All right, it's 2:00. We'll go ahead and get started. So Dave Mossberg with Three Part Advisors. Diebold Nixdorf is our next company. Trades out of New York, DBD. This is, you know, exactly the type of company that we're looking for. We just met with this company, virtually did a call with a group of investors in March, and through the recommendation of, actually one of our sponsors that we take a look at it, had a good meeting and got him to come up to New York and do our conference. Really excited to have him here. I would also like to point out that there is a forward-looking statement in here and make sure you look at that forward-looking statement and read all the stuff on there. With that, I'll turn it over to Octavio, the CEO. Thank you. And thanks everyone for joining us. You know, I'll try to make this as interactive as possible since we're a small group. Why don't I start by giving you a little bit of an overview of our company for those of you that might not be too familiar with what Diebold Nixdorf does? If you think of our company, we're roughly $3.8 billion in revenue. Of those $3.7 billion in revenue, almost 70% of our revenue is in services recurring. So $2.8 billion of service revenue, again, most of it recurring. We've been on a lean journey for the past couple of years where we're very focused on improving our operations. Our current margins today, our gross margins are at 25.3%, where we have clear line of sight on how we will continue improving margins into the future. Last year, we delivered $452 million of adjusted EBITDA. So as a company, you know, we serve two operating segments, the banking industry and the retail industry. You can see in the donut chart below, of our two segments, banking is roughly 74% of the company, retail 26% of the company. And then the breakdown between products and services, which I started talking about, very important to us. You can see that service is roughly 60% of the company, a lot of that recurring in nature. We start the year with tremendous line of sight to our revenue, with 60% of it tied to long-term service contracts with large global banks, leading financial institutions, and some of the largest global retailers. As we look into the future, we are very focused on accelerating growth in our two operating segments. In banking, we believe we have a great opportunity where the number, we have the number one position in the ATM market. We've developed new technologies for that industry, and we believe that as banks start looking at greater operational efficiencies at the branch level, when you think of a retail bank, 70% of the operating expense is in running your branch network. We believe that through our ATM technology, our recycling technology inside of the branch, we can help banks significantly reduce the cash costs of operating a branch. We're very excited about that part of our business. We're truly a global company. We operate in over 100 markets. You can see in the map all the different locations that we have. As I said, number one of installed base of ATMs globally, number one on the software that's required to run and monitor ATMs globally. We have a tremendous installed base. The ATM installed base globally is somewhere around 2 million units installed across the globe. That installed base has been steady for the past 10 years. You know, some markets grow, some markets shrink, but overall the ATM market at 2 million units has been fairly steady for the past decade. Projections are that it will continue to be very steady. We have the largest installed base in the ATM industry with 800,000 units. When I turn into our retail segment, we are the number one point of sale provider and self-checkout provider in Europe. To us, this is a very important achievement because three years ago we had zero presence in the self-checkout market in Europe, but we understood that the market was changing and we really focused our teams in Europe to go after this market. We went from minimal market share to last year achieving 40% market share in the point of sale and self-checkout markets in Europe. We've also grown significantly in the self-ordering kiosks. If some of you eat at McDonald's or Popeyes, you've probably used one of our kiosks when you order there. Again, with the shifts in labor usage, the need to automate, you know, the self-checkout experience, provide a better customer experience, we're extremely proud of what we've achieved in retail. Achieving this number one position in Europe has been key to us. Now our focus is turning into the Americas. How do we replicate the success that we've had in the retail industry across Europe into the American market? If you think of our retail business, as you saw in the prior slide, roughly a $1 billion business, 85%-90% of that revenue comes from Europe. I'm sure you know, but the largest retail market in the world is not Europe. It is the Americas. As we turn our focus into the Americas, we're very optimistic that the solutions that we can bring to market will really help us grow and accelerate as we grow in the Americas market. Probably another very important point to make in this slide where you can see our global footprint is even before tariffs, we had developed a strategy of local for local manufacturing, moving our manufacturing closer to our end users. Today we have four