Joining me today are CFO Patrick Fleury, CTO Nazar Khan, and COO Sean Farrell. Before we begin, please note that our remarks today may include forward-looking statements. These statements are subject to risks and uncertainties and actual results may differ materially. Words such as anticipate, expect, believe, intend, estimate, project, could, should, will, and similar expressions are intended to identify forward-looking statements. For a discussion of these risks, please refer to our filings with the SEC available at sec.gov and in the investor relations section of our website. We will also reference certain non-GAAP financial measures. Reconciliations to the most comparable GAAP measures are available in our earnings release and filings. This update is intended to provide transparency on construction progress, liquidity, and schedule relative to our Wolf Compute financing. With that, I'll turn the call over to our CFO, Patrick Fleury. Thank you, John. As of January 31st, 2026, Wolf Compute had approximately $3 billion of gross cash or $2.6 billion net of debt service reserve and interest during construction accounts. With $850 million of CapEx spend complete and $2.38 billion remaining. That leaves approximately $200 million of cash cushion, which is incremental to the substantial contingency embedded in the financing structure. Schedule sequencing adjustments have shifted approximately $16 million of projected revenue in years 2025 and 2026 into later periods. Importantly, design optimization has increased critical capacity from 162 to 168 MW across both CB4 and CB5, generating approximately $200 million of incremental revenue over the initial lease term. The net effect of these adjustments improves projected cash flows and reduces expected debt outstanding at maturity of the senior secured notes by approximately $45 million versus prior projections. I will now turn the call over to our CTO, Nazar Khan. Thanks, Patrick. Wolf Den and CB-1 were delivered in the third quarter and generated revenue throughout the fourth quarter. CB-2A is operational, and CB-2B is expected online in March. By the end of the first quarter, all Core42 capacity will be energized and revenue-producing. Following contract execution, Core42 requested certain fit-out refinements typical for hyperscale developments. These were incorporated into the existing construction envelope with a revision to the monthly recurring charge. No penalties were triggered, and revenue commencement remains aligned with the customer's deployment schedule. Regarding the FluidStack buildings, CB-3 is expected to be delivered in May. After signing, tenant-driven layout refinements typical of late-stage deployment planning were incorporated without changing building footprint or lease economics. The associated revenue timing impact has been fully reflected in the updated financial model. Importantly, CB- 4 and CB- 5 were designed collaboratively with the tenant from inception. These buildings reflect a fully standardized, repeatable design and represent the majority of contracted Wolf Compute capacity. Several structural improvements materially reduce execution risk. First, electrical redundancy has been optimized and standardized. Second, trade stacking and sequencing have been refined to minimize rework. Third, long lead equipment was procured after final design alignment. Fourth, mechanical and electrical systems now follow a repeatable installation model. Execution risk declines as the design standardizes, and CB- 4 and CB- 5 reflect a mature, optimized build. Both buildings remain on schedule, with targeted lease commencement dates of the third quarter and fourth quarter, respectively. Through design optimization, we increased critical IT capacity from 162 MW to 168 MW per building without impacting the base construction budget. The incremental 12 MW across the campus is expected to generate approximately $200 million of additional lease revenue over the initial term. I will now turn the call over to our COO, Sean Farrell, who will provide more details on each specific building. Thank you, Nazar. From an execution standpoint, each successive building has incorporated lessons learned and increasing standardization. CB-2 transitioned from stick-built structural elements to a pre-engineered metal building, reducing both schedule duration and labor variability while maintaining data center performance requirements. Electrical distribution was simplified, lowering capital intensity and improving constructability. CB-3 further standardized UPS architecture and runtime parameters, delivering electrical cost efficiencies while maintaining required redundancy and tenant specifications. Integrated skid-based systems improve installation sequencing and schedule certainty. CB-4 reflects full tenant collaboration at the engineering stage. Layout optimization reduced conduit and piping runs, minimized underground work, and shifted redundancy to higher voltage distribution levels, reducing equipment count and field labor. Containerized UPS systems provide plug-and-play installation, further accelerating execution. CB-5 replicates the CB-4 design and execution model and benefits from procurement scale, labor familiarity, and established sequencing. As a result, we expect continued improvements in schedule predictability and cost control. Overall, the project has transitioned into a standardized and repeatable development program, materially reducing variability relative to early phase builds. Thank you, Sean. This ends our call. Thank you for your continued partnership and support.