Good morning. Welcome to DocGo's 2024 Annual Meeting of Stockholders. My name is Steven Katz, Chairman of DocGo, and I will serve as Chair of today's meeting. The time is shortly after 12 P.M. I now call the meeting to order, and I note that the polls are open. You may vote your shares online at any time during the meeting before the polls close. If you previously voted via the Internet, telephone, or the return of your proxy card, you need not vote today unless you wish to change your vote. The polls will close shortly following introduction of the proposals to be voted on at this meeting. First, let me introduce the other members of your board: Michael Burdiek, Vina Leite, Ira Smedra, James Travers, Lee Bienstock, also our Chief Executive Officer, and Ely Tendler, also our General Counsel and Secretary of this meeting. I would also like to introduce the other members of the management team who are joining us today. Norm Rosenberg, our Chief Financial Officer and Treasurer, Andre Oberholzer, our Executive Vice President for Strategy, and Stephen Sugrue, our Chief Compliance Officer. Representatives of our independent registered public accounting firm, Urish Popeck, are also joining us today. Victor Latessa has been appointed and duly sworn as the Inspector of Election for this meeting to receive proxies, count the votes, and provide a report of voting results. This meeting will be conducted in accordance with the agenda and rules of conduct that have been provided on the virtual meeting website. Please review these rules as they contain important information. To maintain an informative, orderly, and constructive meeting, we ask that you participate, abide by these rules. We will open the floor to questions of general interest and questions related to the proposals after the formal business portion of the meeting has been concluded. Should you desire to submit a question, you may also do so on the web portal. We appreciate your cooperation with these rules. I will now turn it over to Mr. Tendler to report on certain procedural matters. The company's agents have certified that a notice regarding the internet availability of proxy materials was mailed to stockholders of record beginning April 25. The company's proxy materials were also, in fact, made available over the internet to those stockholders. We will file copies of the notice and related affidavit of mailing with the minutes of this meeting. I have received an oath signed by the Inspector of Election, stating that he will faithfully execute with strict impartiality, his duties, which will be filed with the minutes of this meeting. Our board set April 19 as the record date for this meeting. Only stockholders of record on that date are entitled to vote at this meeting. As of that date, there were 102,029,503 shares of the company's common stock issued and outstanding. A majority of those shares are present or represented by proxy at this meeting. Therefore, we have a quorum for the transaction of business at this meeting. Thank you. With that, I declare a quorum is present and for the transaction of business, and this meeting is duly convened. I will now proceed with reviewing the matters to be voted on at this meeting. There are four management proposals on today's agenda, each of which were disclosed in our Proxy Statement. Our secretary did not receive notice of any other proposals or nominations within the deadline provided for in our bylaws, and therefore, no other proposals or nominations may be presented at this meeting. First matter to be considered is the election of the following Class III director nominees to the board to serve until the 2027 annual meeting of stockholders and until their respective successors have been duly elected and qualified, or until their earlier resignation, death, disqualification, or removal. Michael Burdiek and myself, Steven Katz. The second matter to be considered is the approval on a non-binding and advisory basis of the compensation of the company's named executive officers. The third matter to be considered is a vote on a non-binding and advisory basis on the frequency of future advisory votes to approve the compensation of the company's named executive officers. The fourth matter to be considered is the ratification of the appointment of Urish Popeck as the company's independent auditor for the year ending December 31st, 2024. I have been advised that representatives of Urish Popeck do not have prepared remarks, but are available to respond to any questions from stockholders. We will close the polls shortly. If you have previously voted, it is not necessary for you to vote today unless you wish to change your vote. If you have not already voted, please do so at this time.... It is now 12:10 P.M., and I hereby declare the poll is closed. I will now turn it over to Mr. Tendler to report on the preliminary voting results. Mr. Tendler? Thank you. Based on the preliminary report received from the Inspector of Elections, 1, the stockholders have elected all director nominees who are up for election for another term. 2, the stockholders have approved the compensation of the company's named executive officers. 