Our new cabinet, new content that we are introducing, our strategy to grow our install base through our daily win per unit. Tim Richards, our Executive Vice President responsible for strategy and digital operations, will provide updates on our remote game server. Vi, our on-premise digital gaming, Video King our recently acquired tablet-based bingo technology. Darren Simmons, our Executive Vice President and FinTech Business Leader, of how we are expanding our Digital Neighborhood to add to our market-leading products and services, improve operating efficiency, drive more dollars to our operators. The presentation wrap up, focus on our R&D investments, product roadmap, and capital allocation strategy. We'll then open up to questions. Thanks, Randy. Good afternoon. For those of you that don't know me, I'm Ehrlich, Executive Vice President of Games. Excited today, that's our revamped journey of revenue growth by talking about the myriad of initiatives that last year we talked about building for the future. Today, we're proud to say the future is now. Before I talk about our amazing new product lineup, I want to level set with some details about how we got here and the current family of cabinets. These cabinets have been in the field for several years now, other than merchandising on the Flex cabinet, the Flex Fusion in early 2020. All the cabinets shown here were launched in the pandemic. Cabinet introduction was integral in driving incremental revenue growth. We have experienced some headwinds and performance on these cabinets. We have also seen categories with two of our largest competitors offering new high denominations choices that impacted our quarterly shift. The good news here is that with our Player Classic Signature that we launched last year and a significantly updated video cabinet we'll discuss in a moment, we believe we are directly addressing all these heads. Dynasty Vue is the first cabinet in our new Dynasty family line and in the early stages of rollout. On the mechanical front, we continue to make strong performing game themes. Most recent Eilers performance report shows us garnering half of the top 25 list, both high and low denomination mechanical categories. Our proven ability to make great mechanical content to maintain market share loss. Here are a few KPIs that put our growth into perspective and demonstrate the tremendous success we've achieved over the past five years to get to this point. Our growth has occurred through a combination of introducing new cabinets and providing compelling content, while expanding the product swim lanes or categories in which we operate. You can see the contributions in the unit sales and install base growth, and it's supported directly by the introduction of new cabinets in the current family. When we acquired Multimedia in 2014, our limited R&D resources were focused primarily as a Class II game supplier. Made investments in hardware development to expand our cabinet portfolio and also increase our development resources to deliver much improved game time. The investment returns really started to take hold after 2017. We grew our products in both mechanical and video while expanding our premium offerings in a new channel, wide-area progressive. When the pandemic hit, we built back what was best in the industry. We were able to capitalize on our investment returns, casinos reopened. From 2017 through 2022, we power unit sales grow over 14% on a compounded annual basis, resulting in our ship share growing from around 3% to 8%-10% today in the markets where we compete. During this time, our install base also grew over 6% on an annual compounded basis. Daily win per unit grew 42% from approximately $27 in 2017 to just under $38 in 2022. The most compelling aspect for me is that we experienced growth in all the product categories that we participate. So to put all this all into perspective, our commitment to reinvesting for growth in the form of R&D spending has been the major driver of our growth. We intend to maintain spending levels to keep growing. As a percentage of revenue, our R&D spending has increased from less than 2% of revenue in 2017 to our current 8%-8.5% on a consolidated basis. Along the way, we have recruited great talent with gaming industry experience to execute our comprehensive roadmap of new product introductions. This has enabled Everi to enter new product categories and gain overall market share. Let me provide a little more tactical view of the focus of our game development strategy and how we expect it to drive our future growth. Over the past several years, we have increased the investment in our game studios. This has almost doubled our size within game-specific development and added additional studios in both Austin and Australia. We have also expanded in our technology side with both hardware and platform engineering. Going forward, we will take advantage of more scale and efficiency to produce a greater diversity of original content for more markets. Historically, we have done very well in providing content that focuses on the entertainment category, but you should expect to see new content that also addresses the needs of higher-margin avid players and content that has a greater emphasis on industry-proven playing mechanics. We believe this commitment to hardware and game development is critical for our long-term success. By maintaining our level of investment, we believe we can adequately support all of our future growth initiatives, which will enable us to continue to grow our market share. The rest of my presentation, you're going to hear our three key pillars for our games growth strategy: cabinets, new content, new markets. We intend to refresh our cabinet offering with new cabinets, provide a robust portfolio of games, and look to enter new markets such as distributed gaming, while further penetrating historical horse racing and our first international venture into the Australian market. We have already executed on most of the investments and believe this gives us many potential paths for a return to growth to both the install base and for sale ship shares. The first part of our new cabinet strategy is our for-sale offerings. Starting with our Player Classic Signature cabinet, which was launched last year, this is primarily an update to our highly successful Player Classic cabinet. This cabinet has newer components, advanced technology, and much more on-screen merchandising capabilities than the original. As I mentioned, the competitive landscape of mechanical for-sale cabinets is more challenging in the near term as operators replace our competitor's old cabinets with a new one, and we have continued to grow our footprint with new cabinet sales. Player Classic Signature continues to gain momentum in the market, and the next wave of growth for this cabinet will come from the new games we are introducing. You'll see them on the show floor. Second, we