You took my line. Please join me in thanking e.l.f. for their amazing product displays and experts on site to amplify the company's vision to be a different kind of company. e.l.f. is helping CAGNY members look their best selves. e.l.f. made its debut at CAGNY last year with its incredible value proposition in color cosmetics and skincare, breakthrough innovation for every eye, lip, and face, and best-in-class digital marketing capabilities, which have allowed the company to average over 20% sales growth per quarter for the last six years. We look forward to hearing more about how the company plans to continue driving share gains domestically while expanding internationally. Here with us today are Chairman and CEO Tarang Amin, CFO Mandy Fields, and Chief Marketing Officer Kory Marchisotto. With that, let me hand it over to Tarang. Eyes, lips, face wait. Well, thank you, Olivia. I'm Tarang Amin, Chairman and CEO of e.l.f. Beauty, and presenting with me today are Mandy Fields, our Chief Financial Officer, and Kory Marchisotto, our Chief Marketing Officer. Let's dispense with the legal disclaimers first, because today is a very special day. Today is my 60th birthday. It's so good having your own hype squad. It really does help in these presentations. So, since it's my 60th birthday, I hope you'll indulge me just for a few minutes for me to tell you a little bit more about my background, how I got to e.l.f., and more importantly, what do we mean by keep the e.l.f. up? So my background is a story-by-story, is really one for the need for speed. I'm of Indian ethnicity, born in East Africa. Growing up, I loved watching wildlife. Every day in Africa, a gazelle wakes up and knows it must outrun the fastest lion or get eaten. Every morning, a lion wakes up and knows it has to outrun the slowest gazelle or it will starve. Now, the moral of this story is it doesn't matter if you're a lion or you're a gazelle. When the sun comes up, you better start running. Now, I moved to the U.S. Our family immigrated when I was a child, and like many immigrants, you had to move fast or perish, so I put on a suit and got ready to get to work. Yeah, this is a proof point of my immigrant roots. My second-grade picture. Yeah, I'm the only kid in a suit, just happy to be in this country and ready to run. Now, like many immigrants, the way we rose were as entrepreneurs. So when I was 14 years old, we took every penny we had and we bought our first motel in Alexandria, Virginia. This is actually the motel that I grew up in. Now, like many families, our business model was basically finding these distressed properties, fixing them up. We were good operators, and we kept growing from there with a real sense of urgency. See, it was 1979. Interest rates were around 18%, and we were fully leveraged in terms of everything we had in this motel. So I intuitively understood the power of cash flow right away, every single dollar coming in and going out. I knew what economic profit was well before I actually knew what the definition was. But most importantly, it honed my ability in terms of this balance between speed and heart. I knew the power of what it meant to own something and to treat your employees well so they could treat our customers even better. I also learned resiliency, because when you're running fast, when you're running fast, you're going to fall down. And I've fallen down quite a bit. But you got to pick yourself up and dust yourself off. Otherwise, a lion will eat you for breakfast. So I took many of those same entrepreneurial skills to build big brands in big companies. I started my consumer career at P&G in beauty. I was part of the team that relaunched Pantene in the early 1990s. Pantene had existed since the 1940s, but in 50 years had only achieved $50 million of annual sales. Over the next eight years, we transformed Pantene to a $2 billion global market leader in haircare, growing it 40x. At the Clorox Company, I had responsibility for the namesake Clorox brand, which was already 100 years old. But I changed the focus from hardcore cleaning to health and wellness, giving 50 million kids in America a healthier childhood and their parents' peace of mind. In that four-year period, we doubled the franchise from $750 million to $1.5 billion. At Schiff Nutrition, my first PE-backed public company CEO role, we grew enterprise value from $180 million to $1.5 billion in less than two years. As I said, we like to move fast. Now, one of the things that attracted me to e.l.f. is the timelessness of beauty and color cosmetics. I think earlier when I said today was my 60th birthday, I was looking out there, and I might be a little conscious, but I felt some of you might think I'm a little old. The great thing about being in this category is color cosmetics has been around for over 8,000 years, so it makes me feel and look younger. The ancient Egyptians first created makeup to be able to be more godly. Both men and women used makeup to improve their appearance and get closer to God. Since that time, every major society has used color cosmetics every generation. The needs may have changed over time, but especially today, with the advent of social media, it's opened up a whole new aperture in terms of across gender, race, and class. It's a great time for color cosmetics. Now, of course, it's about a $74 billion category globally. Now, you don't have to wait 8,000 years with e.l.f., because we believe in eyes, lips, fast. We've