Good morning, everybody. Every year at our conference, Baker Hughes comes here, and they bring out a new presentation. We're very fortunate to sort of see this transformation. If you take all the presentations of the last five or six years together, you'll literally see how Baker Hughes has transformed over the years. Today is no different. This morning on their website, they published the update on the Chart Industries guidance and the plan going forward. Lorenzo is going to walk through that presentation today, and at the end of it, I'm going to ask a few questions. So without any further ado, Mr. Lorenzo Simonelli, CEO of Baker Hughes. Thank you very much. Thank you very much. Maybe just to start off, I believe, happy birthday, Dave. For those of you that don't know, Dave is celebrating today and good morning, everyone. It's great to be back at the Barclays Energy and Power Conference. I'd like to thank Dave Anderson and the entire Barclays team for the invitation and the opportunity to present to everyone today. Over the past several years, we have repositioned Baker Hughes to a world where energy and industrial markets are becoming increasingly interconnected. Those dynamics are creative, attractive opportunities across our portfolio, and we believe they provide a strong foundation for long-term growth. This morning I'd like to share how our transformation has positioned Baker Hughes to capture these opportunities, why we see significant runway for growth ahead, and how the addition of Chart Industries further strengthens our portfolio and our ability to create long-term shareholder value. Before we begin, I'd like to remind everyone that today's presentation includes forward-looking statements. Please refer to the disclosure on this slide for additional information. Baker Hughes sits at the center of a fundamental shift in the global economy. Energy demand is growing, power systems are becoming more complex, and the boundaries between energy infrastructure and industrial markets are increasingly converging. As a result, customers are looking for partners that can help them improve reliability, productivity, and efficiency across increasingly interconnected systems. This is where Baker Hughes has a distinct advantage. We're uniquely positioned across the full energy industrial value chain, providing multiple avenues for growth regardless of how the energy mix evolves. Our broad portfolio enables us to support customers across the life cycle of their assets, whether the priority is energy security, increasing power demand, industrial growth, or decarbonization. Combined with Chart Industries, we now compete across an addressable market of more than $400 billion, strengthening our ability to create value across a wide range of end markets and investment cycles. What differentiates Baker Hughes is not simply the breadth of our portfolio, but our ability to connect capabilities across the energy and industrial value chains. Across OFSE, IET, and now Chart Industries, we support customers from molecule extraction through transportation, processing, power generation, and industrial consumption. That gives us a unique position at the intersection of energy production, infrastructure, and industrial end markets. As customers increasingly seek integrated solutions that connect upstream production, energy infrastructure, and industrial systems, Baker Hughes is exceptionally well-positioned to meet those needs. This is reflected in our business mix. Today, approximately 60% of our revenue comes from infrastructure and industrial markets, underscoring how Baker Hughes has evolved and the broader role we play across the global energy ecosystem. Together, our capabilities create one of the industry's most integrated molecule to electron platforms and a strong foundation for sustained growth, durable cash generation, and long-term shareholder value. Over the last several years, we have transformed Baker Hughes through disciplined execution, portfolio management, and a relentless focus on operational performance. In OFSE, we have built a stronger, less cyclical franchise by increasing our exposure to production and brownfield activity. As a result, OFSE margins have improved by more than 600 basis points since 2017 and have remained resilient despite lower market activity, demonstrating the durability of the business through different market conditions. In IET, we continue to build strong momentum. We delivered record EBITDA margins of 18.5% in 2025, and we expect margins to exceed 20% in 2026. At the same time, RPO reached a record level of more than $37 billion at the end of the second quarter. This backlog provides strong visibility, expands our installed base, and supports a growing stream of future services revenue. Together, these businesses have driven more than 600 basis points of adjusted EBITDA margin expansion since 2017 for the company, reflecting sustained progress in execution, productivity, and portfolio discipline. The key message for investors is that Baker Hughes today is fundamentally different than it was several years ago. We have consistently expanded margins, strengthened earnings durability, and demonstrated our ability to generate strong cash flows across market cycles. Looking ahead, we see a clear path to 20% adjusted EBITDA margins by 2028, excluding the impact of Chart Industries. Supported by strong demand across energy infrastructure and industrial markets, we remain confident in delivering more than $45 billion of IET orders through the Horizon Two period. Together, these milestones reinforce the strength of our portfolio