Thank you, Biz. Good morning and thank you for joining us. The end of fiscal '21 marks an important milestone in the history of Regis. The journey towards a fully franchised business model and away from an operating company began four years ago, and I can proudly say that this major transformational phase is now complete. Our salons are essentially, fully in the hands of franchise partners. And we can, for the first time, make decisions for Regis through the lens of a true franchisor with a management team that combines both deep expertise in franchising and legacy operational know-how. Along with the full transformation of our business model, I am very pleased to say that we have a large number of salons running on our proprietary tech platform, OpenSalon Pro, a platform that until three years ago simply did not exist. These are all remarkable accomplishments in the face of unprecedented times, and I want to take this opportunity to personally thank both our teams and our franchisees for working tirelessly through such challenging environments. I want to take a few moments to update you on the progress we have made on key initiatives that have gone hand-in-hand with our business transformation. Major highlights for the year include: assembling a new management team with deep franchising expertise; a reorganization of our business to focus on our brands; the elimination of 1,356 company-owned salons through refranchising, negotiated lease buyouts, or closing at the end of the lease terms; a new organizational structure based on zero-based budgeting; the transition of almost 2,000 salons onto our proprietary POS and salon management system, OpenSalon Pro; and the rollout of individual bonus defining KPIs across the organization to create a performance-driven culture. It is because of these changes that I believe we're in the best position to fully unlock the value of the Regis platform. As it relates to the current business and our results, we're still very much feeling the effects of the pandemic. However, what began as a decline in consumer demands due to unprecedented disruption of routines has now shifted into a shortage of labor supply at our salons. While retail and services are broadly feeling the effects of this labor shortage, it is amplified in our industry since salon staffing directly translates to revenue generation. Our nominal sales continued to improve month-over-month as Q4 2021 comps were 4 points better than Q3 2021. But perhaps even more telling is that salon hours work is down 25% versus pre-pandemic levels, causing a slower sales recovery than we would have liked to see. We're confident that this disruption is temporary in nature as in the one-fourth of our franchise salons that ran flat in labor hours compared to pre-COVID levels also ran flat in sales, indicating that when we're able to capture more labor hours, the sales do return. We were encouraged last week by the announcement of the end of the additional federal unemployment benefits given the direct correlation between labor hours in revenue in our business. From a geography perspective, in our largest brand, Supercuts, states such as Florida, Oklahoma, Alabama, and Arizona have been able to improve labor hours by 5 to 10 points versus the rest of our fleet, resulting in these states which were posting sales 10 points short of pre-COVID levels in Q4, almost touching pre-COVID comps as we moved into July. Additionally, the states that reopened earlier continued to outperform states such as California and the Northeastern states which have been more restricted during the pandemic, with residents taking longer to return to their normal routines. States that ended unemployment benefits earlier are also performing better. Supporting our franchisees and ensuring their salons are properly staffed is one of our top priorities, and we're actively working with our franchisees to facilitate these efforts. We are implementing a new recruiting tool that delivers a fast, frictionless, mobile solution that streamlines the entire hiring process to assist our franchisees in hiring the stylist they need. This will save our franchisees time every week and give candidates a wide club experience that has been shown to increase hiring conversion rates and overall candidate satisfaction. We think this has the potential to provide us with competitive differentiation which is key in a world where our people are our product. If we can help our franchisees hire the best stylists before their competitors do so, it is a major win for our brands. I will also remind you that we are the Employer of Choice for Empire Education Beauty School graduates, giving us preferred access to new stylists just entering the labor force. We're also encouraged by the industry we're in. While it has no doubt that an industry hit harder than others, it is also one that remains resilient. The disruption other industries have seen to their service and delivery models is one that does not exist in hair care as the need for physical retail space and a professionally trained stylist to provide our services will continue to hold to. And the desire for people to use these services to look and feel their best is not going away. We're confident that staffing will return to pre-pandemic levels but what we cannot do is to predict the exact timing of when that will occur. Whenever that timing is, Regis is in the best position to capitalize on growth opportunities given our many transformations over the past year. The Regis of today is an entirely different company when compared to the beginning of fiscal '21 from our management team to our technology platform and everything in between. We have a new team, a brand-centric focus set to drive sales, the right business model for growth, and the right-sized org structure and tech platform to support and drive that growth. The skill set of our management team matches our business model with a hungry, driven, and aggressive growth mindset. They represent the perfect blend of deep franchising expertise in legacy Regis operational know-how. The level of franchise expertise this team has is something Regis never had before, joined upon experiences, driving value for franchisees, and other systems. This, combined with close to 100 years of Regis operating history is a differentiator from other franchisors. We organize ourselves in a brand-centric manner compared to a brand-agnostic approach prior. Great franchise systems align both the franchisor and franchisees around optimizing their respective brands. A key to brand building here will be further driving sales, and we are in the best position to deploy our marketing dollars than ever before. Through collaboration with our Supercuts Franchise Council, Regis will be