Ladies and gentlemen, please stand by. Your conference call will begin momentarily. Again, please remain on the line. Your conference call will begin momentarily. Thank you. Speakers, welcome back. Please continue.
Shawn Lynn Duffy - Chief Financial Officer & Senior Vice President: We'll pick up to where we were in commercial networks. Our revenues were down year-over-year as we complete the NBN Co. infrastructure project, as well as declines in terminal sales and antenna systems product sales. However, with an expected service launch in April 2016, we began seeing new consumer terminal orders from NBN at the end of the third quarter. As Mark mentioned earlier, our ViaSat-3 activities are well underway, which drove our Q3 segment R&D expenses to double the level we incurred last year. I'll provide a bit more context around these impacts later but, in the near term, we do expect to see a pretty significant uptick in development activity supporting our ViaSat-3 satellites as we close out FY 2016 and continuing for the next several quarters. Slide 6 shows revenue and adjusted EBITDA performance for our fiscal 2016 year-to-date period compared to the same period last year. Comparisons with the prior period, however, are skewed by the aggregate $40 million earnings impact of the Loral settlement realized in Q2 fiscal 2015. Just to recap, in the second quarter of last year, we booked a one-time benefit to product revenues of $21 million, and a one-time G&A credit of $19 million as a result of the settlement. I won't spend much time on this slide as many of the revenue drivers are the same as those in the quarterly comparison on the previous slide. But I would like to highlight the 16% growth in adjusted EBITDA year-to-date to $250 million, excluding the Q2 FY 2015 Loral impact, compared to a relatively flat year-over-year Q3 where the rising impact of our ViaSat-3 R&D activities tempered our EBITDA results. So as further context, if we look at the core business without the Q2 FY 2015 Loral settlement and our year-over-year R&D spend acceleration, our existing business grew adjusted EBITDA on a year-to-date basis compared to last year by approximately 26%. Much of this continuing growth is driven by top line ARPU growth and expanding operating leverage we're seeing in our satellite services where year-to-date adjusted EBITDA grew by more than 55%. Turning to the next slide in both the quarter and year-to-date periods, operating income was lower due to higher depreciation and amortization expenses on essentially flat Q3 adjusted EBITDA and slightly lower year-to-date adjusted EBITDA due to the recent increases in R&D expenses I mentioned earlier. Turning to taxes, as you may know, the Protecting Americans from Tax Hikes Act was enacted in December 2015, which permanently extended the federal R&D tax credit retroactive to the beginning of our fiscal Q4 2015. The $6.4 million impact of this legislation swung it from a net tax expense position to a net tax benefit both for the quarter and year-to-date periods. When looking at the comparative Q3 periods, it's important to keep in mind that our Q3 last year also included a fed R&D credit reinstatement catch-up benefit of approximately $8 million. So year-over-year, our benefit is approximately $2 million less. As a result of the points we just discussed, non-GAAP net income for the quarter and year-to-date was down $4.1 million and $12 million respectively. The earnings per share figures follow the same relationship with a slight variance to the change in shares outstanding. However, it's worth summarizing that the impact of the Loral settlement in the year-to-date figures for last fiscal year represented a benefit of $0.50 per share. So excluding that as well as the R&D uptick and fed R&D credit impact, our non-GAAP diluted EPS generated from our core business actually increased 100% year-over-year. Looking at our cash flows, you can see that our year-to-date cash flow from operations was below last year's level by about $52 million, which was mostly due to large swings in working capital. The increase in working capital was driven primarily by higher inventory levels and our government product lines, a decrease in customer advances and lower accrued interest due to the normal timing of those interest payments. It's worth noting that our Q3 quarter cash collection activities were very strong with operating cash flows generating over 50% of the year-to-date activities. And our trailing 12-month cash flow from operations is trending at approximately $300 million, which is funding a significant portion of our next-generation satellite investments. Our year-to-date capital expenditures and investments for fiscal 2016 decreased by about $27 million due to our acquisition of NetNearU last year for $56 million, partially offset by capital software investments and other Q3 investments to expand our (18:43) footprint. So we ended the quarter with $200 million outstanding on our $500 million revolver, and $161 million outstanding on our $525 million Ex-Im loan commitment. Our net leverage increased slightly to 2.6 times trailing 12 months adjusted EBITDA due to the higher debt balances. Yet our Q3 liquidity position remains very strong. A bit later, I'll spend some time recapping our satellite CapEx profile as we look outward, as well as see how that shapes up into our overall debt and leverage outlook. So with that, I'll turn it back over to you, Mark.