accomplished in 20 years what many of our competitors took a century to get to. What's really quite remarkable about this is that you basically have, in color cosmetics and skincare in the U.S., 1,900 brands, but very few are able to scale. I'm very proud that our e.l.f. Skin brand is one of the few brands with more than $100 million in retail sales. e.l.f. Cosmetics is one of only four brands with more than $850 million of retail sales. If you visited our experience outside, you know we're all about democratizing access. Our mission is to make the best of beauty accessible to every eye, lip, and face. We reported earnings a couple of weeks ago, and what we projected for this year is $1.3 billion of net sales. We've been growing at a 30% CAGR over the last six years. We have leadership in color cosmetics and a top 10 brand in skincare. In color cosmetics, we're the number one brand by unit share. This is the Circana view that has both Mass and prestige, and you can see our leadership from a unit basis. We're also the number two dollar share brand with clear line of sight for outright leadership, given our growth profile. We've now grown every single quarter for six years. We're one of the very few consumer companies. I think we're one of only six out of 546 consumer public companies that's grown for 24 consecutive quarters, averaging at least 20% sales growth. We're also the only cosmetics brand out of nearly 1,000 tracked by Nielsen that has grown market share for 24 consecutive quarters. I've been in the consumer space a long time, and that's extremely rare. Now, let me put some context to our growth. In our earnings, we outlooked 27%-28% net sales growth for this year. That is over five times the average of the household and personal care group. Now, as good as the results are, I'm even more excited about the white space ahead of us. We feel we have an ability to double our penetration in cosmetics, skincare, and internationally to more than double our business in the coming years. A lot of people ask, how do we do it? Well, we dream big, scale fast, build a rocket, blast off, and defy gravity. In dreaming big, we start out of gratitude to our founders. They seek to make the impossible possible by selling premium cosmetics for $1 over the internet in 2004. Everyone thought they were crazy. This is pre-iPhone. You couldn't sell color cosmetics over the internet, and you certainly couldn't make money at a dollar price point. But that spirit of disruption is still very much part of our DNA today. They also took the brand from a digital brand to brick-and-mortar distribution at Target in 2008. They were ready at one point to say, how do we scale to the next level? Certainly, that's my MO, so I joined the company in 2014. I moved the headquarters from New York to Oakland, California, surrounded by Silicon Valley startups. Oh, by the way, that's our glamorous headquarters building in Oakland, a former cigar factory. We took the company public in 2016 and seek to build a rocket ship for future growth. Our vision is to create a different kind of beauty company, or for that matter, a different kind of company, period. As Dr. Marcus Collins says, beauty is just a vehicle for which e.l.f. shows up in the world, because we're driven by something much greater. We're a 20-year young startup that's agile and nimble. We have a renegade spirit and a bias for action, a limitless gas energy, and we operate in real time, something we call e.l.f. Speed. And we bring this kind of energy to the category. Next was blasting off to new frontiers. If you want to have a different kind of company, you need a different kind of rocket fuel. And I'm going to give you the recipe right now. These are our five key areas of competitive advantage. While some companies may try to replicate parts of that model, it's how each of these areas of advantage reinforce each other that creates our competitive moat. Let's start with what these are. I feel our biggest competitive advantage is our passionate team of owners who operate in a high-performance team culture. I understood the power of ownership back from my motel days. So we grant equity to every single employee every year, everywhere around the world. If you exclude our named executive officers, since our IPO, we've granted $180 million of equity in a stock that's gone up more than fourfold, creating meaningful wealth creation for our team. But even more importantly, highly aligning our interests with that of our shareholders, as we're all owners. It's not good enough just to give equity, though. We also relentlessly focus on our high-performance team culture, training our team on how you develop passionate relationships, give pinpointed specific feedback real-time in the spirit of helping the team succeed, and a very strong sense of mutual accountability. That, in turn, has led to exceptionally high engagement, over 90% very positive engagement in the company. 97% of our employees would recommend e.l.f. as a place to work. We've been on every best workplace list. We create the cultural conditions necessary for innovation to thrive. We seek out people's unique superpowers and unleash them to really create this one team, one dream approach that I'm so very proud of. Now, we want to create a different kind of company, one that's purpose-led and results-driven. We see both going hand in hand. One of the best ways we know how to do that is to make sure our team reflects the community that we serve. 