and provide a powerful foundation for the next chapter of growth and long-term shareholder value creation. The acquisition of Chart Industries represents the next stage in our strategic evolution, significantly expanding our exposure to attractive industrial markets while bringing complementary technologies, customer relationships, and capabilities. Chart Industries brings a highly diversified portfolio across attractive markets, including data centers, space, LNG, industrial gases, metals and mining, and other industrial applications. It also strengthens our technology portfolio with leading products in heat transfer, cryogenic systems, industrial compression, and carbon capture. We believe the combination strengthens both our growth profile and the quality of our earnings while creating new opportunities to deepen customer relationships, expand life cycle revenues, and deliver more differentiated solutions. Together, we are building a stronger platform for sustained growth and long-term value creation for customers and shareholders. With the acquisition now closed, we are firmly focused on execution and delivering strategic, operational, and financial benefits for the combined companies. We are moving forward with deliberate pace and discipline, focused on seamless integration, effective synergy capture, and realizing the full potential of the combination. We see three primary drivers of value creation. First, operational enhancements through deployment of the Baker Hughes business system. By applying our proven operating model, we will standardize performance management, advance value stream transformation, enhance strategy deployment, and reinforce accountability throughout the organization. The business system has consistently driven stronger execution, productivity, margins, and cash generation across Baker Hughes. We believe it will be a significant enabler of value creation at Chart Industries by improving operational performance and establishing a culture of continuous improvement. Second, cost synergies. As we bring the two organizations together, we see meaningful opportunities to streamline support functions, optimize our manufacturing footprint, improve procurement efficiency, and drive higher asset utilization. We have established clear initiatives, owners, and operating rhythms to convert these opportunities into measurable results. Third, and perhaps most exciting, and what makes the Chart Industries acquisition unique are the commercial synergies. Together, Baker Hughes and Chart Industries can offer customers a broader portfolio of technologies and a more integrated set of solutions across energy infrastructure and industrial markets. This strengthens our ability to deepen customer relationships, increase share of wallet, and participate in a wider range of projects throughout the value chain. Customer engagement is already underway, and the early response reinforces our confidence that the combined portfolio can create meaningful growth opportunities well beyond what either company could achieve independently. As the chart on the right highlights, these three value drivers provide a clear roadmap to expand Chart Industries' EBITDA margin from approximately 17% in the second half of 2026 to 22%-23% by the second half of 2028. Operational improvements and cost synergies are expected to drive meaningful structural margin expansion and stronger free cash flow. While commercial synergies and growth create additional opportunities through increased scale and operating leverage. We will discuss the key factors supporting Chart Industries' updated margin outlook in more detail later in the presentation. We have dedicated teams, established governance, and a proven operating model already in place. With clear ownership and disciplined execution, we are well-positioned to deliver on the value creation opportunity ahead of us. Let me spend a moment on operational enhancements, because this is an area where Baker Hughes has a proven and repeatable track record. At Baker Hughes, our business system provides the framework that connects strategy to execution and drives sustainable performance improvement. We intend to bring this same operating model to Chart Industries. The journey begins with performance management. We will establish a clear KPI framework. Through visual management scorecards and structured governance, we create transparency, accountability, and a common understanding of what success looks like. From there, we move into continuous improvement. Through disciplined daily management, structured problem-solving, and regular performance reviews, leaders and teams identify performance gaps, eliminate waste, remove barriers, and sustain improvements that compound over time. The final element is strategy deployment. Here, we connect long-term business objectives to the work occurring across functions every day. Priorities, targets, resources, and improvement initiatives are aligned so that the entire organization is working towards the same outcomes. What gives us confidence is that this is not a new playbook. We have successfully deployed the business system across Baker Hughes and have seen it consistently improve operational performance while instilling the processes, behaviors, and operating discipline that drive sustainable results. As we deploy the business system at Chart Industries, we believe it will create a culture of accountability, transparency, and continuous improvement that enables stronger operational execution, increased productivity, improved cash performance, enhanced customer responsiveness, and