Hello, and welcome to another presentation in our Consumer and Technology Summit. This time from Rimini Street. My name is Ben Shamsian, I'm the Vice President of Lytham Partners, and today, Michael Perica, Chief Financial Officer, and Dean Pohl, VP of Treasury and IR, will be taking us through their presentation. Rimini Street trades under RMNI on the Nasdaq. With that, let's get started. Dean, welcome. Thank you so much, Ben. Thank you for inviting us to your conference. We're excited to discuss the evolution of Rimini Street as we have officially pivoted our identity to become the software support and Agentic AI ERP company. This isn't just a tagline, it represents a fundamental shift in how we help the world's largest organizations bypass forced vendor upgrades and instead modernize their existing ERP systems with cutting-edge technology. Before diving in, please be aware of our standard safe harbor provisions. Our forward-looking statements are subject to risks and uncertainties that may cause results to differ materially from what is presented today. We encourage you to review our SEC filings forms 10-K and 10-Q. Now let's get started. Our senior management team is unique in the industry, led by our founder, CEO Seth Ravin, the architect of third-party ERP support. Our executive team consists of ERP and innovation-focused executives. We've evolved from a litigation-ready disruptor to a strategic innovation partner. The team is currently executing our transition to a higher growth, higher margin, and longer lifetime value model, centered on the orchestration role of an AI-driven recurring revenue model. Rimini Street was founded in 2005 by CEO Seth Ravin, growing the company organically to over $400 million ARR. Headquartered in Las Vegas, although most of the global workforce works remotely. As Ben said, we're publicly listed on Nasdaq, ticker RMNI. We have 1,900 employees and over 3,100 active clients. We are a global company with over half our revenue from international operations. The U.S. is 44%, APAC 29%, EMEA 19%, and the Americas make up the remaining 8%. Client success. Since inception, we have saved our 6,700 clients over $10 billion. That includes over 200 Fortune 500 and Global 100 clients. With offices in 22 countries, we offer services covering over 150 countries. Our premium service consistently maintains a satisfaction rating of 4.9 out of 5.0. Solutions portfolio. Our products and services include support services, primarily for Oracle and SAP ERP software, and infrastructure software such as VMware, that covers code and configuration, enhancements, break/fix, and tax legal regulatory updates. We also offer application managed services where we are tasked with running the system, and we have successfully branched out to offer Rimini Custom, where clients introduce additional software and code that we have successfully supported. Additional products and services include our recently announced Rimini Govern for AI that enables organizations to quickly implement and operationalize a global enterprise-wide governance, control, security, and performance measurement solution for AI agent activity and workflows. We have pivoted to rebranding Rimini Street as a partner and provider of Agentic AI ERP. In addition, we have developed and offer over 20 Agentic AI UX solutions that we expect to grow significantly by year-end. The strategy is positioning Rimini Street as the bridge that allows companies to keep and leverage their stable ERP systems while adding modern AI capabilities on top. This slide shows how dramatically our addressable market has expanded. Historically, we have served roughly $15 billion support market focused on Oracle and SAP. Support now includes an incremental $65 billion opportunity driven by broader software coverage, including VMware and Rimini Custom, often within our existing client base. Optimize is a major growth lever. It expands TAM, strengthens support, and increases wallet share through services like application management, security, and modernization. Innovate through Agentic AI ERP adds an accretive new layer on top of stable ERP core systems. Together, Support, Optimize, and Innovate work together to expand TAM, deepen client relationships, and drive long-term growth. Now, I'd like to turn the presentation over to CFO Michael Perica. Thank you, Dean. Thank you for that positioning. As I continue on, a key theme throughout our presentation and our conversations, interaction with the financial community, and more importantly with our clients and prospects, is the Rimini SmartPath. As Dean noted, support, optimize, innovate. We tie these to our service and/or product offerings. Our support is the core of what we were founded on. We replace the vendor. We take care of systems with radically improved economics, 50% off from direct day one operating cost savings, 90% over time to eliminate or circumvent unneeded, costly, lacking innovation, typically a move to SaaS. That's about 87%, 88% of our business optimized. That is our managed services, recently introduced a few years back offering, as well as the innovate, which contains both our professional services, which is engagement-based, where there's a lot of innovation work there, and our new offerings on the Agentic AI space that I'm going to go into later. Next slide, please. Historically, we have built our business very successfully and fundamentally established a third-party vendor support market globally, through the