74% of our team are women, 76% are Gen Z and Millennial, 44% are diverse. They represent the community we're serving and give us a huge competitive advantage in terms of e.l.f. Speed. So we have a major campaign called Change the Board Game, multiple different facets, including a pretty provocative campaign called So Many Dicks. The core insight is there are more men named Richard, Rick, or Dick on America's corporate boards than entire groups of underrepresented populations. Just for the fun of it, raise your hand if you're a Richard, Rick, or Dick. Okay, we got a couple. I know we have more than that. People are being shy. I know there's got to be at least a few Richards and maybe even a couple of dicks. But our point is it doesn't matter. There's nothing wrong with being a Richard, Rick, or Dick. We just want to make room for others. The thing I like most about this campaign, though, is how much it speaks to our community. We actually ran this on social media, ended up getting 98% very positive sentiment. And we get comments from our community of, "This is why I buy e.l.f. This is what this company stands for, something good." Because the core insight is, and you'll hear this in a minute from Kory, we're the number one brand amongst Gen Z, Gen Alpha, and Millennials, and for those younger generations, it's not good enough just to have premium quality cosmetics at a great price. They want to know what values your company stands for, and we're very much aligned to the values of our community. Our second core area of competitive advantage is our value proposition. I told you earlier, we're all about making the best of beauty accessible, and we live that mission every day. You can see it in our price points relative to the legacy mass players as well as prestige. After all, 2/3 of Americans live paycheck to paycheck, and we don't think you have to choose between a carton of eggs, which, by the way, have gotten a lot more expensive, and a premium quality makeup product. We believe in democratizing access to the best of beauty. In fact, you can buy five of our $8 lip oils for the price of just one prestige lip oil. Let me bring this home even more. If you bought one of our Halo Glow Liquid Filters, you'd save $35 relative to prestige. You add in a Power Grip Primer, you save another $28. Our Lip Oils will save you $32. And our Bronzing Drops will save you $26. Now, happiness is having these four incredible e.l.f. products in your makeup bag. But true joy is being able to take the $121 you just saved and put it back in your wallet, because after all, $121 goes a long way for most American families. And if you do that, you could be as happy as this guy. The best thing about e.l.f. is there's zero compromise. In fact, our consumers often say they prefer the e.l.f. product to the prestige inspiration. As good as our price points are, the real secret sauce is I'm very proud that we've been able to take up our quality scores every single year for the last decade. So you truly can get better quality than prestige at amazing prices. And that's been reflected in our strong unit growth. In fact, out of the top five cosmetics brands in the U.S., we're the only ones to grow unit share in the last five years. Now, for our next two areas of competitive advantage, I'm going to turn the baton over to Kory Marchisotto, who I call our lightning bolt of energy, passion, and ideas. Thanks, boss. Hi, everyone. Tarang, I have to embarrass you if that's okay. So you all obviously know it's Tarang's 60th birthday, but I ran into our friends at J.P. Morgan in the hallway, and they couldn't believe he was 60. And Shobhana said, "Wow, he's 60? He's so fit." So round of applause for Tarang being fit at 60. So Tarang calls me the lightning bolt. In fact, I've been called a lot of names throughout my 27-year career in beauty. In my earlier days in my career, I was actually known as Emergency Kory. Now, you could take that a lot of ways. The way it was meant was that I had a sense of urgency for making things happen fast. A little bit later in my career, I was named Special K because everybody thinks I have a magic wand in my back pocket, and I actually do. Tarang calls me the lightning bolt. I think that you'll find speed, magic, and that elusive lightning in a bottle in our third core area of advantage, our powerhouse innovation. Our powerhouse innovation starts with a hybrid supply chain model. We have asset light manufacturing that brings us depth of expertise from our suppliers, and that's coupled with the incredible depth of expertise from our amazing teammates in Shanghai. This hybrid supply chain model brings together the best combination of cost, quality, and speed in our industry. And it is that very supply chain model that allows us to deliver a steady stream of holy grail innovations. Why do we call these holy grails? Because they deliver quality that is either on par or even better than their prestige equivalent for a fraction of the price. Think about when somebody's walking around with a Gucci jeans and a $5 an hour top, and somebody says to you, "Oh my God, your top is amazing." You're like, "It was $5." That's exactly how people feel about our Power Grip Primer. So let me tell you about lightning in a bottle. In just three years' time, this little green machine, as Tarang likes to call it, has allowed us to gain 65% share in the primer category. But if 65% share doesn't do it for you, let me tell you