Following their comments, we're going to have time for Q&A. If you have a question, please utilize the Q&A icon and submit it, and I'll present it to management. With that said, thank you, everybody, for being here. The floor is yours. Thank you, John, and thank you, Sidoti for hosting the presentation today. Before we start, just a quick reminder that this presentation, as is available on our website, is governed by Safe Harbor Protection. Some of the statements we make will be forward-looking in this presentation, so I wanted to just remind users and listeners of that clarification. With that, I will throw the presentation to Natalia to walk you through the materials for today. Thank you. All right. Well, thanks so much, Ed, and thank you, John, for the introduction. So yes, it's a pleasure to present Mistras Group to you all. I'm the CEO of Mistras. I had started with the company this January, so I cannot say that I'm new any longer. But it's been a great run so far. So we're very pleased. I'm very pleased with the team here. You see my executive leadership team on the right-hand side. And just to give you a little bit of an overview of what Mistras does, so we are essentially a leader in technology-enabled industrial asset integrity. And we are providing testing and inspection services for critical industries such as energy, oil and gas, aerospace, defense, power and utilities, manufacturing, and infrastructure markets. The reason why we exist is because our clients need to maximize their reliability and uptime of their assets. That's exactly what we do. We provide those services. Mostly, it's the field services. It's the in-lab services. I'll talk more about those services across the presentation. Just again, point to you that, as I just mentioned, I have started with Mistras recently here with my leadership team. I had made some changes to my leadership team. I brought new players in, and now we have a very balanced team with a few members, new members coming from the industry, and then a few members who have experience in our company, such as, obviously, is Ed, our CFO. We can go to the next slide, and I'll share with you a little bit more about the structure of the company and essentially our services. Here, field services is our major kind of mix or large share of our business mix, followed by laboratory testing. We have a network of laboratories across the U.S., Canada, and Europe, and then followed by data analytical solutions. I will cover each of those fields in more details as we go, so here on the right-hand side, you also see the industries that we serve. Again, the biggest share is in oil and gas. Specifically, what we do for our oil and gas customers is we provide the services, non-destructive testing of their assets, so we could be on-site, which is what we call run and maintain, or we could be called in for the turnaround services. And so where we send a number of our technicians on-site, where the plant or manufacturing facility or the refinery is being shut down for a number of days or could be a few weeks, and then we do the entire testing for the entire facility, for the entire plant at that time. So that's what we provide for oil and gas customers. When I mentioned data, data services, it's essentially industrial software that we use. And this is our proprietary software that we have been developing for a number of years now that collects all the data from the testing and inspection services that we perform for these customers. Data services are provided mostly for our oil and gas customers. And again, as I said, I will be talking more about the data services later today. And then 12% of our revenue share is our aerospace and defense end market. Again, this is the services that we provide in labs within our laboratories where the customers have sent us components or parts of their equipment, of engines, of any other parts that then will go into the manufacturing of new products. So it's slightly different than the field inspection. It's also non-destructive testing. So it could be X-rays. It could be radiology. It could be ultrasonic testing. It could be a number of non-destructive testing when we actually do not destruct the asset or component or part. We actually test it and then send it back to the client, and we will send the report that will accompany that particular product. So we are quite diversified when it comes to geography. So the majority of our operations, about 70% in North America, specifically in the U.S., followed by Europe and then the rest of the world. And our European platform is slightly more diversified than our U.S. platform or North American platform. So there you will see a much bigger presence of industrial end market, aerospace, defense, oil and gas, power, utilities, and so on. So in the key figures, again, just give you an overview of revenue around $730. This is 2024 data. And then we are about 4,800 employees and growing. So we have 100+ locations. So that's kind of, in a nutshell, the company and the services we provide. So now I want to go a little bit more deeper on each of the services. And here we start with field services. And the field services, what we are most proud of, and it's truly our differentiator in the field services, is our technology. So to give you a little bit of history, and this is a good segue to give you a background of the company. So the company was founded by a visionary leader, Sotirios Vahaviolos. So Sotirios has started non-destructive testing, and he started it with products. So he was solely focused on the manufacturing and development of products, sensors, monitoring technologies that were put on the bridges and tunnels. And he monitored performance of these structures and then provided data to the clients. With time, he then bought, acquired other companies that provided services and provided data and other services that were important for our clients as we continue to service those markets. And so why I'm giving you this history is because we really keenly focus on our R&D and technology development because we believe this is our differentiator to succeed in the field services. Because there are plenty of other providers or vendors or suppliers that provide these types of services. What differentiates us is really our technology and our ability to innovate each year, each time, because we continue to invest. So the company is known for its technical credibility, for its technical expertise. In fact, we have a