Good afternoon. Thank you for coming to the 2024 TD Cowen Aerospace & Defense Conference. Presenting next, we have EMCORE, the leading independent provider of advanced inertial navigation products for the Aerospace & Defense markets. Presenting on behalf of EMCORE, it's my pleasure to introduce Jeff Rittichier, President and CEO, and Tom Minichiello, CFO. Thank you, Chris. Thank you, everybody, for your interest. I would urge you to read through the Safe Harbor Statement at your leisure. I'll spare you my reading of it. It's also available on our website at www.emcore.com. So the new EMCORE, actually nine years in the making. We are a pure play now in the Aerospace & Defense business, and we supply inertial navigation solutions. For those of you who were born before GPS, it doesn't bear any explanation that we got Apollo to the moon and back with spinning gyroscopes. In fact, we have better tools now, but this is all about navigating without GPS. So we are the largest independent supplier of inertial nav anywhere in the world, and we are vertically integrated, which means we have control of the components. We reap the benefit of the operating leverage of the costs of running a manufacturing operation that supplies us for all of our key component needs. We're a pure play in Aerospace & Defense in the $3 billion inertial nav business, and we have $600 million worth of estimated lifetime contract value in production and awarded. We have four facilities in the U.S., two in California, one about an hour due west of the Newark Airport in Budd Lake, and then Tinley Park, which is the greater Chicago area. So again, to just try to hit a high-level summary, we're the largest independent supplier of inertial nav. There are four major segments that are in this market, total up over $3 billion. We play primarily in the tactical segment, which is weapons and stabilization systems, primary navigation systems, the nav segment, and then strategic. We do have a couple of products that are in commercial, but we don't talk about those a lot in the oil and gas business, and actually one that's being used in agriculture for helping to automate the picking of crops every year. So our war fighters depend on EMCORE, and it's all about CSWaP for us. That's cost, size, weight, and power. Nobody wants a bigger inertial navigation system. Everybody wants them smaller, and everybody wants them more able to withstand jamming attacks, which are prevalent in the battle space today, and will even be more important if we ever have to go to war over in the South China Sea. You know, the company has a long tradition and long-established relationships with the key players in the business. You go all the way back through our Budd Lake organization, relationships with companies like Boeing, Lockheed Martin, and L3Harris over 35 years. We supply ULA, Thales over in France, Collins Aerospace inside of Raytheon. And you know, call it the blue bloods of the business, but perhaps even more importantly are the relationships we've forged, the track record we've built with the newer suppliers into the business, guys like SpaceX, Blue Origin, Anduril, Shield AI, even companies like Kratos that we're on virtually every platform that they operate today. And so it's a solid track record of performance with a very important customer base and a big job for us to make sure that they get what they want. We supply a wide range of products, again, in terms of tactical grade all the way to strategic grade. The tactical grade units, you see the TAC-440 down at the end, that is an entire inertial measurement system. It's the volume of a racquetball, okay? And it's about $10,000. The STRAT-1000 at the far end, which is Torr qualified for vacuum operation long-term in space, then put into reconnaissance satellites, $12 million and up, and everything in between. We have a robust backlog, a large and growing pipeline of not just programs of record, but very, very strong, continually running programs where we have sole source position. So CROWS-5, for example, for Kongsberg, it's an automated weapon station. We stabilize the guns. We control the movement of the weapon to track adversaries. Kratos, the Valkyrie, there's 2 of our IMUs in every one, and this is a really important program because it is one of the first manifestations of loyal wingman, which is going to be a very important initiative going forward for decades. Armored Multipurpose Vehicle from BAE, we provide the guidance system that enables these armored vehicles to negotiate in GPS-denied areas. We're in the Boeing 777X, we're the flight control system. We make sure that the flight control system understands where the control surfaces are during flight as the wings flex and in all conditions. And so, you know, the range of things that we are in, Long-Range Hypersonic Weapon, we're in every Navy torpedo, the HIMARS system that's over in the Ukraine causing the Russian fits. It's all because of EMCORE and the facilities that now make up that business. So as we go to integrate the four entities, you know, the original EMCORE business, as well as the three acquisitions, which I'll talk about here in a minute, it's all about improving gross margin profile with significant operating leverage, which will enable margins to improve over