about the number one rank. Not the number one rank in the e.l.f. portfolio, the number one ranked SKU in all of Mass and prestige color cosmetics. In fact, one Power Grip Primer is sold every three and a half seconds. Sold. So now you know that we can deliver massive fandom with this Power Grip Primer. But I bet you about 80% of you in this room are wondering, "What the e.l.f. is a primer?" So let's take a step back for a second so you understand just the kind of magic this thing can deliver. How many of you in this room shop at Home Depot or Lowe's? Yeah, I love Home Depot, by the way. So when you go to buy a primer to paint your walls, there's a reason you buy that primer. And it's because it lays down a smooth canvas to allow the paint to adhere to it and deliver optimal color performance. That's exactly what this thing does for your face. But what we found over time is it's actually bigger than that. This is not just about sticking color cosmetics to your face. It can actually stick a lot of things to your face, including your fandom. You feel good about this, right? Yeah, I feel great about it. So you're a football fan, too? Oh, yeah, kind of. Yeah, she's just a bit superstitious. So you never take it off? No, sir. I use this. All right. What's your record this season? Undefeated. Yeah. So everybody in this room, when you want to show off your fandom, feel free to use Power Grip Primer. But it's not just about a single bolt of lightning. It's about a lightning storm. What we're able to do is take the synapses and the feedback we get from our community and actually turn individual holy grails into holy grail franchises. And the reason we're able to do that is because people want the promise of each one of these franchises in new formats, textures, and delivery systems. The Power Grip Primer franchise has been so successful that it now holds three of the top 10 SKUs in all of Mass and prestige. And our newly launched Lip Oil rounds out the fourth. And if you haven't gotten the Lip Oil in our booth, I don't know what you're waiting for. You're going to be a hero when you get home, and your lips are going to thank you. Even beyond individual SKUs or franchises, over time, we've built category leadership. In fact, we have 18 segments, leading category segments, where we hold a number one or number two rank position, and that's up from eight five years ago. That is what has allowed us to build a 12% market share in color cosmetics, which is more than double where we were five years ago, and as great as our powerhouse innovation is, the real magic happens when you couple it with our disruptive marketing engine. These two things, firing on cylinders at the same time, is where really we break through, and since you're all very enamored by the nicknames I've been called over time, I'm going to tell you the one that actually has stuck the longest. That's actually K-Bo$$. The reason that they call me K-Bo$$ with two dollar signs at the end, the first one was assigned by Mandy Fields because she said, "Kory, your core competency is spending money." The second dollar sign was assigned by Tarang because he said, "K-Bo$$, your core competency is making those dollars work into hardcore ROIs." I'm going to show you exactly how we do both. You see, when I started e.l.f. six years ago, e.l.f. was a bright shining star in the sky. But you can't scale alone. In order to scale, you have to build a constellation. And in order to build a constellation, you have to make meaningful investment into your engine over time. We have created an efficient and effective marketing engine that allows us to deliver ROIs multiples above benchmarks. Welcome to the e.l.f.iverse, a kinetic marketing engine that force multiplies with brands, e.l.f.luencers, creators, entertainers, gamers, athletes, and change makers. Each one force multiplying to make our universe bigger and bigger over time. What we're really doing is bringing together the best of beauty, culture, and entertainment to create an orbit that is e.l.f.ing entertaining. If you just show up to sell somebody a product all day, every day, you're making a transaction. We far transcended the transaction a long time ago, creating an orbit that people want to come to for engaging content. Gaming. Many of your children were at our booth gaming. By the way, I'm going to send you a babysitting bill because some of you left the kids there for a couple of hours. But it's not just that. It's also movies and music. We created a world that people want to be a part of, a place that they want to belong to. That is the conditions necessary for transactions to happen over time. Grab your popcorn. This just got exciting, and if you're not excited yet, get ready. Buckle up, because here we go. I would argue the world's greatest currency is relevance. We have a unique combination of cultural relevance and emotional resonance in what we've created for our brand, and the combination of those two things comes from the fact that e.l.f. is a brand of the people, by the people, for the people, created with the people. The keyword being with the people. This is not our brand, folks. It's theirs, and we're here to steer it on their behalf, and you can see that happen throughout our campaigns. We're able to deliver a constant state of grand finale fireworks because our community is that highly engaged. The rapid velocity of our actions leads to the rapid velocity of our learnings. Every time we put out