Good morning, everyone. This is Allan Dow with American Software. Joining me today is Vincent Klinges, our CFO, and we're glad to be part of the Needham Conference. Thank you all for participating with us today. For this session, we'd like to give an overview of our company, American Software, and in particular, spend our time about our core business, which is our supply chain planning applications under the brand of Logility. So we'll get started. As we all know, during these conferences, there may be some forward-looking statements that may be present during the conversation. But let's dive in. We wanted to talk about a few things. First of all, give a few highlights, and then we'll deep dive a little bit deeper into each one of these topics. What's probably most relevant about our company today is, if you've followed us at all, you've been able to see that we've been continuing to focus through some activities around our divestitures and some acquisitions of late, that we're really focused on putting our business, our focus business, around supply chain planning applications. We are an AI-first application provider today. What that means is that we've evolved over the many years through both organic investments in our R&D organization and through some acquisitions, to make sure we're bringing the latest technology to the landscape of today's supply chains. We, as consumers, all know that the supply chain space has been through a lot of challenges, a lot of disruptions, a lot of stalls, a lot of acceleration, excess inventory, and it's still going on today. Both world events, climate events, and other labor-related disruptions that can throw a hiccup or a wrench into any one brand owner's supply chain at any given moment. So our solutions today provide a great avenue for them to understand what those disruptions can be, make sure we've got inventory available and on the shelf for we as consumers. The majority of our clients are brand owners who do serve the consumer brand marketplace. So the things that we buy every day, anywhere from consumables to durable goods, are really the kind of products that our clients bring to marketplace. We'll talk about some of those clients later. We've been in business for over 50 years. Obviously, the technology and the space and the capabilities have evolved tremendously. Over the last six years, we've been going through a very successful transition of moving from a traditional software licensing model, where we licensed the applications, they were installed in our client's data center, and they managed and administered those applications. The supply chain space was one of the last to start the conversion to software as a service and subscription model, but we very successfully transitioned that, staying profitable throughout that. We'll talk about that transition a little bit later. As a result of that, and a result of divesting some of the businesses that are not core and in our supply chain planning segment that were under the American Software umbrella, we are accelerating our growth model today, and margin expansion potential is really tremendous for us as we look forward. We've always been very proud of our strong financial position. We sit on roughly $80 million in cash today. We have no debt, and we've been profitable for over 20 consecutive years. We think that's not only important for you as an investor or potential investor, but it's very important for our clients as well. They're investing with us, they're partnering with us for their day-to-day supply chain operations, and that is a critical operation element of their operation, to make sure that their company is up and running, and their products are in the marketplace where consumers are looking for them. So our continued viability as an organization is critically important to the clients as they look to invest with us, or for they continuing their investments with us. They wanna make sure that we're financially viable. And over the last year, we've been taking a couple of steps to return that capital to our shareholders. We've been paying a dividend for many years, but this year we also invested about $10 million in the share buyback activity. We picked up about a little less than 1 million shares in a buyback that was announced earlier this year. We completed that over the last quarter and a half. Diving a little bit deeper, just to explain who we are. As I mentioned, we go to market under the Logility brand. Logility is very well known in the supply chain space. American Software was founded back in 1970. We are headquartered in Atlanta. Today, having focused on the supply chain planning applications, we sit with roughly 650 clients that are global in nature. So we have clients in every corner of the earth today, about 76 different countries where our applications are being used. Predominance of our market is in North America, which mirrors the supply chain planning market segment, roughly 60% in North America, and the rest of it is distributed around the world. So we are a global operations, both with our clients and with our operations and our staff. We have a singular focus today, as I've mentioned, in the supply chain planning space, both through our investments in our organic development and through the acquisitions that we've made, to continue to focus our efforts and energies. A couple of acquisitions recently, about a year and a half ago, around the network optimization space, which has been a real advantage for our clients who have adopted that technology. We've integrated into the platform, and they're able today to use that to really improve the performance of their existing supply chain network, where