Thank you, Julie very much. My name is Igor Golalic. I am a member of the healthcare team at Diamond Hill. I am going to try to, in the next five to six minutes, give you an overview of the sector and sort of tell you how we got to the point where we are today and sort of where the sector is heading going forward. And I will try to wrap it up with our positioning and discuss how we (inaudible) portfolio at the moment. Healthcare reform was announced a couple years ago but officially signed into law (inaudible) summer of last year when the US Supreme Court gave it a green light. It was sort of a perfect storm of sort that forced the sector into the growth areas of public policy initiatives and debates over the last couple of years. If you look at the slide seven you will see that we witnessed steep annual price increases for healthcare premiums over the last decade or so. It’s come down partially for cyclical reasons but generally they have been higher in other consumer and producer pricing as you’ve seen. We’ve also seen a growing share of deductibles and finally increasing share of public spending that's gone on to healthcare almost every dollar in the economy. At this point it’s going to healthcare. This has sort of forced the debate around the sector in terms of what should be done to try to give it a more sustainability long term. If you move further – on the slide eight and sort of look at the aggregate level of spending in the sector and compare that to sort of what is being spent on healthcare elsewhere in the world. Certainly U.S. spent the most and the performance of the reform has argued that we also look at sort of how we’re spending the money and where the money is going. Slide number nine, you will see – I’ve kind of put together just some of the higher ticket items in the healthcare sector, your MRI exams, your CT scans, coronary bypass surgeries, things of that nature, so you can sort of get a feel for the level of intensity in the sector. It’s not just the pricing we’re talking about, we are also talking about a high level of intensity in usage, high level of volumes in the sector that’s relatively to other countries in the world. Certainly that will be okay and there is nothing wrong with that, it is clearly warranted if it resulted in better outcomes. Now if we turn to slide 10, again performance of the reform we’ve talked about that when you look at U.S. healthcare system and evaluate it across several aspects, things like quality access, efficiency and ultimately life expectancy as well in the form of sort of an outcome. You can see that U.S. when it’s compared with immediate years expenses and any question out of it, so that’s how we got to where we are today. I If we turn to slide 11, we got Patient Protection Affordable Care Act, also known as the Affordable Care Act or Obama Care and the law certainly has issues with it but I think on balance it tries to move the sector in the directions of focusing more on outcomes and more on value delivering quality and value rather than sort of being obsessed with volume. So the law tries to emphasize preventative care, growing disease management by some accounts, it’s almost 70% of world healthcare spending. At the same time there is a significant change in the payment mechanism for providers. So your hospitals will no longer get reimbursed for seeing the same patients twice within a relatively short time span. They’ll essentially have three dress code -- if they don't try to figure out how to provide proper care, it’s going to affect their bottom line. Managed-care companies on the other hand have to rethink their business models. The healthcare is being used as I think as people to spear, the profitability is being kept and they are being forced to look at other sources of income. So they started to partner with providers and there’s just blurring of lines between the two and involving the efforts to share that – you can share the payment specifically for Medicare, sometime for Medicare and Medicaid. So there is a carrot and stick approach in here because the larger sphere is setting the rules and the sector started to listen to sort of what domestic is. On slide 12, I’ve tried to put together some of the aspects of the healthcare system that I think were deemed valuable in the past that going forward will no longer be looked at that way. And so when you try to figure out what will be valuable going forward and how you want to be in position your business model and what companies you want to look at, the thing that the key tenet of the law is focus on quality and value sort of in the middle of the page versus volumes on the other hand that will tell you we’re doing things. What that leads to is sort of increased level of transparency, increased level of coordinated care or these are care organization, to give access to consumer to maybe have some input, have some toward as well, most importantly preclinical evidence as opposed to your key opinion leaders will drive how care is being delivered in the future. So on balance I think it does look like it should move the factor toward delivering more value. On slide 13, when you look at how stocks and how the sector has performed, as the law became more of a certainty the sector has re-rated and we sort of see sustainability in terms of cash flow, in terms of dividend, which attracted investors especially return on equity which has stabilized over the last four to five years. And now I think the important dynamic to notice here is while the sector has deteriorated for the first time and the long-time investors are willing to pay a premium relative to the market to own the sector and to own stocks in there. So think from that standpoint, I am looking at slide 14, it’s critical for us to try to figure out that the dynamic that will sort of evaluate starts narrowing, has really made the sector little bit riskier going forward. The nature of the upside in terms of performance will probably be earnings driven, and so on the margin we have looked at sort of license explosion I believe that some of the names were – will either reduce the weighting (inaudible) positions. In terms of looking at new opportunities along the line of what I have discussed, we are looking at companies that are really not being rewarded for doing some strategic long-term investment that will fit well within the paradigm and the world. At the same time maybe looking at companies that are willing to stop the market through innovation, maybe bringing the medical device is going to sort of change status quo and coming to the lower price point. On the short side, you have this vacuum through this end of this year and going into 2014, companies – certain companies may try to take advantage of that short-term profitability in regions and (inaudible) long-term investment that they need, they’re sort of looking there to find (inaudible). And finally on page 15, slide 15, just sort of give you a breakdown of the names that we know. I think I have tried to classify it in here in terms of how they responded to maybe what the law brings with it, so companies like Abbott, like Pfizer, like Teva, United Healthcare, they are rethinking their business models and maybe doing some strategic initiatives to sort of align themselves with some of the aspects of the law. Similarly you have companies that have assets that will be valuable under the new paradigm, companies in the diagnostic space, companies in the genome sequencing space. And there is a third group of companies that have finally embraced the concept of value, just specifically on the medical device side where they used to incrementally price product little bit higher without delivering value to (inaudible) on disruptive technologies and bringing some of the product to market with it really valuable to the patient. We do have some position in what I would call deeper discount and discount intrinsic value efficiently sort of with (inaudible) demand not necessarily categorizing them in either three categories. So that’s it for me, and now I will turn it back to you, Julie and if there are any questions, I will take them with.