a piece of content, we engage a subculture who gives us signals that we put back out to them in the form of content. The more you do, the more you learn, the stronger and smarter that you become. Our competitors could maybe deliver two or three of these at best, which means at the end of the year, we're 15 times smarter. This is the magic of the e.l.f. marketing engine. And that also comes through in our collaborations. Why? Because we want to force multiply with like-minded disruptors. We want to expand our audience pools with companies like Chipotle, who is one of Gen Z's favorite QSRs or quick service restaurants, or their second favorite coffee brand, Dunkin, or the world's foremost dating app with Tinder. But why stop there? How about Gen Z's number one jeans brand with a collaboration with American Eagle? Or perhaps the most disruptive brand in the beverage aisle, a collaboration with Liquid Death that broke the internet. Corpse paint on a random Tuesday in March? Why the e.l.f. not? But we don't just stop there. We're also hugely into the world of sports. Why? Because the math led us there. Over 80% of sports fans say they want to see more women in sports. But for some reason, only 15% of the airtime is dedicated to women in sports and less than 10% of the marketing sponsorships. That math is not mathing. So we called our good friend Billie Jean King, partnered together with the equality champion to figure out how we could change the e.l.f.ing game because it's another game that needs to be changed. And you might have seen us at Billie Jean King Cup in Spain a couple of months ago. Why were we there? Because it's the number one annual international sports competition for women. But bigger than that, it's because it's equal pay for men and women. And some people think we actually just got into the game of women in sports because it's a popular trend that's been out there for the last 12 months or so. But our adventure started six years ago in gaming. Why did we get into the world of gaming, which is also about to be an Olympic sport? Because 42% of the world's gamers are women. Just to put that into context, over three billion people identify as gamers in the world. And in fact, when you take it down to Gen Z and Gen Alpha, 88% of them identify as gamers. So we took this idea of serving the underserved. Nobody was hanging out with them in the gaming space. Nobody was hanging out with them or showing up for them on the racetrack either. So we took that idea of being a champion of the underdog to the Indianapolis 500, where 50% of the audience is women, but nobody was showing up for them until e.l.f. We sponsored the only female driver in the race, Katherine Legge, and watched with excitement as she drove that car around the track at 241 miles an hour for Tarang's need for speed. But we didn't just end there. The number one high school sport for women is wrestling, but no one was showing up for these girls either until e.l.f., and we also took a different turn this year at the Big Game. After two years of paving the way for other beauty brands to make their entrance into the Big Game, we decided to democratize access to storytelling with our friends at Tubi, who delivered the number one live streaming of the Big Game with over 24 million people, and we also took clout to our very own e.l.f. Time Show, where we had our biggest live stream ever, where over 1.7 million people showed up to hear our sportscasters. 1.7 million people. Thank goodness the game was boring because otherwise, they might not have showed up. We also had probably the biggest surge in new audience acquisition ever through music. If you go back to 2019, the first time we produced an original music track was when nobody knew what the e.l.f. TikTok was, nor could they figure out what to do there. But we figured it out. We knew they liked to be there for music and dance. And we also knew they had no idea what e.l.f. stood for. So we sought out to change that. Six, eight. Y'all need to hype me up. Do that thing with your eyes. Money, look. Let me see them lips. Attitude and give me bass. Eyes, lips, face. Wait. But we didn't stop there. When you catapult as a beauty brand to the top of the Billboard charts, that gives you the signal you need to keep going. So we asked ourselves, where are they? Where are the other underrepresented groups? And what we found out was that Latin culture is over-indexing in beauty, but totally underserved. In fact, Hispanics spend 77% more on cosmetics than the general population. But 66% of them say the beauty industry doesn't embrace their culture. So we sought out to change that, locking arms with Manuel Turizo and creating Ojos Labios Cara, which is eyes, lips, face in Spanish, celebrating Latin heritage. [Foreign language] Tus ojos dicen lo que tus labios callan That song hit four top spots on the Spotify music list. So now you have this beauty brand creating chart-topping bangers, which gave us the signal we needed to keep going. And we just dropped our first album called Get Ready with Music, which is a rich tapestry of emerging artists from all around the globe. And if you haven't listened to Get Ready with Music, I highly recommend that you listen to it when you're getting ready in the morning. It's pumped with anthems that will fill you with all the good energy you need. I love when people take notes. She's writing it down. She's taking note of it. You go download that music on Spotify, and