Mark D. Dankberg - Chairman & Chief Executive Officer: Okay. Thanks a lot, Shawn. I think we may not have our slides up at this point. So they should be back up. And if not, we'll post them and you'll be able to reconcile that. Okay. So they're online so you can get them. And I'll try to describe what's up there as well. So at this point I'll try to put some color around our strategy and our outlook, given all that's happened leading up to today's announcements. So we've got a chart on our capacity expansion schedule. And our launch window with Arianespace for ViaSat-2 is first quarter of calendar 2017. Satellite construction's proceeding well. Given the overall progress to date, we have more visibility into post launch activities, leading to beginning of service. While there's still some puts and takes, we anticipate the ViaSat-2 in-service date to be mid-calendar 2017, which is about where we've been for the last year or so. So, net-net, (20:22) a little slippage in the actual launch schedule for more certainty, but without materially impacting the timing of revenue generation from the satellite. And remember, ViaSat-2 has about double the bandwidth economics of ViaSat-1 so that creates a lot of opportunity for growth. When we look at the ViaSat-3 platform, the economic gains over prior generations are even more compelling. It's also very important to note that we're also gaining efficiencies in delivery timing. The gap between ViaSat-3 Americas in-service and ViaSat-2 in-service will be around two years or so. And that compares to over five years between ViaSat-1 and ViaSat-2. So obviously, we would've benefited from launching ViaSat-2 quite a bit earlier. But the technology wasn't there yet. We've been investing steadily for years in the successor to ViaSat-2. So this time we're aiming to cut that gap between satellites roughly in half while still getting an even bigger boost in productivity. And then we're planning to launch ViaSat-3 Americas in mid-calendar 2019 and ViaSat-3 in the Europe, Middle East, Africa region planned for early 2020. We and Eutelsat are still studying and evaluating options for interim capacity earlier than that. The coverage and flexibility of the ViaSat-3 class satellites enable much greater opportunities than merely follow-ons to existing markets and we've got another slide to help illustrate that. Okay. So they're back. Good. So this slide shows the planned initial ViaSat-3 constellation and the checkmarks show the first two are now underway. That column chart is just a reminder of how incredibly productive these satellites are in terms of simple bandwidth economics. That basically means how many gigabits you get per $1 million of capital investment. The representative beam maps show how extensive the coverage is, essentially two-thirds of the world with the first two satellites and illustrates that we have the reach and economics to serve vast emerging markets in South America, Africa, Middle East and Western Asia and we also have the ability to dynamically manage exposure to those markets based on demand and business case. Each ViaSat-3 satellite is anticipated to have as much bandwidth as all the rest of the satellites in the world combined. And that includes all of the high throughput satellites that are now under construction. So we think we'll have the economics to profitably address the most attractive markets anywhere in those footprints. That purple and white map helps illustrate the importance of the dynamic coverage flexibility in the ViaSat-3 class satellite. About 95% of the world's population lives on the land area that's shown in white. Only 5% of the population lives in the purple area. And then for comparison 5% of the population also lives in the land area that's shown in tiny little red dots. It's been shown over and over that while there's proportionally a higher penetration of satellite services in low population density regions, by far, the highest amount of absolute demand is in the highest density population regions. So one of our key design criteria for ViaSat-3 was to have the flexibility to allocate bandwidth resources efficiently for very broad geographic areas while still being able to focus it on very small ones, a very unique capability in the satellite industry. So this next slide, so a pretty simple but effective illustration of how we use advances in bandwidth productivity that's enabled by our very unique vertically integrated technology to both compete in the market and generate growing financial returns. The chart shows time on the horizontal axis and EBITDA yields in dollars per satellite. For ViaSat-1 the useful bandwidth on the two WildBlue satellites were running about $200 million in annual revenue and $80 million in annual adjusted EBITDA combined. So that was a pretty nicely profitable business for us but compared to those, ViaSat-1 offered almost a 20X gain in bandwidth economics. So we used some of that productivity to give better service to our customers and we turned a lot of it into earnings. Our current run rate is