introduced the Dynasty Vue cabinet at the end of the first quarter of this year. Dynasty Vue is a lower-profile base cabinet that provides unique sidelines, but with a very expansive custom screen size that allows for significant game design space on that base game. More important, given its lower overall height, it is the cabinet that we will use when we launch in the VLT market early next year and in the Australian market in the next 15-18 months. Dynasty Vue has been performing as planned, and the next wave of growth will come as we roll out new content that covers two tracks. The first track is low denomination with player-proven play mechanics, and the second, high denomination, proven content that Everi has always been known for and that has resonated with players for years. Third, we have the Dynasty Sol, which is our next-generation portrait cabinet that we are debuting here at G2E for our initial launch in Q4. Sol is an update of our still highly successful Flex cabinet that takes advantage of new technology, which add additional functionality, a larger CPU, and a button panel, greater graphic capabilities. There is also side panel merchandising that comes standard with the cabinet. While there will be dedicated content for Sol, we will be able to leverage content developed for Sol on Flex cabinets to also support our existing install base. What I'm extremely excited about is our new premium cabinet offerings. We believe these cabinets should address all the segments of our premium install base, deep theme library at launch, really drive revenue growth and higher daily win premiums. As we announced on our first quarter earnings call, all our new Player Classic Reserve and Dynasty Dynamic cabinets forward, these began to hit the market at the end of the third quarter. Player Classic Reserve is a high-profile, three-reel mechanical with an extensive top box that can incorporate a variety of premium content and secondary bonuses. Dynasty Dynamic is a hybrid platform that has a video overlay on top of mechanical reels that we expect to play well with both mechanical and video players. This form factor also includes a top which serves as an in-house sign package with unique connectivity across the bank, whether in a pot or straight-line configuration. The next two cabinets are here at the show, but won't be ready until early next year. In the first quarter, we expect to introduce Dynasty Sol Sync, which takes the Sol Base cabinet and adds more extensive merchandising on the for-sale version, specifically for premium content that matches the more elaborate presentation. The Dynasty Horizon, which we expect to be ready in the first half of 2024, is our largest cabinet, and it's the next generation of our Empire 5527, leveraging multiple large video screens. This cabinet also utilizes extra horsepower from a related CPU, button panel, and graph attention to take the playing experience to another level. Let's look at the new content that we are presenting to you. We have theme support covering all the various categories we serve. In total, we expect to release 86 themes in 2024. On the for sale side, we start with 40 standard video titles, followed by 20 standard mechanical titles. On the premium front, we have 16 videos and 10 mechanical titles, respectively. We assure you that this will be our most diverse portfolio in Everi's history and with our breadth of differentiated content. Beyond the cabinet sale, our new content falls into three main categories. The first is building on tried and true industry game elements such as hold and spin, triple pot, flow simulation, cash on reels, and authentic Asian content with variance that appeals to the avid player. The second is to continue to focus on innovation and have never seen before play elements such as Cha-Ching or Lightning Zap, and Crush that have been in our DNA for years. The third category is what we are calling Everi's Wheelhouse, where we will continue to design entertainment-type products that we've done in the past with variance to existing designs, but that focus on a more volatile math ride. In all, our R&D spending has enabled us to expand our focus in all of these areas. New markets is the final pillar in our strategy for growth. When we design new content, we design it in a way to make it available on all the different markets we operate. This currently includes Class II, Class III, HHR, and now we'll expand into VLT. While this may take a little more time on the front end, we believe this helps us get our best-performing content into new markets much more quickly than some of our competitors, and will enable us to better penetrate the HHR market and move into the VLT market in early 2024. By leveraging our content across all channels, we can maximize the return on our investment dollars it takes to make our games. When we plan to initially launch a VLT with a multi-game platform on the Dynasty Vue in Illinois, we are demonstrating that this cabinet and platform in the private area of our booth that also incorporates a fintech solution specifically for distributed gaming markets. Also, as part of our growth strategy, we plan to expand to additional VLT markets later in 2024 and throughout 2025. Finally, this G2E, we are excited to launch the first set of games developed by our Australian studio for the North American market. While we complete the work on developing the Australian communication protocols, this content marks the initial step towards our move into the Australian market. We expect to go live and leverage our Dynasty Vue cabinet in late 2024 or early 2025. In conclusion, as we talked through today, I couldn't be more excited about our strategy, approach, and execution to grow the games business. Our investment in new cabinets, new content, and new markets will be the major drivers that will lead to Everi's growth strategy. Thank you, and I'll turn it over to Tim Richards. Let me start with an introduction of myself. I joined Everi about 12 years ago. Over the years, I've served in various senior leadership capacities related to our product and technology. Currently, I oversee our corporate strategy and digital gaming business. Today, I'll cover the teams I oversee, some of our growth initiatives, and the three key areas are: our online gaming operation that is delivered through Spark, our remote gaming server, by our recently launched on-premises local gaming platform that leverages a player account management system or PAM, across every family of products from both our Games and FinTech segments. I also oversee Video King, our recently acquired bingo technology. What's great about our strategy is I can take proven and developed products initiated by our Games and FinTech segments, pull them together to create highly engaging digital and mobile offerings. Today, you will see that our ability to combine and leverage these products creates some exciting new opportunities