it will set you out on your day with the right energy. And finally, entertainment. What actually started as a behind-the-scenes moment with Jennifer Coolidge when we were shooting our first Big Game spot gave us the signal we needed to drop Dirty Pillows lipstick and a four-part content series. You see, everything we do is driven by an insight. We see the things that nobody else can see, which is also what led us here, Cosmetic Criminals. We had letters pouring in from Gen Zs and Gen Alphas telling us that their mother, their aunt, their older sister, and their grandmother was stealing their makeup. So we fed it back to them in a 15-minute docuseries that covered this intergenerational cosmetic crime. And I think so far you might have noticed a series of rocket ships. Has anybody noticed any rocket ships? Yeah. Our obsession with space led us here to Amanda Nguyen, the first Vietnamese female astronaut ever to go to space. And she'll be going to space in the next couple of months. And we're going with her. This partnership with Amanda actually got us to the United Nations, where we were the first brand to be part of a historic moment that brought together all of the female astronauts all around the world for the first time in human history. Because fortune favors the bold red lip. So you see, this restless spirit of learning and stretching gives us the elasticity that we need to meet our consumers everywhere they are. Whether it's collaborations with brands, sports, music, entertainment, and beyond, it has all of our community screaming, "In e.l.f., we trust." But it's not only their trust that they've given us. Every brand health metric has been on a major upswing. These are the signals that tell us that what we're doing is working, whether it's purchase intent or brand satisfaction or the fact that we deliver a fun personality or we have innovative, high-quality products. What they're telling us is, keep doing what you do. And the biggest giant leap that we've seen is in unaided brand awareness. Our unaided brand awareness in the last four years has jumped by 20 points, putting us in striking distance of brands that have been around for over a century. And shout out to our friends at Piper Sandler. We love your report. We read it all the time. Thank you for letting us know that for the sixth consecutive season, we are a Gen Z favorite. And not only are we number one on the chart, but there's a 25-point swing in mind share between e.l.f. and number two's Rare Beauty. But we're not just a Gen Z brand. We're number one with Gen Alpha. We're number one with Millennials. And we have growing audiences across every single age cohort and subculture. When you set out to be a brand for every eye, lip, and face, we're very happy to say that we're pleasing the 99%. We'll leave the 1% to everybody else. That is what allows us to deliver marketing ROIs multiples above industry benchmarks, even as we increase our spend over time. We encourage other companies to do that. So you may have heard this thing called e.l.f. Power Couples. What is a power couple? It means that an item individually, like a Power Grip Primer, is fantastic on its own. But when you couple it with another one of e.l.f.'s products and you force multiply its superpowers, it can lead to exponential e.l.f.ing amazingness. There is perhaps no better power couple at e.l.f. Beauty than Kory Marchisotto and Mandy Fields. Well done. All right. Thank you so much for that introduction, Kory. Kory is my better half in this power couple, and I appreciate her so much. I'm going to tell you, I don't have any videos, and I don't have any commercials in my section, OK? I'm just going to wrap up our areas of advantage to talk about our productivity model. e.l.f. is the number one most productive brand carried by our global retailers, as measured on a dollars per foot basis. Our ability to drive that productivity is really linked back to our digital roots. We're the only top five color cosmetics brand that has its own direct-to-consumer site. We also have our Beauty Squad program. It has over five million members. We're able to glean the insights from our Beauty Squad program and from the data that we get on our website to help us make adjustments at shelf. So it helps us to understand what's selling, what's not selling, what our community wants more of. And that allows us to switch out up to 20% of our assortment at shelf on an annual basis. It helps to drive that productivity. We've also kept our SKU count relatively flat over these last few years. And we've seen a quadrupling of our sales per SKU. It really hearkens back to what Kory talked about, our holy grail strategy and our power SKUs, making sure that our SKUs are working hard for us at shelf. And I know a lot of you have been focused on productivity using velocity as a measure out of Nielsen. But I can tell you that's a pretty blunt metric. We believe the better way to look at that is through sales per linear foot, which I will talk about shortly. But in terms of what we're seeing on velocity out of Nielsen, that's going to be impacted by mix. As we go further into drug, into dollar channel, those channels have a naturally lower productivity versus our larger retailers. And so that's why you see some mix shift there from a velocity standpoint in Nielsen. Now, like I said, we believe the better measure is looking at productivity by each retailer on a dollars per linear foot basis. It's also what