a very long period of time. We've had some nice results in the past quarter to drive down the internally funded IRAD, R&D, in the business with using customer-funded NRE. And we believe that as we go throughout the year, the significant operating leverage in the business will be realized in the form of better gross margins and improved financial performance. So I'll just take a minute to talk a little bit about how we built this company. I joined after a group of activist investors came in and completely changed the direction of the business in 2013. It was clear at that point that cable television was not going to be a technology that was going to progress forever, and we needed to do something different. We started to build an inertial navigation business in 2015, right when I got here, in January. We grew that business at significant rates, albeit on small numbers, until 2019 when we purchased the Systron Donner Inertial business from what's called Custom Sensors and Technologies, which was actually part of Schneider Electric. We gained the Quartz MEMS technology, which is part of the tactical grade product set that we sell. It's extremely rugged and very accurate. In April of 2022, we closed the purchase of the L3Harris Space and Navigation Division that's over in Budd Lake. These guys made the best fiber optic gyro IMUs in the world and the best ring laser gyro systems in the world as well. And so we bought that operation. It fit right into the technology needs that we had, superior systems engineering with a long track record. Today, that operation still supports the International Space Station and the stabilization systems that keep that aloft and operating correctly. Finally, we bought the inertial nav business from KVH that was in August 2022. And one of the most important things we picked up, in addition to the team, was the TACNAV product lines, over 30,000 installed units guiding armored vehicles on the battlefield across the world. We want to continue to drive that forward and are very excited about the way that we'll fuse the technology from the other three elements of the business into an improved TACNAV system over the next year or two. Over the past year, you know, as I've described it, we were literally wielding a meat cleaver to cleave off the broadband business from the inertial nav business. You see the results of this where in, you know, over on the left, light green, those are the broadband numbers, and the darker green is inertial nav. Essentially what happened is post-COVID, as the broadband business contracted rapidly and went from $30 million a quarter down about $1.5 million at its smallest revenue level, with a corresponding negative impact on gross margin, we quickly grew the business and are now at the point where we've divested all of those assets and all of those costs and are finally able to move forward as an unencumbered pure play in inertial nav. There we go. In this new configuration, we're poised to capitalize on this large and growing total available market. You see how the national defense budget has been growing. We've got foreign military sales that's growing, DOD budget for munitions, global military spending, and then some CHIPS Act funding as well. Again, for us, the world of industrial grade has some applications at the high end, but we're really all about supporting weapons and platforms used for stabilization. We're about navigation, primary navigation for an aircraft, a UUV, a land attack vehicle, and then ultimately strategic grade products, whether they're used on nuclear weapons or they're used in reconnaissance satellites. And we have that technology today and the track record to capitalize on it. I want to talk a little bit about the pipeline, right? Because at the end of the day, what it really boils down to is not what we think of ourselves, it's what our customers think of us. And the way that they do that is through, you know, a very strong pipeline of products. And again, just in this selected group, it's $160 million worth of total contract value for programs that are in production, and then a significant amount that is about to hit production and then even more in the pipeline. So the booster rate gyro for L3Harris, that controls the first stage of Vulcan Centaur, and it actually did as Atlas as well. It prevents the rocket from hitting the tower on the way up during those first few seconds when it has to clear the tower. We're in the Mark 54 torpedo. That is the Navy's premier anti-submarine warfare torpedo. They're dropped out of aircraft. They're fired from ships at subs. And we are the sole source for the guidance system there. Infrared Search and Track. Have you seen Top Gun? And you hear about, well, you know, we don't want fifth-generation fighters to go up against you. They're invulnerable. We've given the Navy a terrific tool with Lockheed and Boeing, and it enables us to pick out that aircraft that's slightly warmer than the air around it without turning on our radar. And we make, you know, what's called the inverse square law work for us. And Infrared Search and Track has been a great success thanks to Lockheed, Boeing, and NAVAIR. Armored Multipurpose Vehicle, talked about that a little bit. Mark 48, which is the Navy's heavyweight torpedo. It's not just