sustainable margin expansion. Turning to cost synergies, we have a clear roadmap, detailed execution plans, and a high degree of confidence in our ability to deliver. Our opportunity comes from three primary areas. The first is the SG&A optimization. This includes eliminating duplicative activities, streamlining administrative processes, consolidating systems, and leveraging shared services more effectively. The second is supply chain efficiency. Together, we have greater purchasing scale, broader supplier relationships, and additional opportunities to optimize sourcing, inventory management, and working capital. The third area is facility optimization. As we evaluate our manufacturing and services footprint, we see opportunities to improve capacity utilization and remove inefficiencies across the combined networks. We have already executed $35 million of actions to date and remain confident in our path toward approximately $325 million of annualized cost synergies by year three. Approximately three-quarters of those benefits are expected to be captured within the Chart Industries segment. Taken together, these initiatives provide a clear and credible path to achieving these cost synergies and are expected to be a key contributor to the 500 basis points- 600 basis points of margin expansion over the next two years. While cost synergies are important, the commercial opportunity is what makes this combination especially compelling. At its core, this transaction brings together two highly complementary portfolios to create a broader, more differentiated offering across the energy and industrial value chain. By combining Baker Hughes's strengths in power generation, gas compression, flow control, and subsurface technologies with Chart Industries' leadership in thermal management, industrial compression, carbon capture, and air and gas handling, we can solve a wider range of customer challenges with more integrated solutions. Equally important, the combination expands our ability to reach customers around the world. Our geographic footprints are highly complementary, creating new avenues to accelerate growth in key regions by leveraging each company's established customer relationships, commercial channels, and market presence. The opportunity extends well beyond new equipment sales. Together, we will have a substantially larger installed base, providing a powerful platform to grow higher margin aftermarket and lifecycle services. As we increase service attachment, digital enablement, and long-term customer engagement, we see meaningful potential to enhance the quality, resilience, and recurring nature of our revenue stream. Ultimately, this combination enhances our ability to participate in a larger portion of our customers' capital and operational spending, creating multiple pathways to accelerate growth across both equipment and lifecycle services. One of the most compelling aspects of the transaction is how it expands our participation in some of the most attractive growth markets globally. By bringing together Baker Hughes and Chart Industries, we are creating a broader technology portfolio that enables us to address a wider range of customer needs across gas infrastructure, geothermal, data centers, carbon capture, space, mining, and industrial gases. These markets are benefiting from powerful secular tailwinds, including energy security, electrification, AI-driven power demand, industrial investment, and decarbonization. Importantly, we are not entering these markets from scratch. Both companies already have established customer relationships, differentiated technologies, and proven commercial position. That gives us a strong foundation from which to accelerate growth and realize the commercial benefits of the combination. As a result, our exposure to these high-growth end markets expands significantly, increasing our addressable opportunity by nearly 60%, from approximately $36 billion today to roughly $57 billion by 2030. In short, this is not simply a larger company. It is a more capable company, competing in larger markets with a broader set of solutions and a more differentiated position. Geothermal is one of the clearest examples of the value of this combination. By bringing together capabilities from all three segments, we can deliver an integrated molecule to electron offering that spans the geothermal value chain, from resource assessment and well construction through power generation, lifecycle services, and digital optimization. Chart Industries' heat exchangers, condensers, and cooling technologies further enhance the offering, helping improve project performance and economics. More importantly, geothermal illustrates the broader rationale for this acquisition. We are not simply adding technologies. We are combining complementary capabilities to create integrated solutions that expand our participation across the value chain and strengthen our position with customers. As geothermal continues to emerge as an attractive source of low-carbon baseload power, we believe this differentiated portfolio positions Baker Hughes to capture a larger share of the opportunities ahead. Data centers represents another area where the combination of Baker Hughes and Chart Industries creates a highly differentiated offering. The rapid adoption of AI and the continued expansion of digital infrastructure are driving unprecedented demand for reliable power, advanced cooling systems, water management, and operational efficiency. As power density increases, customers are increasingly seeking integrated solutions that optimize performance across the facility