number of employees in field services that our clients know by name. And so they request for very complex turnarounds, for very complex work, very complex problems that literally they require a specific person to help them. So one of our biggest differentiators is our technical expertise. So here on this particular screen, you see our Crawler. This is a device that we use, and we found it in Alaska. I don't know if you, Ed. This is patented, built in Alaska, built by our employees out of necessity for the customer. The voice of the customer Natalia talks about gave birth to this, where we built an automated crawling device that takes X-rays with only one technician, replacing what maybe a team of four technicians would have done prior to that. And that's exactly right. So again, it's our investments, and our CapEx is going into the development of these robots, the crawlers, the other technology that allows our technicians to spend less time effectively inspecting the asset, but more time in analyzing the data and then presenting that intelligence that the customer can act on. So that's just a little example. And we can go to the next slide, where I would like to talk a little bit more about our. Can we go to data? Okay. Yeah, to our data analytical solutions. So that's another very important differentiator that we want to spend a little bit of time describing. So this is Plant Condition Management Software, in short, PCMS. So PCMS is. Think about it as IoT or industrial software, where we store and manage and capture the data that comes from the inspections and testing. So this data, in fact, could be coming from Mistras, or it could be coming from the other sources, like our competitors' testing and inspection, and so on. Most of our clients implemented this type of software, either it's their own applications or it's the third party, which is our application. We have a very large share of the market share of the clients who use specifically PCMS. Just to give you an example, 50% of U.S. refineries are using this particular software. So again, they might not yet use our field services, but they use this software to capture and then analyze and manage their data. So what is very important about this particular software, as you might know, a lot of our customers, especially in oil and gas, they're going through their own digital transformation, where data becomes their differentiator, the way they use their assets and their industrial assets becoming the differentiator. So we are helping them through this journey to make sure that they, again, having that intelligence that's coming from our data, and they can then act on those insights. Do you want to go through the data specifically, RBI? Sure, so what this is essentially doing is boosting up the intelligence for the customer. It's risk-based analysis of their asset integrity, asset footprint, so what PCMS does, very simply, well, it's very complex, but in a simplistic view, it's going to plot the little graph you see there. It's plotting the probability of something going wrong on the asset base they're managing with the consequence of something going wrong, so obviously, those red assets, you should care a lot about them because there's a high probability of something going wrong of significant consequence, i.e., an unplanned shutdown, so you should monitor those and test those very frequently. Your green assets, unlikely risk of going offline, not much of a consequence if that happened. Don't over-test the green assets. They're probably in fine shape. And the amber and yellow assets require different levels of testing and different frequencies and different levels of concern. So this comes about from prior test instances, our knowledge of having been at the customer for quite some time. And this is what they want us to do is co-source this asset integrity risk with them. And then with this, we can better, more effectively manage the assets. Instead of having a technician come every 36 months, maybe I want a sensor there when I'm not there, giving me some rudimentary readings to help understand where they are. The value of this is their OpEx spend goes down, their maintenance goes down. They can test on a more efficient manner. Maybe the CapEx extends out now. You can avoid some damage on the assets and get a longer runtime from them. So there's a whole lot of good things come from this. We like this connectivity, this stickiness with the customer where it's just giving them a lot of information. We're co-managing this asset integrity risk with them. And that comes from the value of us having done it before, getting in new data, assessing it, managing it, thinking of the test plan. It kind of feeds itself in a continuous feedback loop for the customer. But it's all about safety, job one, two, and three, maintaining uptime, and really having them maximize the scheduled downtime, do as much as you can during that scheduled downtime. And hopefully, if we do this right, you minimize or eliminate unscheduled downtime. That's really what we're going after. And no one else has this. The competition does not have a comparable application. This is very finely tuned to this task of asset integrity management, is what it's all about. And this is only used on not a very routine basis with our services customers. So we believe only about 5% of our services customers use our data offering. That's a huge compelling opportunity to pull that forward. Many of our data customers do use our services, and that's logical. We want that bundled solution. But we believe there's a huge opportunity here to introduce data analytics to our services-only customers. We haven't done a good job of that historically. That's a great proposition, and we're going to lean into that going forward as part of our future vision. Yeah. And just want to thank you, Ed, and one other thing to add here. And now with AI, this is turbocharging the use and the acceleration of the data that we could potentially provide our customers. So we have already implemented a few AI modules that are helping us to do so for the customers. We can go to the next one. The next one is really the in-lab services. I'll go backward. Yeah. Sorry. Yeah. In-lab services. So this is, again, as I mentioned, that's when the parts are being sent to our lab and where we do the analysis and testing of the parts and then send it back to the customers with identifying any defects or corrosion or any other problems or issues with their