going to be fired by subs at surface ships and subs at each other. There's other uses for it. And that is in production now. And actually, the rates of production are increasing for that. The mast motion sensor, this is for the Navy's Virginia-class nuclear submarine, Block V and beyond. What this does is it aims the mast when it becomes vulnerable to detection at the satellite that it needs to communicate with, and it has to work in all weather and in Arctic conditions. It's a very challenging product to design, requires a lot of technical skill. This is an example of the combination of the Budd Lake team with the Alhambra team on track to deliver these this summer. One product that I won't name that is a United States Air Force project, Advanced Electro-Optic Infrared Pod. Been in development since 2018, hitting the low rate of initial production this year. We're very excited about the prospects for that. I want to take just a little step back and talk about the programs from a different direction. I'll skip the repetitive parts about what these things look like, but I will give you a short description. So a gyroscope or an accelerometer, those are what we call rate sensors, the rates of rotation or the rates of linear movement, okay? We do sell those standalone to people that want to integrate their own solution from them. When you have three gyroscopes and three accelerometers properly arranged, you can sense any change in position. You can sense velocity. That's what the IMU does, right? It makes an incremental measurement of how fast you're going in the direction you're headed. An INS has a special piece of software on top that ties that to a map. We provide all three levels of value added. So again, depending on the application, a customer will decide how they want to implement that, whether it's a stabilization system like the Raytheon MTS-B, multi-spectral targeting system. You see that on the bottom of the Predator. And for example, you wonder, well, how does that image stay locked on so it's nice and clear as you see a Hellfire streak in and blow something up? The Predator is flying all over the sky. It's getting hit with turbulence. It's dodging any aircraft fire. The answer is EMCORE gyros inside, fiber optic gyroscopes. We are in several precision guided munition programs where they're drop and forget. That's a glide bomb version. We're in flight controls like the 777X and again, stabilization systems for weapons like automated guns, long-range hypersonic weapon, torpedoes, as well as the entire Kratos family of UAVs. On the navigation side, it has to be a lot more accurate, somewhere between a factor of 10 and a factor of 100 more accurate than what I just showed you, okay? So at the high end of this INS, we have what's called an IPADS system. And that's what the Marines use to map out targets for HIMARS and similar sorts of missile batteries, okay? So the advanced tactical pods, nuclear submarines, advanced autonomous systems, and ground attack platforms like Paladin, like HIMARS, were part of that. So again, inside of Raytheon, we are making a deconstructed inertial measurement system that's optimized to help their Infrared Search and Track do what it needs to do to protect our warfighters. The Lockheed system is a little different version that goes on the Hornet. HIMARS, you know about causing the Russians fits over in Ukraine and the MTS-B, which I just described. Finally, in strategic grade, this is places where very few companies have the expertise to create a product that has real value. So the STRAT-1000, the world's only TOR qualified FOG IMU for space, the 950, which is going to be used for terrestrial applications, and ring laser gyro-based systems that are currently used in applications like HIMARS. And again, missile guidance, space navigation, launcher pointing, attitude control, and altitude control for the International Space Station. And again, only a very few customers, but this is some of our most sensitive military technology. And EMCORE is trusted to deliver those solutions. Finally, I just want to talk a little bit about drones because this is a very hot subject. And you know, drones have shrunk dramatically over the years. You know, you look back 10 years, MQ-9s, RQ-4s, and smaller and smaller drones that are now finding their way into groups one and two. And what they need now are more inertial nav solutions. They've got to become increasingly accurate to be able to fly and fight at night in the face of GPS denial. And our solution for this, the TAC-480, has been four years of work to shrink what was the size of a Campbell soup can into something that is now the size of a racquetball and is about one third of the weight. And it displaces a competitive product that's seven times less accurate. So EMCORE is at the forefront of this miniaturization of driving CSWaP. And that is what matters to our warfighters and to our, you know, the management of the primes and ultimately to the safety of the nation. And with that, I'm going to turn things over to Tom and let him talk about the financials. All right. Thank you, Jeff. We'll start out here with the last five quarters of quarterly results, starting with the December a year ago quarter. That's a significant starting point. The last acquisition