Good morning. I'm Mike Tamas, one of the restaurant analysts at Oppenheimer. I'm pleased to introduce Denny's this morning. Denny's is the franchisor of two brands, its namesake, Denny's, which is one of America's largest dining chains. With nearly 1,600 units, it's 96% franchised. The other is Keke's Breakfast Cafe, which is a daytime eatery that Denny's purchased in 2022, and in October of 2023, the company announced development agreements for 100 Keke's, which is pretty impressive considering there's only 58 today. Of course, Denny's is a brand known for its value leadership, including the Original Grand Slam. The company also underwent a system-wide kitchen upgrade recently. It unlocks menu innovation and is about to embark on a new remodel program, with strong results from the early units. Without further ado, please introduce Denny's Chief Executive Officer, Kelli Valade, to tell you more about the company. Kelli? Thank you, Michael. Thank you for the kind introduction, and good morning, everyone. I am thrilled to be here at ICR 2024, and I'm excited today to talk to you about Denny's, our iconic, highly franchised and enduring brand that has just celebrated 70 years young, and Keke's Breakfast Cafe, our new daytime eatery concept. Before I start, I want to remind you that I will be discussing forward-looking, non-GAAP financial measures. Please refer to our SEC filings for a discussion of risk factors and quarterly financial releases for an explanation of our non-GAAP reconciliations to the comparable GAAP measures listed on this slide. With that, let's get started. Our recent seventieth anniversary provided a source of immense pride and inspiration for the Denny's community, a vivid illustration of how far our collective efforts and strategies have meant for us, and a reminder of the potential that still exists for this beloved brand. We, in fact, have a lot to build on and can be more relevant than ever, given our approach to the market and our collaboration with our franchisees, unlocking a powerful path for the future. From a brand founded in 1953 by Harold Butler as Danny's, Danny's Donuts, to now one of America's largest full-serve restaurant chains, we continue to follow Mr. Butler's simple but powerful model: We love to feed people. While our guests continue to look for compelling products at a reasonable price, a comfortable environment, and a consistently positive guest experience, our nation has evolved over the years, and so has Denny's. Our brand has the privilege of serving quite an array of consumers with a multitude of backgrounds and guests from multiple generations. We are diverse in every sense of the word, from our franchise base to our employee base, to our supplier base, and to our consumer base. Because of that, we like to say we are America's diner for today's America. That positioning sets us apart from others in family dining, as we have cemented our firm hold in the market and are known for the comfort of a diner with craveable, high-quality food that only Denny's can deliver. And within today's America, businesses are expected to deliver on high-quality ingredients and services while also serving a higher purpose. That's why we've evolved that motto from the beginning to our now purpose: We love to feed people, bodies, minds, and souls. This gives us permission and motivation to deliver more than food, but to do meaningful work outside the four walls with our teams and in the communities we serve. And while we're well known for our delicious meals that are prepared in our kitchens, such as our craveable Moons Over My Hammy or our 100% beef burgers, we continue our passion for feeding people outside the four walls of our restaurants as well. The diverse, inclusive, and community-focused culture of our organization has led to multiple industry awards and recognition over the years, while also developing extensive partnerships across the country to move forward our diversity, equity, and inclusion goals. For example, we recently completed our 13 years... Our thirteenth year, rather, of supporting No Kid Hungry, where our guests, franchisees, and company restaurants have collectively donated over $13.5 million and counting to this great cause. In addition, our Mobile Relief Diner has served over 100,000 meals across the country since its 2017 inception. For those of you who aren't familiar with our Mobile Relief Diner, it's a completely customized 53-foot diner on wheels, and it's a force for good. It travels throughout the country, providing warm, comforting meals when and wherever needed. This kitchen was initially used to assist local communities recovering from the aftermath of natural disasters, but over the years, we've expanded it to assist our neighbors in underserved communities. Beyond feeding bodies, we also feed minds. Last year, we launched our GAIN program to help create opportunities that have been otherwise out of reach for our team members. GAIN includes four key areas: GED accreditation, college credits for learning, life skills, and career pathways. Since the program launched, many team members have already earned their GED, while hundreds are now enrolled in the program. And last but not least, we love to feed the souls of our teams as well, so they can bring their best selves to work. Last year, we kicked off a series of strategies and a unique game plan to better manage and improve mental health and