almost $250 million a year in satellite services adjusted EBITDA and it's still rising and about 90% of that is attributable to ViaSat-1. So that's almost 6 times the yield of each of WildBlue's first two satellites in earnings per service as subscribers are much happier with it and it gives us a bigger addressable market. Looking ahead ViaSat-2 is about another factor of two gain in that productivity and, in theory, using the actual bandwidth yields that we're getting on ViaSat-1, which again are still rising, we could target EBITDA for satellites at as much as $500 million a year. But, as with ViaSat-1, we expect to give a lot of that productivity gain to our customers and use some to improve our margins and shareholder returns and finance even better satellites to follow. The productivity growth on ViaSat-3 is even more striking and we believe will create substantial separation from satellite competitors and enable us to compete more effectively in broader markets. The table at the right lists some of the key factors in ultimately determining how productivity gains flow into operating markets. Some of it's eaten up by bandwidth deflation, that is customer's expectations of getting more bandwidth each year for about the same price. We'll also trade more bandwidth to get higher growth rates. For instance, we can offer virtually unlimited plans that use more bandwidth that are much more attractive to customers and let us add subscribers faster. In that case, we're competing to some extent with bandwidth productivity gains on the edges of terrestrial markets. But other factors work to improve our margins. As our business scales, we get more and more cost efficiencies. Some of our higher value customers are on variable service plans where they get more value by consuming more bandwidth and they pay higher subscription fees. For instance, that's true for Aero Mobile and government. Increasing our speeds even for the same volume of bandwidth also increases value and we're seeing that effect now with our speed boost offering. The bandwidth and the flexibility of ViaSat-2 and 3 will allow us to offer peak speeds of 100 megabits per second and with ViaSat-3 bursts in the gigabit per second range creating more opportunity for higher value. We can also use the coverage and the bandwidth flexibility of ViaSat-2 and 3 to boost bandwidth around new geographic markets and new applications within those markets. For instance, we can move bandwidth across geographic or market applications that have different peak busy hours, and create win-win situations with very attractive pricing and cost-sensitive markets, while still growing earnings. Aero Mobile usage, coordinated with residential, is a good example of that effect, but there are many more. Of course, as we get productivity gains on these satellites from customers, over time, we reduce the EBITDA yield on our older satellites. The overall return on each satellite is based on the integration of the area under each curve, adjusted for the time value of money. We believe we've provided enough financial data to our investors to model these effects, and find that the returns on capital are very attractive. So our success in the commercial in-flight connectivity market has attracted a lot of attention, and we think it's worth focusing on for a few reasons. Existing, conventional and lower-yield type of satellites provide a pretty poor in-flight connectivity experience baseline at a very visible and powerful contrast to what's possible with our bandwidth economics. Others just don't have the bandwidth productivity to enable a satisfying experience to a large number of passengers simultaneously on hundreds or thousands of planes at an affordable price. Streaming video is a great stress test that everybody understands and effectively separates out weak bandwidth. Nobody can fake a satisfactory streaming experience at scale. The failure mode's just too obvious in the buffering and frustration. Ultimately, we believe we can achieve similar effects and contrast with existing satellites in pretty much every other market we enter. On pretty much all those markets, we'll compete with incumbent business models that are generally based on very limited usage of expensive bandwidth. And that's true in commercial in-flight connectivity, general aviation, maritime, oil and gas companies, you name it. Our bandwidth enables fundamentally different business models that just can't be replicated with small amounts of expensive bandwidth. For instance, the current in-flight connectivity market is oriented around charging very few passengers very high prices for very limited service. The airlines have been okay with that, until competitors such as JetBlue and Virgin America have delighted passengers with free Wi-Fi, including free Netflix and Amazon Prime. That's an astonishing difference to a passenger compared to paying $50 per flight for Wi-Fi that doesn't even support YouTube. At CES, the keynote speaker, Netflix CEO Reed Hastings, even included a reference to Netflix on Virgin America