we did, as Jeff mentioned, was the Tinley Park from KVH in August of that year, 2022. So you could see here the results of the current business at its current structure. All inertial nav, all the old legacy businesses are stripped out of these numbers. You saw some of that on an earlier slide. And you can see the first four quarters, nice sequential steady growth all the way up until the most recently reported quarter. And we hit a sort of what temporarily interrupted the nice growth there was the loss of a program called TAIMU out of Budd Lake. And you can see in the bullets to the right on the commentary, all the other locations did quite well, but not enough to offset that loss. We see that those numbers, 24.1 that you see there, a similar result going forward into the March quarter. But we do expect a pretty strong bookings quarter this quarter, along with an already healthy backlog that would get us back on a growth trajectory going forward into the June and September quarters or the back half of our fiscal year, which ends in September. If you just go along here with the graphs. So early on in the first couple of quarters after the two acquisitions back in the middle of 2022, some integration issues. We've settled into what you can see here is a gross margin that's, you know, pivoting right around 30%. It'll always depend on the mix in any given quarter. And actually, the 29%, even though it was down a bit, is actually, you know, given the drop in revenue, actually quite good at $24 million in top line. Bottom left, OpEx, very stable. You'll see the breakout between SG&A and internally funded R&D. You'll also notice that so it's been pivoting around $10 million every quarter, but coming down, we did $9.5 million in the most recently reported quarter, December of 2023. And that's because we've got more customer-funded R&D in the mix. And that goes into revenue. And you've got to move some of that cost up into COGS. So it's actually up in the margin. And that's going to continue. So you'll see, you know, roughly that amount of OpEx going forward, you know, plus or minus any sort of lumpy items in a given quarter, but coming down nicely with more customer-funded NRE for the engineering work. And then the adjusted EBITDA really just, as you can see, follows the revenue and the margin metrics and coming close and actually very close to break-even in the September quarter when we did $26.8 million. We were just under $1 million away from break-even. So you can kind of decipher the break-even point of this business. Probably revenue in the $28 million-$30 million per quarter would get you break you through break-even at that level, you know, maybe even more depending on gross margin. So there's some commentary over to the right here. I don't want to rehash that. In the interest of getting to the question section, we'll just move on to the next slide, which I will do. Balance sheet and capitalization summary. We do have some debt. It's come down. It was $8.6 million at the end of December. It was $10.6 million at the end of September and even higher before that. It's a part term loan, part revolving line of credit. We finished with $19 million in the cash balance at the end of December. And we had some just to talk a little bit about the cash. We're still digging out. We're right near the end of digging out from the restructuring and some of the items that have trailed along from the legacy business. But that is all now either shut down or has been sold. There's just some severance and some additional cash that's coming in late in the game. We should be through that in the March quarter, including the severance for the most part. Then it'll get steady with the business picking up in the back half of the year. We will have, you know, cash balance maybe down in the low teens at the end of March, about where we thought we would be, even though there was some movement between the December and March quarters. We also have a little over $3 million available on the line to help with swings in working capital from quarter to quarter. Then, you know, we should be steady and then growing from that point out as we execute on the business. Down below, common stock or common stock equivalents. There are some pre-funded warrants in that number. So you may see a $77 million number on our filings, but it's $89 million with close to $12 million in the warrants and then some unvested shares that are mostly held by employees and board members. So with that, Chris, I think we're ready for you. Yeah, thanks, Tom, Jeff. You know, EMCORE has a long history of being vertically integrated. But now with the, you know, the sale of the broadband business and the contemplated sale of the wafer fab, what capabilities did you lose with that that you may have still wished you had? Yeah, it's actually a really good question. You know, I think that the most important thing to understand is that EMCORE actually had two fabs. And the one in Concord that was a smaller fab that is actually a little less complex was building our Quartz MEMS products. The critical component technology that we needed for, you know, call it moving the FOG product line forward actually is easily rehosted in Concord. And that's called Lithium Niobate technology. So we built ourselves a