear vision where to grow in strategy, as I demonstrated to you, and a very also disciplined execution on those strategies. And of course, there's no empire buildings in Aura. We believe that value should also be distributed through dividends, that high dividend. We have the highest dividend yield in the gold sector and the listed company, and yet we are not compromising our growth. So this cash flow that this company is being able to generate from the operations with the gold price that was 2500, 2800, 3000 is very strong enough that we can be the highest dividend yield while we've been acquiring, while we've been investing exploration, while we've been implementing new projects. So when we believe now, even with the higher gold price, we will just accelerate this process to our shareholders. And with that, I will finish and take questions.