they hold inventory, how they flow the inventory, where they make it, hold it, and make it available for end consumers' purchases. So that's made a big difference. This past fall, we announced the acquisition of a company named Garvis. They were a startup company that had been up and running for about 2.5 years, ground-up technological innovation around using AI algorithms for doing demand forecasting, and then also exploring and democratizing the use of the applications for decision-making through the deployment of generative AI. We were very excited to work with those individuals that were in the Garvis organization, and then ultimately, last September, completing the transaction and onboarding that team and the applications into the Logility environment, and making those solutions available to our clients today. In the process, we've been divesting, making a few divestitures. One was a division called The Proven Method, which was not correlated to our supply chain planning applications in any way. It was an IT staffing business that had served us well for many decades, but no longer fit into the portfolio and the strategy of focus going into the days ahead. So we were able to find a partner that was interested in that marketplace that augmented some of the work that they were already doing in the same space, and we were able to transition that business with its people, those clients, and the operations over to the acquirer. So that was a smooth transition, very little disruption, and offloading an unrelated business to our supply chain planning. And then a little bit later, just late last fall, we were able to transition our transportation business, which is a very small division, focused on supply chain execution around the movement of product, to a firm that wanted to pick that up and acquire that business. And that has consolidated our focus today on the supply chain planning segment. So we'll continue to make acquisitions in the future, is our intent, and they will be centered around the Supply Chain Planning space, extending the footprint for our clients, so that we can sell those back into the existing client base of 650 strong. The platform that we have today around Supply Chain Planning, Integrated Business Planning, is really about making decisions faster, about how do we manage, manipulate, and respond maybe to disruptions that are happening in the supply chain for our clients. So it's a decision platform. It starts with what products are in the market and when they should be in the market. On the left-hand side, Demand Forecasting about the sales of the future sales of products, lending themselves towards long lead time items. Often, many of our clients are sourcing their products today that won't hit the marketplace till next summer or maybe the following spring, or the following Christmas. I mean, about 12-18 months of lead time on some of those products in our client community. Supply planning is around where the products will come from. Then once the inventory is available, how to push it into the marketplace and making it available, and the network optimization that I spoke to earlier on. So again, in the supply chain planning space. Having been around for a very long time, we're very well known and recognized for our capabilities. One is that very trusted set of applications. They are a set of applications that are easy to use, easy to implement, faster than most of our peer competitors, and a very trusted supplier from a security, ongoing operations, and viability. We both invest, as I said earlier on, in, organic development, as well as extending our footprint, which continues to add value to our clients as they go forward and continue to partner with us. The, acquisition that we made, the Garvis organization, bringing AI first forecasting to the portfolio, is a very interesting one. It is innovative, much like we were 50 years ago when we first- we were the first to market for demand forecasting for consumer goods products. This is the first to market on AI-based forecasting algorithms, which provide a much simpler use, much more accurate forecast, and much more insightful and easier platform for expanding the use into the executives that may be making decisions about shifts in the supply chain and how they may respond to any disruptions. So it's a innovative capability. The ChatGPT generative AI capabilities are really helping to expand the insights and decision-making, the speed at which decisions can be made around supply chain shifts. The organization, Garvis, had a number of clients that were out there, some very well-known companies, just a few of them mentioned here that had implemented the technology. So not only was it innovative, but it was tried and tested and proven to be effective, so we're very excited to be able to fold that back. We had worked with that organization, the Garvis organization, in advance of the acquisition, to be well poised to integrate it into the Logility platform. And we can announce today that we have a number of clients who've been able to upgrade, incorporate this new capability into their platform that were existing with us prior to the acquisition. So it very rapidly become part of the platform, and we're very proud of the work that our teams have been able to accomplish there in a very short time period. period. The capabilities are really quite interesting that are allowing us to take a new approach. Traditional forecasting algorithms, which every other company that's in this space have been using, is relatively linear, where we would take a look at past sales and try to predict the future. With the AI algorithms today, not only can we look at what