3, the stockholders have voted 1 year as the frequency of future advisory votes on the compensation of the company's named executive officers. And 4, the stockholders have ratified the appointment of Urish Popeck as the company's independent registered public accounting firm for 2024. Thank you. The final voting results will be publicly reported in a Form 8-K that will be filed with the SEC. There are no other items of business before today's meeting, so this concludes the formal business portion of our meeting. I will now turn it over to our CEO, Lee Bienstock, to make a few concluding remarks. Thank you, Steven. I joined DocGo shortly after the company went public, and I immediately knew I was part of something special. Witnessing the incredible passion and dedication of our team, from the boardroom to the front lines, I quickly recognized what makes our company unique. It is our singleness of purpose and relentless pursuit of perfection to achieve a powerful mission: to provide high quality, highly accessible healthcare for all. It sounds simple, but it demands constant innovation, advanced technology, superior execution, and of course, an incredible team. When I became CEO of DocGo towards the end of last year, I was determined to live up to and expand upon our ambitious vision. Throughout my career, I've had the privilege of working with world-changing companies on a variety of initiatives, but DocGo is unique in its approach to democratizing healthcare by bringing treatment to patients where and when they need it. We strive to fill that critical space between what the healthcare system can provide and what our diverse and growing population needs. 2023 was a standout year for DocGo. We facilitated nearly 1 million patient interactions, more than double our number of clinical offerings, and launched significant programs for both current and new customers across our key segments. We also turned in a strong first quarter of 2024, with $192.1 million in revenue and a record Adjusted EBITDA of $24.1 million. We served a record number of medical transportation patients, launched our primary care offering, introduced a new mobile X-ray program, and continued to hire top talent for our leadership team. Our work for New York City has attracted significant attention due to the highly charged nature of the asylum seeker crisis. Despite imprecise media reporting, we have consistently delivered high-quality care and services, and we're tremendously proud of how we have helped the city and our partners across the state respond to this unprecedented crisis. We are currently working with our partners in New York City to transition certain migrant services projects, which will enable us to focus our energy, resources, and passion to drive continued growth in our base medical transportation and non-migrant mobile health business lines. We plan to drive growth by continuing to combine innovation with our operational rigor across our core areas, closing care gaps with major insurers, improving operations for hospitals, and supporting population health with government partners. As our management team capabilities and patient population grow, DocGo is poised to make an even larger positive impact, improving health outcomes, lowering costs, and helping keep people out of the hospital. That's the DocGo mission and our pursuit of perfection in action. The DocGo story is about innovation, clinical excellence, and the exceptional people who serve our patients and customers. What an extraordinary group it is! Today, we have more than 6,000 team members across the U.S. and the U.K., including over 5,000 medically trained field staff. We're fortunate to have a team who believes so passionately in what they do and are so committed to the pursuit of perfection in delivering high quality, highly accessible healthcare. That's why when our partners, our customers, and our patients look closely, they see that our projects are well managed and of high quality. Even more importantly, time and time again, they see us delivering value and helping improve patients' lives. And time and time again, they reach back out to us to provide additional services for them. One of the most exciting aspects of our work is using innovation to transform how care is delivered, leading to better outcomes and lower costs. At the heart of our efforts is the power of technology and mobility. Our proprietary technology platform enables new levels of transparency and efficiency for the delivery of both mobile health and medical transportation. It helps ensure our clinicians provide an amazing patient experience marked by timely, quality, and cost-efficient care... Our technology enables DocGo to deliver mobile healthcare at scale, from visits to your door and medical transportation, to remote patient monitoring and chronic disease management. We're endeavoring to ensure access is never a barrier to the vital medical care patients need. This approach delivers remarkable value, evident in the results of our programs. We estimate that DocGo prevented over 54,000 unnecessary emergency department visits in 2023, saving our partners and their patients an estimated $167 million, and freeing up emergency rooms to focus on patients who truly needed their attention. We're extremely proud of our results, but it is only the beginning. We take a long view of our responsibilities at DocGo, and we are actively investing in the future. I would love to share some drivers from our three customer verticals that are helping drive this growth. First, our work with insurance companies continues to accelerate, and we now have care gap closure-focused contracts with two out of the five largest health insurance companies in the country. We are actively planning expansions with payers in California and New York, with more in the pipeline. We have an innovative model that engages health plan members to address gaps in care with convenient home visits, and provide ongoing care for those lacking access to a traditional primary care provider. In fact, we're excited to announce that this past quarter, as I mentioned, DocGo has launched its mobile and virtual primary care practice offering to better meet the needs of the patients we see every day, and