Thank you, Biz, and good morning, everyone. Today's call marks the end of our fiscal year 2023. And with that I feel it's appropriate time to not only go through our Q4 and full year results, but also recap the key milestones we've achieved during the year. In addition to laying out the initiatives we are focused on as we move into fiscal 2024. During our Q4 call last year, I mentioned four themes that came to mind. One, the right team; two, business transformation; three, progress; and four, the creation and implementation of a path forward. As I reflect on our fiscal 2023, all of these came together and have led to the positive trends we are seeing in our business and the results we have delivered for the year. I mentioned this every call, and I'll mention it again. I continue to be very proud of what this team and our franchisees have achieved in what still is a relatively short period of time and in what remains a challenging time for our industry. Sitting here today, I believe those themes are still appropriate and remain in place as we continue to stabilize and grow the business. Now jumping right into our results for the quarter and full year. In Q4, same-store sales rose 2.5% versus the prior year's fourth quarter. For the full year, same-store sales were up 4.4% versus fiscal 2022. Adjusted Q4 EBITDA on a consolidated basis was $5.2 million compared to $1 million in the prior year's quarter, a $4.2 million improvement. For the fiscal year, adjusted EBITDA was $21 million. And spending a moment on our adjusted EBITDA, I want to emphasize the progress we have been making here. Our $21 million of adjusted EBITDA compares to $1.8 million loss in fiscal 2022 and a loss of $77 million in fiscal 2021. We have delivered positive adjusted EBITDA over all four of our fiscal 2023 quarters and have surpassed the expectations we laid out for the back half of the year during our Q2 call. The progress here is a testament to the efforts that we have made to stabilize the business and I believe we have largely done that at this point. Again a true reflection of the efforts of our team and our franchisees. We reported our fourth quarter in a row of positive GAAP operating income of $3.6 million versus an operating loss of $1.3 million in Q4 of fiscal '22. Operating income for the full year has improved by $37.7 million versus the prior year, at $8.8 million versus a loss of $28.9 million during fiscal 2022. This represents our strongest operating income result in six years. Another key milestone this quarter is we achieved positive operating cash flow of $0.5 million for the first time since Q4 2019, albeit minimal, and while this is a milestone worth pointing out. I want to level set that I'm not quite ready to declare this to be the turning point for every quarter moving forward as it pertains to cash flow. The higher interest rate environment, combined with the cash use associated with the transition from an operating company to a franchisor has and continues to put pressure on this figure. But getting back here has been a goal we have been working towards, and we will continue to work towards this becoming a trend with a focus on growing our profitability. Our liquidity position and capital structure remain essentially unchanged from last quarter as we ended the year with total liquidity of $43 million, which is similar to the end of Q3. There's yet another data point for the stabilization of our business. As this fee continues to remain stable versus the historical quarter-to-quarter dips, we've seen over the past three years. From a franchisee salon count perspective, 264 salons closed in Q4 and 616 closed for the full year. Putting our year-end franchisees salon count at 4,795 salons. These closures highlight the challenging times I mentioned that our industry still faces. Of the 616 full year closures, 258 were smart styles, 196 super cuts, and the remaining 162 from our portfolio brands. The average volumes of these closures were approximately $110,000, which makes it a hard case to justify keeping open. Given the current profitability drag and time and effort it would take for our franchisees and us to try to bring these back to viability. While the closures no doubt had an impact on Regis royalties, this is a profitability headwind that Regis has and we'll continue to seek to overcome through other avenues as we look to get back on the path of salon count growth. Just a final thought on our Q4 and fiscal 2023 figures. While these results represent strong progress overall, we are certainly not at our desired destination there remains to be work to be done to continue to grow our sales, profitability and salon count. Now beyond just recapping the financial results, I mentioned at the beginning of the call, there is a lot that we've accomplished throughout the year. And I believe this is the appropriate time to recap some of the key milestones we believed that not only played a role into contributing our financial results, but are also foundational to the strategies we have in place moving forward. I'll speak about each of these in the context of Regis strategy, which you are breaking down into four key pillars. And I know we've put up iterations of where these initiatives fall into the broader Regis business in the past. But simply put, our key components fit into one Regis is a corporate entity. And the next three being components of our operating business, consisting of two stylists, three customers and four, the combination of stylist and customers in our physical locations to create the salon experience. And from a Regis corporate