historical sales were, but we can look at current trends, we can look at future forecasted items. So for instance, weather forecast or building starts can be incorporated in, so not only historical perspectives, but forward-looking metrics that may drive or change or influence the pace at which products are being consumed. All of those are taking a look at simultaneously and coming up with the best possible forecast for future demand. So it's pretty exciting technology that allows our clients to think differently, act differently, and be more proactive about what their products will be in the marketplace as they go forward. In addition, the ability to really drive more insights, a simpler user interface that allows our clients, our user community, to really simulate what might be happening, some events, promotions, new products that are being introduced, a much simpler and easier user experience in order to incorporate those in, helping to enhance the quality of the forecast. And our metrics that we've been able to see by deploying Demand AI into the marketplace is a 20%-30% improvement in forecast accuracy. That's a tremendous benefit from margin, on time in full, and increasing revenue by being able to fulfill orders that, otherwise they may have been out of stock, and they're driving incremental revenue for our clients. A number of a very exciting clients that came over that have been able to take advantage of this technology, JDE, Jacobs Douwe Egberts, is one of those clients that have been one of the early adopters of this technology, and they've been able to accomplish some tremendous improvements in their business operations by adopting that. They experienced a 32% error reduction over their prior systems that they were using, traditional forecasting capabilities. Able to accelerate their decision-making, improved on time in full, so tremendous benefits from the use of this Demand AI+ capabilities into their supply chain network. Some of the companies that we work with today, you may recognize some of these, and now that we've seen these logos, you may start to recognize them out there. Traditionally, most of our clients are around consumer goods or one tier away from consumer goods in the distribution model. So apparel is a very prominent space for us. Consumer durables, which is furniture, appliances, maybe personal goods, bicycles, that we may have longstanding items. Aftermarket parts for both electronics, automobiles, and consumer durable goods. Distribution model, food and beverage, home goods, many different aspects. Many of these companies are probably recognized by you and as users of the Logility applications. As I mentioned, a very strong presence in the consumer goods space. Roughly 80%, 80% of our total consumer marketplace is really centered on consumer goods or the retail side of the consumer goods, which pushes it up to the 80% range. As a company, we're very strong and serious about the impacts that our clients can make on the supply chain. If you think not only of serving clients well, but managing the inventory, making sure it's landed in the right place at the right time. So it improves the economic profile for our clients, but also it has a huge impact on the environmental aspects of their supply chain. Moving the goods once, streamlining the operations through the factories to make sure that the operational aspects, the production of those goods, is as efficient as possible, able to track the economic input, impact through the energy consumption and the waste byproducts that are out there. The recyclable aspects are tracked by our applications to bring products back into the supply chain to be reused or repurposed, are all out there. And then through our sourcing applications today, we're very proud of the work we're doing with many of our clients to ensure that third-party manufacturers are really abiding by the operational guidelines that they put on top of those manufacturing entities, to make sure that they are using the labor in an effective way, ensuring that the labor standards are in place for safety and compliance and work hours, that the labor pool is properly used, and making sure that as that flows all the way through, both from raw materials through finished goods, that every layer of the supply chain that's feeding into their finished goods prior to them coming to the market are meeting the entire aspect of that. So it's an exciting part of the marketplace that has helped our folks to improve their overall operations, their economic capabilities, and the impact on the world that we all live in. Vince, I'll turn it over to you to speak for a few minutes about some of the financial aspects. Great. Thank you, Allan. Next slide, please. There you go. These numbers, if you're familiar with the company, as Allan mentioned, we sold the IT staffing business to The Proven Method, so these numbers actually exclude that piece of the business. So with that, as you can see, the green line there is our recurring revenue stream, and you can see we have a rising mix of recurring revenue, which strengthens the business model. Recurring is very sticky business, and it's highly profitable. So that's, we're really proud of our model that's getting stronger. Next slide, please. So if you break down the recurring revenue, which is about 84% of our revenue now, you can see, 52% of our revenue now is subscription revenue, which is SaaS model. And then, so the blue area is the cloud business expanding. The maintenance, you can see going down due to normal attrition, but also due to what we call lift and shift, where we're actually converting the on-prem maintenance customers over to the cloud. So