Thank you, Chuck and good morning, everyone. Thank you for joining us on the call today. Robert will discuss our financial results in a few minutes. But before that I would like to take some time to discuss my thoughts on our key strategic, operational and commercial aspects of the company after my first full quarter at Owens & Minor. Since I spoke with you last quarter, I have continued to focus on our customers by placing rigor on our service levels, while also dedicating time to structure and strategy. Leading with our current and prospective customers remains a top priority and this is beginning to pay off. As I discussed last quarter, my initial impressions continue to be validated that our customers value; one, our ability to be flexible, to adapt quickly and to customize solutions to solve their challenges. Two, our integrated solutions and services across the continuum of care that helps our customers mitigate risk, increase value and improve the Commission's experience. Three, our ability to move at a speed equal to the pace of an industry that continues to evolve. And fourth, a high level of service. Regarding these areas, we continue to improve our operating metrics around safety, service and productivity due to an intense focus, training and improved analytics. Let me share a simple example around just one of these. That being safety. Through focus and training we have reduced the distribution center workers compensation claims by approximately 40% in the first half of 2019, compared to prior years. This reduction in workers compensation claims has not only reduced operating expenses, but it has also allowed us to keep well-trained and healthy teammates on the job, thereby resulting in improved service, productivity and quality. In addition to the safety example, we are executing on numerous other initiatives to enhance our operational performance, which have and will improve our financial performance. I've only mentioned the safety example to show how we are managing and operating the business with a much greater intensity and focus. The combination of customer focus, service improvement, productivity and enhance teammate engagement has resulted in improved results for the second quarter when compared to the first quarter. And we are working diligently to continue that progress in the third quarter and beyond. Let me share some of the positive items from the second quarter. Sequentially from the first quarter of 2019 to the second quarter of 2019, we saw growth in both revenue and adjusted operating income. We achieve revenue growth of 1% and adjusted operating income growth of more than 20%. Secondly, we generated $90 million of operating cash flow in the second quarter. This cash flow was driven by improvements in operating income and working capital management, specifically we were able to improve all major working capital metrics, while maintaining and improving service levels. Third, we reduced our debt in the second quarter by $60 million as compared to the end of the first quarter, as we remain committed to continue to deleverage the balance sheet. Fourth, as discussed last quarter, we renewed the Vizient contract through August 2020. I'm pleased to inform you that we have extended this agreement for yet another year through August 2021. Fifth, our Byram business continues to be a strong performer exceeding internal expectations both sequentially and compared to prior year. This business is well positioned in one of the fastest growing segments of healthcare, home healthcare. And finally, we continue to exceed our internal operating plan on a year-to-date basis. And while this quarter had many positive results, there are still some challenges and headwinds ahead of us related to the impact of previously disclosed customer non-renewals, Fusion5 and currency. I will discuss the impact of customer non-renewals and Robert will comment on Fusion5 and the impact of currency. The customer non-renewals we experienced in 2018 and in the first half of 2019 including the large customer discussed in Q1 will continue to affect our revenue growth in the second half of 2019 and into 2020. It is important to understand the selling cycle and the impact into 2020. Here's the way the sales cycle works. When a customer comes on board or makes a decision to move business away, it can take up to 180 days or more before the business begins to transition. Once the revenue change begins, it will impact our comparable results for the next 12 plus months. However, I'd like to note several positive things. One; we have begun to neutralize the net customer non-renewals due to material service level improvements in our distribution centers. A high level of customer focused and selling of our value proposition. And now we are also playing offense. Secondly; from an operating income standpoint, we are working to mitigate the 2019 impact of the previously mentioned customer non-renewals. We are doing this through productivity improvement and revenue mix shift to faster growing and more profitable business, in addition to many other mitigating actions that we are taking. While the headwinds exist, we continue to identify levers that have driven and that we believe will continue to drive improve performance of our acute care distribution channel and solution businesses. This improved performance coupled with a strong performance in our Byram business creates a path to mitigate headwinds and allows us to confirm our narrowed range of $0.60 to $0.70 for the full year. You may recall that I mentioned in the last earnings call four areas that we need to prioritize to stabilize our business. So let me provide an update on our progress. First, I challenged our team to drastically increase our intensity, while maintaining a high level of attention on serving our customers. As previously noted, in the second quarter of 2019, the continued customer focus along with improved service and emphasis on productivity and improved teammate engagement has resulted in improved operating results. Secondly, I recognize the need of our organization to develop, improve and upgrade. As noted in our recent announcement of leadership changes, we have been upgrading talent in key areas. And we have been successful in bringing in world-class talents to the organization, as well as promoting from within. These teammates have a deep healthcare experience, and a history of delivering on commitments, developing teams and demonstrating a high level of accountability. Third, we collect a vast amount of data to serve our customers. This date is now being used while being combined with firsthand customer feedback to prepare a strategy that is focused on providing efficiency to our traditional customer base, while focusing on growth segments of healthcare. And finally, we are instilling a high level of accountability and authority to honor our commitments to our customers, stakeholders and teammates. The initial steps are currently being taken around a process that enables enhanced ownership of our customer relationship to leverage the entire enterprise. I will provide additional color on these initiatives in the coming quarters. Thank you for your time today and now I will turn the call over to Robert for discussion of our second quarter results. Robert?