manufacturing facilities, one in Paderborn, Germany, that serves our European market. You know, two years ago, we started our manufacturing facility in North Canton, Ohio, where our headquarter is based. Now that factory supplies all of the North American market with ATMs. Just last month, we accelerated moving some of the production of self-checkout and point of sale devices from overseas now into the U.S. We have a factory in Manaus, Brazil, to serve South America, and very importantly, a factory in India to serve, you know, the Asian countries that are still consuming high amounts of ATMs and still very cash-heavy societies. We feel that with this global footprint, we can serve our customers very well. We're excited about accelerating growth for our company. Let me tell you a little bit about the banking business, and probably I jumped ahead a little bit in this slide. The market that we're serving is roughly $20 billion of available market to us. This includes the ATM market plus all the branch equipment that can be addressed with our recycling technology, plus the software and services needed to maintain that. As you saw in the prior slide, we have an installed base of 800,000 ATMs. As I look into the future, most banks, as they look for greater operational efficiency, are deploying this recycling technology both at the ATM and at the branch. Let me take a step back because, you know, probably this recycling technology is not familiar to everybody. When you think of a traditional ATM, and again, I, you know, it's obvious that you wouldn't know it 'cause I didn't know it before working for the company. When you go to an ATM, there's a bin that's filled with cash, and that's the cash that you receive when you make a withdrawal. There's another bin that's where you, when you make a deposit, that's where the money goes into. Those two bins inside of the ATM traditionally have never been connected. You might have a, you know, run out of cash to give to your customers, but have a bin filled with $100 bills that people deposited. Recycling technology, as the name would imply, actually does that, connects those things so that the cash that comes in is the same cash that you dispense. You would ask me, why is this important? Probably the biggest cost of running an ATM network is the cash in transit. Every time you see, you know, one of the cash in transit companies go and touch an ATM, that's money that the bank is paying for somebody to go fill that ATM or empty that ATM of the deposits that they have. Depending on the geography where you live or the city where you're in, the cost of every visit can go from, you know, $100 to, in some locations, up to $1,000. You can imagine how by reducing the amount of times that somebody needs to touch the ATM, you create a very powerful ROI on why invest in this recycling technology. The other big cost in running, for any retail bank, is running the branch network. By deploying recycling technology also at the teller line, we're reusing some of the same components at the ATM, deploying them at the teller line, and through our software, allowing the bank to have a complete view of the cash ecosystem at the branch level. Not only optimizing how many times you touch the ATM, but optimizing the cash at the branch level, which again produces significant savings for banks. When you think of all of this, our installed base of 800,000 ATMs, ATMs get refreshed roughly in a cycle of every five to seven years. You know, the larger banks tend to keep more up-to-date machines, refreshing them in a four-year cycle, but you can say that the average lifespan is somewhere between five and seven. Since we launched our recyclers, you know, two and a half years ago, of our 800,000 device installed base, we've refreshed 200,000 devices. We're refreshing at a rate of roughly 60,000-70,000 devices a year. This just tells us that we still have a long run rate and clear visibility on how our product revenues for banking will evolve over the next probably seven to eight years because we have this large installed base that needs to be refreshed with a very compelling value proposition on why you should be refreshing this, your installed base and deploying this new technology. When you think of, of branches, you know, those ATMs, the people in the branch try to point you to make the deposits in that device because that same technology is available at the ATM. That way they're trying to move more transactions, more of the transactions to automated services so that banks, as you've seen, are changing the footprint of their branches, are changing the types of services that they offer to try and make them more of a sales office or product offering than a transaction hub. Again, we do this with some of the largest customers in the world, whether we're just providing the hardware and the services and the software to run their ATM networks, or in some cases, totally outsourcing the work of running the network. You know, you see in the slide a customer like TD Bank, and we have many TD branches here around Manhattan. We deploy those ATMs for TD Bank. We make sure that the software is up to date, and we basically manage the cash forecasting and everything that needs, that happens around managing an ATM network. We have multiple ways of continuing to grow in the ATM space, whether it's, you