rather than individual products. As we think about the data center opportunity, it's important to recognize that we already have significant traction in this market. Since 2025, IET has secured $4.2 billion of data center-related orders, including approximately $3.2 billion in the first half of 2026 alone. In addition, Chart Industries has booked approximately $600 million of data center orders over the past two years. This momentum reflects both the strength of demand for our solutions and our ability to execute and scale alongside our customers in one of the fastest-growing end markets globally. Together with Chart Industries, our capabilities can provide a more complete data center solution to support critical elements of the infrastructure stack. Baker Hughes capabilities include on-site power generation, power conversion, and microgrid control solutions to maximize reliability and uptime. Chart Industries adds critical cooling infrastructure, carbon capture, and water treatment and recycling capabilities, as well as LNG and hydrogen storage and backup fuel systems. By bringing these capabilities together, we can participate in a broader portion of the data center ecosystem while helping customers improve reliability, efficiency, water usage, and emissions performance. The combination also creates opportunities to deepen customer relationships through digital technologies, services, and life cycle support. Let me spend a moment on our updated 2026 guidance and specifically the assumptions related to the addition of Chart Industries. First, I want to emphasize that the underlying Baker Hughes business continued to perform well in line with our expectations. Both OFSE and IET are tracking in line with our prior outlook, and as a result, we are maintaining our guidance ranges for both segments. Our confidence in this outlook is supported by the momentum we're seeing across the company today. With first half 2026 IET orders of $12 billion, record IET RPO of $37 billion, and resilient OFSE performance providing a durable foundation for earnings and cash flow growth. Together, these factors reinforce our path forward, achieving the previously stated target of 20% EBITDA margins for Baker Hughes by 2028, excluding Chart Industries. The updates we are introducing today primarily reflect the addition of Chart Industries and our latest view of how that business will contribute through the remainder of the year. Since closing Chart Industries in mid-July, we have been integrating Chart Industries into the broader Baker Hughes, and we are now in the process of aligning Chart Industries to our standard practices, policies, and procedures. As part of that work, we have completed a preliminary contract level review for Chart Industries' backlog. Based on that review and the application of Baker Hughes' backlog definitions, we expect to report backlog of approximately $3.6 billion at the end of the third quarter. We believe a portion of the change reflects timing-related factors, including order conversion and backlog classification, rather than any significant deterioration in end market demand. In fact, we remain constructive on the underlying demand environment and the long-term fundamentals supporting the business, particularly in data centers, gas infrastructure, space, and industrial gases. For Chart Industries, we expect revenue of $1.85 billion-$2.25 billion, and EBITDA of $300 million-$400 million from the close date through year-end. At the midpoint, this implies approximately 17% EBITDA margin. Looking at the phasing of Chart Industries' guidance, we expect approximately 55%-65% of the segment EBITDA to be realized in the fourth quarter, reflecting both its mid-July close date and Chart Industries' typical seasonal weighting towards the fourth quarter. From an operational standpoint, near-term Chart Industries margins are being impacted by the timing of LNG equipment volumes, soft hydrogen demand, and the execution of several first-of-a-kind projects that carry lower margin profiles. In addition, the LNG mix is creating additional margin headwinds. Importantly, these factors do not change our confidence in the strategic value of the acquisition. In fact, we are already seeing encouraging commercial engagement between the Baker Hughes and Chart Industries teams, particularly around data center infrastructure and broader gas infrastructure opportunities. While these commercial synergies are still in the early stages, they reinforce our conviction in the long-term value creation potential of the combination. We also see improving visibility toward an LNG order recovery as we move into 2027, and we remain confident in our ability to drive meaningful margin expansion through improved execution and synergy capture. Let me make two additional points on guidance. First, we now expect free cash flow conversion to be in the range of 40%-45% for 2026. This is entirely attributable to acquisition-related items, including higher cash interest expense, transaction and closing related costs, and cash integration spending associated with the Chart Industries acquisition. All of which were excluded from the prior guidance. Second, the D&A outlook presented here excludes intangible amortization impacts related to the transaction. We will provide appropriate disclosures as those amounts are finalized. Overall, we are encouraged by the momentum across the company. OFSE and IET continue to perform well. We are taking decisive actions to improve execution at Chart Industries. Integration efforts are off to a strong start, and we remain highly confident in the