for revenue, growth, and patron engagement for both Everi as well as our customers. Let's start with the Spark RGS. To start, provide a little bit of color on where our digital gaming business is today. Our gaming RGS, which referred to as Spark, has been focused on the $7 billion U.S. and Canadian online real money wagering market. To capitalize on these markets, we have ported some of our most popular land-based content to Spark. We led this entry with our player-proven video stepper product, as we believe the market lacks representation in this segment. Strategic approach has proven very successful, as we have seen our revenues grow from just a few million dollars in 2020. We are on track to have more than 90 casinos, online casino sites integrated by the end of 2023 and 100 games completed. So how well our games perform? What I love about this performance chart is that it shows just how well the early things we have are performing. We currently operate with 31 of the sites that are tracked by the Eilers performance report. With only 78 unique things covered, we are garnering just under 10% of the survey's total PGR. When you compare that to the volume of unique themes produced by our competitors, you can see that we're clearly punching above our weight. We believe the success creates a great launch pad to leverage our high-performing video games to the market. We can use already developed content to generate incremental revenue growth in additional game categories through our existing revenue channels. While we seem still keenly focused on North America, earlier this year, we obtained our license in the U.K. Currently, we are in the process of aligning partners to begin introducing Everi content to U.K. customers, and expect to go live with our first games in early 2024. Very soon, we expect to be issued our license from Malta. This will allow us to enter the European market, which is one of the larger online gaming markets available to us. This expansion into new markets creates a pipeline for revenue growth for the next several years. In addition to scaling our content into new markets, we have identified six significant growth opportunities. I already mentioned the opportunity of bringing our brand and non-branded video titles into our existing customer base. Now I'll briefly speak to and provide some examples of other growth initiatives. White- label game themes are generally branded with our customers' brands and are mostly skins or clones that are already successful games. Because these segments represent the casino brand, the operator heavily promotes them to their patrons to leverage their brand affinity. Operators also tend to give these games premier placements on their site. Because of this, and our engaging content, these games drive higher resonance. There is a very steady demand from our customers for this specific content. Similar to white- label games, we also make topical skins of our content. They're generally tailored to a specific holiday or event. During the typical 30-day period of our promotions, these games generally see high play. The strategy here is to make available a topical game for every month or every season, thereby ensuring we can continuously have a game being promoted and favorably placed. The difference from white- label games is that the topical games are generally not exclusive, so they are not limited to a single customer or site. Instant win games are relatively a new genre for online gaming. In 2022, it was virtually non-existent, but so far in 2023, it's approaching 2% of total GGR. These are quick hit type games that are simple to play and understand. We have leveraged some of the innovative types of game themes and slot math developed for land-based that Dean mentioned earlier, like Fresh Spins. Perceived skill is a new genre of online gaming for online gaming markets, and one I'm extremely excited about. We believe these games will drive much higher average wager while providing more entertainment and engagement value for the player. I also believe this style of game crosses over to the non-slot player and will attract new patron revenue opportunities. Let me just take a moment to show you Stellar Bounties video and what honestly is the coolest game you are going to see this week. Come on, that's pretty good, right? You were standing like that. All right. That's cool. All right, we didn't get to the bonus round because the video was too long. So anyway, back to our perceived skill games, which are awesome. We'll move on to our table games suite. Table games are another category for us to differentiate ourselves. We're offering digital table games that have a unique Asian flair, like the beautiful Jinzi Mini Roulette you see there on the bottom, or games with a slightly different take on the classics, like our multi-hand blackjack with progressive side bets. More games in this series are coming, including Baccarat, Sichuan Mahjong and Fan Tan. The last piece of the content diversification strategy is Class II games on our RGS and making them available through the Vi platform. I'm going to jump into the Vi platform now... But what's important here is that the Class II RGS in our first tranche of games have recently received GLI approval. On a go-forward basis, almost all of our RGS games will also come out as Class II and Class III games. Vi. What is Vi? Vi is the only real money mobile gaming platform specifically designed and built for on-premise gaming. Additionally, with land-based and gaming regulation, land-based payment and gaming regulations in mind. By the way, it's very different than what is required in the online space. Vi is not a simple iGaming PAM, to horn into a land-based casino operation. It's a highly customized and integrated PAM that amalgamates our FinTech products with our RGS to extend the gaming floor to every player's mobile device. While Vi begins with an experienced PAM, the two differentiators that Vi uses are BeOn mobile platforms, coupled with our PAM to bridge every product that are already placed in land-based casinos. Because this is an on-premise implementation, operators need to be able to integrate the solution with their existing land-based activity and with the presence of our best-in-class products and services. We have the advantage in providing this turnkey, friction-free, player-friendly gaming platform. Due to Vi offering Class II content on our RGS, tribal casinos will have new revenue opportunities to operate by offering real money mobile gaming anywhere the Tribal Gaming Authority allows. Every operator is different, so Vi is able to be geo-fenced to their reservation, to trust land, or to very specific areas of a facility. Vi, coupled with the BeOn platform, Darren will speak to in a moment, is a true all-in-one offering. Four of the major features are represented here, including our digital wallet for funding, the game library for playing, the