Thank you, Lisa, and thank you for joining our call. If you turn to Slide 5, we capped 2018 with strong results in the fourth quarter. Revenue and non-GAAP EPS were both above our guidance. Revenue in Q4 was $657 million and for the full year was approximately $2.6 billion, which reflects 5% year-over-year revenue growth. This was driven primarily by strength in A&D, Telco and Medical. Non-GAAP operating margins improved 30 basis points to 3.2% quarter-over-quarter. This is despite continued softening in our Test and Instrumentation sector, which was down 25% year-over-year. Our EPS on a non-GAAP basis was $0.41, above our guidance. Our cash conversion cycle days were 62 days and for the full year at 68 days, this was at the low end of our target range of 73 to 68 days. Cash from operations was approximately $94 million in the quarter and $7 million for the full year, which is above our expected $30 million to $50 million range that we outlined earlier in 2018. We have continued aggressively buyback our shares. For 2018, we have repurchased $212 million of our stock and reduced our outstanding share count by 17%. We continue to prudently repurchase shares and through yesterday, we repurchased $17 million of additional shares. If you turn to Slide 6, we continue to make excellent progress on bookings, which as you all know are critical to revenue growth. This quarter we posted solid bookings of $198 million and $721 million for the full year, which is up 23% year-over-year. If we reflect back to this time period in the fourth quarter of 2016 bookings were up 55%. We had our strongest number of wins in our medical sector with 34% of total bookings. Seven new customers, five linked to design services. With projects ranging from all image devices, the cardiac monitoring, the optical sensor manufacturing, the in vitro diagnostic devices. In aerospace and defense, which posted 21% of our bookings for the quarter we won new programs with existing customers, while electronic modules for ground based vehicles, for radar systems, for RF components to space modules. In computing and telco we had two new customers, one for an antenna module manufacturing. The other for Bench cloud store products. Overall, we had 51 total ones for the quarter and 13 new customer engagements. I'm extremely pleased by the number of joint engineering and manufacturing engagements and it's a testament to our value proposition to customers. If now turn to Slide 7. As we've discussed over the last two quarters, we have a legacy computing contract which has been dilutive to our earnings. As you may recall, this is a longstanding contract with a longstanding customer. When this contract was renewed in early 2016, it was assumed that this product line would go end of life and decline substantially by this time. The opposite has happened. Growth has occurred increasing over 50% from the 2016 period. Margins, which were once acceptable have deteriorated due to model mix and supply chain changes? We have been working with this customer since the fall of 2017 to attempt to renegotiate this contract. And we notified this customer that we will not be renewing the contract when it expires in December of this year. Consequently, the customers informed us that they will transition this product outside of Benchmark and I anticipate it moving sometime in the middle of this year. The impact of this contract is significant to our numbers. As you look at the box on the left hand side of the chart, you can see that it comprises $280 million to $320 million of revenue in both 2017 and 2018 respectable, but the gross margin impact of that revenue was substantially dilutive. When you exclude that contract from our results, our gross margins increased 80 to 90 basis points in both those years respectively. By removing this contract, we can reflect the true underlying strength of our business, which is at industry leading margins and continues to grow at 3% on an annual basis. As we go through the transition with this customer, we will continue to report to you our results with and without this contract until it is totally removed from our actual results. If I turn to the next slide on Slide 8, as we traditionally do, I'd like to talk about our milestones to the way points we established earlier this year. In the upper right hand corner, as it relates to bookings, we established a milestone to achieve $200 million of bookings exiting the year. As you can see we delivered $198 million in the fourth quarter, essentially achieving this target. On the upper right hand corner of the chart as it relates to high-value market segments, we have set a waypoint of 67%. Our reported results including this legacy computing contract have us several basis points below that way point. As we exclude that contract, you can see that we are in the mid-70s for the majority of this year. Turning to gross margin was probably the most watched number in the waypoint section. Our waypoint for the end of 2018 was 9.7%. Given the strength of this legacy computing contract and the decline in our T&I sector, you can see the reported results are 8.4%. When we normalize for the legacy