wellness for our team members in our company, but also for the industry as a whole. Since the launch of our mental health programs and platforms, we've delivered new cutting-edge solutions to our own team members, and we've held community engagement summits on mental health, and we're only getting started. At this point, I'll turn to our preliminary fourth quarter 2023 results, released yesterday. Preliminarily, Denny's domestic system-wide same restaurant sales grew 1.3% in the fourth quarter compared to 2022. This equates to 3.5% same-restaurant sales growth for the full year at the top end of our previously guided range. We're pleased with these results, given the volatility that the industry again endured last year. Our Denny's franchisees opened 7 new restaurants during the fourth quarter, contributing to 28 openings for the full year. We also opened two Keke's franchise cafes during the fourth quarter, resulting in a total of four cafes for the full year. And finally, we allocated approximately $16 million towards share repurchases during the fourth quarter, bringing our total annual allocation to $52 million... While we operate two concepts, the Denny's brand is our namesake and our flagship brand. The brand is 95% franchised, with over 1,500 restaurants strong around the world, including over 160 international locations. Of the 1,400 domestic locations, nearly 55% are in four key states: California, Texas, Florida, and Arizona, as you see here. Coming out of the pandemic, I'll switch now to the strategies and the game plan, going forward for the Denny's brand. Coming out of the pandemic, it was never more critical that we understand what guests want from us today. So last year, we engaged in a respected consulting firm to help us identify our strengths and opportunities. Just as important, we wanted to provide clarity on who the guest is today, the Denny's guests, and we want to understand what they wanted from the experience today. The pandemic changed behaviors for many, so we wanted to cement that with the goal of creating a relevant and transformative game plan for the brand that would help us thrive for the next 70 years. Through the research, we pinpointed two cohorts of guests that present growth opportunities for the Denny's brands. We now know more than ever about our target guests, and we're leveraging that in all that we do. The research also validated strategic levers that will translate into winning with our guests. Specifically, we know our guests count on us to deliver a best-in-class breakfast with craveable items and unbeatable value proposition, and now more than ever, convenience in the form of off-premise solutions. These are all in place and areas we know we can win. We spent the summer cascading these new strategies to our franchisees, culminating with a comprehensive unveiling of the new playbook at our annual convention. At that convention, we honored the past and showed the potential we have for the future. They walked alongside us at every stage, and they loved the focus and direction these strategies are providing. We then moved incredibly fast to execute against the plan, and in November, launched a new core menu, incorporating these learnings while also focused on improving margins and enhancing profitability for our system. The menu architecture and design now amplify what we learned is most important to our guests and to our business. While we didn't decrease the overall number of menu items, we did simplify the menu layout by decreasing the number of customizations and build your own categories that occupied large areas of the menu and also created complexity for our operators. Those areas are instead now utilized to highlight our craveable signature items, while also leveraging and reigniting our equities in areas like our Slam platform. And we also were able to introduce our new Strawberry Stuffed French Toast Slam, which is fabulous and selling incredibly well. In addition, we're leaning into guest feedback and their desire for varied beverage options, so we've launched a new cold brew coffee, also doing extremely well. The new menu also incorporates a new pricing model that will help protect our value leadership while also enabling franchisees to make smart pricing decisions that are aligned with regional factors and costs. Finally, the new menu layout and architecture has driven margin improvements, given our strategic approach to highlighting items guests love, but also featuring our most profitable items. Lastly, in addition to our food, to the food and menu work happening within our four walls, our marketing team is continually optimizing our targeted messaging, delivering across effective channels to drive awareness and engagement. By focusing on our new core guests in our media buys, we've been able to improve our return on ad spend and get more for every dollar we invest in advertising. So now let's talk about value. Preliminary total value mix in the fourth quarter was approximately 17%, flat with the third quarter. With concerns around consumer spending, delivering on our promise of everyday value for our guests is even more relevant than before. In addition to our signature Slam, starting at $77.99, we also rolled out our original Grand Slam and started at the unbeatable price of $5.99 in late November. Traffic and sales trends significantly improved in December, and it's also provided momentum into the