Thank you, Biz, and good morning everyone. On today's call, we will go through our Q1 fiscal 2024 results, a quarter in which we continue to make financial progress. In addition to our Q1 results, we announced the process, to evaluate strategic alternatives with the intent of strengthening our balance sheet and position Regis for future growth. We determined now is the proper time to launch this process. As we're doing so proactively, during a time in which we are not in default. Nor projecting to be in default of any of our debt covenants. We have ample liquidity and we can take control of the process. We wanted to take advantage of this window of time, we have to go broad and maximize our optionality. As opposed to waiting until closer to maturity, or a regular way refinancing may prove more challenging. We believe this process is a solid way, to evaluate several potential structures and complement our current work streams, in order to best set Regis up for the future and maximize value. With this announcement, I also feel that it's appropriate to provide some more context as to how we got here, and why now. Whether you've been following Regis for a while, or you're a new follower or investor in the company, I believe it would be beneficial to recap the sequence of events leading up to the current state. Now Regis was in the middle of two major business model shifts when the COVID-19 pandemic disrupted the business. Those business model shifts being one, the transition from a company owned salon business to one that is fully franchised. And two, the in-house development and rollout of a proprietary point-of-sale technology product called OpenSalon Pro. The pandemic was highly disruptive to Regis' business as over 1,800 company-owned salons remained as of March 31, 2020. During a time of government mandated salon shutdowns and restrictions, customer traffic was highly impaired and slow to recover, and the industry began experiencing significant labor issues. Due to our size, we were unable to qualify for government funding. And we had to draw on our revolver to fund the operational cash burn and manage through the uncertainty of the business. As of December 31, 2019. Regis had $32 million of debt including letters of credit, net of cash, due to adjusted EBITDA losses that reached $79 million in fiscal year 2021. In a cumulative cash use of $190 million in fiscal 2020 and fiscal 2021. Our debt including letters of credit, net of cash ended up around the $190 million dollar level that it is today, as a result of navigating through those times. Now, I had mentioned on previous calls, that when I stepped in as CEO in December of 2021, we were nearing the completion of our transition to that fully franchise model. We were still in the midst of rolling out OpenSalon Pro, and we had a revolver maturity of March 2023, that was approaching. At that time, we had $174.5 million of debt including letters of credit net of cash, and last 12 months adjusted EBITDA losses of close to $50 million. Now, as I mentioned during our fiscal 2023, recap call in August, we have made a lot of progress building the business back, in the last few years in the midst of what was and remains a challenging operating environment. During that time, we completed the business transition to a fully franchise model. We sold the OpenSalon Pro product to ensure we have proper focus on our core business, which is haircare and not technology, while simultaneously eliminating the cash burden associated, with the development and support of the product. We use the upfront proceeds from the sale to deliver and help our case for a refinancing with our lenders, all culminating in an amending, extending our credit agreement in August of 2022. While the business was continuing to turn around, and right before what became a challenging credit environment. And while we acknowledge the amend and extend wasn't the complete solution to our capital structure, it did offer us time to continue to execute on our plans, and put Regis in a better position financially from a P&L perspective. Since then, we've grown same-store sales, albeit mainly through pricing. We further wound down our loss making company-owned salons, we manage our G&A and CapEx closely and ultimately grew our profitability. We achieved a number of key milestones along the way, such as positive adjusted EBITDA, positive operating income for the first time since fiscal year 2017. And positive GAAP earnings per share during this quarter, the first time since fiscal year 2018. We've put plans in place, to address our core business and have been implementing our strategies and even announced an agreement to enter a new market in India. At this point in time, we can say that our business is largely stable. With last 12 months adjusted EBITDA of $25 million versus the adjusted EBITDA loss of $79 million that I mentioned to earlier in fiscal 2021. All of that being said, while the business has stabilized, the level of stabilization in comparison to our debt level of close to $190 million, and amount that as I mentioned is due to navigating the effects of the pandemic, still leaves a highly levered company. The challenges we've alluded to regarding labor, customer behavior and the resulting salon closures, still remain business headwinds that we are constantly looking at new ways, to solve for in this reset operating environment. Combined those challenges with the rising rate environment, driving higher cash interest expense. In addition to the cash outflows, related to the tail of our legacy business, there is still work to be done in order, to overcome those challenges. And that is work that we are doing every day. I've mentioned on every call that, while we continue to see progress, there is still much to do. And this process is now one of the key work-streams in addition to the plans that we already have in place. As we look out to the