know, the replacement cycle, introducing recycling technology, or very importantly, you know, I talked about our manufacturing in India. India is probably the largest ATM market in the world, or will be the largest ATM market in the world. We had exited India as a company five years ago as the company was facing some financial challenges, and those markets were very competitive. We reentered the market, and two years ago, I made the decision to start manufacturing when I became CEO, to start manufacturing once again in India. We see tremendous growth coming from India, but we're building a product that's fit for purpose for that market, a product that's decided to have a smaller footprint, lower energy consumption, smaller screen size, all the security that's needed, but really focused on serving the needs of, you know, banks in India that, to put it in perspective, last week I had the opportunity to be there. I met with State Bank of India. They have 70,000 ATMs deployed. To put that in perspective, if I had JPMorgan Chase, Bank of America, and Wells Fargo, we would probably get to 50,000. In India, one bank has more ATMs deployed than the three largest banks in the U.S. Again, very excited about the possibilities that we have in banking. We continue to add services to our offering and making sure that we are really helping banks address efficiency at the branch level, which is one of the key items in all heads of banking on how to become more efficient. Let me tell you a little bit about our retail business. In our retail business, you know, we're very focused on self-checkout, our self-ordering kiosks, our point of sale hardware. But we're doing more than that. We're applying AI to the checkout experience. As I said, three years ago, we decided to become, you know, focus on becoming number one in self-checkout in Europe. You can see by some of the logos on this screen, these are the accounts that we won over the past three years. Companies like Tesco in the U.K., Marks & Spencer, AS Watson, Co-op, ALDI, who has been a great customer for us globally. You know, ALDI has expanded significantly in the U.S., opening over 2,000 stores. We are fortunate enough to be their technology provider for both their point of sale and self-checkout. Many of our more traditional accounts like IKEA, where we provide the whole store infrastructure for them. As I mentioned, in the self-ordering kiosk business, great companies like McDonald's. Our legacy, you know, was that our retail business was very strong in Europe. We now have made that business number one in Europe. Where is our focus shifting right now? We have proven that we have a solution that is scalable, that is fit for the markets. Now we are turning our energy to growing in the Americas. Again, if I have a billion dollars of revenue in retail, 85%-90% of that is coming from these customers in Europe. Late last year, we hired and trained a large sales force to address the North America market. We think that the time is ripe for us to win in the North America market. There are two things that are very important happening in the self-checkout space or in the checkout space in North America. We continue to have the traditional headwinds that retailers are facing around labor shortages, the raising cost of labor that is clearly addressed with self-checkout, but also the idea that you need to improve the customer journey, that your consumers need to have a better experience as they check out or as they flow through your store. Today, what we have incorporated into our self-checkout solutions is some very powerful AI solutions that help make that experience seamless. If you've ever used a self-checkout solution in a large grocer, you know that probably the most annoying part of the experience is when you have fresh produce and you have to put your lettuce on the scale and then scroll through it and figure out which of the multiple lettuces that they sell is the lettuce that you bought and press that. It clearly stops the flow of the transaction, creating not such a great customer experience. Through our AI computer vision solution, we can identify fresh produce or any non-labeled item. Once you put it on the scale, you can immediately just bag it and our computer vision AI solution recognizes the produce and registers it at self-checkout. We do the same with age verification for age-restricted products. If you're buying a bottle of wine in the U.S., probably your beer, or in other geographies when you're buying cigarettes that are available not behind the counter, usually when you scan that, the transaction stops and somebody needs to come and check your age or provide an ID through age verification. Depending on the parameters that each country has, we can make that transaction seamless and allow that transaction to be completed. As we're working our way into the U.S. market, we're not just following customers like ALDI, we're presenting to U.S. retailers these solutions that are gaining great traction. I would say that the solution that has proven to be the most effective one and the one that most U.S. retailers and Canadian retailers are focused on is our shrink prevention solution or theft prevention solution. When you think of a large grocer or a large retailer, roughly 1%-2% of sales are lost to theft, a lot of it happening during the time