at 30,000 feet. JetBlue, who will offer free Wi-Fi, including Amazon Prime video on all its flights, has been the industry leader in growing and keeping passenger revenue. And that's not surprising when survey after survey identifies in-flight connectivity the single most desired passenger amenity. Of course, JetBlue is already known for its focus on passenger experience. We think in-flight connectivity is a key part of that. And Vice President, Jamie Perry, capture that perfectly when he points out why would anybody want to have Wi-Fi in a plane that passengers don't use. So the key to changing the business model, the high quality, high engagement in-flight connectivity is that it also changes the flow of money. The initial model was for a Wi-Fi provider to charge passengers as much as possible and then share that revenue with the airline. Not only did that make for grumpy passengers but it almost completely forecloses the potential for Internet media companies to use a positive connectivity experience as a way to engage with valuable passengers. Clearly, the more passengers that use Wi-Fi, the more valuable the opportunity. And there's nothing that gets the passengers' attention more than tie-ins with a high profile Internet and media entertainment, social media and other apps that are part of daily life. So last quarter, we began to see a power of that effect when JetBlue's Amazon Prime promotion was introduced. We'll present more data on this soon with JetBlue and Amazon but for now we'll just say that Amazon has gotten striking gains in the popularity of Prime Video compared to other forms of entertainment. That makes for a win-win-win-win situation for the airline, the passengers, the sponsoring Internet companies, and ViaSat. It's a powerfully different business model that simply can't be produced without our bandwidth productivity and the sheer amount of bandwidth no matter what the price is. Last year we said that 2015 would be the year that the airlines began to understand the implications of our in-flight model. We think that definitely happened. And we think this will be the year that the airlines begin to take action so stay tuned for that. So this next chart shows where we achieved strong growth in adjusted EBITDA this year in satellite services and government business segments even with those constraints on bandwidth. We think we can continue that in the next few quarters leading up to the ViaSat-2 launch. This chart shows the main ingredients. We're aiming for a sustained consumer ARPU growth through higher value service plans including our recent 25-megabit speed boost as well as new plans for business customers and additional ancillary services. We're seeing strong commercial aero growth as we add more airplanes, serve more people per plane and engage those passengers in higher value activities like streaming video. In our government segment, one key element of recent growth has been selling and installing Ka-band and Ka/Ku-band terminals on more and more government aircraft and we'll begin to see more and more services revenue this calendar year as those aircraft go into service. That revenue will show up in our government segment and then we're also seeing good demand and growth opportunities in our Tactical Data Links and Information Assurance businesses. The next slide gives a little more color on our Eutelsat strategic partnership. As I mentioned before, the purpose is to combine ViaSat's expertise in sort of retail services and satellite technology with Eutelsat's leading position in broadband services in Europe and better leverage the synergies between satellite TV and satellite broadband in Europe as has occurred in the U.S. This is also a good example of our strategy to partner with leading companies in each target global market versus trying to invade as just a purely American entrant. So our partnership will start by leveraging Eutelsat's existing KA-SAT and the coverage net is a good indicator of how we can both benefit from the integration of KA-SAT with our current Ka-band fleet and with ViaSat-2. We'll leverage KA-SAT's existing wholesale business space in residential and our roaming agreements from mobility. But we'll also start a new retail entity that'll be led by ViaSat to more effectively monetize the existing KA-SAT bandwidth. We intend to use their retail business on KA-SAT to generate a running start for ViaSat-3 and to help fund a portion of the new satellite. Our Eutelsat partnership is only for the European market and we still have more work to do with Eutelsat to turn our existing framework agreement into the final operating entity agreements. But it should create a very cost effective path for us to build on the existing space and ground infrastructure, their existing wholesale business and augment that with a higher value retail service. We're both pleased with our joint progress and the basic idea is to recreate what we did in the U.S. with the legacy WildBlue business and then turn that into an enduring profitable growth business for both of us.
