Next up, we have IDT trading as IDT on the New York Stock Exchange. I would now like to introduce Bill Ulrey of Investor Relations. Thank you. Thank you. Thanks, and thanks again to the Three Part Advisors team- Sure. -for hosting us today. I am going to walk through our slide deck, and please don't hesitate to interrupt at any point, should you have questions. First, some housekeeping. IDT's fiscal year ends on July 31st, and our slides today will discuss results through the third quarter of our fiscal year 2026, which were the three months that ended on April 30th. We will report our fourth quarter results and full fiscal year in the last week of September. IDT has been a public company since 1996, and we celebrated our 30th anniversary by ringing the opening bell on the New York Stock Exchange this May. We are firmly in the small-cap space with a market cap currently a little over $1.7 billion. Unlike many other small-cap companies, IDT is distinguished by its strong balance sheet and increasing profitability. Our balance sheet at April 30th had $251 million in cash and no debt. Over the past 12 months, we generated revenue of $1.3 billion and $147 million in adjusted EBITDA. We use part of the cash we generate to return value directly to stockholders. Over the trailing 12 months, repurchases of our common stock and payment of our quarterly dividend totaled $26 million. Our 1,950 employees are globally dispersed. About a quarter of them work out of our headquarters in Newark, New Jersey. IDT operates six primary businesses. The three growing high-margin businesses on the left side of this slide are increasingly profitable. Collectively, they contribute about a third of our revenue and two-thirds of our gross profit. In aggregate, they are powering the accelerating increases in IDT's consolidated profitability and cash generation. The three businesses on the right-hand side of the screen comprise our traditional communication segment. The traditional communication segment is a prodigious cash flow generation engine that enabled us to build the three growth businesses from scratch without resorting to debt or dilutive capital raises. In the three decades IDT has been in business, we have also built a core of strategic assets. These strategic assets were foundational in the creation of each of the six businesses in our portfolio. Despite the diversity of the industries in which they operate, each of these businesses is, in this sense, interrelated. Moreover, each of these six businesses continues to invest in and to strengthen one or more of these core assets, synergistically investing in IDT's long-term growth and strengthening our competitive advantages. The presentation today will focus on our three high-margin growth businesses. Now let's look at the first of these, National Retail Solutions. NRS operates a point of sale-based platform for independent retailers. Think of bodegas, convenience stores, liquor, and tobacco shops. From the time we founded NRS about a decade ago, we envisioned a partnership with the mom-and-pop retailers who are already selling our BOSS retail products. These retailers lack the technology to run their businesses efficiently and effectively enough to compete against the large C-store chains. Today, NRS is a leading POS provider in the independent retail space, and its platform also serves advertisers and marketers who want to reach these retailers' nationwide, multicultural retail customer base. NRS' recurring revenue, which excludes sales of its POS hardware, totaled $36 million in our most recent quarter. Over two-thirds of the recurring revenue was generated by merchant services, which is primarily credit card processing, but also related services for retailers. Advertising and data sales contributed 16% of NRS' recurring revenue. Each POS includes a customer-facing digital screen that displays still and video ads at the point of purchase. NRS sells its inventory of available advertising, along with access to its SKU-level transaction data to CPG marketers, data analytics firms, and other buyers. The balance of recurring revenue, 12%, was generated by the monthly recurring charges collected from our retailers for the software that operates the POS. Today, NRS operates approximately 40,000 POS terminals at 34,000 retail locations. Reliable data on the total addressable market is hard to come by, but based on what data we do have, we estimate there are approximately 200,000 convenience stores, bodegas, independent liquor stores, and tobacco shops in the U.S. Our current market penetration is about 20%. We continue to add hundreds of net new stores per quarter by leveraging our unique strengths in this market, including our strong NRS brand, our proprietary software and hardware built specifically to the needs of this market, and a sales force of several hundred experienced agents to help close the sales. Annual recurring revenue at NRS has grown from $45 million annually in 2022 to $141 million in the trailing 12 months. Growth has been powered by strong increases in average monthly revenue per terminal, which climbed to $307 in the most recent quarter from $279 a year earlier. NRS' bottom-line expansion has outperformed as the business has scaled. In the trailing 12 months, it generated over $41 million in adjusted EBITDA for a 28% EBITDA margin. We look to the rule of 40 for SaaS businesses as a key metric to evaluate growth and profitability, and NRS achieved an enviable 50% score in the most recent quarter. Now let's look at our second high-margin business, BOSS Money. BOSS Money is our international money remittance business that enables our customers, primarily