notion of self-funded innovation, a struggle that IT departments have had for decades and decades. You see here, and this is third-party data from Gartner, where only 9% of the budget was allocated towards innovation and transformation. We allow a much more attractive split. Now, this is something that the challenge previously was, well, how do I transform and innovate? Typically, that was moving to SaaS. That has changed. That has changed radically. The opportunity here, and we all are talking about it, is the opportunity to take these dollars, self-funded innovation, and invest in next generation, particularly agentic AI for the enterprise. The dollars are there, the funding is there, without substantial need for incremental capital. That is the core value proposition of Rimini Street, where we give clients options and we give them control. Next slide. Because the future is here with the agentic AI. What do we mean by this? At the center, you can have a next generation enterprise platform capabilities without having to upgrade to your point solutions and then putting in the AI, particularly in the enterprise space, as I noted, agentic AI on top. I'd like to focus here on moving to the right of the screen, the composability and agility. The composable ERP was taking and turning off modules and then putting it into best-in-class SaaS software. Very, very expensive. Very difficult to get enterprise-wide efficiencies, functionality, and true business insights. That has changed now with the agentic AI, and what we're really excited about, where we're positioned at the core as a tailwind for our business. Next slide. This is how we go about our leading support, and we have been using our own homegrown, patented machine learning and AI tools that drive our best-in-class, by far and away best-in-class support services. It is fundamentally people, but people augmented and driven by innovation. I just want to be clear that, for what we do to provide the support where we're deep into the code level, this is not something that can be replaced by a model. That's been pretty well understood and laid out around the world. It will have to be and continue to be a people-first offering augmented by technology. Next slide, please. Now, here is our approach in how we apply AI solutions directly with our team, our core selling team, our support team, as well as our innovation team. Think of it almost like the forward deploy engineers, not necessarily how do I make technology work. Look at your overall enterprise landscape, see where we can bring improved economics, improved support, then we can apply these next generation solutions. Where we are needed and pulled into many engagements is our knowledge of ERP and how can we get these next-generation technologies working deep within the core of many systems, the ERP. Next slide, Dean. That is where we have positioned ourselves to be fundamentally the agentic ERP global leader. This is showing a stack of how our solutions and technologies work. Work with our current flagship partner, ServiceNow, that we introduced a little bit over a year and a half ago. We have our Rimini Agentic UX on top that interfaces with the core technology. This would be the AI technology through the Now Platform, where we have our relationship that would direct the agents built by ServiceNow and their technology. Then underneath, those would tap into the existing software systems that we would support, particularly your SAP, even the Oracle. Then we would actually, and this is where we are no better than anyone else in the world, is where we can get these agents to go deep into these platforms, whether it's a current rev- one generation, two generations, five generations old. That's what we can do. We can extract the performance, we can extract the capabilities, and have tomorrow's technology work with yesterday's platform with radically improved economics. In freeing the capital up through going on Rimini support, that is where it starts to have the self-funded innovation, then you can take it and put it on next-generation technology. We refer to here as leapfrogging the SaaS layer and going right to tomorrow's layer with the Agentic AI. Next slide, please. I direct the attention to the right side of the slide. Our sweetest spot is, as I have laid out, there are over 100,000 on-premises ERP systems. This is an advantage for those clients running those. You have fully depreciated assets. What we can do, and looking on the top right, if you have those assets, it is a core system of record that is working really well, that can scale. It is great software. We can bring in the Agentic AI, even through our own homegrown solutions, through partners, or even evaluate other technologies that we can make work with the Rimini Agentic UX, as well as tying it into these systems, not only ERP, multiple systems, and get you to tomorrow, get you control, and get options with radically improved technology. It is the sweetest spot. It is actually an advantage. We are having many, many conversations with clients on how we can make this work. There are also the other sweet spots where if some folks have moved to other cloud-based platforms through our managed services, as well as providing our Agentic AI solutions through our partners and our own, we can make it work as well. Next slide. Fundamentally, our goal is, and we will, and in a very strong position, the best position to own the Agentic AI ERP. That is not through a very