foreseeable future, we continue to be focused on increasing our profitability that, will not change. We believe there's progress to be made and we have solid plans in place that, we developed in conjunction with our franchise partners, to advance our brands, and seek to address the challenges related to the shift, and style of some customer behavior. And I've been clear that these take time. All this work will continue to be done as planned in conjunction with this process that, is designed to proactively address the balancing side of the equation for the long-term. Which leads me back to today's announcement on exploring strategic alternatives. This is another chapter in the turnaround that has been ongoing for years. It is worth-noting that, we have been engaged in continued and constructive dialogue, with our current lenders. This is a process that will enable us, to evaluate a wide range of options, to ensure completeness. The story and the business have improved, from our last process and that Regis is on much more solid foundation versus before. And I want to reiterate that, this is the right window of time, to do this when we have control over the situation. Now continuing under the status quos an option as well. As I mentioned, we have plenty of liquidity and are in full compliance of all our debt covenants. If at the end of this process, keeping on as is proves to be the best option. And that is what we'll do. And I also know throughout the course of this, we will likely get a lot of questions around specifics around, which paths may or may not be considered. To all of that I will say this, given how fluid this process will be. And any comments on specifics will be complete speculation. All I can say is we're going to do our best to maximize values for all stakeholders, which of course includes shareholders, and we'll evaluate all of the various options appropriately. And once again, we strongly believe that this is the right move to make at the right time for Regis in order, to best position us for growth. And one last note on the strategic alternatives process, before moving on to the results. As I just want to take a moment to address the franchisees and employees who may be listening to this call, and just hearing this announcement. There is no change, the initiatives and plans we worked hard on putting together collaboratively, over the past few years, to strengthen our brands. There has been a lot of collective thought, a lot of dialogue between us and we've advanced our working relationships. And I want to reassure you that all of that still holds. Business will continue as usual as it relates to our brand initiatives. And we will remain laser focused on our efforts, to drive the core business and implement winning strategies, to address the stylist, customer and in-salon operations. This process is intended to strengthen our ability to support all of you best as franchisor. Now, turning to our Q1, 2024 results. In Q1, same-store sales rose 1.8% versus the prior year's first quarter. And while same-store sales were up slightly, royalty and fee revenue, which represents our core business revenue were down around $700,000 versus the prior year's first quarter due to the number of salon closures over the course of fiscal '23. Despite lower royalty and fee revenue, we continue to improve our profitability. Adjusted Q1, EBITDA on a consolidated basis was $7.5 million, compared to $3.8 million in the prior year's quarter, a $3.6 million improvement. Our adjusted franchise EBITDA, eliminating the impact of our company-owned salons was $8 million, compared to $5 million in Q1 of fiscal '23. The progress that we're making here continues, to demonstrate the efforts that we've made to stabilize the business. We reported our fifth quarter in a row of positive operating income of $7.4 million, versus an operating profit of $2.5 million in Q1 fiscal '23, a $5 million improvement. And for the first time, since fiscal 2018, we reported positive net income, from continuing operations of $1.2 million and earnings per share of $0.03, compared to a loss of $1.8 million a year ago, during Q1, '23 and a total loss of $12 million, for the full fiscal 2023 year. From a cash flow perspective, we use $2.8 million in the quarter versus $5.1 million a year ago. Our profitability gains were offset by increases in interest expense, cash associated with a legacy company-owned business I mentioned earlier, as well as timing of payments that are specific, to Q1 as well as investments that we're making into our business. From a franchise salon count perspective, 52 salons closed in Q1 putting our franchise salon count at 4,745. Of the 52 closures, 24 were Supercuts, 15 SmartStyle and the remaining 13 from our portfolio brands. The average volumes for these closures were $122,000. And as I mentioned on previous calls, these closures are the byproduct, of the challenging operating environment we are in, and these salons performance has been exacerbated by the labor constraints and customer traffic changes. We continue to expect this rationalization of the portfolio and the focus, is on ensuring that we optimize and get the most out, of the footprint that we have going forward. The key drivers of our results during the quarter remain the work that we are doing, to continually manage our G&A expenses and our company-owned salon footprint. Our G&A improvement of close to $3 million versus the prior year quarter and company-owned salon EBITDA improvement of $700,000 year-over-year combined with the top line growth of our remaining stores, enabled us to grow profitability, despite the lower royalty and fee revenue due to salon closures. Now regarding an update on Zenoti, which is perhaps the top initiative related to our salon operations right now. Given the foundation, the platform sets for our personalized marketing and operational initiatives, we have crossed the 1,000 