of checkout. Through computer vision, and through the AI algorithms that we have created, we can detect 23 different types of shrink happening, or theft happening, at the self-checkout. Again, you know, what do I mean with 23 different types of theft that can happen at the checkout? When a person holds two items and just scans one item and drops the two items in their bag, in the bagging area. When somebody leaves a package on, you know, in the bottom part of their cart and doesn't put it through the scanner. Through our AI computer vision, whenever we see an anomaly happening at the self-checkout or at the checkout, we stop the transaction. A store attendant is notified, and in their tablet, they can see exactly what transaction happened and can approach the customer and tell them, "Oh, Mr. Customer, I'm sorry that the transaction got stopped, but this machine has been giving us a lot of problems. Why don't you allow me to rescan these items for you so that you can check out easily?" Again, you know, where we have deployed this technology, companies like Intermarché in France, which is one of the largest grocers and retailers in France, we see reductions in shrink at the self-checkout of greater than around 70%. A great, you know, product that has immediate ROI for most retailers. That is why we are excited about the North America market. Not only do we have products that are well-tested, open architectures, which is something that is also new in this space, a new software, POS software, point of sale software that is cloud-enabled, microservices-based, that should help us grow in this market, but also adding AI and additional functionality to make the customer journey smoother and also to help the retailers improve their profitability. Let me tell you a little bit before I turn it over to Tom, you know, about our company, because some of you might have heard of Diebold Nixdorf, a company that has a very storied history, 160 plus years in the market, but one that had many challenges in the past. A company where growth was always variable, very tied to hardware refresh cycles. As you've seen, now 60% of our revenue comes from recurring services. So we're making tremendous efforts to really create a balanced revenue profile for our, our company and that growth can always be counted on. When I took over as CEO, we had a very complex organization, product of multiple mergers, acquisitions that the company had done over many years. I became CEO and I had 18 direct reports, very complex organization. We've streamlined the organization where we run two operating segments, banking and retail. Those are our P&Ls, and that's hopefully you got a sense on how excited I am about how we can grow in each of those segments. Our culture was always a short-term focus culture, one where there was always, you know, one-time cost reductions in operations, no focus on operational excellence. Again, through implementing lean methodology across the company, our lean culture, we're now focused on improving our say-do ratio. Whatever we say we're gonna do, that's what we actually deliver. For the past two and a half years, every quarter, we've met what we said that we were going to do. Again, the company always struggled with cost, and the main point was that there was gonna be a big program that would solve all our problems. As you know, that is seldom the case in any company that one big restructuring program saves the company. We're focused on continuous improvement, making sure that every day we get a little bit better, that we make sure we win the day, win the week, win the month, and win the quarter. As far as our cash flow, the company always burned cash at the beginning of the year and made it up at the end of the year. We always had low minimal cash flow. Now we're very focused on generating strong free cash flow every quarter. Again, as far as capital allocation, a company that's constantly struggling, we were in reinvestment mode most of the time. Now we're very focused on returning value to our shareholders. We started earlier this year with our $100 million share repurchase program. As we keep accelerating our free cash flow conversion, as Tom will tell you, our goal is to return as much as we can to our shareholders. With that, Tom, why don't you take over now? I'm Tom Timko. I joined the company about a year ago, and we've made some pretty substantial product progress that I'll share with you in a second. Prior to joining Diebold, I had spent the previous six years at GE helping that company break into three fit-for-purpose companies more suitable for the independent industries that they served. Prior to that, I was at General Motors for about six or seven years, post-bankruptcy, and helped them, you know, get back to the top and be best in class from a financial function perspective here. We have been very focused at Diebold on driving a lean journey and changing that culture, right? I'll tell anybody who gives me time that lean is not just something that happens on the factory floor. It's something that happens in function. If you think about a KAIZEN event, which is simply just improved to better, right? We've run six of those in our factories, which has resulted in auxiliary warehouse reductions, significant productivity improvements, numerous safety initiatives, and, again, just general