Shawn Lynn Duffy - Chief Financial Officer & Senior Vice President: Before Mark provides some final comments, I wanted to touch in on some points surrounding our ViaSat-3 program and related CapEx profile. A couple items to note are, one, the upper right chart includes not only our ViaSat-3 program activities but also completion of our ViaSat-2 satellite project. Additionally, the satellite CapEx included in the chart reflects the full network buildout. In other words, in addition to the satellite construction, launch and launch insurance costs includes all capital costs of the construction of our ground and infrastructure network. As we look out over the next three to four years, you can see that satellite CapEx across all programs averages around $275 million per year and we have quite a few levers around pacing our satellite build and to even a greater extent the build out of the ground infrastructure. When we think about our project spending profile, we have quite a bit of flexibility. We have approximately $570 million of liquidity under our existing debt facilities and our core business continues to grow and generate significant levels of cash. Recalling my earlier comments surrounding our cash from operation trends, remember, we generated about $300 million over the past 12 months which effectively entirely funds this level of satellite CapEx. Additionally, as we look to our leverage levels reflected in the chart on the bottom right, we see strong delevering trends over the past several years, and we are currently in a very low leverage position, which gives us a lot of flexibility for additional funding sources over the next few years. Looking out, we expect to hit our peak leverage level in around fiscal 2018 or 2019 which includes the incremental fueling (37:02) of ViaSat-2's service launch and related subscriber acquisition costs. So all in, we expect to stay within a comfortable leverage level throughout our ViaSat-3 Satellite project which then peaks in fiscal 2018 and 2019 and additional levers to pay for our network activities based on affordability. With that, I'll turn it back to you, Mark.
Mark D. Dankberg - Chairman & Chief Executive Officer: Okay, thanks. So here I'd like to kind of just deal with what we talked about so far down to the effects we expect on our financial outlook for the last quarter of our fiscal 2016 and for our upcoming fiscal 2017. We see good growth prospects in satellite services and government systems. Clearly, our future has been services more than in selling technology and products in our commercial segment. NBN infrastructure is winding down and there will be some unfavorable comparisons in that segment year-over-year. And also year-to-date government orders, that as Shawn mentioned, have been stretched out a little bit due to the extended defense budget continuing resolution. That's kind of a sector wide issue. So far, seems like our own government business has been resilient enough to overcome that, but we always like to point out that quarter-to-quarter timing risks are always there for new orders in our government business. Our adjusted EBITDA for fiscal 2017 may be affected or will be affected by the fact that we're building the ViaSat-3 payloads ourselves. Overall, the cash costs for the two ViaSat-3 satellites are planned to be quite favorable. On average, the same or less than ViaSat-2 even with targets of better than four times demand load. But, as we have been working through the accounting rules on the development and construction project, we see we're going to end up expensing more of the ViaSat-3 project and capitalizing less of it. From a management perspective, it doesn't change the cash profile, but from an adjusted EBITDA perspective, it will result in a significant growth in our R&D expenses in our fiscal 2017. The incremental R&D expenses for ViaSat-3 for fiscal year 2017 compared to fiscal 2016 were estimated at an increase of about $30 million. And that R&D outlook is baked into the capital spending outlook Shawn just described. The upshot is that we're estimating adjusted EBITDA of fiscal 2016 at about $345 million to $350 million, based on a solid fourth quarter. Adjusted EBITDA for fiscal 2017 is estimated in the $380 million to $390 million range. For reference, those estimates are about the same as the current consensus of eight analysts for fiscal 2016 and about $10 million to $20 million less than their consensus for fiscal 2017. Actual results could be affected up or down by timing and specifics of new contract awards along the way. But the takeaway is that the improving economics of our satellite services business and our strong transition of the government segment are supporting solid financial results, and we're reinvesting that in what we believe is a truly transformational opportunity for the company. Also I wanted to point out that we're working with additional potential strategic partners with both the Americas and the Europe, Middle East, Africa ViaSat-3 and in the event we include those ingredients, (40:27) we anticipate they'll benefit our earnings outlook or our capital outlays order book. We're aiming for ViaSat-2 to be in service around the end of the first quarter of fiscal 2018, so we anticipate good sustained growth in fiscal 2018 as well. So that's it for our prepared remarks, and we'll open it up for questions.