expensive, dedicated captive upgrade that does not work enterprise-wide with a large platform vendor. It is taking your holistic look of your enterprise, looking at processes, and then applying the appropriate model, small language model, open source model, a frontier large language model, some token base on unlimited base, put the Rimini Agentic UX on top, tie it into these systems, identify workflows, processes, and then have the technology work. This is what we do. Have it solve a business problem versus just expensive, really slick usage of technology. This is our approach. This is something that is at the ethos of Rimini Street, where we give you options, we give you control, and along with that comes radically improved economics. What I would like to point to is in the center of the slide. On the left, the total cost of ownership. We have excelled. This is where we have had our growth over the last couple of decades on providing the optionality and control. Now with the AI, one can leapfrog, with the same improved economics, to the next-generation capabilities, efficiencies, and technologies. This is what we are really excited about. You look at the very bottom, the large addressable market. Dean alluded to it before. You saw it early in the presentation. We are talking about just the core support alone, tens of billions of dollars alone, and then that is maximizing those assets and bringing the next-generation technology. We are really well-positioned, the best position, to provide this to the market and to provide results for our shareholders. Next slide, please. This gives a graphic that we use with mainly our prospects at Rimini Street and our potential clients, and even existing clients, and show them the red path and line is effectively how long it would take to get to an ERP migration. As you see, deferred innovation after ERP upgrades. That's when the SaaS, excuse me, that's where the AI investments would come in, but you're multiple years down the road. Many clients, we are having conversations, and they have terminated a SaaS migration, stayed on their existing licenses, and bringing in the Agentic AI to provide modernization. That gets you on the green slope, where one will have a much quicker, the Rimini SmartPath, and you accelerate your time to value to AI by multiple years and substantially better economics. Next slide, please. This is a look as to how we land with our clients for the Agentic AI, and we have put out dozens of the Explorer Packs. We've converted into the use cases and Expansion Packs. We have a list and a catalog that we'll chat about shortly on the package apps. This is where we work towards. What's important here on the top right is Agentic AI ERP across the entire enterprise. In our engagements with clients, most folks think our Agentic AI and the use of it is by software platform, by silent software platform. We bring it together, and we can make it work across multiple platforms with our Rimini Agentic UX on top and tying it into the multiple systems. Even with Rimini Custom, in many cases where there is an off-the-beaten path software solution that they need to access, that they can use AI, that we can also support as well, that would eliminate the need to re-platform because it can even be end of life. A lot of opportunities. Like I said, we give optionality, we give control to our clients. Next slide, please. This is the catalog that we have that we're building on week by week and showing new workflows on the left. At our recent investor day, we had an excellent panel of clients where we have solved problems that they were asking the market for a couple of years and looking for software, looking for customization of existing platforms. We brought in our Agentic AI and solved it within a month. On the right is example of process and workflows where we focus first on enterprise problems, enterprise challenge, enterprise workflows to maximize those using technology versus trying to sell somebody on an off-the-shelf software stack. Next slide, please. In summary, the Rimini SmartPath, how is this core to the investment thesis? We, through our direct selling effort and historically throughout our 21 years, have been a direct selling group. We land with the Rimini support as our strategy. We will optimize with our managed services to run the systems better, extract more value, and there is much higher value when you have both the support and the managed services. Then we put the innovation on top is how we're approaching from a direct sales. Our partners, some of which have not been publicly named, they lead with the innovation, and they pull through the Rimini Street core support that provides the economics to pay for the next generation technology. All of this yields to, on the green arrow on the right, that fundamentally, we expect, and we believe this will lead to a strong improvement in our overall retention of our core support offering, because previously, it was delaying the need to upgrade to a next generation system. Through the use and the opportunity of Agentic AI, and used correctly with the appropriate strategy, it is indefinite whether a need in the next few decade or so to go to that next generation ERP platform, particularly how robust and how scalable these core systems of record are from an ERP perspective. We are really excited about these dynamics that are working in our favor. Next slide, please. From an overall financial perspective, just some highlights here