player's loyalty rewards information reflected from the operator's CMS, and available promotions or offers generated in Trilogy, our loyalty product. Since our marketing launch at the Indian Gaming Association Trade Show in March, interest has been strong. We are currently working through agreements today with several customers who are more in the early stages of exploration. We expect to go live early next year with the first customer. Vi truly showcases how all the Everi assets and products come together in one offering. There is nothing like it available today, and due to our unique product set, I struggle to imagine how anyone can duplicate the strength of this product. Bingo! Make me yell. Earlier this year, we acquired bingo technology assets of Video King. We're excited about the opportunity to not only expand the existing business, but to leverage our strong relationships with casino operators, but also the opportunity for Video King to provide additional outlets for the Everi product in the charitable bingo space. While you may still think of bingo as a bunch of blue hairs, paper cards, and daubers, for us, it's all about the digital technology. Video King has an expansive footprint of over 57,000 mobile handsets in the field today. This image illustrates how our bingo technology assists players with managing the play of multiple cards, even hundreds of cards at a single time. To get a better idea of what Video King is about, I encourage you to come by this week and see our tablet, how our tablets operate, the bingo hall equipment, and our soon-to-launch Class II Bingo Treasures with Jackpot product. To drive revenue and outpace our competition, our development roadmap is critical to us. This includes a series of integrations with existing products like payments, our wallet, our RGS, Class II, and Class III games, compliance, AML, and our amplified marketing tools, and much more. We also intend to grow the bingo game offerings and excitement levels with new and more interactive bingo game types. If you don't think bingo... If you're not convinced bingo is still very, very popular, here's a picture from a recent event held at Seneca Allegany Resort and Casino. Bingo is real, and the crossover to casino- We benefit from a safe and secure network infrastructure that we embedded into our customers' operations to provide a cost-effective way to support our core financial access products. With this network, we now could expand the number of direct interaction points with our solutions and our customer patrons, creating an opportunity to build a deeper and more direct relationship with the patron. We assembled the building blocks through a combination of internal development and acquisitions. In 2010, we acquired Western Money Systems to provide the initial kiosk platform for patron self-service. In 2014 and 2015, we acquired our compliance assets to help build the framework for a deeper understanding of who our customer patrons are. In 2019, we completed our loyalty acquisition to enhance our focus on marketing and player retention. Bringing these pieces together, along with adding new products and services, and enabling them through mobile delivery channels, we formed our vision of the Digital Neighborhood. What you are going to see in our future here is the continued evolution and expansion of our digital capabilities. We are the market-leading gold standard when it comes to engagement. We started with our CashClub digital wallet, which marks the vision of an all-encompassing digital engagement platform. Now, we've talked about the Digital Neighborhood in the past, and I think the best way to help illustrate this is to look how the experience has changed over time from the patron's view. As I mentioned before, we knew that we had to expand our offerings to go beyond our declining margin cash access solutions. Up until 2014, this is what a casino ladder offering looked like with ATMs. Now, fast forward to today, and you see all the enhancements. Our customers face significant challenges operationally. The biggest challenge in the hospitality industry today is labor shortage. American Hotel and Lodging Association released a study earlier this year indicating 85% of operators were understaffed, 22% of those who reported were severely understaffed. Digital transformation, or as we call it, the digital revolution, is requiring operators to change their business models and adapt to the new market reality. Our customers expect relevant patron content in relation to what they are doing anytime, anywhere, and in the format and on the device of their choosing. It's that journey that guides our strategy: choice and convenience. Now, it appears to us that the mobile strategy of some of the competition is to take existing websites with links to web pages and put them into a single mobile application wrapper. Patrons don't want an app to access this type of information. There's so little value added to the engagement journey. We believe there is a better approach. We have built a platform that extends our core products to enable a full 360-degree view of the patron. This allows our customers to engage their patrons to promote revenue-generating behavior. Let me give you an example. We're not just providing information about the hotels on the property and the hours of operation, but we also provide the ability to reserve a room, and using geofencing, even know when the patron has entered the property. We know, and we can take that checked-in patron when they get into the room and immediately generate an offer so they can play games on-premise in a remote fashion, on their device, and funded with their CashClub wallet, Vi. We can also provide them with a free play offer on the casino floor to use that same wallet to tap into a slot or a table game. For us, it is all about understanding the patron journey and using the data we collect to build triggers at different points along the way. Now, a digital journey with seamless integration across the casino floor can now also be replicated across any venue within our customers' enterprises to create a unique experience for them. All of this is achieved through our Trilogy Loyalty platform, where we deliver a more personalized experience for the patron. Loyalty is a critical component for success in repeat visitation. Historically limited to our payments and gaming offerings, we can now expand the insights we collect to provide a deeper understanding of patrons, their behaviors, and how our customers are engaging them. With our Amplifying Marketing platform, marketers can now create personalized, actionable incentives. It's not enough just to have the data, it's how to make that data actionable, and we can share the insights for our customers. By developing this deep and robust product suite, we have 400 talented and dedicated product and development members. This team is focused on embedding our