computing contract that goes to 9.5%. The difference between the way point of 9.7% and 9.5% is related to the softening of our T&I sector in the second half of the year. If you look at the first quarter of 2018, the dynamics of the weight of T&I and the weight of the legacy contract would have been about the same. And had T&I not softened, we would have been above the 9.7% range closing in on 10%. And finally on a profit per square foot percentage or dollar value, which I use as a surrogate for ROIC, given the lower utilization of our precision machining group, because of semi-cap weakness, and the high capital intensive nature of that division, we've seen erosion in profit per square foot. In an attempt to reduce the downward sizing of that, we have taken steps to right-size capacity and restructure the facilities. Now turning to the next slide, Slide 9. I want to reemphasize and reiterate our target financial model. Our goal is to get the non-GAAP operating margins in excess of 5.5% and ROIC to 12%. To do that, we need to target revenue range of $2.8 billion to $3.2 billion and a target gross margin range of 9.8% to 10%. With the transitioning of this legacy Computing contract out of our base business, our margins begin to approach the threshold of that target range. But it lays bare the fact that we need to continue to grow revenue. Because with the reduction of that Computing contract, we're now about $2.2 billion, $600 million shy of the low end of the model. Our business development teams are well aware of this challenge and are focused on driving bookings that will drive revenue growth to get to the low end of that model. If I turn to the next slide, Slide 10. As is normally the case this time of year, I'd like to provide some color on 2019. Excluding the legacy Computing contract, we expect year-on-year revenue growth of between 3% to 5%. This assumes that our Test & Instrumentation sector, which is heavily front-end semi-cap. Due to softness in the first half of the year, with slight growth in the second half and we are assuming that on a full year basis, 2019 results would be 10% lower than that of 2018. We are targeting gross margins to be in the 9.5% to 9.8% range. This will be achieved by focusing on continued process efficiencies and operational margin improvement in all of our sites around the globe. We will aggressively manage cost and expense structure, further rationalizing facilities and labor to balance the load. We will examine our SG&A and take prudent actions to reduce SG&A over the year. And lastly, we will drive improving mix of services and solutions, especially related to the ramp of our RF and high-speed design center here in Tempe. From a capital allocation standpoint, we will continue to refer to shares on the outstanding $200 million authorization that we have and we will continue our quarterly dividends. Combination of both the operating income growth associated with revenue and the actions we talked about, and the reduction of our share count, should drive EPS acceleration through 2019. Turning to Slide 11. As it is traditionally the case in our year-end call, we’d like to provide milestones for 2019. The 2019 from a booking standpoint, we are driving the organization to deliver bookings in the range of $800 million to $900 million. That'll add about $225 million per quarter. And I assume the linearity of that will be a little bit fluctuating as we go through the course of the year. From a high value market standpoint, we’re targeting 72% to 78% of our revenue in high value markets. From a gross margin standpoint, as I said before, we are targeting 9.5% to 9.8% gross margin. From a SG&A standpoint, we are looking at a range of quarterly estimated spending of $34 million to $36 million, which is down from our previous guidance to you of $37.5 million to $36 million, and represents at the low-end a $10 million improvement from what we previously have done. Obviously, these milestones exclude the legacy competing contract, and we'll be tracking them throughout the course of 2019. Finally, turning to Slide 12. In our press release earlier today, we announced, my intention to retire this year. The Board has a search underway to identify my successor. And upon their appointment, I will remain with the company as advisor to the end of this year. As you know, I joined the Board of Benchmark in March of 2016 and was subsequently asked to come out of retirement to assume the CEO role in September that year, with the goal of improving operational performance, driving revenue growth, and refining and accelerating the company strategy. That time, the Board and I contemplated that I would remain in this role for 24 months or less. And last year, we extended my position by another 12 months. It has been a great privilege to lead Benchmark, and I am very proud of the progress that we have made over the past several years. From an operational standpoint, we have made great strides. We have significantly improved working capital management. Cash cycle days, which were almost 100 days at the beginning of 2016, have been reduced by over 30% and have remained at an average of 68 