Director of Corporate Development and Investor Relations, Patrick Roberts. Following the presentation, there will be time for Q&A. Please utilize the Q&A icon to submit questions, and I will present them to management. With that said, gentlemen, thank you for being with us today. The floor is yours. Thank you, John. Good afternoon or good morning, depending on where you are. As John said, my name is Patrick Roberts. I'm the Director of Corporate Development and Investor Relations at Matrix Service Company. As John said, John Hewitt is joining us today, as well as Kevin Cavanah, but also with us, Shawn Payne, our Chief Operating Officer and incoming Chief Executive Officer, as well as AJ Smith, our Senior Director of Accounting and Treasury. A few housekeeping items. This presentation can be found on our website under Events and Presentations if you go to matrixservicecompany.com and click on Investor Relations. I'd like to mention that our normal safe harbor language applies to this presentation. Full text is provided here on our slide deck. Again, it's out on our website as well. Following this presentation, if you would like additional information on corporate access opportunities or would like to have additional conversations with management, I invite you to contact me through the Matrix Service Company investor relations website. Before we talk about the business, we like to start these conversations with a brief safety topic. I want to recognize that May is Mental Health Awareness Month, that Matrix safety includes both physical and mental well-being. In our industry and in life more broadly, people face real pressures that can impact mental health, and it's important to know that support is available and it's okay to ask for help. We are committed to reducing the stigma around mental health and creating an environment where everyone feels comfortable seeking support. By prioritizing the well-being of our team and looking out for one another, we can help ensure no one feels alone. Moving on to the business. At a high level, Matrix is an experienced heavy industrial construction contractor. We provide end-to-end services across the industrial asset life cycle, focusing on complex energy and industrial projects. We are uniquely positioned to capitalize on multi-year spending cycles related to LNG and NGL infrastructure, utility and power infrastructure, the data center build-out, and other process end markets like mining and minerals. We are in transformational multi-year backlog to revenue conversion amid continued infrastructure investment and growth. This opportunity supports our expectations for operating leverage and margin realization within our business. Lastly, we take a disciplined approach to capital allocations and have a strong balance sheet to support both organic and inorganic growth initiatives. Let's start a little bit more about who we are As I said, we're a leading heavy industrial contractor with over 40 years of operating history and more than 2,000 employees today. We specialize in engineering, constructing, and maintaining critical energy, power, and industrial infrastructure. Our work centers on complex, highly technical projects that require integrated solutions from design through execution, all the way to commissioning and ongoing maintenance. Our customers are primarily large energy and blue-chip companies across North America, with some exposure to international markets. Importantly, about 90% of our revenue comes from repeat customers, which speaks to the strength of our relationships and our execution. If you look on the right side of this slide, you can see how we organize the business across three operating segments. Storage and Terminal Solutions, which is our legacy business, represents about 40% of our revenue today. Utility and Power Infrastructure contributes roughly 34% of our revenue. Lastly, Process and Industrial Facilities accounts for about 17% of our revenue. I'll touch on the specifics of each of these segments in more detail in a moment, but I wanted to point out that from a backlog and growth perspective, we currently have over $1 billion of work in backlog, which provides strong visibility into future revenues. For fiscal 2026, which ends June 30th, we are guiding to revenue of $870 million-$890 million, which implies a growth rate over fiscal 2026 of 13%-16%. Moving on, we wanted to highlight Matrix's full lifecycle capabilities across our core end markets and how we participate throughout the entire project life cycle, from early-stage engineering through construction and into long-term maintenance and upgrades. Importantly, we can engage in any of these phases, whether it's full EPC scope or standalone engineering or standalone construction. A little bit more detail on our operating segments, starting with Storage and Terminal Solutions, our largest and fastest-growing segment. We specialize in liquid storage tanks and terminals, including complex cryogenic infrastructure. This work supports a broad range of applications such as LNG, ammonia, NGLs, renewable fuels, and refined products, and includes both new tank construction and ongoing maintenance and repair of those tanks. In Utility and Power Infrastructure, our work is primarily driven by LNG peak shaving facilities and electrical infrastructure. These LNG facilities are purpose-built for utilities and leverage our core storage expertise. Beyond that, we support substation and grid upgrades, as well as power generation projects, and are increasingly involved in data center-related infrastructure, including backup power systems and electrical interconnects. In Process and Industrial Facilities, we serve a diverse set of end markets, including upstream, midstream, and downstream oil and gas, as well as industrial manufacturing, mining and minerals, and chemicals. Our work includes maintenance, turnarounds, and capital upgrades, and includes projects that are tied to the broader energy transition that we're experiencing. We also extend our cryogenic expertise into specialized applications such as aerospace, where we are a leader in thermal vacuum chamber construction. Just as a highlight on this slide, overall, the diversified end market exposure, and full lifecycle delivery model that we have positions us to capture long-term, multi-phase investment opportunities and continue to build durable customer relationships. In terms of long-term value creation, starting with what we believe is foundational to everything we do, safety and execution excellence. We are deeply committed to building a culture of safety that directly translates into more reliable execution and better outcomes for both our clients and our team members. From that foundation, we're continuing to expand our capabilities into higher growth margin