infrastructure and products with deep layers of security. We understand safeguarding sensitive data is paramount. That is why we go above and beyond to ensure the utmost security of our products, particularly when it comes to handling personally identifiable information, PII, and payment card industry data, or PCI. Our infrastructure might be one of the most underappreciated assets we have. Now, this level of investment is a huge differentiator for Everi. No other supplier focused on the gaming industry has this level of resources, resources dedicated to creating and supporting products exclusively designed to meet the current and future needs of our customers and their patrons. Our goal is to create turnkey solutions that can integrate products and services that improve our customers' operations and enhance the patron's experience. Now, when casino patrons plan a visit to our customer's physical or virtual locations, their entertainment experience will have multiple interactions with various touch points. We look at all of these interactions as part of that guest's personal journey, and our goal is to enhance that experience from start to finish. One key element of our digital strategy is our Cash Club wallet. You can see all the potential touch points that can use this tool. We can deliver this as white-labeled and branded for a specific customer. PENN's mychoice wallet is a great example of a single-branded wallet used at multiple sites. Additionally, as you will see in the booth, we can offer a generic, ubiquitous wallet that we have branded BeOn, that can connect to any of our existing kiosks or cage redemption terminals across our footprint. Simply put, our white-labeled products and services integrate at the casino level, using our existing property infrastructure to create the exciting customer journeys desired by both patrons and casino employees. Our public-facing BeOn Wallet creates a solution that can be accessed across the entire Everi footprint. We believe this creates a fantastic catalyst for digital acceptance, accelerating the demand and usage of digital wallets, and eliminating the friction at the property level. Now, we've come a long way since our early days as just a cash access provider, and we are far from complete. We embrace our position as a market leader and the vendor of choice when customers look for a full suite of fintech solutions. The results from new casino openings stand on their own and clearly demonstrate the success we've had. Now, as we move to 2024, I couldn't be more excited about our product offering. We expect to see the initial North American rollout of our new lower volume kiosk product obtained as part of our 2022 eCash acquisition, and we expect to see even more traction with the Digital Neighborhood. Simply stated, our growth opportunity should continue to be steady for the foreseeable future, and it will come from winning net new customers, which happens as a result of customers believing in our products and our roadmap, the expansion of our mobile platform and Digital Neighborhoods into casinos, as well as into sports, venues, and entertainment districts. We're also entering into route markets with our lower volume kiosk products and financial access and other services, and of course, international expansion, where we take our proven North American products into new markets like Australia. Finally, I just point out that there are well over 25 other new products and so updates that I did not get to cover here today. We believe these also support our growth initiatives and will be additive to our growth in the coming quarters. These will be in the booth, and you should come check them out, as they will help you understand that we're just getting started. With that, let me turn it back over to Randy. As you can see from our presentations today, the investments that we have been making in both our games and fintech businesses are generating new and innovative products. These products work well on a standalone basis, but they become even more powerful when we integrate them through our digital channels. This product development approach aligns with the core thesis of our mission statement: "To transform the casino industry through innovative gaming, financial technology, and loyalty solutions." Our customers' operations and their patrons' experiences are a core focus of every new product. Executing on this creates less friction and greater efficiency for our customers, while providing a more enjoyable experience for players, which drives higher revenue for the casino operators. We are well positioned for growth over the next several years, while we continue to grow in our existing business lines and expand into new areas and new jurisdictions. Both Darren and Dean discussed the depth of resources we have on our product development teams, and we have made certain that Tim's digital team has a similar depth of resources. We've assembled extremely talented, highly motivated, and very collaborative teams focused on achieving our product development goals. On the FinTech side, no other competitor has devoted our level of resources that are exclusively focused on operators' needs in the gaming industry today. We are comfortable with our R&D spend of 8%-8.5% of total revenue, is the appropriate level to support both our product vision and drive our growth. We view our development efforts as a true competitive advantage. From a product-specific perspective, this year, we will deliver on our most comprehensive cabinet launch in any 12-month period in our history. These cabinets are designed for our for-sale, base lease, and premium lease products, covering both the video and mechanical reel product categories. Our game design efforts have expanded to deliver products that we believe will resonate with the high-yielding avid players, while not forgetting our success with the entertainment-focused players. To appeal to a broader segment of players, we have created our most diverse portfolio of new video reel content, which includes tried and true features, innovative new concepts, new traditional play mechanics, and new variants. We expect our cabinet refresh to drive growth in our install base and improve our for-sale ship share. In particular, our new Vue cabinet will also help us move into the VLT market, and in early 2024, the Australian market later next year or early 2025. Our ability to consistently deliver high-performing mechanical reel themes will help us defend our share in this category and aggressively compete in the video reel category, which offers a much larger revenue opportunity for us. We believe our stated goal of 15% ship share is attainable, and our new cabinets and content will drive this result over the next few years. Our digital operations are a clear example of how we are integrating our games and FinTech capabilities. Through Vi, we have the ability to take our land-based game content