days over the past two years. Cash generated from operations over the three-year period is approximately $500 million, with almost 50% of that coming from improvements in working capital. We have renegotiated or exited underperforming contracts. We have transformed the federation of sites into a global market sector network, improving overall execution and, more importantly, providing a uniform customer experience around the globe. We have refreshed the leadership team, not only my direct reports but several levels below, with nearly 50% of the organization new in the past two years. We have consolidated our decentralized corporate teams and other staff functions into our new headquarters in Tempe to drive not only better speed in decision-making but in an environment of collaboration and a focus on the deployment and adoption of common processes and tools. From a revenue growth perspective, after a number of years of revenue decline, we have returned to revenue growth in each of the last two years and are forecasting continued revenue growth in 2019. We’ve established our market sector business development organization. This team is tasked with acquiring and growing customers that have technically rich, complex product sets that are aligned to our sector strategies that offer the opportunity to utilize the entire breadth of Benchmark capabilities. Over the last two years, we have seen our investment in this organization drive bookings growth to over $700 million, a historic high for this company, and over a 50% increase from levels seen in 2015 and 2016. These bookings will fuel revenue growth in the years to come, and we are driving this organization to $1 billion bookings mark in the next 24 months. We have continued to expand our value proposition to customers, making Benchmark more relevant by growing our engineering and solutions offerings. We’ve expanded our engineering capabilities in a variety of disciplines, such as fluidics, robotics and optical systems, growing engineering revenue by 50% over 2016 levels. But more importantly, the level of engineering engagements that lead to manufacturing wins now stands at over third. We have taken a number of unique capabilities principally acquired with the secure transaction and transformed them into a powerful set of solutions offerings that will enable customers to go to market faster and more economically. And finally, from a strategy perspective, I am very proud of the fact that we have repositioned Benchmark from principally a contract manufacturer to an engineering and manufacturing services company, a decision to take advantage of what I believe is the next great technology transition. I’ve been in the technology sector my entire career. And over the last four years, I have been fortunate to witness the evolution of our sector in what I describe as three technology eras. The first is the era of hardware, where advancement in the semiconductors enabled computing power that drove the emergence of the mainframe, distributed computing and to PCs. The second is the era of software, first enterprise software, then application software, and now cloud and SaaS software. The third is the era of the network and wireless transmission, which enabled mobility and access not only to voice but more importantly, voice and video data on any device, anywhere. Each of these technology eras built upon the other have provided capabilities to a broader spectrum of end markets and end users driving new products and new offerings. In my opinion, we are at the beginning of the fourth era of technology, which is the evolution to 5G and the associated speed and connectivity improvements, which will enable new applications across even more diverse sets of end markets and industry verticals. For the past few years, we have been developing capabilities that will make Benchmark a key partner for our customers to capture the opportunity that 5G and high frequency afford. These capabilities range from radio architecture to wireless topology, to I/O front-to-end architecture, to high-speed circuit and RF design and manufacturing, to associated RF components coupled with advanced manufacturing in microelectronics and traditional SMT. We have both the engineering and the manufacturing capabilities that will tie these altogether. When I first came to Benchmark in 2016, I told you that the future for the company was bright and then our job was to unleash its potential. Feedback from customers, indicate that we're on the right track. They were excited by our offerings, by our level of engagement and our desire to help them solve problems, so they can go to market faster and capture the opportunities that they see. The foundation is set and our leadership team is aligned. With this backdrop, it's time for a transition in leadership. To a new CEO, that as the time arising to lead this company to achieve its potential. I am confident in this organization and its ability to execute and make this reality. I would like to thank not my leadership team, but the entire Benchmark organization for their support over these past several years. I'd now like to turn the call over to Roop.