we still have a significant opportunity to convert more of those customers in the green area on-prem maintenance over to the cloud, which will actually provide better stickiness for those customers. And they wanna go over to the cloud too, because that's where the Generative AI capabilities that Allan was talking about. So there's a real incentive for them to convert over now. Next slide, please. This is a gross margin. You can see our gross margin's been roughly in the mid-60s%, but you can see the mix of the margins changing as the orange line there is the SaaS gross margin coming in. If you look at it from a non-GAAP basis, our subscription gross margin is actually running around 71% in the last couple quarters. As we actually increase our subscription revenue, we anticipate that revenue to or excuse me, that margin to go from 71% to the mid-70s%, maybe a little higher than that, which will actually match the maintenance margin, which is running at about 80%. Pretty excited about that margin business in the model. Next slide, please. The other thing that we're very proud of as a company is, as we transitioned from on-prem to the cloud, we stayed profitable, which a lot of companies have trouble doing that as they book SaaS revenue and have to spread it. It puts some pressure on the revenue model and also the earnings, but we managed to stay profitable. At this point, our margins are trending around 15% EBITDA margins, which excludes stock options expense. As we grow our subscription revenue, we anticipate those margins trending back up into the 20s, 20%-25% range. Next slide, please. This slide shows our RPO, Remaining Performance Obligation, or another word to think about it is backlog of contracted business. You can see that it's sequentially up the second quarter we just announced. It's down year-over-year because we've had softer bookings in the last couple quarters, but we actually are seeing improved pipeline right now, and we see that trend going up on RPO. And as far as guidance, we have a guidance range of $100-$104 million, and total recurring revenues of $85-$88 million, and just EBITDA between $14.5-$16 million. And these numbers reflect the divestiture of The Proven Method. So that's all I have. Oh, sorry, one more slide. Yeah, this is just a metric slide to show enterprise value to sales. We're about 2.5 times right now in our stock price, and EV to EBITDA is about 18 times. That's all I have. Well, great. Thank you for that presentation. You know, again, my name is Rob. Really sorry for some of the technical difficulties to start off the the webinar here. Just as a reminder, we are taking Q&A in the chat, so I'll look out for some questions coming in there. But just kinda to kick things off here, you know, just double-clicking on the cloud the cloud conversion opportunity. As the interest in AI and, you know, some of the the hype cycle surrounding, you know, generative AI and just AI capabilities, has that driven an increase in inbound conversion opportunities and requests? And then again, you know, what is the normal timeframe to get a company fully transitioned from on-premise to cloud? Hey, Rob, thank you for that question. It's a good one. Let me, I'll go backwards through that. So the transition time to move an existing client from on-prem onto the cloud is relatively short and straightforward. We've invested heavily into making sure that we have the technical conversions that can be done fairly seamlessly. So a typical conversion, if it's, if they're on a relatively current release, it may be as quick as a month or a couple of months to make that happen. If they've got a little bit long in the tooth on their upgrades, it may be two or three months to get that done. But most of that is really preparing for and educating the users on maybe a new user experience or some of the new capabilities that would be available to them. So it's not too onerous, really, to get them to move. The releases that we have coming out into the marketplace today are having more and more capabilities that are only available on-prem, or only available in the cloud, not available on-prem. So the incentive to move is becoming stronger and stronger, including the most recent acquisition, or the last two acquisitions, for that matter. Those capabilities are only available in the cloud as well. So we have a two-pronged strategy that's coming together. One is that we, because of the unique capabilities that we have in AI, we have more and more people coming to us of interest. We're having a record turnout for events that we're conducting, webinars on the ideas of AI-first forecasting. We're having record turnout. We're building pipeline faster than we had in the past. But also, it's accelerating our conversions. The hype cycle is a good point, Rob. You know, one is there's a community of folks out there that are really excited about it, and then there's a community of folks that are as nervous as all get-out about it as well. Because we've all probably have experienced, some of the halo effect around generative AI. If you ask it what your last name is, you might not get the right answer multiple times over. But, you know, we've worked really hard to make sure that the application of generative AI into the supply chain is really focused on the clients' data. So it's really trying to find insights, help them navigate, help them perform more efficiently. But by channeling the generative AI around the datasets that they have within their enterprise, we really limit the halo effect and false answers that people are nervous about it in today's marketplace. So the application is really starting to take off. So good question. Thank