Thank you, Bob. As Bob said, I’d like to spend just a few minutes today on our plan to transform Oculus into a specialty pharmaceutical company, focused on dermatology and for our new shareholders, at least look back to explain why and how we're changing courses. As many of you know, our Microcyn products have been used on more than 5 million patients around the world and have been clinically proven to be safe and cost effective in over 33 clinical studies. To our knowledge, our advanced hypochlorous acid or Microcyn products are the only compounds in the world with a unique combination of the following characteristics. One, safer saline and can be used around or in the mouth or nose without harm; two, it’s a broad spectrum antimicrobial killing bacteria, certain funguses, viruses and spores with a unique motive action that does not promote resistance. And three, it’s therapeutic with clinical evidence showing reduction of inflammation, itch, pain, scarring, all while increasing oxygen. Because of those unique technology characteristics, our products have applications in a wide range in different medical and industrial markets, including dermatology, wound care, surgical care, animal health, in the eye, in the nose, throat infectious diseases and so on. As a result of these many market applications, we adopted a partnership strategy. In other words, a strategy defined sales partners in these markets and out licensed our products. Examples of these types of partnerships included Onset and Quinnova in dermatology. Ferndale Eloquest in acute and wound care, Union Springs in the first responder market, Innovacyn in animal health care and many sales partners in acute and wound care outside the U.S. The benefits of this partnership strategy were that we established the safety and efficacy of our Microcyn products in multiple markets. We gained knowledge in a wide variety of therapeutic areas and we eliminated the need for sales and marketing expenses, which theoretically would have allowed us to reach breakeven quicker. On the other hand, the disadvantages of this former partnership strategy were that we have little control of our sales process. In fact, our partners control that process. Our partners also selected the priority of the products in their portfolio, not us. We had indirect contact with our customers and generally as a result, we found it difficult for us to maintain sustained control of the revenue growth. So in March of 2014, following the IPO of our surgical drug company, Ruthigen, we constituted our Board of Directors and management team. As you may know or have read, our new Board has a strong background in sales and marketing strategy and in particular dermatology. After much homework, our new team commenced a strategic realignment of our business. And in evaluating our various market opportunities, we concluded that our dermatology opportunity was the most attractive for a handful of reasons that I will go through now. One, we’ve demonstrated safety and efficacy of our products in the dermatology space along these lines -- hypochlorous acid dermatology products have generated 145,000 prescriptions written since 2011 and are supported by four clinical studies, showing a reduction in itch and pain. Two, the addressable size of just the U.S. atopic dermatitis market is estimated to be $500 million to $700 million per year. Three, dermatology co-points are concentrated. As an example, there are 3,000 to 5,000 dermatologists who right 75% of the total scripts written meaning that they can be covered by a relatively small sales force. Four, U.S. dermatologists prescribe more products per visit than any other medical specialty except neurologists. On average, each dermatologist writes prescriptions for about a half a million U.S. dollars per year. Five, dermatology patients tend to be more affluent and less reliant on Medicare and Medicaid, which translates into stronger product pricing and product margins. Six, IMS data shows that dermatology sales ramps are quick to peak in six to nine months meaning that we can quickly cover sales expenses. Seven, as a result of all the first six items I just went through, dermatology companies tend to have higher valuations. And over the last several years, many of the small-to-medium dermatology companies that we studied have been acquired at very attractive valuations. While our partnership strategy provided many benefits to us that we covered earlier, we think it’s time to transform into the following new direct sales strategy. For our core U.S. markets, dermatology is going to be our highest priority and advanced acute care is second. We plan to build the direct sales force starting with our medical devices and using Microcyn as the cornerstone. We plan to diversify into non-hypochlorous acid base technologies via license, becoming a truly diversified healthcare company. We will acquire or develop new drug candidates with low cost -- excuse no cost clinicals for our direct sales force to sell. For our non-core markets, such as the international and animal healthcare, we will continue to expand with new sales partnership. We believe this shift in strategy will enable us to have direct contact with our customers, control our own sales process, set our own product priority, diversify into other technologies be in-licensing, and, most importantly, enable us to achieve fast, sustainable and consistent growth of revenue. We think our new strategy is straightforward, well-thought through, and near and near to my heart, very exciting to the team. I will hand the microphone back to Bob to discuss several of the action items we’ve completed to-date as part of this transformation to a specialty pharmaceutical focused on dermatology.