productivity. It's really sort of embedded in, in terms of how we go to work every day. Like Octavio said, we win the day, we win the week, we win the month, we win the quarter, et cetera, et cetera, right? When we get together at our MORs, our monthly operating reviews, we grade each other on our say-do ratio, right? What did we want to accomplish during the month or the quarter? We talk to the reds versus the greens, and we really try to root cause what the issue. We are very focused on driving profitable growth, expanding our margins, and having that result in cash flows. Talk about our capital allocation structure when we get to it in a second. But then also, you know, we think one of the bigger opportunities that we have from a margin expansion is really in our services business. As Octavio alluded, you know, if we are a $3.8 billion company, about $2.2 billion of that revenue is related to services, recurring in nature. Think about every ATM or SCO that we sell. We usually get a five- to seven-year service contract with that, and they usually prepay that in annual installments over that period. Again, the attach rates are very high. We think that services margins of 24, when we ended 2024, were probably close to 26%, and we're committed to being able to grow that about 100 basis points a year in the next three years. Fortress balance sheet, this is something that if you listen to our earnings call, we talk about quite a bit. Since our corporate restructuring, we financed our exit term loan in the fourth quarter of last year. We paid down a chunk of debt. We now have a five-year secured note that has a two-year no-call associated to it with a 7.75% interest rate. At the same point in time, we were able to increase our revolver by 50%. Now we have $310 million of a credit facility. We have about $328 million of cash on hand. You know, $638 million of liquidity. That's never been something that Diebold has had before. Really, we kind of review the revolver as a, you know, safety blanket, if you will, right? We've yet to draw on it, but it's there in case you need it. Our net leverage ratio, best in the industry at 1.5 times. Moody's and S&P upgraded us before our recent debt offering. You can see we still want to close that gap to get back closer to investment grade. As Octavio mentioned, we did announce our first share repurchase for $100 million. We just started it in the month of March. We were only able to do about $8 million. If you sort of think about that run rate, that's kind of what you can expect to see going. As we announced at our Investor Relation Day, we laid out our three-year targets. Simply put, you know, we believe that this business has the opportunity to grow revenues to mid-single digits. If you think about it, what Octavio talked about in terms of the branch automation solutions in banking, the fit-for-purpose product in India that will serve AsiaPac, we believe between pricing of 2%-3% a year and the strategic initiatives in banking and then retail as well growing in North America, we think that those will give another 2%-3%. That is how we get to our mid-single digit numbers of 4%-6%. Adjusted EBITDA, really three components: the flow-through from the additional revenue that we expect to be able to generate, and then our margins. I already sort of gave you the story on, on services growing 100 basis points each year for the next three years. Our product margins are the best in the industry. You know, when Octavio joined, they were 13. They're now 27, right? We do not have another big run like that, but we do think that we can grind out 25-50 basis points through our lean journey every year for the next three years. That upside coupled with OpEx, if you were to benchmark us to our competitors, we have a gap to close. What we talked about on our IR Day is that we have about $50 million of initiatives that we see. As we have spent more time going through those initiatives, we think that there is even more upside. Between the additional flow-through, gross margin expansion in both products and services, opportunity OpEx, we think by 2027, we'll be able to be growing at low double-digit growth, $550 million. The free cash flow is the derivative of that. All those things as they flow through this year, as you think about where we ended 2024, the jumping-off point was approximately $110 million. We said that we're gonna be able to nearly double it. How is that gonna happen? First, the refinancing, right? If you think about the less interest expense that we have, that's $70 million. The additional EBITDA that we're gonna be able to generate through revenue as well as some of the gross margin impact, that's about another $30 million. Then there's working capital. We feel very confident that we'll be in the range of $190 million-$210 million, and we think we'll be able to grow that based on those same initiatives year- over- year. Next year, we convert at 40% of EBITDA, year after that at 50% of EBITDA, which would be industry leader. Given the fact that, you know, if you added up the free cash flow generation over that three-year period of time, that approximates at the midpoint about $800 million of free cash flow. Since we're gonna have that capital to talk about, we laid out our capital allocation framework. We're very committed given our balance sheet structure