on the top left, revenue. Our Q2 revenue, we hit a milestone, just recently reported a couple of weeks ago. Our Q2 revenue, excluding the PeopleSoft, which we are winding down as part of a settlement from a protracted litigation with Oracle, grew 10% year-over-year. It has been a few years, but this is a reflection of what we have outlined here, our strategy, our go-to-market, and our execution. We have the billings, where we quote billings both with and without PeopleSoft. Still improving there. On the bottom left, our ARR up 8% Q2 year-over-year, improving on our core subscription business, our RPO. Our RPO beginning in Q3 of 2025 has been growing in the low double digits, very high single digits, excluding the PeopleSoft backlog that we are purposely winding down. That was up 8.8%, again, strong indicator of our future revenue performance. Next slide, please. From a metrics perspective, a key on the top left, key metric for us is maintaining our attractive gross margin north of 60%. We were near 61% in Q2, and we are as much because there are different profiles on our support, optimize, and innovate, particularly the optimize and innovate being newer offerings are lower than the overall corporate average, so managing our mix. But a key factor for us as an executive team is to manage with the six in front of that. Our adjusted EBITDA, looking at the top right, we have made purposeful go-to-market because of the engagement with our clients on pulling forward spend in the first half of this year, but we should, and we are guiding towards a different second half of the year. Revenue retention on the bottom left. This is very key to our story. Given the migration to SaaS over the past few years, this has changed. We have had six of our seven previous quarters under 90%. We came back, we were confident, and we are seeing the improvement in retention for the strategy and go-to-market laid out in our positioning and using innovation. We went back above 90% in the second quarter. Our strategy being played out through the, we are seeing that through our metrics. Overall clients, that is defined as platforms that we support in the thousands there. Next slide, please. Overall, this is what we outlined at the end of 2025 in Investor Day, December 2025. Our guidance of the 4%-6%, we unveiled it in December of last year. We reiterated Q1 and Q2, as well as our adjusted EBITDA margin, 12.5%-15.5%. Also, we are confirming this with a goal and target of 90% operating cash flow conversion of that adjusted bottom line metric. Future model at scale. We are not talking about two times the size that we are now. Looking at achieving that low double-digit growth, we see a business model looking, our financial model looking in the low to mid 60% range on a blended gross margin with all of these business units contributing. Seeing our adjusted EBITDA margin achieving our key Rule of 40 in the 20%-25%. Next slide, please. This is just a quick snapshot here, looking at our P&L. All of this is available, of course, online. I want to point out on the bottom right, we do have attractive tax attributes associated with that nearly $150 million domestically of net operating loss carryforwards because of the cost of litigation, which is behind us. Next slide, please. GAAP to non-GAAP, here are the key items. What I would point out is right under EBITDA, we do not have, which is a cash add back, the litigation costs as that has terminated. That is behind us, but we still have to wind down our PeopleSoft business by July of 2028. Therefore, that is no longer being carved out in our SEC. That was a cash-based item as well. Next slide, please. Overall, from a capitalization perspective, I would point, we had, as of our last Q2 recently reported, $123 million in cash, with $48 million of bank debt. We paid off $10 million in Q2, $10 million in Q1 of this year. The other lever that we are deploying for capital return is share repurchases. We did $3.8 million both Q3 and Q4 of last year, and we intend to assess those factors as we move forward, as we deploy our surplus, as the business performs. Next slide. I think that may be it. Overall, from a summary, our differentiated business model. We do have the durable moat with our ability to extend the life of the existing assets, these large systems, our first mover in the Agentic AI. We make it work. We make it work today. We make it work cheaper with radically improved economics, a growing addressable market, as I noted, both direct and indirect, how we land and we grow with our clients. Through using our direct and indirect channel, we have a very attractive margin structure that we will build on and see the contributions as we scale our model. The prudent capital allocation, where we are in a comfortable and fortunate position to deploy our surplus, returning to our shareholders. We do have a strong team here that has been around doing this quite some time, seen many of these evolutions and revolutions, and really excited to be part of this industry. That is all from myself. Thank you, folks, for having us here. All right. Well, thank you, Michael and Dean, and thanks everyone for watching. If you have any questions or would like to schedule a meeting with Rimini Street, please send me an email at shamsian@lythampartners.com, S-H-A-M-S-I-A-N @lythampartners.com. We have additional presentations and fireside chats coming up next, so please stick around for more. Thank you, and have a great rest of your day.