to a digital platform and expand our gaming operations revenues for both our customers and Everi. However, Vi is just a piece of the FinTech BeOn platform. By adding our financial access services and digital wallet, together with our compliance and loyalty products, we help drive more gaming revenue for our customers, leverage our existing infrastructure, and make our solutions friction-free. While our digital gaming products have seen tremendous growth over the past several years, we believe there is still a significant growth opportunity with our existing products in North America, as well as internationally as we move into the U.K. and Europe. The North American opportunities also include new jurisdictions, as we expect additional states in the U.S. to legalize iGaming over the next several years. In our opinion, it is only a matter of time. Finally, I wanted to highlight how all of our previous investments in FinTech have come together to build a comprehensive Digital Neighborhood. We are uniquely positioned to continue to grow the products included in the neighborhood and the unlimited reach of our platform. We are the only provider with the robust set of products that can create this complete integrated offering, which combines financial access, compliance, loyalty, and digital solutions throughout a casino's operations and beyond the operator's four walls. With our strong product focus, we consistently deliver on our goal of improving efficiencies and reducing friction for the operators, resulting in an improved experience for their guests. We're excited about all the potential long-term growth opportunities across each of our business operations. We believe the synergies between our two business segments have a compounding effect on the value we deliver to our customers and creates a unique competitive advantage for Everi, which provides an underappreciated ability to generate a steady stream of strong, recurring free cash flows. Before I wrap up, it's important to reiterate our views on our capital allocation priorities. First, we will invest in ourselves and our development efforts. Our presentations today clearly demonstrate the potential high-yielding returns these types of investments can provide for the business. Second, we will strategically look for external M&A opportunities. These acquisitions provide us with the opportunity to acquire products or technology that accelerate the development cycle for products on our roadmap, create new markets where we can sell our existing products, or bring new products that we can leverage within our existing sales and support infrastructure to increase the revenue growth opportunities at higher capital return thresholds. Finally, return excess capital to shareholders. Through June 30th of this year, we have repurchased $40 million or 2.7 million shares of our common stock. This is in addition to the 5 million shares that we repurchased in 2022. Based upon the strength of our earnings and steady recurring nature of our cash flows, we believe that the current market for our common stock creates an extremely opportunistic method of returning value to shareholders. With $140 million remaining on our board authorization as of June 30th, you should expect to see us actively repurchasing shares at these levels. Before we open it up for Q&A, I would like to take a second to introduce the additional members of our leadership team who are with us today. We have Mark Labay, our Chief Financial Officer, Kate Lowenhar-Fisher, our Chief Legal Officer, Dave Lucchese, our Head of Sales, Stacy Drury, who leads our field operations teams, and Dan Ciccarelli, who leads our IT and technology teams. Let me end with a big thank you to everyone joining us today in person or on the webcast. We always appreciate your interest and support, and so with that, we're going to open it up for questions. So I'm going to ask the team to kind of come up here, and you can fire away. Mainly at Tim, because he's new, so pound him a little bit. 12 years. Isn't Dan the new one? There we go. Oh, God. We can slide around you guys. Come on, Kate. All right. Uh-oh, lots of hands. I got you. Now, you stay way over there, Kate. You're a lawyer. I don't want you talking to me. Afternoon. Thanks. Thanks for taking my question. So look, Dean, 86 titles, big number, right? And you know, we saw some good images of what you have. If you could just color us in a little bit about sort of, you know, what sort of focus groups or customer work or... I guess, in short, how do we know, you know, 85 of them are going to be fantastic? Well, I'm on, so but thank you, though. I'd love to echo. You don't want to miss that answer. Absolutely, right there. It's a little echoey, too. But to answer your question, I mean, the reality is, you don't know until you get products out into the field. But what you can do, and what we happen to do in a much more even aggressive fashion than we used to, is player test, play mechanics, themes, and other likenesses to make sure that it will in fact resonate with players. And what you find out when you do that player research is you find out what you aren't doing right. So you make sure that you at least get ahead of the ball on that particular scenario, and at the end of the day, once it gets out on the floor, you got a much better chance of people voting with their wallet than their feet. And it used to be where we would, you know, we would do player research on maybe new play mechanics, things that haven't been seen before, or some licenses that we acquired throughout the years. But now we're basically getting player perspectives on, I'd say, 90% of the stuff that we release, unless it's a very simple variant of something that we've done before. So by taking that more aggressive approach and making sure that the player can walk up to a game, understand exactly the experience they're getting in very short order, is how we intend to continue to move the needle forward, right? Because if it takes them a couple of bills and pulls out of their wallet to try to figure it out, and if they're still confused, that's a problem. I would say that, we've gotten, very aggressive to make sure that, what we put out there truly resonates. Thank you. Since you wanted Tim to get some questions. With respect to the perceived skill games, what's the practical difference from what you're offering now in the perceived skill game versus what we would have seen, I think we're going back four or five G2Es ago, when the theme of the of that show seemed to be skill-based gaming? What's the difference now versus the games people are trying to roll out, you know, four or five years ago? Good question. One, it's not skill-based gaming. Two, I'm loath to explain it, but I will a little bit here. I want to sort of give away the whole, the way that it's working in its entirety. But essentially, one, we're using slot math, and when you get an