parts. So there is a segment where most of our in-lab business is servicing our aerospace and defense customers. Again, we are very much proud of our technical heritage and the legacy that we have, introducing new and new methods that our competition does not have. So there's a lot of work being done in making this platform of our laboratories much more robust. We introduce new capabilities such as mechanical, machining, welding. We got new accreditations this year, so there's a lot to be done. And we expand our capacity in this particular area. So that, again, has a lot of potential, very good space to be because the market is growing quite fast with new technologies, new safety regulations. Our customers require more and more of those inspections. So again, this is something that we certainly, and I'll talk more about it, is one of our strategic initiatives to grow that sector of our laboratory testing much faster. So we can go a little bit further and talk. Here are our strategic priorities. So just a few notes here. So it's three strategic priorities that we have for the company that, after a review, and again, it's my first year in the company. I've done a lot of portfolio reviews. And as a result, we built the Vision 2030, which is our strategic plan that includes those three strategic priorities. The number one is to expand the wallet share with services with our existing customers. As Ed already mentioned, we have a number of customers that are using our data services today, but they do not use our field services. That's an incredible white space. And now we are developing this space by hiring a commercial team, commercial expertise, and moving much more aggressively in that space. And then, as I mentioned just now, it's building new capabilities in our in-lab, in our laboratory testing platform. So that's, again, expanding the capabilities, expanding the services that we provide to our existing customers. The second one is really diversification into new industries. There are four industries that we're targeting. We have already existing business with all four, but we believe we can do much more, much bigger growth. We can generate bigger growth in those areas. Aerospace and defense is number one, followed by infrastructure and data centers, power and utilities, and industrials. Specifically, maybe to touch on data centers. Data centers are not new to us because we're basically using the same applications that we use for the energy sector, and we're applying them to a new use case, which is data centers. We've been having very good success this year, and we continue to expand that particular end market. We believe that the growth and the demand are there. It's just a matter of gaining the credibility, gaining the experience specifically with the data centers. And the last one is enhancing operational efficiencies. This was our focus all along in the last year and even in the previous year, where my predecessor, who is now Executive Chairman, was really focused on. And this is basically, in simple words, it means doing exactly the same what we do today, but better. So we worked a lot on building those efficiencies through introducing digital tools, through introducing the better ways or better processes, better systems. So that is still a work in progress. So again, I'm quite happy with the progress we made to date, and we expanded our margin, but there is still room to grow and expand our margins further. So that is three strategic initiatives that are quite important to our success. Again, my team is quite aligned on all these initiatives. We have successfully already implemented a number of actions. And again, we are continuously implementing those actions this year and the next year. And the last slide is on our financial results. I will turn it to Ed. Okay. Thanks, Natalia. This is just a quick snapshot of the past three years running up to this year and midpoint of our guidance that's out here for 2025, so what you see here is, although revenue growth has been modest, compounded there at just a couple of% in those years, EBITDA has been expanding significantly since 2022, multiples of the level of revenue increase, and we're very proud of this fact. The profitability and growing profitably is what it's all about. This was a big function of Project Phoenix, which we kicked off back in late 2023 and throughout 2024 that Natalia drove. This was all about getting the cost out, getting a footprint built for growth. Going forward now, it's about leveraging all the great technologies and capability that Natalia just talked about into growing profitably. There's still investment needed, no doubt, to keep repurposing and bringing all these great technologies into these new diversified industries that absolutely can repurpose that same capability that we've built over time. But again, we've been very successful in the past couple of years. Project Phoenix was focused on growing that bottom line, getting the mechanisms there, getting the discipline, the diligence there. And this has been a pretty good, attractive run here. Really leveraging this footprint now for growth is what it's all about to grow profitably in the future. This year, if you listen to our earnings calls, we talked a little bit about exiting out some business that was not profitable. That's kind of what leads to that 2025 being flattish. That was from voluntarily exiting some non-profit business. But this will be our—this is our footprint here. Now it's about growing that top line, obviously, heading into 2026. So at this point, we will, I think we're a little short on time, but we will flip over to questions with you. John, thanks for joining us again. And we'll throw it back to you. Yeah. You're doing just fine, everybody. It's all good. If you have a question, please utilize the Q&A box, and I'll present it to management. But I'd like to start off with you,Natalia. You're coming up on your one-year anniversary. Congratulations. Can you talk a little bit about how your viewpoint on the company has changed and/or evolved in the past year? Thanks, John. Yes. Sure, sure. I will share a few observations. When I was considering joining Mistras, obviously, I'm not new to the industry. I've been in testing, inspection, and certification industry for the last nine years, so Mistras was a really niche player, just in non-destructive testing, and known mostly for the technical expertise in the field services, field testing, so when I came on