areas, allowing us to take on more complex scopes and deepen customer relationships. We're building a high-quality backlog that provides multi-year visibility and supports more consistent performance over time. All this contributes to our focus on delivering improved margins through better execution and operating leverage. Importantly, while doing this, we are maintaining a disciplined capital allocation strategy and a strong balance sheet, ensuring we're maximizing long-term shareholder returns. Overall, it starts with safety and execution and builds into more durable, high-quality earnings per share. Moving on to our pipeline. We currently have approximately $6.9 billion in our opportunity pipeline, which gives us strong confidence in our ability to deliver sustainable profitability and growth through 2026 and beyond. Importantly, this pipeline is highly aligned with our core capabilities. These are projects that are squarely in our wheelhouse across all three of our operating segments. From a timing perspective, many of these opportunities are expected to be bid and awarded over the next 12-18 months. Once they are secured, many of these awards convert into multi-year construction programs, which help drive long duration backlog, improve revenue visibility, and greater earnings consistency over time. You can also see on the chart that the pipeline is well-balanced across our segments. Moving on to our strategic framework, which is centered on three pillars: Win, Execute, and Deliver. These are all grounded in our core values with safety as the foundation of our business. Starting with Win, our focus is on building high quality backlog by targeting the right customers, projects, and commercial structures. We leverage our strong market position while expanding into higher value, higher growth opportunities that align with our capabilities. Moving on to the next pillar here, Execute, where safety and discipline are at the core. We believe a strong safety culture directly drives better project outcomes, resulting in more reliable execution, higher quality delivery, and stronger performance for both our client and our team. This is how we consistently deliver projects on time and on budget. Ultimately, that leads to Deliver, driving consistent financial performance, expanding margin through operating leverage and generating strong cash flow, all supported by disciplined capital allocation. Overall, our strategy is pretty straightforward. Win the right work, execute it safely and effectively, and deliver strong and sustainable results. Highlighting our return-centric approach to capital allocation, which is focused on driving growth while maintaining a strong balance sheet. At a high level, we're balancing organic investment in our core business with targeted M&A that expands our capabilities and geographic reach and service offerings. Our priority is to invest in areas where we have a clear competitive advantage while also building additional scale and operating leverage. From an M&A standpoint, we're disciplined and focused on opportunities that are strategically aligned, enhance our platform, and are accretive to returns. Importantly, all of this is guided by clear financial guardrails around returns, capital intensity, and leverage, ensuring that growth translates into long-term shareholder value. Moving on to the third quarter and some highlights from third quarter performance. Regarding project awards and backlog, awards in the third quarter were $108 million. We ended the quarter with approximately $1 billion in backlog. This supports our revenue guidance of $870 million-$890 million for the full fiscal year 2026. Moving on to performance. Revenue for the quarter was $206.7 million. Strong project execution in the quarter. This translated into EPS of $0.03 per fully diluted share. As we continue to execute on our Win, Execute, Deliver strategy, we expect revenue growth and improving profitability through the fourth quarter of fiscal 2026 and as we head into fiscal 2027. In terms of the balance sheet exiting the quarter, the balance sheet and liquidity remained in a strong position with liquidity of $297 million and no outstanding debt. We will continue to proactively manage our balance sheet, and we have the financial strength and liquidity needed to close out fiscal year. In summary, Matrix is a proven heavy industrial contractor with a full lifecycle EPC capabilities, operating in some of the most critical and technically demanding infrastructure markets. We have a strong track record of execution and deep, long-standing relationships with blue-chip customers, reflected in our high level of recurring revenue. Today, we're supported by a well-capitalized balance sheet, growing backlog, a $6.9 billion opportunity pipeline, all against the backdrop of a multi-year infrastructure investment cycle. At the same time, our Win, Execute, Deliver framework is sharpening our focus on commercial discipline, operational excellence, and consistent project execution, positioning us to drive sustainable profitable growth. With that said, John, I'll turn it over to you for Q&A. Thank you, Patrick. Thank you for that overview of the company. In the audience, if you have a question, please utilize the Q&A icon and I'll present it to management. Shawn, I didn't see you sneak in there, so nice to see you on the telecast here. Thanks. We're going to start with a question that's from the audience, and I think it's useful considering the time we just had with the company. The question is, the company just returned to profitability after a difficult stretch. What is the single biggest variable that determines whether the profitability is durable going into fiscal 2027? We'll start at the top. I'll take that. I think the start is really about the top-line revenue, combined with project execution, I think our operating teams have done a good job of project execution over the past couple of years, I would expect that to continue. From a top-line perspective, our guidance implies that the fourth quarter will see some really good growth in revenue. With the backlog we have, we expect that to continue into the first half of fiscal 2027. Patrick highlighted the strong funnel we have, the $6.9 billion of funnel opportunities. I think we're expecting better project award activity in fiscal 2027. If that occurs in a timely fashion, we can sustain that higher revenue level into the future. With strong markets, the backlog, and the good performance, I think that sets us up well, and I think underlying all that is some good markets in each of our segments. Okay. Thank you, Kevin. I guess that means the question really should shift a little bit here. The recent book-to-bill was 0.5, if I remember correctly. I'm curious if there's anything that's moving the