flow for operating activities have different behaviors along the year as we can see in the two, in the two charts. The blue line for both charts represent the historical trend while the red line represents the expected behavior for 2021. When analyzing Adj. EBITDA, best performing quarter for revenue recognition is Q4 and all solutions have their first content delivered to schools. On the other hand, the worst performing quarter is Q3 as most of the content has been delivered in previous quarters. This year, we expect a more accentuated seasonality but still following historical trends. When analyzing cash flow from operating activities, the majority of schools pay for our solutions in up to eight installments starting around February. Q2 is usually the strongest cash generator while Q4 is the weakest. This year as we extend the payment terms to assist our partner schools, the cash collection behavior will be a little different from historical trends. Moving to slide 10, we are very excited about the return of in-person classes in most states in Brazil as it increases the effectiveness of our commercial activities. At this point, 56% of the population received at least the first dose of the COVID-19 vaccine and 24% are fully vaccinated, with vaccination of teenagers starting this month in some states. The reopening of schools and vaccination of the population has ab- The re-opening of schools and vaccination of the population has a direct impact in the commercial cycle as, principals become more optimistic and open to meet our team and discuss positive changes to their schools. As we present in slide 11, despite in its still early stage, the commercial cycle for the 2022's whole year is presenting a much faster organic growth pace versus last year, indicating that the worst is definitely behind us. For our car solution, here today organic growth pace is in line with pre-pandemic levels, indicating a strong lead conversion on top of a suppressed demand. Positivo is the leading performer for the core segment. Two times ahead for the commercial cycle for 2020's whole year, proving the effectiveness of our acquired and improved strategy. As for our supplemental solutions, here to date organic growth pace shows strong recovery versus last year. That indicate a two step recovery to pre-pandemic growth rate levels. We had one of the best years for renewals last year, and at this point we know rates for car solutions are in line with these growth levels, while supplemental solutions are presenting a stronger renewal performance. Moving to slide 12, cross-sell has further accelerated and now represents 85% of the intake for supplemental solutions here to date. Important to mention that the economics for cross-sell are better as we see a faster lead conversion. Signing of larger contracts and usually with longer terms. And the relationship with the partner's core becomes a stronger increase in the retention rates. The possibilities for capture across opportunities are numerous. And here are some recent examples. In the first one named cross-sell intake, we signed with a large school that did not use any Arco product before adding both SAE and NAVE our maker solution. In the second example named renewal core plus cross-sell supplemental, we extended a contract term with Positivo partner school to five years and added Pleno. In the third example named upselling supplemental plus cross-sell core, we extended a contract term within an international school, partner school, while adding other branches of the same chain and including SAS leading to a five times ACV increase. Finally, in the fourth example named renewal supplemental plus cross-sell, we extended the contract term with an Escola da Inteligencia partner school to four years and added SAE, PES and Pleno leading to a 10 times ACV increase. Moving to slide 13, we are now powering the cross-sell initiatives with the creation of ArcoPlus, a business unit that will centralize our supplemental solutions. This structure will allow us to extract synergies by centralizing activities that will lead to cost savings, reducing time spent with repetitive demands and challenges, is simulating cooperation between solutions, providing access to tools and resources from one to another. And leveraging on Arco's employer branding, while of course maintaining strong brands, pedagogical approach with clear identities, fast response to customer needs, and focus on quality and innovation. I'll now turn the call back to Ari, Ari, please go ahead. Thank you Otero. Innovation has always been part of our DNA, especially when it translates into delivering a better product or service to our clients. On slide 15, we present SAS Adapt a version of SAS, our most premium brand that offers more customization possibilities, generates more data on students' engagement in pedagogical gaps and allows for higher connectivity among all content available in the platform. It's a solution that fits well with the demands of school segments that want to customize their content, which in turn will provide valuable feedback that will guide us to further improve our solutions. SAS Adapt was created using Studos and Eduqo's features which are now part of ArcoTech alongside Escola Em Movimento, our app communication solution, and WPensar, our ERP solution, as presented on slide 16. ArcoTech was recently created with a goal of centralizing the technology backbone of our solutions, gathering the best features from all platforms acquired along the years, that can be the common to all into one single strong backbone. It will allow for us cost savings and better user experience as we will be able to implement improvements and add new features much faster. Besides strengthening our employer br- branding, to attract talents on the technology segment, Eduqo, acquired in July, is a great complement to ArcoTech's portfolio, as it is a powerful LMS that provides a personalized learning experience and help schools to acquire more students based on data intelligence. On our final slide on page 18, we bring a summary of our ESG report released last week, our first step towards mapping our strengths and gaps so we can further expand our impact on Brazilian education. The materiality analysis presented last quarter guided us to focus on three main topics which are fully aligned with our strategy, impact on education, focus on people and strong and sustainable structure. The report brings relevant information on each of these topics and challenges us to continue pursuing better practice going forward. Arco is undergoing relevant changes. M&A was key to support our mission to scale quality education across Brazil. And now is the time for us to organize our structure and further extract the benefits of having reputable brands quality solution in a highly talented team. The creation of ArcoTech and ArcoPlus allow us to centralize a structure that will generate even more value when combined. And there's more to come as we deep dive into our processes generating savings that will translate into freeing capital to invest in what really creates value serving well our clients in unlocking value to grow. Thank you for your time operator, we can now open for questions. Thank you. The floor is now open for questions. If you have a question, please press star one on your touch