long-term earnings, cash flow, and synergy potential of this combination. As we conclude, I want to leave you with these three points that underscore why we are increasingly confident in Baker Hughes' long-term value creation opportunity. First, Baker Hughes today is a fundamentally different company than it was just a few years ago. Our portfolio is increasingly weighted towards infrastructure and industrial markets, with greater exposure to higher growth, less cyclical end markets. As a result, we're building a business with greater earnings durability, stronger cash generation, and increasing alignment with long-term growth trends. Second, we believe this evolution is still in its early stages. The acquisition of Chart Industries further accelerates our shift towards higher quality industrial and infrastructure end markets, expanding our technology portfolio, strengthens our position in attractive industrial markets, and creates new opportunities to scale enterprise solutions across broader customer value chains. As we execute our integration plans and capture synergies, we expect our industrial and infrastructure mix to continue increasing over time. Third, our priorities are clear. We remain focused on delivering our Horizon Two commitments through disciplined execution and business system excellence. At the same time, we're accelerating the Chart Industries integration and focusing on capturing synergies and driving meaningful expansion for the combined company. Just as importantly, de-leveraging remains a key Horizon Two priority, and we're committed to strengthening the balance sheet through cash generation and disciplined portfolio management. When you step back, the investment thesis is straightforward. Global demand for energy, infrastructure, and industrial solutions continues to grow, and Baker Hughes is uniquely positioned at the intersection of these markets. With expanding capabilities, a growing enterprise solutions pipeline of $10 billion, and increasing exposure to attractive industrial and infrastructure markets, we believe we're building a higher quality business with greater earnings durability, stronger cash generation, and significant long-term value creation potential. Thank you for your time today. I appreciate your interest in Baker Hughes, and I look forward to your questions. Thank you, Lorenzo. We only have time for probably one question here. If we could just kind of look at the Chart Industries guidance you just put out there on the margins. So margins were 17% now and you're targeting 20%-22%. Was that over three years? Can you just maybe just talk through some of the puts and takes and what some of the assumptions are that are going into that margin expansion? Sure. Maybe let me take the 2026 view that we provided first, and as you look at the underlying business and the end industries, we still feel very good about the demand trajectory. As we look at the book-to-bill, we still see a book-to-bill above one as we look at the second half. I just need to remind you that the outlook excludes the stub period. We closed the transaction July 15th, so it reflects what happens after July 15th with regards to the second half. You'll see an adjustment in the RPO, and again, we expect RPO to be $3.6 billion roughly by the end of the third quarter. That is really a realignment of the methodologies that have been provided in the past from Chart Industries to the methodologies that we apply at Baker Hughes from accounting policies and also the way in which we track the RPO. Again, not an end market view, but more a methodology change to align with the integration that we are conducting. As you think about revenue, we see about $2 billion, just over $2 billion of revenue, which, when you take out the stub period, is really very much in line with the consensus view that was out there. From a margin perspective, again, we had the first quarter, which was underwhelming from Chart Industries, and we see that improving in the second half. As you said, an average of 17%, which really is based on the backlog that we have that is converting. We see also the opportunity to continue to improve on the integration synergies and the momentum of the business going forward. The second half is profiled at about 17%. As you look at the breakdown, probably about 40% in the third quarter, 60% in the fourth quarter, given the seasonality. On the margin outlook, 17% to 22% to 23% really grounded by three major areas. The first is the cost synergies. A lot of confidence in the $325 million cost synergies. Again, the team is obviously going for more, and we feel very confident by the back half of 2028 we will be at that aspect of cost synergies to get us to the 22% - 23%. You have got the operational excellence, the discipline around the business system. We have proved it within Baker Hughes and what you have seen from the margin accretion that we have achieved there. We are going to be applying the same playbook to Chart Industries now and seeing the same results take place. As you look at the commercial synergies and also the backdrop of the positive tailwind we are seeing in some of the industries, but we can provide an addition from the aspect of integrated solutions and the capabilities at a broader spectrum. Our addressable market is going up and customers have been very receptive. Again, we feel good about the trajectory of where we are taking from 17% up to the 22%, 23%, and obviously we will not stop there. I would imagine you will not. Lorenzo Simonelli, CEO of Baker Hughes, thank you so much. Thank you very much. Fantastic. Thanks.