first and second-generation immigrants in the U.S. and Canada, to send money to family and friends back home. We report BOSS Money within our Fintech segment. Although the segment also includes smaller financial initiatives, BOSS Money contributes a large majority of Fintech's revenue and income from operations. BOSS Money is primarily a digital remittance provider. Almost 90% of all our transfers now originate in either the BOSS Money app or the BOSS Revolution Calling app. We work very hard to provide an outstanding user experience on our apps, and that effort has been a key driver of our success in the space. Because we are a digital-first provider, our growth profile more closely parallels rapidly growing digital money transfer services like Remitly, rather than the more slowly growing or declining retail-dominant money transfer providers like Western Union, Intermex, or Ria. Digital channel revenue increased by 27% in the third quarter compared to the year-ago quarter, driven by a 20% increase in transaction volume and a remarkable 40% increase in send volume, the total amount transferred during the quarter. That marks a steep acceleration compared to the prior quarter. We attribute this acceleration in part to the new federal remittance tax on transactions paid for in cash, typically at a retail store. The tax went into effect on January 1st. The new federal tax has accelerated a longer-term customer migration from retail to digital that was already transforming the industry. Now, with the tax in place, traditional bricks-and-mortar-based retail providers have seen their growth rate slow further or reverse, while digitally focused offerings have been able to maintain, in the case of BOSS Money, to accelerate their growth trajectories. As we mentioned early on, BOSS Money is the dominant contributor in our larger Fintech segment's results. In our third quarter, BOSS Money drove a 30% increase in Fintech's adjusted EBITDA to $6.6 million, and for the trailing 12 months, adjusted EBITDA surpassed $25 million. Now let's look at the third of our high-margin businesses, net2phone. net2phone provides intelligent communication solutions to business. We built net2phone leveraging IDT's telephony network in North and South America and the professional staff we had in place across Latin America selling prepaid international calling and SIP trunking services for many years. Today, net2phone offers four core offerings. Unite, a Unified Communications as a Service solution, uContact, a Contact Center as a Service solution for high-volume sales and support teams. net2phone AI Agent handles routine customer interactions and associated workflows, and net2phone Coach helps organizations improve agent performance through sentiment analysis, feedback and coaching, and analytics reporting. net2phone has been able to maintain growth and profitability at rates higher than many industry peers, in part by building its business around three strategic differentiators. First, unlike the largest players in the space, such as RingCentral, net2phone focuses on mid-market and small-market businesses with less than 1,000 seats. Second, net2phone in most of its markets goes to market exclusively through technology service distributors and channel partners, and its offerings are structured around this go-to-market strategy. Third, net2phone has a unique geographic profile. It generates nearly all of its revenue from North and South America. Nearly half of net2phone's seats are in relatively underserved Latin American markets. These three differentiators have helped net2phone achieve a 17% subscription revenue CAGR over the past four years. Subscription revenue TTM totaled $93.5 million and increased 12% to $24 million in the most recent quarter. At the end of the quarter, net2phone served 441,000 UCaaS plus CCaaS seats. By the way, while seats served is a meaningful KPI for net2phone's UCaaS and CCaaS offerings, it is not applicable to its AI Agent and Coach offerings, which once they become material, we'll begin to report them in different account-based metrics. net2phone pivoted to generate positive adjusted EBITDA in 2023 and generated over $15 million in adjusted EBITDA TTM. net2phone's adjusted EBITDA margin reached a record 17% in the most recent quarter as its unit economics continue to improve. To wrap up, net2phone has successfully leveraged its key differentiators to grow revenue at double digits while pivoting to profitability. The introduction of net2phone AI Agent and Coach, together with their integration layer, offers exciting upside potential. Now let's look at our traditional communication segment, which is, as I mentioned, a durable cash generator. The traditional communication segment comprises three businesses. The largest, IDT Digital Payments, is predominantly sales of mobile top-up offerings but also includes our platform for prepaid B2B offerings, Zendit. The segment also includes IDT Global, our wholesale carrier services business, and BOSS Revolution, our international long-distance voice business. Both of these businesses participate in the prepaid international long-distance minute industry, which is in terminal decline as free voice services, WhatsApp and others, gradually replace it. Adjusted EBITDA generation from the traditional communications segment as a whole has been relatively stable over the past several years. IDT Digital Payments and BOSS Revolution Calling are benefiting from the gradual migration of customers from lower margin retail to the higher margin digital channels. At BOSS Revolution Calling, we have introduced new higher margin plan-based offerings. These measures help the segment