award, you get awarded a certain amount, and then you play, which you saw when that ship was going back and forth and shooting. I'm going to keep it really simple. You say you've won $100. You go and you shoot certain things, and whatever you choose to shoot at, will be what you win. At the end of that, you saw two little ships kind of come in and start shooting. That kind of made up the difference in the event you didn't win your reward. So you are actively playing the game, and you are actively engaged in the game, and you do then actively go to a bonus round, which is an additional sort of a bonus that you would win. So that's sort of how the game is played, as opposed to what was truly skill at the time. And I think the difference also is that you get... You know, that's about 18 seconds on average, sort of handle pull, if you think about it, so we're expecting much higher bets. And so on the bottom area, that's set up, probably starting at a $10 bet to make sure that we're getting more on a game that's going to play a little longer. Like that. And I don't know if you saw that certain things come down to the different categories. You can collect different stuff, and, you know, this sort of concept will continue to grow in more of a social concept way, but allow you to collect stuff as well. But that's not where we are today. Hey, guys, maybe one for Darren. As you think about some of the pushbacks you've seen over the years around cashless, from companies and consumer, in terms of getting wider penetration, how do you think you're addressing that now, and what gives you confidence you'll eventually get towards your goals? Yeah, I think it's we continue to think about that customer journey and making sure that we're making that the best that it can be, and obviously, continue to bring value into it. So again, across our products, across our services, the loyalty aspects, the marketing technology that we bring into it, you know, all the different technologies. You know, we've got way now you can fully remotely enroll using facial rec technology, document authentication, all done remotely. So that whole journey of sort of the sign-up process. And then look, at the end of the day, I mean, again, you know, cash is still fairly significant in our space, so it's not going away anytime soon. But we've enabled operators to actually introduce cashless solutions in a variety of different ways. What I will say is that the data is very compelling, right? We've got a number of customers that are at different maturity levels of their journey, and they're introducing cashless. It is very compelling, and it's not if, it's when. So I would say there's not pushback. I think what there is is they just want to make sure, and I think it's right, you know, an old carpentry term that I got from my father-in-law, who just passed away recently, "Measure twice, cut once." And I think, you know, the digital journey, and call it the mobile channel, is something that is not about setting and forgetting, which I think historically, gaming has done that, right? You know, it's just sort of set it and forget, and it should just take care of itself. Now, we've created an ecosystem of value-added products and services that will create value in that journey for the operator, but also for the player, for the user. And that is significant, and that's where I believe we're differentiated in our approach. We're creating value into that journey so that at the end of the day, it's turnkey for the operator, and then the customer can get, the player can get all the things that they want in that mobile channel and the mobile experience. But look, it's not going to be for everybody, but I will say is, the data that we've got right now is very compelling for operators, and it's not if, it's when. Hi, guys. Thanks for the presentation. Chad Beynon from Macquarie. Darren, maybe an addendum to that question. I was gonna go with that one, but I'll give you the harder one. So given the recent cyber attacks out here and the awareness from all the operators, this is coming up in a lot of meetings, they've talked about investing internally and externally to just make sure that they protect player value and and drive revenues and margins. So these incidents that recently happened, how does that impact you, the industry, and what learnings did you take away from this? Well, you know, transparently, cyber incidents in gaming have happened now for several years, and so what I would say is when they were, you know, started being a lot more prominent, you know, several years ago, you know, we took the approach where we're going to be very conservative in terms of the products and services that we provide on premise. We're gonna make sure that we're providing bespoke security around and layered into that, so that at the end of the day, look, you know what? I don't trust you, you don't trust me, but I'm gonna provide you a bespoke custom security suite around our products and services. So at the end of the day, security is top of mind for us. It's top of mind for our executive team, for our Board. We're wholly focused that as part of our DNA every day in everything that we do, and so, I would say that we provide a tremendous level of confidence with our customers, with our products. We get them tested by, you know, independent third-party testers. Our own customers test our products with their penetration testing. So look, we feel good where we're at, but we're not sitting back. We continue to evolve and make those investments, right? You heard, you know, Randy and everybody talk about the investments that we're making in our technology. Security is one of those, and you know, you have to have it, and I think... I don't believe that there's anybody that's doing what we're doing with respect to some of the capabilities that we have. But again, we're not sitting back. We continue to try to set the bar higher and higher from a security standpoint, so when our customers have our products and services, they feel good about what they have. He went a long way around that. Hey, good afternoon, guys. John Davis, Raymond James. Randy, I think you've talked a lot this year about the cabinet launch and how important that is to getting the install base growing again, and I know you guys do a lot of pre-G2E meetings. So just curious, kind of, early feedback and, you know, how do you think about growing the install base today, where you sit versus, you know, say, a month or two ago on the earnings call? Look, I'll start, but then I'll turn it over to Dean and Dave, actually, probably more than even than that, just on our G2E pre-meeting. So just so for everyone here, you know, we do significant pre-G2E meetings where, you know, the managements from these major casinos that have our products come in and take a look at what we're showing, and we had the new products in our showroom. And they let me come down and talk