Thank you, Phil. In my first 3 months as President and COO, I have focused on identifying and prioritizing opportunities to drive revenue growth and margin expansion in our core cinema business, strengthening our profitability will enhance our flexible to invest in our higher-margin, high-growth initiatives. While maintaining transparency, I believe, in under-promising and over-delivering. Moving forward, we'll share updates on emerging initiatives once they reach meaningful milestones. The cinema industry is cyclical, driven by multiyear technology refresh cycles, and we are in the early days of a new upgrade cycle centered around laser projectors. This cycle might have started sooner, if not for the disruptions of the past 5 years. First, COVID, then the Hollywood strikes, both of which slowed our customers' spending to this day. However, a strong 2024 summer and holiday box office reaffirmed industry's resilience and optimism is growing for 2025's full release slate. Historically, major cinema chains like AMC, Regal and Cinemark invest early, while the independent small and midsized circuits, our primary customer base, follow later. Right now, we are still in the early stages of this upgrade cycle, but momentum is slowly building. CinemaCon, the cinema industry's premier global institutional event for studios and theater operators in April will be an important barometer and a strong summer box office could accelerate customer spending. My focus is on capturing more of this early demand while positioning MiT for the broader industry-wide refresh. My immediate priority is driving higher revenue growth in our core cinema business, which with our operating leverage can move us into profitability quickly, I see opportunities in securing a larger share of technology upgrades, expanding wallet share with existing customers, acquiring new customers, strengthening our run rate business, which currently generates around $2 million per quarter. To achieve this, we are putting in place more formalized sales processes and testing cost-effective marketing strategies to reach untapped customers who may not be fully aware of our broad product portfolio and capabilities. While I'm very enthusiastic about our emerging products, I want to be pragmatic about their rollout time lines. My goal is to prioritize initiatives with the fastest ROI, both within cinema and in adjacent entertainment markets like stadiums and arenas. I'll now provide brief updates on these initiatives in cinema followed by an update on eCaddy. LEA Professional power amplifiers. We are actively integrating these into new projects will come from the replacement market. Large cinema circuits are testing these products now. And while procurement cycles take up to 18 months, successful adoption could drive significant sales growth. We are also planting seeds for expansion in Europe. CineQC is our quality control platform that integrates an IoT network and SaaS software for cinema operators to run their theaters more efficiently. While progress has been slower than expected, we remain committed to this initiative and we'll provide updates as we make progress in upgrading the technology stack and finalize our go-to-market strategy. With eSports and cinema, we are well-positioned with our movie sports mobile gaming ecard systems when this market starts to take off. Industry interest remains high despite delays at our partner SNDBX, which is now focusing on going operational and funding its rollout of amateur eSports leagues hosted in movie theaters through sponsorships and promotions rather than capital raising. If they can execute, it will hopefully kick start of the business for both companies. In parallel, we are exploring direct discussions with larger players to accelerate this opportunity. MiTranslator and ADA-compliant accessibility solutions, we are currently reassessing our entire accessibility product strategy, including MiTranslator, to unlock additional market opportunities. eCaddy is a product in development that is meant to bring fan engagement services for stadiums and arenas through a digitized version of our Caddy cup holders. Though this opportunity has taken longer than anticipated, we still believe in the potential of this product. We are currently refining the technology and business model while looking to secure an initial partner. In summary, the industry challenges from the Hollywood strikes continue to lessen. Our core cinema business is showing early signs of a rebound, and our emerging initiatives hold strong long-term potential. As the industry recovers, we are well-positioned to capitalize on opportunities and drive sustainable growth. We are still early in the cycle, but we are excited about what's ahead and look forward to sharing our progress. With that, I thank you, and I'll turn it over to Brian.