perspective, there were some major achievements this year that contributed to our business. First and foremost, we amended and extended our credit agreement in Q1. We spoke a lot about addressing our capital structure, both leading up to and after the event and extend. So it's a bit hard to believe that this was only one year ago. But just as a reminder, at the time we had an approaching maturity date of March 2023 in our debt, and we were able to successfully extend that maturity out to August of 2025. This was a significant milestone as we were able to get this done right as the credit markets were starting to tighten, and the agreement was critical to ensure we have the proper time to continue executing on our plans. We continue to manage our G&A and on an adjusted basis, this came in $12.5 million lower than fiscal 2022. We've achieved these savings while simultaneously increasing the level of field support to franchisees through a reorganization of our field teams, an area that cannot be compromised as we look to grow the business as a franchisor. And we continued to wind down our corporate-owned locations, with 68 remaining at the end of our fiscal year, and we are still on track to have around 15 left at the end of fiscal 2024. Corporate-owned salon losses for the year came in at $1.8 million versus $9.5 million of losses in fiscal '22, a $7.7 million improvement. Moving to stylist retention and recruitment. In fiscal 2022 and '23, we placed a great deal of effort developing and enhancing programs to support our brands and franchisees to not only ensure that they're keeping the stylists currently in our system, but also that our brands are considered an attractive destination for those entering the industry and experienced stylists looking to switch jobs. Over the last year, we grew our field training team exponentially with over 700 new Supercuts technical trainers and 300 new design team members that support the non-Supercuts brands. We conceived up with our franchisees, planned and hosted three national stylist events. Our field-based trainers got back into our franchisee salons after years of strictly digital education, with over 4,800 in-salon visits and classes completed, and we rolled out salon manager-training modules, which we're consistently asked for by our franchisees. Now while it's still early, as these efforts require continued time and investment. The results show that salons with team members engaging with the national events and the field base programs we have implemented are demonstrating higher sales and stylist retention versus those without. From a customer marketing perspective, the focus is here, we're getting our ad funds and organization structurally set up to understand our customer base better, improve and strengthen our ability to communicate with them and seek to build more loyalty to our brands. During the year, we revamped and aligned with each brand on new ad fund splits and structures, enabling more local spend and control by our franchisees. We provided more tools and resources to our franchisees to be used to ensure they're taking advantage of national programs and spending locally as efficiently as possible. We advanced our CRM efforts with increasing messaging and have had more franchisees opt into offer-based touch points. We launched our Supercuts loyalty program, and this has been in the works for a while, and forms a key pillar of our go-forward retention strategy, not just for Supercuts, but for our other brands as well. We rolled this out to 30 locations in May and results while they're still early days have been encouraging, with average check among members greater than non-members and 45-day retention rate significantly higher the non-members as well. We will continue to seek to track this progress to determine which markets to launch next in advance of a larger scale national rollout. And in addition to the loyalty program, we launched a new Supercuts real smart hair campaign that has been playing across various digital channels and will form the basis for some new in-salon collateral. We are super excited about the potential of this campaign that can extend naturally across all channels and the various cohorts of people that we can lean into to match the seasonality of the year. We believe the messaging of practicality really is true to the Supercuts brand and the insights from people all around us in our everyday lives has potential to resonate strongly. And just 1 additional note on Supercuts and that brand's performance. Mentioned earlier that Regis, our brands are up 4.4% in same-store sales versus the prior year. The Supercuts brand, which represents our largest footprint, was up close to 7% on the year. And lastly regarding the in-salon experience. The major initiative here continues to be the enhancement and rollout of our technology partner Zenoti platform. This is the foundational focus we have been and currently are working on to strengthen the experience and connections between stylists and customers with our salons, which ultimately extends out to our franchisees and to Regis. Over the year, we worked closely with Zenoti and our franchisees throughout fiscal '23 to optimize the product for our brands. And we are at the point where there's clear benefits being demonstrated from being on Zenoti versus our other POS systems. Currently, around 740 salons are live on Zenoti, an additional 500 should be going live over the next few months, and there's a path to completion by the end of fiscal 2024. Now a key component of the deal is the migration payments beyond the $18 million we've