by far is the least levered at 1.5 times net debt leverage ratio. We intend to keep it in that range of 1.25-1.75. Obviously, that'll increase or decrease with EBITDA. We have increased our liquidity, as I talked about earlier, to about $600 million. From a business investment perspective, very light capital CapEx model, about 1.5% of sales. Think about, you know, $60 million or so every year, and that includes some of the catch-up legacy for us as well. From a return of capital to shareholders, very focused on buying our stock. Right now, we feel we're underappreciated, undervalued for what we can do in terms of cash generation and revenue growth. We are committed in the near term to using our free cash flow to buy back that stock. Over the three years, as we begin to, you know, demonstrate the ability to produce $300 million in cash flow, we would put a dividend back on the table and begin thinking about other returns of capital. Lastly, but certainly not least, a disciplined M&A, right? Think about small tuck-in type of acquisitions, nothing to the size of what we've done in the past, but $50 million-$100 million type of things that are accretive, really focused in our core, most likely around services to start, or if there are investments to be made around AI, think about the opportunity in our retail business that would be, if the right opportunity at the right cost came up, we'd allocate that as well. Octavio, I'll hand it back to you. Sure. Thanks again for, to kind of wrap it up, takeaways that we have as a, we're well positioned in banking and I think that the solutions that we have provide good visibility for revenue in the future. Our efforts around lean will continue to provide that margin expansion that Tom talked about. I think that the value proposition that we've created for North America retailers will resonate. Once again, every new customer we get in North America will be incremental to us as we have such a small share in the country. We will remain very, very focused on running a very disciplined operation. I am very proud of what we have accomplished so far, taking a company from a company that's structured with margins today, like in products having really strong margins. I think we can do that across the enterprise. Really focus on free cash flow generation. The term of the fortress balance sheet is not something that Tom and myself take very lightly. Want to make sure that we always have a very disciplined use of our assets and that we're returning the most cash that we can and the most value that we have for our shareholders. As we said, we started that executing our $100 million share repurchase program, $ 8 million shares were purchased, $8 million of shares were purchased in March. That's probably the run rate that we will continue on a monthly basis to execute this. We're very, very interested in, you know, continue to build a strong company, a company that will be great for our customers that view us as an integral part of their operations, a great company for our employees, but more importantly, a very good company for our shareholders and making providing as much value as we can. With that, you know, thanks, thanks for your attention. I think we have 56 seconds. Yeah. Maybe I'll start and you can finish. From a market share perspective, we know we're taking market share. We know we're taking market share in banking. That data will come out and share that with you. We feel we're growing there. We feel Europe has been very positive for us and, you know, to the extent we're already the leader in South America, in Brazil, and then Latin America as well, right? We feel that we continue to maintain or take. From regional growth perspectives, do you want to hit that? I would say think about it in our banking algorithm as all regions, Asia-Pacific, it will grow at a faster rate. Again, take into account that we had exited. The importance there, we exited that market, we lost a lot. Now, as we're reentering and maintaining that installment once again, that's the algorithm for possible. All All markets pricing, but you know, have a better product, differentiate that premium for retail. Europe, we now have a large position in Europe. Fortunately, we might go down, but we will help. Think of North America, that's the $80 million in [audio distortion]. Every incremental dollar that we do, that, you know, doubling our North American business is not out of the right possibility that we're talking about. To be honest, that doesn't require us to do anything heroic. Some of the deals that we're participating in are so large that just one of those deals could actually get us there. We're very optimistic, and I think that the value we're bringing with our AI technology at the self-checkout will help us achieve that. Again, various models throughout the world, but yeah, the ATM sale is one sale. We have 95%+ attach rate of services, both self-checkout and where we don't sell services attached to our products. Might be countries where we work through a distributor. There are some countries, some African countries where distributors are there, but you know, we price the hardware on its own and then services is usually five- to seven-year contracts, annual renewals, annual adjustments. That's why we're so excited, you know, the more installed base that we win, the more service.