big pile of inventory of the two chips that we do need. There are commercial equivalents of those. And we've got the ability to restart production in a commercial fab if we decided that we wanted to. So with the move of that Lithium Niobate to Concord, we actually haven't lost anything. And matter of fact, you know, we plan on bringing that technology forward with some new equipment later on in the year. Can you tell us a little bit more about the integration going on with the different operations of the facilities? Yeah, you know, as I've said to my board, it's all about getting four different facilities to operate like one business this year. So there's really three things that we're doing. And in the greatest focus is on reducing working capital consumption in Concord. And we've got a real strong initiative to go pull inventory over to the cash line on the balance sheet. And, you know, we're going to start to see some results of that here in the March quarter. And I think we'll be able to make a pretty good dent in it, you know, $5 million-$7 million over the next, you know, three quarters or so. And that's an important thing from a standpoint of cash management. But the two major activities we've got going on, one of them is a project to eliminate the redundancy of development efforts on the engineering side. So, for example, you know, I've described an IMU as sort of like a human head. The gyroscopes are the eyes and the accelerometers are the ears. And then you've got the brain, which is the logic core. And so what we're doing is standardizing on one piece of INS, one IMU architecture. And those will be proliferated throughout the entire business and prevents us from having to recreate the wheel as we move forward into the integration of the engineering groups. And that's already underway, well underway. And I'm real happy with the progress. The second thing relates to operations, right? And it begins with systems. Within another quarter and a half, we will be on a single common ERP system. And Tom will have the ability to forecast more accurately and with less effort from his team. We'll have the ability to have automated control of the inventory systems in Concord, which has also, you know, been a shortfall in that group for a while. We are on all the same quality systems. We're one facility away on product data management. And so the first thing is getting all of our systems working for us as we apply the Six Sigma technologies that we and capabilities we developed over the past few years. At EMCORE, we're starting to make nice improvement in yields in Concord. And we're going to expect to continue to drive that going forward and expect that to provide greater improvement in the financials than we had over the past year or two. The next one, just what key programs do you anticipate being the largest catalysts for growth going forward? And which ones are you most excited about? You know, it's no secret that I'm a Kratos fan. And it's not, you know, just because they're a great customer of ours. It's really what you when you take a look at Valkyrie and the Loyal Wingman initiative, which is having, you know, an F-35 and NGAD be able to control a swarm of autonomous vehicles. You know, this really gets to the heart of, I think, where our next generation, you know, air superiority strategy is going. And, you know, the Air Force has talked about, you know, finding funding for 2,000 of these units over the next four or five years. And so that's particularly exciting. You know, in addition to the programs I've mentioned, you know, we have a place in the upgrades of Abrams, the Abrams tanks, if those ultimately get funded, and we'll have to see. But even if they morph into something different, you know, the commander and gunner- laser stabilized sights are, you know, a big area of growth. Finally, I would say that the resurgence of TACNAV opportunities that we have in land attack applications, you know, it's really sticky revenue. It's got great long-term potential as far as, you know, ability to provide additional value in upgraded software over the years. I'm also really excited about those opportunities. And what do you think is the key differentiator for EMCORE going forward in terms of winning new contracts and orders? You know, one of the things that, you know, I've not spent a lot of time talking about, but it's really about the ability of quartz MEMS to improve its performance by at least a factor of 10 and possibly a factor of 100 from where it is right now. And when you take a technology that has a really good cost position and you make it that much more capable, you're going to be able to win business that you couldn't touch before. And perhaps more importantly, because I do get asked the question, "Okay, Jeff, you know, there's guys out there with CMOS MEMS. You know, nobody ever wins long-term against silicon." Well, silicon has its limits too. And we believe that the work that's going on with Quartz MEMS and several of the leading, call it, defense research organizations is going to yield really strong products as we start to look into 2024 and late 2024, early 2025 that will help us actually to even take share away from the CMOS guys. Questions from the audience? Thanks, Jeff and Tom. Thank you. Thanks, everybody.