Before we get started, I would like to remind you that some topics to be discussed today that do not relate to historical performance may include or constitute forward-looking statements within the meaning of the federal securities laws and are subject to risks, uncertainties and other factors that could cause actual results, performance or achievements of the company to be materially different from those expressed or implied by such forward-looking statements. Certain of the risk factors, which could affect the company, are set forth in the company's 10-K and other filings.With that said, I'll now turn the call over to Phillip Spencer. Phillip Spencer Thank you, Ann. Thanks, everyone for joining the call today. I would just also like to take a quick minute. I want to thank our hotel and management companies that have joined the call today. My actual first day with LodgeNet within Chicago, meeting with the Hyatt, and then couple of weeks later I was in Baltimore, high-tech, and I had the opportunity to meet senior executives from Marriot, IHG, Hilton, Loews, Starwood, all the major brands, but I just wanted to hook out and know to know that our number one priority is going to be serving your hotels and making sure your guests are happy, so I appreciate you guys jumping on the call. The first slide. Just let me give you a quick kind of background on myself. I spent the last 20 years in my career working in private equity backed cable, telecom and technology companies. Most recently I served as President and CEO of Windjammer. Windjammer owned 143 cable companies across the United States, and ironically we actually competed with LodgeNet in most of these markets. However, most of my work has been around building customer-centric organizations, addressing top line revenue growth issues and reversing customer churn. Clearly, those are three areas we need to work on here at LodgeNet.