we are working to bring this new offering to more patients through our health plan partnerships. We believe that by serving as a patient's PCP with our unique in-home and virtual model, we can help better coordinate their care, improve health outcomes, and help lower costs. We're excited about what our innovative approach to care can do for our patients. For example, a patient who was enrolled in our remote patient monitoring program for weight and blood pressure was so pleased with the quality of DocGo's care, that she became a patient of our primary care practice. Following that, she asked us if we could also help manage care for her husband, a veteran, who had suffered a stroke and was waiting at home for placement in a long-term veterans care facility. We sent one of our PCP clinicians to their home to provide a transitional care management visit, which decreased the wife's care burden and helped the patient remain stable in the home during this critical, crucial interim period. This helped improve the quality of life for both patients and is a great example of the work our clinicians are doing in the field each and every day. We now have a total of 8 different payer contracts in place, allowing us to leverage our mobile capabilities to provide greater access to healthcare for traditionally hard-to-reach populations, and providing a platform for future revenue growth. We also continue to make progress with our remote monitoring and virtual care management offerings. We launched two new virtual care programs in New Jersey and Pennsylvania, signed new patient monitoring contracts with cardiology practices in Ohio and Delaware, and also signed a new contract with Curana Health to launch a virtual care management program. Based on these initial results, we expect the program will begin in Texas and expand nationally. To give a sense of an example of how we scale this business, last year, a 3 million member health plan contracted with DocGo to see members across multiple states and lines of business, including their Medicare, Medicaid, and commercial exchange health plans. They assigned DocGo around 25,000 members with known gaps in care, including overdue diabetic eye exams, kidney health evaluations, and bone density screenings. In less than five months, we saw over 1,400 members in-home and virtual visits, and helped improve quality metrics by closing over 3,500 HEDIS Stars-related care gaps. Based on these results, the health plan is expanding the number of patients it's assigning DocGo by 50% in 2024. Our goal is to continue scaling our insurance and patient monitoring business for 2025 and complete over 65,000 care gap closures, enroll 10,000 PCP patients, and monitor over 70,000 patients, metrics that are in line with our current partnerships and pipeline of future partners. Second, our transportation service vertical saw record trip volumes in Q1, in part due to our close collaboration with our large health system partners in the U.S. and the U.K., who experienced higher patient volumes. We have fully deployed our leased hour program for Main Line Health in Pennsylvania. We've been awarded a leased hour 911 contract for Dover, Delaware, and have launched medical transportation at Lenox Hill Hospital in Manhattan. We continue to grow our event medical services, and we're increasingly expanding our mobile health footprint within this customer base. While mobile health services are still a relatively small component of our work with hospital systems today, they have the potential to grow substantially over time, given our ability to help our customers keep lower acuity patients out of the emergency room, which is exactly what our customers want. And third, within our municipal population health business, we debuted an exciting new mobile X-ray program at the National Tuberculosis Coalition of America's annual TB conference in Baltimore, Maryland. We expect this service will initially be used to help diagnose tuberculosis in underserved populations, but we believe it has much broader utility beyond that. We've already seen strong municipal interest in this offering due to the sharp increase in TB across many geographies, and we look forward to sharing additional updates as this program expands. Going forward, we expect our growth will be largely driven by our pipeline of municipal RFPs for larger, more sustainable behavioral health and population health programs. The noise surrounding our migrant-related work winds up clouding the core story of DocGo. My job is to remind everybody what that story is. DocGo has built our proprietary technology platform to efficiently and profitably deploy thousands of clinicians and hundreds of mobile units daily to bring care to patients wherever they may be. In a post-pandemic world that recognizes telehealth alone is insufficient to truly impact patient outcomes, our combination of technology and caring, hands-on clinical services allows us to do what telehealth alone cannot. We're able to meet patients on their terms, in person, expanding access and helping keep people out of the hospital, which at the end of the day, is what everyone wants. We have created a differentiated model, a differentiated product, and a differentiated patient experience. There is a tremendous market, a world of partners, and millions of patients that need us. I look forward to our bright future. Back to Steven. As previously noted, we will now be available for a few minutes for any questions of general interest or related to the proposals that you might have. Please note, we will attempt to answer as many questions as time allows, but only questions that comply with the meeting rules of conduct will be addressed.