Thank you, Matthew. Before we move on to Q&A, I would like to take a moment to discuss our product commercialization and business development efforts. Nearly two years ago, we accelerated our strategic pivot from a project based company to a product-based company, with a totally new go-to-market strategy. Over the last two years, we’ve focused on bringing a reliable product to market, one which is designed to survive a 100-year storm, and to have a maintenance-free interval of three years while operating in very harsh and inhospitable environments. To achieve this, our new management team essentially reengineered the product development approach, bringing and implementing best industry practice, design, and validation techniques of new products, which accelerated time to market. Likewise, we’ve been pursuing applications in new markets by spending considerable time on educating stakeholders in our technology and the unique value proposition that it bears. Make no mistake, this is a long-cycle business because entering a new market with a disruptive product, such as the PowerBuoy, requires time for end-user evaluation prior to leading to orders. Let me spend a few minutes to describe what it takes to ultimately generate revenues under the strategic shift initiated two years ago. Both the defense and the oil and gas industries evaluate new technologies against a scale called Technology Readiness Level or TRL, which describes the maturity level of new technology. These qualifications include, among others, a multitude of design specifications and criteria, design and manufacturing procedures, vendor qualification, and technical risk management. In the case of the oil and gas industry, one example of the TRL is based on the American Petroleum Institute’s recommended practices, which generally ranks technology on a scale from zero, which is an unproven concept, to 7 which is a field-proven final solution. Based on the published criteria for TRL, we believe that the PB3 has met the criteria to achieve a TRL 6, which is an installed and fully-tested production unit. Prior to securing commercial orders of any significance, oil and gas end users require that a new system operate in the intended application for a set duration in order to prove out the application. It is these specific demonstrations which we’re working toward and which highlights the need for strategic partnerships around the highest potential applications in order to achieve sustainable revenues. Since 2015, we’ve engaged in nearly 200 stakeholders within all of our target markets, both domestically and internationally. Each engagement is a unique company, firm, research or academic institution, or governmental regulatory entity. And in many cases, we’ve met with parties on several occasions as we advance discussions of our products and applications. 77% of total engagements are in the United States and three quarters of these US engagements are in the oil and gas market. In the US market alone, 15% of our oil and gas engagements have been with owner and/or operators. But most, 55% to be exact, have been equipment and service providers to the oil and gas industry. Most applications, around 82%, are focused on subsea operations, such as chemical injection and power distribution systems, or services related to the extending the life of production fields, such as inspection services and surveys, all of which benefit from monitoring, power augmentation or power redundancy. Also, most applications require or benefit from real-time data communications. A smaller percentage of applications are focused on information collection for front-end engineering and development, or FEED. Although we believe that once market adoption is achieved in the other application areas, FEED could be an area of growth. Most of our discussions occur with the evaluators, implementers and final decision-makers for our solutions. 42% of all discussions with owners, operators, and equipment and service providers are at the executive level and over a third have advanced through technology discussions and application exploration. One such relationship, Sonalysts, has resulted in a joint marketing agreement and we believe that more could result in the coming months. Our international business development activities have resulted in similar results as we continue to find ways to expand our geographic footprint across our target markets. In conclusion, we’ve come a long way in developing a new product which is proving to be valued by our target markets. We’ve made significant headway in driving our product into markets with the end goal of achieving sustainable revenues. And we’re finding ways to accelerate this process. We’re focused on improving our products and removing costs, as well as strategically developing next-generation products, driven by the voice of the customer. And we continue to focus on achieving operating efficiencies in order to maximize our financial runway, while finding the right talent to help us move toward our business objectives. As always, thank you for your support and time today. And, operator, we’re now ready to take questions. Thank you. [Operator Instructions] And I’m not showing any questions at this time. I would like to turn the call back over to George Kirby for any further remarks.