received thus far. And I mentioned on our previous calls that the additional payments are expected to start towards the end of calendar 2023 and into the beginning of calendar 2024. I believe the timing is more likely to start early 2024 and realize during the back half of our fiscal year. This is, in fact, slower migration than desired initially expected and communicated. However, knowing what we know today, it was prudent to remain flexible to rest of the needs of our franchisees, and I want to thank Zenoti again for going above and beyond and being such a great constructive partner every step of the way. We still have no doubt that this was the right path and decision to make, and we look forward to being to the other side of migration. Now in addition to Zenoti, Regis has also developed and deployed an interactive voice response system that has gone live in around 400 salons. This is an example of value-added technology I mentioned on some previous calls, with the development footprint and team that we have retained. The system has been handling around 60% of the calls that otherwise would have gone to stylists, delivering further benefit stylist productivity. Now I am grateful for the opportunity to recap our fiscal 2023 and share with you the progress that we have made over the course of the year. Now at the same time, I also recognize that a bunch of list without results does not really mean much as we look towards the future. For fiscal '24, all of what I've mentioned continues to play a role, and we will look to build upon the path we have laid out. Revisiting those four strategic pillars of Regis, we have some simple and clear goals that get to the heart of the business and will deliver the most impact to sales and profitability. Starting at the Regis corporate level, the goal is continued financial stability and growing profitability. This will come primarily through managing G&A, exiting our corporate-owned locations and mitigating our bad debt exposure just that has been for the past few years. For stylists, we built a great set of support functions, processes and tools. The key will be continued utilization and optimization of those, in addition to the focus for the year of taking a bit of a higher-level view and addressing the brand level value propositions and marketing efforts through refreshed messaging, assets and collateral and activating them across various in-person and digital channels in an effort to grow the overall stylist population of our brands over time. On the customer side of the business, the recent sales performance has largely been driven by price while seeking stabilization of the stylist workforce. Our efforts to increase frequency and loyalty remains in place, but we have a renewed focus on traffic driving in order to maximize the capacity of the current and what hopefully will be growing stylist base. The key here will be testing, learning and deploying a bunch of ideas across our brands and roll out those that we find success with on a larger scale. Over the past year, we've gotten a lot better and faster at the speed in which we can get an idea out in the market, and we'll look to take advantage of that during fiscal 2024. Finally, on salon experience. As I mentioned earlier, the migration to Zenoti and locking the associated benefits continues to be a top priority. The platform is a gateway to salon experience and will enable us to receive and react to guest feedback in a more streamlined manner. In addition to Zenoti, the focus this year will be ensuring the compliance with key standards and the utilization of the tools that we have developed over the course of the past year. This effort is critical to bringing further uniformity to our franchise operations and further solidify our brands. Now wrapping up on our initiatives and efforts really want to emphasize the need for all of this to come together to drive our business versus There's any one singular item. Driving in customers alone without the proper experience won't lead to sustainable business. The proper experience is challenged without properly trained stylists and stylists for the customers won't lean to tenure. There is not one thing in isolation that can carry the business. And there are some constraints that we recognize that we're operating within. An ample of this or ad funds. Outside of Supercuts due to specific ad fund percentages and/or the regional nature of some of these brands, there are some limitations to the ad funds dollar themselves, placing further emphasis on the need for us to work closely with our franchisees and optimizing the resources that we do have, which has been an overarching theme as to how we've operated and approached the business over the last few years. Now I began today's call with a refresh of the themes that remain relevant from the opening of last year's call. And I'm going to close by referencing my closing remarks from that call a year ago when I said the following quote. I have the utmost confidence in our team to be able to deliver just as we have since the beginning of the year. Regis is in as strong of a position as we have been in quite some time, and we look forward to delivering strong EBITDA growth in fiscal year '23. I'm glad that we were able to prove those words right, as we did just that over the course of our fiscal year. And with the same team intact and the groundwork we have put into place over the last year, I look forward to continued progress in fiscal 2024. And with that, I will now turn the call over to Kersten to provide more detail on our Q4 and full year results. Kersten?