for a couple of minutes, and then they moved me along because I don't know much about them exactly. So, but I will tell you, you know, I talk a lot to our customers, and I feel like the feedback that I'm getting from Dave and Dean is that, you know, they are impressed. They like what they see. As you know, it's all about content and how it performs, but they like the swings that we're taking, right? They know that we have to make some changes, and we're not sitting back, and we're investing dollars to do that. And so I think they're very, you know, they're very appreciative of what we're doing, and I think they're, you know, they're giving us the let's see how it performs. I think, you know, we're gonna, we're gonna place, you know, new product out there in the install base, and the question is, is how, how will the games perform? I’ll turn it over to Dave and Dean for anything else. Hi, Dave. Yeah, this year, I would say we had a 10% increase in the number of pre-G2Es that we did. It's about an eight-week season leading up to this week. The feedback has been very encouraging, very positive, as- and all of the meetings are, are very engaging. The customers, very attuned to the business, the competition, and they're very capable and willing to give feedback and dive into the details. All along, we've been very encouraged by the feedback. Some of them throw down the challenge, obviously, of where we are in the market right now and encouraged us to keep on going and look forward to seeing us on the show floor here this week. Dean? I would say, from a customer side, first thing out of their eyes and mouth is why you've been really busy for the last 15 months or so. There's just a tremendous amount of new, and I think that's the easy way to put it. There is no doubt, just like with everybody else, it's, "Show me, don't tell me." They wanna see it, but they got every ounce of confidence, and, you know, they're our biggest backers and supporters, our customers. They're gonna give it every opportunity to make sure that the product gets appropriately placed out on the floor, and it's up to the product to do its, what it's supposed to do. But there is no doubt through this eight-week season that when they come and take a walk into our showroom and actually see the physicality of all our new cabinet introductions and just the truly breadth and differentiated content that they've seen, much more so than even in years past, through all of our expansion of studios and head count and so forth. They know we've been rolling up our sleeves and very hard at work to make sure that we're putting our best foot forward. And John, I'd end with this. Look, I'm optimistic, and you know, that doesn't come very often for me. I am very optimistic about next year. I mean, I really do think that the time and effort and- ... and it's not just the, the, the physical, piece of the game, and we talked a little bit about it. I don't know if that resonated with people, but look, we were very successful in what we'll, what we called an entertaining player game. A player who likes the, you know, likes the graphics, likes to get in the bonus, but, you know, that's what they enjoy. Where we weren't at and, and where we needed to be, because we know that video is where the, the biggest green field for us is, right? We've done very well mechanical, but it's getting that avid player, the player that, you know, they wanna come in, they want a great shot at making a lot of money if they can, and if they lose, they're okay with that. They're not okay with it forever, but they know what they want. And I actually—we had a, I'll say a corporate retreat, but really a strategy session in June, and I got to go out with some of the degenerate gamblers that are in this group. And really learned a lot about how excited somebody that's an avid player—and you'd have to get into their mind. I don't—that's not where I end up at, but they really, you know, it's very... they get very excited when they hit a certain bonus round because they know they have a chance to make a lot on that spin, right? They're getting multiple spins. But, look, it was very informative for me, and I think that's what I'm probably more excited about, is that we're taking some swings in the avid player, because that's not where we've played before, and we've done very well on the entertainment side, but to really expand into that, into that video, you know, video section that we're not as well representative, that's what we've done. And so, you know, I mean, back, it goes back to your point, David. I've only let Dean, you know, get to, like, you know, he can have six that go bad, the other 80 have to hit. But we know that. We know they're not all gonna hit, but I think he really started, you know, late last year, really working with the team that, "Look, we've got to change some of the things we were doing. We were very successful. That's good, but we now need to take that success to the next level." And I, you know, again, with and with John, I'm, I'm optimistic. A couple other things. Just seeing Randy pull greenbacks out of his pocket and gamble, it was a great, great night. But, you know, when you're walking around the Venetian and Palazzo, we have two of our new cabinets on the floor, Dynasty Reserve and Dynasty Dynamic. One of the customers we did a pre-G2E, very enthusiastic, said, "Let's get it on the floor for G2E. I love when Randy talks about play mechanics. Nothing brings a bigger smile to my face than Randy talking about avids versus entertainment and everything else. Impressive. Any other questions? Well, look, I would end with, if nobody else, I'd end with a couple things. I really do believe on the game side, Dean talked about it a little bit, and I'll talk about it. The theme from the game side, and it's really on both sides, but it's more. It's not just more because we're doing a lot, but it's new cabinets, new content, and into new markets, right? We haven't been in VLT. We're just getting into HHR. We believe we can get into Australia. There is runways with this company. On the FinTech side, as Darren's, you know, pointed out, I think we've got a couple products that are gonna be very interesting to people. I think Vi will take some people really off guard because it really does bring a whole solution to, you know, a lot of casinos, you know, how do they get into the online gaming or, you know, on-premise gaming, to really, you know, add to their, to their current, you know, their brick and mortar. So with that, if I don't say hello, maybe I'll catch you at the booth. If you leave quickly, make sure you grab a shirt. There is an Everi shirt, you know, that's what a lot of you guys come here for is for an Everi shirt. So we don't wanna, we don't wanna disappoint. We really do appreciate your time, your support, and you know, look, we are looking forward to a really good G2E this year, so thanks for coming.