award process to the right a little bit because we've had a couple of quarters now of below 1.0. What are you seeing out there as far as the awards cycle? Yeah, I think, while we're seeing some smaller quarters, that wasn't unexpected for us. Our opportunity pipeline is filled with lots of different projects and lots of different markets with different start times. Some of those larger projects that we're looking at that are really going to boost up that book-to-bill are a few quarters out. John, the other thing too, as we said on the call, which is normal for our business, award timing is everything. Subsequent to the close of the quarter, we said we were selected on a construction project for a mining client to be named later. That's a fairly good size project for us and certainly We had an expectation that that was going to be something we could take in the backlog in the third quarter. Timing, that drug it into the fourth quarter. That would have significantly boosted the book-to-bill in the quarter. Got it. Thank you, John. That dovetails nicely into a question from the audience. You mentioned mining and data centers as newer growth opportunities alongside your core LNG business. How do you think about balancing investment in those newer markets against staying focused on what has historically made Matrix successful? I think when you look at our core niche market and talking about cryogenic storage, regular storage, EPC projects, that's important to us. It's always going to be important to us. It's going to be a large part of our business. We've worked really hard here in the last 15 years to grow beyond that and to be more of a general industrial contractor, and that's where we're seeing the other opportunities in those spaces, right? Whether it's power, whether it's work in support of data centers, or whether it's in mining, it's those spaces that are giving us the brand as a more diversified contractor. Got it. That's helpful. I'm curious about what's going on as far as the competitive landscape. Can you talk a little bit about the margin profiles on new awards? Are they continuing to rebound from the lows of the past, or are they getting more competitive? I think if you look at the backlog we've got, the weighted average margin in that's right at our 10% target. These markets that we're in right now, I think will continue to support that type of margin. If we can keep that revenue level at or above the targets that we've got, then you'll see that type of margin come through on the income statement. I think the other thing, John, is the, especially the larger projects, we're able to negotiate contracts that allow us to protect the intended margin, both in the language and in the financial profile of those projects. It gives us a good opportunity if we operate really, really well on those projects to not only deliver what we had budgeted, but actually to have a chance to upsize that margin. That's good to hear. You haven't ever backed off the potential of M&A, despite a tough couple of years. Maybe expand upon M&A and what you're actually looking for, and what's a reasonable timeline to see something executed? We've been pretty clear over the last two, three years, is that our main focus was to get the company back to profitability and to make sure that we were balanced and right-sized in our operating structure. We're there with that. Now I think over the next couple of quarters, because we intend to be able to maintain profitable run rate, that we'll get a little more serious about M&A opportunities to not only just to grow the business, but also to fill in the areas within our platform that's going to allow us to not only execute more efficiently, but also to grow the business and take advantage of the market out there. Probably number one on our list is electrical, our ability to be able to expand our electrical offering beyond our Northeast corridor where we principally operate. I think that's probably one of the number one things on our list. I don't know if this is maybe asking for a preview here, but any thoughts about the overhead structure, given the backlog profile and the current delivery cycle? I just figured I'd throw that out there. I mean, Shawn certainly can weigh in here. We've made a lot of changes and adjustments in the overhead structure over the past 12 months, and including what we've done over the last two months. A lot of the overhead, the organizational structure today fits the vision for Shawn and his team and what they see to operate in the future based on what the backlog and award cycle looks like. I think a lot of those major changes for the organization have been made. Certainly, there's always tweaks and onesie-twosies here and there and reporting structures and that stuff that's got to get fine-tuned, but I think we're pretty much the organization's where Shawn wants it to be, not putting words in your mouth. No, that's right. We worked hard to streamline and flatten the organization here in the last year and are confident that in doing so, it's really going to help us, it's going to help our speed to market. It's going to help our team focus on a smaller set of strategies that are really important to us, particularly around growth and execution excellence. Perfect. That's good to know. In regards to the conflict in the Middle East, we'll call it, has that impacted your business either positively or negatively? Just maybe some color about how that's influencing customer decisions. Yeah. I don't know that we've seen anything immediate. I think we expect long-term it'll be positive for us, to create more of the demand for export infrastructure. I mean, today, I don't know that we've seen anything immediate that clients are saying. Have we? Yeah, no, we haven't. We're watching closely. To John's point, we are expecting that. We think it's creating a lot of uncertainty in people's minds, regardless of whether that's crude, LNG or NGLs. Folks are going to think differently about where they're getting those products in the future. I think that's probably going to be long-term a good thing for us. Okay. If anybody has a question, we'll make this the final roll call here. Gentlemen, I do not see any questions. I'm going to throw it back to you for some closing comments. Thanks, John. Well, I just want to thank everyone for their participation today in this webcast. Again, if you would like to have a conversation with management, please reach out to us at ir@matrixservicecompany.com. You can also access all this information out on our investor relations website. Love to set up another meeting if that's something that you'd be interested in. Just reach out and we'll try and get something up. Okay. Thank you all for presenting today, and have a great balance of your day. Thanks, John. Thank you