to achieve an adjusted EBITDA margin of 9.5% in the most recent quarter, a slight but significant year-over-year increase. Across these businesses, as we continue to develop innovative new offerings, streamline operations, and reduce overhead, we are able to maintain consistent adjusted EBITDA generation. I mentioned early in this presentation that we built our businesses around a core of strategic assets. Now that we have looked at each of our business segments, let's take a step back and consider how these strategic assets enabled us to build sustainable long-term advantages. Our BOSS Revolution Calling, BOSS Mobile Top-Up, and BOSS Money Remittance businesses are focused on a common addressable market of first and second-generation immigrants in the U.S. They share digital channel distribution through our BOSS Money and BOSS Revolution apps, and in the retail channel, overlapping networks of independent retailers. All three offerings operate under the umbrella BOSS brand. By intensively cross-marketing and cross-selling these three offerings, we leverage their common customer base, distribution, and brand to substantially reduce customer acquisition costs far below levels that any of the three offerings could achieve on their own, while enhancing at the same time the lifetime value of each customer. The strong expansion of gross profit generated by these three offerings, a 17% CAGR over the past four years, speaks to the advantages conferred by the common core assets. To wrap up, let's take a look at IDT's consolidated results. IDT's 5% year-over-year top-line growth in the most recent quarter reflects the ongoing rotation from the large, low-margin traditional communications segment to our three rapidly expanding high-margin segment businesses. Our NRS, Fintech, and net2phone segments collectively increased revenue by 17% in the second quarter, helping to drive their collective revenue contribution to 34% of IDT's consolidated revenue, compared to 30% a year ago. We are still in the early stages of this rotation and expect to see the revenue growth gradually accelerate over time as the growth businesses become proportionally ever larger contributors to IDT's top line. Year-over-year, the same rotation dynamic is driving accelerated adjusted EBITDA increases, and that tailwind has been boosted further by the increasing adjusted EBITDA margins of our high-margin growth businesses. In the most recent quarter, the consolidated adjusted EBITDA margin increased 90 basis points year-over-year to a record 11.9%, while the growth businesses contributed 55% of the total, driving a 13% increase in adjusted EBITDA to $37.5 million. To wrap up, IDT's financial results are increasingly reflective of our three exciting high-margin growth businesses, NRS, BOSS Money, and net2phone. Their increasing revenue contributions position us for robust long-term increases in consolidated cash generation and profitability. That growth, in turn, will enable us to further fortify our balance sheet and to continue to return value to our shareholders, both directly through our quarterly dividend and through opportunistic repurchases of our common stock. Now, Marcelo and I would be happy to take any questions you have. Thank you very much. Yes. I know it's been mentioned that it seems like an attractive spin-off in the past, and even said it's been showing more appealing again, but since it was postponed in 2022, nothing's really been happening with it. Is there a certain market environment that you guys are looking for for that to happen? Or what does the future look like? For net2phone, sorry. Right. So you're correct. Back in 2022, we were getting close to doing the spin-off of net2phone. That's when the market valuations went down significantly for all technology businesses. The last thing people wanted at that point is to have another software company, that's losing money at the time, to go public. So we decided to postpone at that time and to completely redo net2phone, so that would become much more valuable and attractive. I think we have accomplished that, right? net2phone have now just surpassed $100 million in revenue. As Bill mentioned earlier, now the business is becoming highly profitable. It's doing around $16 million in EBITDA. We believe internally at IDT, and that's true for net2phone, it's true for all the segments, that the time will likely come when we will monetize this segment. Now, we do believe that that's a very positive way of unlocking value. We've done that many times. I think that besides IAC, we're probably the other company that have done most spin-offs. Having been a company for 25 years, I've done five spin-offs. But I think we believe these days that we want to make our businesses much larger before doing so. So NRS might become a $200 million business by the end of this year. net2phone has to pass $100 million. We're really looking for very attractive capital markets before doing so. We think that the locking value today would be good. It would be good for shareholders, but we think it would be even better if we did so once these companies are larger. I think it would attract also a different set of investors if the businesses would be bigger than they are today. For all honesty, the management teams of these businesses, being unburdened from having to run separate public companies, I think they are benefiting a lot from being part of the portfolio. There are a lot of synergies that we bring to the table in terms of capital, in terms of management. I think that for the foreseeable future, unless there is a major change in the capital market economics that is a must-go, we will probably hold on