centrally managing the Supercuts ad fund for the first time versus having the majority in efficiently spent by franchisees themselves on local initiatives. This past practice left Regis with insufficient visibility to the marketing investments being made for Supercuts and an inability to measure the effectiveness of incremental return on the investments. It also resulted in limited dollars to drive national media, marketing and brand initiatives that would have leveraged Supercuts a scale. We're now able to do all of this making use of our scale to deploy our ad fund dollars more efficiently into impactful initiatives that the entire Supercuts fleet can benefit from. During the pandemic and continuing till today, we have made the conscious decision to pause most of our marketing efforts given the labor shortages. The last thing we want is to spend promotional dollars to drive customers into salons that are staffed below full capacity. We're currently rebuilding our advertising funds as labor comes back into our salons and we'll be ready to go with tactical marketing and promotions when the timing is right. As I mentioned earlier, our salons are now essentially fully operated by franchisees, the major business transformation that we embarked on four years ago. As of today, only about 200 company-owned salons are left in our portfolio. The acceleration and completion of this refranchising process, given the current business environment was remarkable. And we could have easily been here with hundreds more corporate salons, given the continuing uncertainty of the pandemic and nature of the remaining salons. The pipeline of remaining venditions is set to get this figure down to under 130 corporate salons by the end of this calendar year, making the transition essentially complete. Our team is now free to focus their efforts on fully supporting our franchisees and shifting to Phase 2 of our refranchising process, providing growth opportunities to our most capable franchisees, both existing and new. It is imperative now to ensure our salons are in the hands of capable, well-capitalized business partners that can be the best representative of our brands and it is those partners that will enable Regis to fill in the geographies that we identify as White Space Salon growth opportunities. In parallel with the refranchising, we're working on our Salon of the Future concept to ensure new builds across our brands not only elevate our customer experience but also provide a strong ROI to accelerate unit growth, both domestically and internationally. We have completed our corporate reorganization and our zero-based budgeting work to ensure we have the right structure to support a fully franchised business model. We have conducted a robust 6-month assessment of our people and cost structure and these changes are a major component of the plan to bring Regis back on to a path of growth and profitability. While we do expect net savings, it is important to remember that investment is needed in our brands, in our technology platform and in other areas of our business in order for Regis to grow. Kersten will discuss our G&A in more detail. But I want to state that while we believe our go-forward structure supports our growth initiatives in the most efficient manner, we will always continue to assess our structure as zero-based budgeting is a continuous process. We also made important progress in our rollout of OpenSalon Pro. We now have just under 1,900 salons live on OSP, with another 200 contracts to install the system in the coming weeks. We also entered into a transition services agreement with our former POS supplier to make the transition into OSP even more seamless for our franchisees. Our goal is to have most of our salons running on OSP by the end of fiscal '22 and all of them by the end of calendar '22. One of the most important aspects of having our salons on OSP is the quality of the data we're able to collect and utilize, so we can drive sales and traffic into our salons. This data will help us understand behavioral patterns, design new promotions and drive individualized marketing initiatives with CRM and loyalty. Stylists around the country have reported improvements in ease of use as well as speed of checking in and checking out of customers, while our franchise owners have reported far better visibility into key business metrics, thanks to the OpenSalon GO app, a functionality that gives owners and their field leader's real-time dashboard reporting of their businesses. Our product engineering team continues to enhance all aspects of OSP and we're excited as to the impact this will continue to have on the business and serve as a differentiator for Regis salons. I also want to express how excited I am to have welcomed Mike Mansbach into the Regis Board back in June. As former President of MINDBODY, a software-as-a-service firm that supports the fitness and wellness industries, Mike helped grow the business before playing an instrumental role in the sale of MINDBODY to Vista Equity Partners. Mike is a tech industry veteran, who brings a depth of expertise in connecting digitally with customers, a skill set that I'm confident will help enhance the overall customer experience for our Regis brands. And as we continue to evaluate our strategic options related to OpenSalon Pro, Mike's experience in building enterprise value, product strategy and marketing while creating global scale will help ensure we maximize value to our shareholders. While we're still investing in OpenSalon Pro and our top priority is to bring our entire fleet on board before considering potential external customers, I am encouraged to see tech companies offering similar products achieve substantial valuations, some of which with customer bases much smaller than ours. It is a combination of all these achievements that enable us to look ahead and position us well for fiscal '22. Our focus is clear; we need to continue to drive system-wide sales, ensure our franchisee base is as strong as can be by providing our existing franchisees with opportunities to grow and bringing in new franchise partners, continue the OSP rollout and laid the foundation for growth through a Salon of the Future framework that provides an investment case for large-scale development agreements, both domestically and internationally. For all the challenges that fiscal '21 brought, the Regis we are today is a fundamentally different company than the Regis of one year ago. I'm encouraged that Regis is best positioned for the future and I'm confident that we have the right people in place to execute on our plans. Thank you so much for your continued interest in Regis. And I'll now turn the call over to Kersten to take you through the numbers. Kersten?
