Thank you, Scott. Good morning everyone, and thank you for joining us to discuss the results of Q3 2017, our first full post merger quarter. A little over 4.5 months ago, we just completed the merger one day before the start of this quarter. On day one, our Company required financing, it faced a massive AP liability on it’s balance sheet. Our CLIA Laboratory operation in Omaha was planned to be relocated to New Haven, and we had a product that needed significant revamping before it could be re-launched into the market. Overcoming these challenges was the first step towards determining the Company's long-term viability and positioning the Company for success. This morning, I'm pleased to share with you that we've made significant progress overcoming these challenges. In August, the Company completed its first capital raise of $6 million out of a targeted $8 million, and we recently completed a subsequent top-up raise of approximately $2.5 million. We've reduced our AP by over 50% and restructured a significant portion into long-term debt, shoring up our balance sheet and positioning Precipio for a recovery towards financial viability. Our lab staff have successfully completed on schedule the transfer of the 30,000 square foot laboratory facility in Omaha into our New Haven facility. We’re up and running, and as announced in early October, we won a new $750,000 pharma project. We launched our first revamped lung cancer ICE-COLD PCR kit also on schedule, and most importantly we now have new ICP customers’ orders and revenue. In the time since the merger, we've achieved with ICP what has been previously attempted for the past six years, and we are now bringing the promise of ICE-COLD PCR to the liquid biopsy market. I'd like to share with you a recent experience with one of our new ICP customers Methodist Healthcare to frame our market development and customer experience. When we approached the folks at Methodist, they were in the final stages of evaluating five other competitors to select a liquid biopsy solution for their in-house laboratory. The outcome as you know was that Precipio’s ICP was selected as their liquid biopsy platform. They chose us because ICP is more flexible, it's more robust in terms of its adaptability to other platforms, and because it enables them to make money using our technology. Two weeks ago, we sent one of our lab techs to help setup ICP in their laboratory and assist in the onboarding of their technology. At the same time, in my discussions with one of our R&D team members, she voiced her concern that it wasn't going to work. When I asked why she felt that way, she gave me a very simple honest answer which was because it's never worked before. When our lab tech returned from the onboarding, she reported the successful implementation and how excited the customer was to begin using ICP. This is a tremendous validation of all the hard work we have done, leading up to the merger. We spend a lot of time doing our diligence, we knew the potential of the technology we were acquiring, and we knew that if executed properly, it could yield this positive outcome. However, there's nothing like seeing the success of a product launch and the excitement it created around the team who was able to produce a product that customers actually want. That was extremely rewarding. Now having said that, there are still many challenges ahead of us in growing the company. However, we believe we've demonstrated we have a product that works and is valuable to customers. Like in any business, the first customer is always the toughest sell and we've won our first several customers. This could not have been accomplished without the hard work and dedication of our fantastic team. And I'd like to take a moment to recognize them. From our investors to our experienced and engaged board of directors to every single member of our team who played a critical role in making this happen, this is your success. I'm so proud to see the close collaboration between our commercial and R&D teams in designing, developing, and bringing to market a product that customers truly need. To all those shareholders who've been waiting for the promise of ICE-COLD PCR, this is the beginning. We have a lot of work ahead of us to convert the pipeline we have into a growing customer base and that's what we're determined to do. I want to take a few moments to discuss why we decided to enter into the second capital raise which I know caught many by surprise. Our original plan and budget call for $8 million as we announced back in August. We raised $6 million in gross proceeds, which on the surface results in 75% of our expected capital need. However, considering the net proceeds from the raise after all the costs associated with the transaction, as well as the debt we retired, we were effectively left with less than 50% of our target raise. This meant that from an operational perspective we would need to operate with our foot on the brakes something that nobody wants. The subsequent top off provided us with additional capital needed to execute on our plan. We believe our company has never been in a better position than it is today. Lastly, before I hand the call over to Carl for his review of financial highlights. I'd like to point out that the presentation of financial results for the third quarter of 2017, compared to Q3 of 2016 is a comparison of financial metrics of Precipio Inc. the post-merger and now public entity versus last year's financial metrics of Precipio LLC, the private entity pre-merger. This is not really an apples-to-apples comparison and that should be considered in that relative context. Furthermore, much of the financial results of Q3 were negatively impacted in the merger in two ways. First, there are significant one-time costs that occurred during Q3 which were associated with the merger. They are not part of our ongoing business and will not impact future numbers. The second impact of the merger was on management attention. As I mentioned before, during the first half of 2017 leading up to the merger, management attention was consumed with the transaction itself and we were not able to properly focus on the business. Given management’s significant role and involvement in sales and the development of the business including myself, our business took a hit that impacted Q3 from a revenue and subsequent gross margin and net profit perspective. Now in Q4, with the majority of the post-merger integration the capital raise and the AP restructuring behind us, management can refocus our attention on growing the business. The results won’t be immediate and as the financials demonstrate the company will at some point still require additional capital to grow that we believe we will be in a very different position at that point. I do feel, however, that we have the right team in place that can get us back to where we were and then continue to grow from there. It's now my pleasure to introduce Carl Iberger, Precipio’s CFO for discussion on our financials. I will return after that with some closing remarks. Carl, over to you.