our retailers look at to measure our success. And it's our objective to be the leading productivity brand within each of our retailers. The great news is we've made a ton of progress against that over these last six years. That productivity has unlocked space gains for us. We have a track record of gaining space each and every year with a subset of our retailers. You can see here, we still remain under space versus the average leading brand. What I just told you about our productivity being the most productive in several of these largest retailers illustrates the opportunity that we still have ahead of us. If you look at Target as an example, we had 13 feet on average at the end of December. They're not standing still. They're continuing to increase space with us. When you compare that to what the leading brand has, it illustrates the opportunity that we're still very much undershared from a space standpoint with our retailers. OK, so there you have it. These areas of advantage, these five areas of advantage have allowed us to deliver consistent category-leading growth over these last few years, and we're very proud of the team that has executed against each of these. All right, now while I have your ear, I'm going to talk a little bit about financials as well. Can't let the CFO get up here without talking about numbers. All right, so we tend to focus on three key metrics as a measure of how we're performing: net sales, Adjusted EBITDA, and market share growth. We believe these metrics are most closely tied to our share price performance, and what have we delivered over these last six years? We've delivered a 30% net sales CAGR, a 29% Adjusted EBITDA CAGR, and 840 basis points of market share growth. Phenomenal results. As we look to fiscal 2025, and we just had our call last week, on the 6th, we had our earnings call. And in Q3, we continued to deliver on these results: 31% net sales growth, $69 million in Adjusted EBITDA, and 220 basis points of market share gains in Q3. And we also talked about what we're seeing as we're starting 2025, as we enter into January. And I think you've heard this from several other companies. U.S. cosmetics category has seen a little bit of a slowdown as we've entered this new year. And it's not anything that we've not seen before. We talked about color cosmetics being an 8,000-year-old category. So while it might have its ups and downs, we feel like it's a very resilient category. In fact, I've been using the line, it's been around since the days of Cleopatra. It's my new favorite line to use, meaning that people are not going to give up on wearing makeup. The great news for e.l.f. is that we have outperformed the category in each of those cycles, and so we feel very confident about our ability to continue to gain share. We also talked about cycling our Lip Oil launch and seeing a little bit of a slower start to our Spring 2025 innovation, so I'd like to put that in context as well. Here you can see our spring innovation launches since 2020, and you can see that Spring 2024 was an exceptional launch, really fueled by that Lip Oil launch, but what you see out of Spring 2025 is that it's our second largest launch that we've had. That gives us a whole lot of confidence in the innovation that we're launching behind those Holy Grail franchises that Kory spoke to. With Power Grip, we've introduced Power Grip Matte. In our Halo Glow franchise, we've introduced a powder format. And we feel great about the innovation that we've launched. It also gives us a ton of confidence for the pipeline that we have on innovation because, as Kory mentioned, it's all about our community and delivering on what they're asking for. And we have a track record of doing that. I'm also proud of the team for the diversification we've had in our business. If I look back six years ago, we were hardly anywhere from a skincare standpoint. Now skincare represents almost 20% of our business. I would say the same for international. International is almost 20% of our business. I rewind the clock, it was around 10% just a few years ago. So we have made tremendous progress on both of these fronts. We've also been able to use the strength of our business to reinvest with our own free cash flow behind people, infrastructure, working capital, our distribution capacity, our retailer fixturing to support our global expansion efforts, and also technology to support our e-commerce platform and our transition over to SAP. Using free cash flow, reinvesting in our business has allowed us to keep our net debt to Adjusted EBITDA at less than one times leverage. So a very strong cash flow and balance sheet profile. And as we talked on our February 6 call, our 2025 outlook, we're calling for 27%-28% net sales growth, 23%-25% Adjusted EBITDA growth. And we're already on track to deliver 215 basis points of market share gains this year. Truly incredible results. So with all of that, you might be asking yourself, what the e.l.f. is next? I'm going to pass it back to Tarang to tell you just that. Oh, yeah, oh, here. I mentioned I've been the CEO of e.l.f. Beauty for 11 years. Every time I see a new candidate, I tell them, oh my God, you're joining us at the exact right time because we're just getting started. And I absolutely believe that. I talked earlier about three areas of white space that give us confidence in our ability to more than double our business over the coming years. Let me take you through all three of