salon threshold with 1,140 active locations. As a reminder, while migration payments are part of the OpenSalon Pro transaction, we did receive $18 million of cash to-date, with another $2 million anticipated in December. These upfront payments enabled us to paydown part of our debt leading up, to the amend and extend last year. And in addition to the upfront proceeds, we are operating without the G&A and CapEx burden of product development, which combined were higher than the associated product revenue that we were taking in. Additionally, as part of the transaction, Zenoti purchased OpenSalon Pro from us and there are currently approximately 2,000 salons running on OpenSalon Pro, giving us a clear line of sight into over 3,000 salons to run on Zenoti. And given the ability to move this cohort, due to the direct controls Zenoti has over the platform, we have prioritized those salons running on a third-party system called SuperSalon. A system that franchisees have utilized, pre the OpenSalon Pro days, of which there are approximately 1,400 salons remaining running on that system, many of which have signed up to convert over to Zenoti. Now I've gotten a lot of questions around the speed, and the ability for us to simply force the conversion and to, which I will answer that it is much more nuanced than that. This is a large scale change management exercise, with close to 600 franchisees, who manage a group of corporate employees, stylists with a variations of back office processes and permutations, of how they run their business. There is a delicate balance, between pushing and collaborating that we have been navigating. And while the conversion is no doubt slower than we would have liked, or even initially anticipated and communicated, with the info that we have today. It was required based upon the work to be able to customize the product, to meet the unique business needs of our franchisees and also guide that change, through what is already a challenging operating environment. We have made it clear, that heading into the new calendar year that Zenoti, is the required point-of-sale system for our franchisees and we believe that the timing of consolidating our salons onto this platform, by the end of our fiscal year still holds. And I would like to reiterate that we are currently living, with the benefits of this transaction. This was the right move for us to make and we wouldn't be, where we are today had we not done it. And while our financial results continue, to be largely driven by G&A, and company-owned salon management, we are focused intently on driving same-store sales, as we maintain our discipline on those key items. Zenoti will play a key role here. Given the platform's functionality and ability, to optimize the use of our data through CRM and loyalty efforts in order to drive more frequency. We are testing various promotions, to drive incrementality of visitation and are thinking, of some larger scale more transformational marketing ideas, to take some bigger swings that differentiating our brands. I know that is a bit vague, and it is vague on purpose as I want to ensure that we keep those ideas of differentiation close in an industry, where products and services themselves, are largely similar purely from a menu offering standpoint. And we're also placing an even greater focus on salon operations and brand standards, given the services nature of our business. It is critical to start streamlining and holding even greater accountability of uniformity in our system, to further strengthen our brands and ensure positive in-salon experiences, as we see from our data that friendliness and stylists skill are amongst the biggest drivers of customer satisfaction. In addition, we're kicking off a project that, is focused on high volume salons, with the goal of taking those salons, with solid foundation to the next level, which has the potential to yield returns, for both our franchisees and for Regis. During the quarter, we also took our first step towards getting back on the track of salon growth. While we still have a way to go here, as the focus has been and remains on driving the core business in order, to create the right business case to accelerate new salon builds, we announced the Supercuts brand will be entering India through master franchise partnership with an existing franchisee within our system. As we continue to work on the business domestically, we see opportunity abroad as many markets, are fragmented with lack of a large scale player and haircare is just as much of a need as it is want. There is opportunity that exists, to bring our systems, processes education tools, technology offerings, price point, and operational know-how to other geographies. And India represents a great country to prove out this thesis. Now per the agreement, our franchise partner will manage their territory locally, and will build a minimum of 100 locations over the next five years. And when built out, this market has the potential to be an incremental contributor to profitability for Regis. We see the success of India as a way to one, enable even further growth in that country. And two, set the standard and model for replication and other international markets. Our partner is aiming to get the first location open by the end of March of 2024. And we look forward to this exciting new development for Regis and the Supercuts brand. Now before turning it over to Kersten to go through financials in more detail. I want to close by reiterating my confidence in the action we are taking, to best position Regis for the future. By complementing the initiatives we have in place to drive profitability, with a strategic alternatives process aimed to address our balance sheet. We are proactively covering our bases in order to best position Regis for the future, and to maximize value. Thank you for your interest in Regis. And I will now turn the call over to Kersten.