board, to my surprise, I discovered so much more, and what I've seen is really the opportunities and potential that we have with data services, so that software that we have is clearly a differentiator. And to me, I think that we could do so much more by having an integrated solution that we present across the entire portfolio of our services, meaning software, meaning the data services, meaning the sensors and monitoring technologies, meaning the services that we do in the field, and the rest, right? So those are my views of Mistras changed quite a bit. I believe that Mistras is well positioned to be a really serious player in a tech industry, a much broader industry than just NDT. And that's where we're going. We are now changed quite a bit of our structure where we have now one management team, one platform where we can introduce multiple solutions or multiple services to our customers. So that's the big one, big change. And then another changes that I brought into the organization is the way we're approaching customers. So just to be very frank, we have not done a good job keeping kind of that relationship with customers. So I had tasked my team in the first six to seven months. All we did is we constantly talked to the customers and engaged in a different level and a different level of conversations, strategic, innovative conversations. And that's now paying off because we see a response from customers. We see that they are much more aware of all our solutions. So that's the big change. And this is driven from the top level to the very kind of the level of the field technicians. So it's much more of customer contact, customer relationships. That matters quite a bit to us now. Got it. Got it. It seems like aerospace and defense is not only a very good market opportunity, but it's one that's doing particularly well. For those who are not well versed in what your exposure there, just give us a little bit of background of what's going on in A&D. Yeah. There is, John. It's a very interesting market because it's growing very fast, especially, again, when we look at defense industry specifically. In Europe, for example, in the last year, we saw double-digit growth, specifically in orders from the defense industry, where the customers are much more, have much bigger backlog. The same in the U.S., mostly with private space customers and defense as well. We see much bigger orders, much more complex testing that is required, mostly driven by increased or more robust safety standards, starting with Boeing and then continue to others, as well as the new materials that are coming to market, and that's what drives the demand, so we see this demand, so all we're doing right now is increasing our capacity because it's larger orders coming in with the backlog, and then we're increasing our capacity. We're making sure that we provide a number of services, not just NDT service like we did in the past, but much larger kind of broader services portfolio, and customers responding well. We did really well with pricing as well. Our average price increase was 14% just this year, so we continue to review the value we provide to the customer, and they're responding well because it's not discretionary service, so they must do those inspections before they go to market, they launch to market. For those customers, speed to market is everything, so they want to get to launch as fast as possible, so we are there evolving with our capabilities and making sure that we can respond in a much quicker way, so that's been our KPIs. Our goal is how fast we respond to their needs. So that's, again, to me, I think it's one of the greatest potential opportunities that we have. And to me, obviously, we'll continue to watch this market, how it develops. And if I can just add to that briefly, John, there's three really important legs to this stool. It's the commercial aerospace Natalia talked about, supporting the Boeing platform, the Airbus platform, absolutely strong. The private space world is very strong, rockets and satellite launches. And then equally strong is the defense side, which is more naval-oriented. But all three of them are in this aerospace and defense sector. We like all three. All three have a lot of upside and expansion and need for our services. So we like that sector. It's our second largest outside of oil and gas and expanding nicely. And we feel very bullish about the outlook for all components of that end market. Sure. Sure. Sneaking in the last question here, maybe combine some thoughts, if we will. Has a weakening oil prices impacted customer spending plans at all? Maybe some thoughts on the upcoming turnaround season from your perspective. Absolutely. The answer is yes, so we're certainly talking more with customers what their plans are for next year, so one of the reasons why the biggest portion of our strategic plan for years to come is diversification, right? Because the idea and the objective is to be less dependent on the oil and gas-specific industry, right, and for us, it's to go into aerospace, defense, industrial, and other industries, so not to be super dependent on oil and gas, but to answer to your question directly, yes, there is an impact, and certainly, customers are looking at reduction in their maintenance budgets, things like this. Having said that, our services are not discretionary services, and so that's the good news about it. They can only defer it for so long, and then they have to do the turnarounds and testing and inspection. So when we look at our full turnaround season was very robust. Our spring turnaround season is going to be less robust, but still quite strong. So we believe that customers will go through with their schedules for first quarter unless something drastic happens with oil prices. But down the road, they certainly look at how they can use more data to then minimize some of the inspections and testings. So we believe that other offerings from us will compensate for some loss of other revenue, run-and-maintain revenue. Makes sense. Makes sense. Well, that was a very informative presentation. I appreciate that. Do you have any closing comments? Well, John, thank you very much. It was a pleasure. And we are very open to have one-on-ones. And any other times, please reach out to us. Again, we have a lot of opportunities to discuss. Thank you. Yep. Well, you have a full schedule, so go to it. And thank you again for presenting today. Thank you. Thank you. Thank you, John. Bye-bye.