new year. This highlights a commitment to our barbell strategy, while guests, where guests looking for a deal at Denny's can find it. But guests also have the option to choose from our more premium products, strategically merchandised in the restaurants, such as our guests' favorites, like the new Strawberry Stuffed French Toast or our Salted Caramel Banana Pancakes. Our off-premise channels also were steady and strong, with approximately 19% of total sales for the third quarter, with preliminary fourth quarter off-premise sales coming in at about 20% of total sales. We feel good about this, especially considering that many in our industry are experiencing declines in these channels and walking away, in some cases, from off-premise. Our off-premise channels are consistently strong and provide a unique opportunity for us to leverage operating capacity at dinner and late night to a new consumer. As we mentioned during our third quarter earnings call, we are also currently testing a new virtual burrito concept called Banda Burrito, and we're doing that in about 90 locations today. We're primarily focusing this concept in California and believe it has the potential to expand our off-premise business with popular regional flavors while leveraging many things we already have in our pantry. In addition, we have a Denny's franchisee currently in test with Franklin Junction, a digital platform acclaimed for pioneering the host kitchen model. That franchisee has seen incredible results so far, and based on that, we recently signed an agreement with Franklin Junction for an additional 250 locations at a minimum. This would clearly be an opportunity to expand on our already successful off-premise business, and we're excited about the potential this has. We also unveiled our first complete remodel program, a remodel restaurant, and new prototype under Modern American Diner at our annual franchise conference in October. Early results are positive, with this updated image leaning into our unique position as a diner with a modern, bright, and relevant look. This new prototype features an improved overall look and embraces off-premise with a dedicated pickup area staffed by dedicated to-go specialists. So we're extremely excited about these areas where we can win, where we have proven we can win, and we'll continue to invest in our assets with this new prototype and our new remodel program. The goal is a great financial return for our franchisees and a new look that our guests and franchisees will love. The ongoing support of our franchisees, combined with our new leadership team and bold thinking, will ensure we continue to strengthen and transform the brand that was built on one simple but powerful model: We love to feed people. Now I want to pivot and talk about Keke's Breakfast Cafe. After acquiring the brand in mid-2022, we recently conducted a lot of research, and we've been working to integrate that brand into our portfolio. We've done it right. We did brand research, brand ethos research to better understand the core guests and what makes the brand so special, with the key goal of informing an optimal and aggressive path for growth. Now that we have a Keke's playbook that articulates our findings, we're leaning into Keke's special sauce to ensure that as we grow, we protect the things that are core to the brand and continue to demonstrate a differentiated offering to all of our guests through the new tagline and positioning of Mornings From Scratch. Mornings From Scratch is the perfect tagline and positioning. This highlights our core differentiators of fresh, from scratch cooking daily, done with only the highest quality ingredients, and all with a focus on abundance. We also recently rolled out a new menu design at Keke's, incorporating learnings from the research. This new menu has fewer items, a cleaner look, and it allows us to better showcase the high-quality ingredients and made-from-scratch signature items that the Keke's guest loves. And the new menu has also delivered improvements in check from emphasizing the items that guests crave and also balancing margin and profitability. We're also testing mimosas and sangrias in several locations with great results so far and expect to roll this new platform nationwide this year. As of the end of the fourth quarter, the brand was comprised of 58 cafes, including 50 franchise locations among 19 franchisees. Currently, all the cafes are here in Florida, but the first location will open very soon, in the next couple of weeks, in the greater Nashville, Tennessee, area. In this location, we're also debuting a new design and an updated look and feel in the restaurant, and we're excited to see the guests' reaction to this as well. So as you can see, we've been hard at work, not only integrating the Keke's brand into the portfolio at Denny's, but we have cemented a unique position and competitive, differentiated path for both brands that will allow us to win in new markets this year and beyond. And just as our franchisees are critical to the success of Denny's, many will contribute to the success and growth of Keke's. With a new disclosure document in place, we recently secured 14 development agreements for over 100 Keke's cafes, welcoming Denny's franchisees into the Keke's system as well. Of those 14 agreements, 11 are Denny's franchisees, three are Keke's existing franchisees, and we also have a lot of interest from