them. First, color cosmetics. Now sit back, glimmer down, and let's get glowing. It's a $20 billion category in the US, highly resilient, as Mandy just told you. If you look at our outperformance of the category, we're outperforming the category over 12x. Kory told you we're the number two dollar share brand with a 12% share. Yet at Target, our longest standing national retailer, we've been their number one brand with over 20% of their category. And as we replicate our success at Target with other retailers, we see massive upside in terms of our ability to continue to grow market share. You can see the growth that we've had in market share by each of the various customers. But we still have quite a bit of white space at Walmart, grocery, drug, and dollar. And Target isn't standing still. We grew our share at Target 230 basis points in the last year. They're in the middle of expanding space right now for e.l.f. We're about a $500 million retail brand at Target. Their stated ambition is they want e.l.f. to be their first $1 billion beauty brand. At Walmart, we've catapulted from the number four position to number two in just one year. Walmart is also highly committed to e.l.f. given the innovation and consumer profile we bring. It's not just customers, even segments across color cosmetics. We're the number one brand in the face category with over 20% share. We're number four in eye and lip. We've been growing a ton of share in those areas. We see continued opportunity given our innovation pipeline. The second major area of white space is skincare. Our skin has been cleared for takeoff. Skincare is perhaps even a bigger opportunity. The skincare category in the U.S. is almost twice as big as the color cosmetics category, and we've been having tremendous success in this category as well, again, outperforming the overall category. It's also a favorite for Gen Z. Gen Z uses more skincare than any other generation. The same holy grail approach works for us in skincare, taking inspiration from prestige, putting our e.l.f. twist on at an extraordinary value. We've outperformed the category, as I said, and e.l.f. Skin has catapulted from the number 25 position to top 10, which is pretty remarkable because the average age of the other brands on that list is 63 years, even older than me. But we've done it in five years, and we have a lot further to go. We still only have a 2% share in skincare. Market leaders have 14%. We have a lot of room to grow. We have two of the fastest growing brands in skincare, not only e.l.f. Skin, but Naturium, the clinically effective biocompatible skincare brand we bought over a year ago, has a ton of white space. Both brands are highly complementary in price points, positioning, and audiences. Naturium, in particular, we've taken into Ulta Beauty shoppers and Boots, but still has quite a long distribution runway. Both brands have a major opportunity to continue to increase their presence and SKU counts by each retailer. Perhaps what I'm most excited about, though, is about scaling globally. Let me give you an example in Germany. In Germany, e.l.f. means the number 11. Our campaign, e.l.f. von Zeh n, is 11 out of 10. It's a nod and a wink to Germany's obsession with quality ratings. Jamie schreibt's Metal Concert Proof Holy Wow hat [Foreign language] trotz allem Schweiß und Chaos der Moshpits gehalten. In der Tat, Jamie. Der e.l.f. Power Grip Primer liefert eine langanhaltende Performance bei jeder Lautstärke. Das ist übertrieben gutes Make-up. Eine glatte 11 von 10. What we find is so much of our social feed is consumed outside the U.S., creating pent-up consumer demand well before e.l.f. gets into a particular country. Our international business has been growing at a 55% CAGR the last five years. Yet our penetration is still only 18% relative to our global peers at 70%. These are our top three markets internationally. We've been increasing our rank in all three of them. They make up the vast majority of our international business, and we see line of sight to get to the number one position in these categories, which would more than double our international business on their own, but we're not only focused on these three markets. We're now in 15 different markets. We seem to announce a new country almost every quarter, and we have real success. The Netherlands with Etos, Douglas Italy, Sephora Mexico are some of our latest launches in the last year. Both Douglas Italy and Sephora Mexico are primarily prestige houses. In Douglas, e.l.f. is right next to Chanel. It belongs there. It talks about the elasticity Kory mentioned earlier. Sephora Mexico, Sephora considered that one of their best brand launches ever, opens up opportunities in other Sephora markets around the world. I'm not going to show the commercial, Melinda, because of time. Let's just keep going. We have three key areas of white space that give us tremendous confidence to be able to double our business in the coming years. With that, that's our whole journey. I did it right on time, by the way. I want you to hop on the rocket ship with us, come along for the ride, and keep the e.l.f. up. Oh, the last thing I'll say, it is my birthday. So if you're thinking about what to get me, I think an appropriate gift would be to go out and buy some e.l.f. stock. I think that absolutely would work. Thank you. On that note, please join me in thanking Tarang, Kory, and Mandy for their presentation and wishing Tarang a happy birthday.