you so much for that. Got it. No, great to hear. And then you kind of showed, you know, your customer base and, you know, the different sectors that, you know, they operate in. You know, seems fairly diversified. You know, given the macro, you know, have you guys noticed any sectors, you know, displaying particular strength? You know, any sort of resilience? And then, you know, when it comes to customer metrics, any, you know, again, any sectors displaying just stronger ads, you know, given the macro? Yeah. In today's marketplace, we... There's a radio broadcaster here in the Atlanta area, where we're headquartered, that talks about consumers and consumer goods, and managing your finances, and how to protect yourself, and his name is Clark Howard. He happened to put on the radio, I caught a clip of that earlier this week, and he said, "There's a stuff recession," which we're experiencing. So, particularly, discretionary spending areas in the consumer goods space is in a lull right now. We're seeing that, and as we engage with many of our clients, they're struggling. They've got too much inventory. The Christmas sales were off. Many of those are going through cutbacks. We've had a few clients that have gone through business disruptions and shutdowns or bankruptcies. Not a lot, but we're just seeing a little bit of pressure on them. Yet there's other segments of the industry that, the consumer goods, that's growing. Food, food and beverage, hasn't really changed, personal care goods, hasn't changed. They're still growing, and working well. So we're very fortunate to have a broad client community. Some of them are struggling right now, but some of them are growing and... But all of them, no matter what space they're in, they know they're gonna survive, whatever disruptions we have in the short term, and they're thinking about the future. What the pandemic taught them, and all of us, is that these disruptions are here to stay. They're coming more frequently. They're gonna persist. We're never gonna get to a stable environment that's gonna be perfect. So they're looking at their overall, their supply chain operations and thinking of, strategically about how they transform to be more agile. To be able to not only withstand those disruptions, but to thrive and grow, through those disruptions, and take market share, and be a stronger company as a result of it. Got it. I appreciate that insight. Then just one last one from me is, you know, can you just touch on some of the competitive dynamics, you know, within this space? You know, when you see a new customer, a new logo come in, are you guys commonly displacing, you know, certain solutions, or is it more of a greenfield opportunity for you with, you know, potentially homegrown stuff? The supply chain planning space has been around for 50 years. We've been in that space for 50 years. So it is a very mature market, but it's a niche market that's very hard to break into. So, you know, and, and the reason it's hard to break into is that, the companies that, that we work with, they're, they're so dependent on us. We can make or break a career by success or failure, or we could make or break a company by success or failure. They'll either thrive and grow, and be a stronger organization, but if they really stumble through a supply chain deployment or the use of supply chain applications, it could damage the company. So, so it's hard to break into the segment. It's a little bit about like the old days, you know, no one got fired for buying IBM. They're they look for a trusted partner. In today's space, particularly, in the cloud environment, they rely on us every day to help manage their supply chain. The systems have to be readily available. So to come in as a startup is very difficult. So, our competitive landscape really hasn't changed dramatically in well over a decade. Same companies. However, we have a long tail. Much like the company we acquired, Garvis, you can have a startup, but you're gonna get a small project inside a major company or a small company. And most of those companies end up getting acquired by us or some of our other competitors in the marketplace over time. So competitive landscape hasn't changed. It's a bit of a game of leapfrog. I think we're leaping out in front right now through some of the technology, not only through our internal investments, but also from our acquisitions have given us a competitive edge. And we expect to try to stay on the forefront of that and make sure that we're out on the front end of it. But we've been around for a long time, and we're gonna be around for a long time into the future, with the capabilities we have today. The client base we have, 650 strong, and our continued investments, because of our financial profile, we can stay in front of most. Got it. No, appreciate that insight. I'll give a few more moments for some Q&A to come in. I'm not seeing anything- Okay ... but if there's anything anyone wants to ask. While we're queuing those up, Rob, just want to reiterate, we thank everyone for joining us here at the Needham Conference. It's a great event, and appreciate all the participation that we've had from the folks that have joined us today. No, appreciate that. Well, you know, I'm not, I'm not seeing anything come in, so, you know, with that, I'll probably give everyone a few moments, a few minutes back to their morning. But, you know, again, appreciate the presentation, appreciate all the insight and, you know, feedback here. You know, very interesting and, you know, obviously wish you guys the best of luck, you know, in the coming years. Great. Thank you, Rob. Thank you. Good rest of the day. Bye-bye. You too.