new franchisees as of late. The foundational work we've been doing here at Keke's is starting to drive momentum, and we're excited for what we can do next. Our strategic intent, as a reminder, in purchasing Keke's, was to compete in this pretty explosive daytime eatery segment, which has been growing steadily and aggressively but is also highly fractured. And we want to leverage our model franchisor approach and strong Denny's and Keke's network to grow exponentially and steal market share. We are well on our way with the work that we've done so far. Dave Schmidt, Keke's President, has been leading the charge. We're incredibly proud of the work that he's done and the team that he's built. Finally, as it relates to the guests, we have a laser-like approach to understanding what the guests love about Keke's. The results here are pretty phenomenal. The Keke's brand significantly outperforms other competitors in family dining, in overall net sentiment and food service, as shown by GuestXM, formerly Black Box Intelligence. This tells us we have a winning formula and a brand that guests absolutely love. The future is indeed bright for our very small but mighty Keke's brands. So I've touched on recent results, our three areas of focus: food, value, and convenience at Denny's, and the exciting growth opportunity for Keke's. I also want to remind everyone that we remain grounded in and have not lost sight of our other strategic priorities captured in our CRAVE framework. CRAVE stands for, as you can see here, creating leading-edge solutions with technology and innovation, robust new restaurant growth as a franchisor of choice, assembling best-in-class teams through culture, tools, and systems, and validating and optimizing the business model to improve restaurant margins, and then finally, ensuring and elevating profitable traffic through the guest experience and uniquely craveable food. More than a mnemonic device, these CRAVE strategies are the roadmap for both brands and how we think about, operate, and ultimately how we evolve and improve the total guest experience, supported by the enterprise teams now very dedicated to delivering on our commitments for Denny's and Keke's. While I won't touch on each initiative today, I wanted to spend just a few minutes talking about technology and innovation. Technology clearly touches everything and everyone in our business, which is why it's part of this roadmap and part of the plan to win, and why we added a new Chief Digital and Transformation Officer to our enterprise team. Our new ovens, part of our kitchen modernization program and part of a technology platform, continue to unlock menu opportunities and efficiencies for us. Currently, about 50% of our plates on the menu are prepared, at least in part, using our new ovens, including proteins and our oven-baked entrees and desserts. The culinary operations teams for Denny's continue to learn and explore opportunities to further leverage this kitchen equipment, driving menu innovation and efficiencies. In fact, we have an exciting new platform currently in test, and we are again leveraging our new ovens to pull this off. We're expected to launch this in the second quarter of this year. So we believe the pursuit of additional efficiencies through our ongoing kitchen optimization programs and technology will be critical as we anticipate further wage impacts, especially related to the FAST Act in California. In addition, we remain focused on implementing new solutions that not only solve points of friction, but also introduce relevant tools to streamline processes and deliver efficiencies with QR Pay, handhelds, and a new kitchen video display system, or KVS. We're still testing this new cloud-based POS platform, but our learning and approach are setting us up for a broader rollout this year. We also continue to make significant progress towards our other crave strategies and look forward to sharing more detail on future earnings calls. In closing, we have an experienced and strong, dedicated leadership team focused on the right strategies under our CRAVE umbrella. We now have two brands operating under the Denny's Corporation, with two distinct and appropriate playbooks and winning strategies, and we have an enterprise team invested and highly committed to the success of both brands. We have an award-winning culture at our company. It'll allow us to be focused, fast, and accountable for delivering stellar results this year and beyond. And we have the enduring strength of the Denny's brand, seven years behind us and so much in front of us. We have an engaged and supportive team of franchisees, and we have new, rich insights about our guests. We also have Keke's, a concept poised for aggressive and accelerated growth, new brand insights for that team, an independent and focused management team, and a base of existing Denny's and Keke's franchisees ready and poised for growth. Finally, we have a disciplined financial framework, which allows us to appropriately support the transformation of both of our brands. We have an asset-light business that consistently generates meaningful cash flow, as you know. This allows us to support our long-standing practice of returning capital to shareholders. This recipe for success will ensure we continue feeding the bodies, minds, and souls of our guests and teams, while also providing attractive shareholder returns for many years to come.