Thank you, Clay. Good morning, everyone. I'll begin with updates on the business and then cover M&A. Our 2023 fiscal year ended on a high note as we continue to see the positive results of realigning our organizational structure to better support our large and complex customers. If you remember, we started this realignment process with public sector and then we moved to healthcare. We started by examining the advantages and disadvantages of each of our vertical businesses. We then devised programs to spread enterprise wide strengths and strengthen weaker areas across the company. During Q4, i3 healthcare solutions continued down the path of realignment with the establishment of four core sub-verticals. These sub-verticals include care delivery, which encompasses EHR practice management, patient engagement and patient payments. RCM Services featuring revenue cycle management services, advisory services and practice services. Payer solutions consisting of appeals and grievances and our provider management platform and business solutions, which focuses on supporting business functions such as finance accounting, HR and legal. Payer solutions, continued to thrive with a significant investment from one of the nation's largest healthcare payers with increased adoption of the i3 universal appeals and grievances platform. Extending its reach to an expanded user group underscores the platform's value and significance in the healthcare landscape. The RCM Services segment reported positive momentum securing six new clients during the quarter. Additionally, the segment maintained growth with some of its largest academic medical institutions, highlighting the industry's recognition and trust in i3 healthcare solutions. Overall, the quarter showcase i3 healthcare solutions as a robust and thriving entity with strategic realignment and continued success across its diversified sub-verticals. Not surprisingly, our people have adjusted to the new structure and are attacking new opportunities that are now available to them. A great example of this happened this past quarter as we realigned areas of our merchant services business to create the commerce technology solutions team or CommTech. This team includes development, support implementation, integration and product evolution which more efficiently allows us to provide our payment enabled software solutions, sales and marketing support to customers in the integrated POS property management, non-profit and ISV markets. The CommTech team is fully engaged and invested in providing our payment technologies throughout our enterprise, our shared services model has been successful across i3. An example of this is the strides that our marketing team has made in unifying all entities under the i3 Verticals one company, one brand initiative. i3 marketing coordinates with vertical leadership to position our messaging in a strategic effective manner. The enterprise level marketing team coordinates with dedicated vertical market and product managers to ensure brand continuity as all entities are actively working to brand as i3. By structuring the teams, so the key decisions are made in conjunction with team members who are closest to the customers, we solidified domain expertise and customer loyalty. Another example of our shared services model is our Enterprise Solutions Group. Part of this group, the implementation team is currently integrating two state-wide transportation solutions and in JusticeTech, digital evidence management was launched in a large Midwestern state and our E-Filing solution was successfully launched with the first round of courts in Georgia and the second round is scheduled for December. I mentioned our enterprise RFP response team last quarter. This team's ability to create compelling proposals as a result of a unified approach to writing, research and solution engineering. The quantity and quality of RFP responses has increased. By closely tracking each stage of the process, we can see a trend in initial responses evolving to solution demonstrations and following demonstrations we are winning more deals with this model. We are boosting our cloud migration strategy for vital technologies over the coming year as part of our commitment to utilizing strong technical solutions. We have successfully migrated the vast majority of our historic vendor co-location providers to the public cloud. Our business is functioning more efficiently and effectively since the realignment. We continue to see the market respond positively to our adjustments, customers are choosing to partner with us and trust us with more and more of their business. With that in mind, we recently won a large software project with a multistate utility that provides services to several million customers. While the revenue primarily relate to our fiscal year 2025 and beyond this contract is indicative of the high quality deals we can source go forward. This contract further expands our footprint in the Midwest and Southwest. Additionally, in public sector we closed sizable deals in our JusticeTech, utility and ERP sub-verticals. We signed a deal with a global leader in software and solutions for project-based businesses, two integrations are complete and two more integrations for the professional service industry are scheduled in the next few months. The pipeline with current and future integrations continues to grow our enterprise solutions group is currently working on several hundred implementations as we speak. All-in-all, we couldn't be more excited with our realignments across the Board and our people are creating an environment where entrepreneurship is rewarded. While almost completed our vision of one company, one brand, is coming to fruition. This rebranding effort will be 100% complete by the end of December. I'll now speak to M&A. This past quarter produced several opportunities to look at and evaluate potential targets for acquisition. Most of them were in public sector, with a few in healthcare and education. While we have continuing interest in some of these targets and conversations are ongoing the timing and other things unique to each of them will dictate when and if we get to a term sheet. Regardless, our pipeline continues to be full of companies largely in both public sector and healthcare despite a few months without closing a deal our philosophy regarding acquisitions has not changed and we will continue to be opportunistic with select acquisitions. In the meantime, we will continue to focus on growing the company, streamlining operations and paying down debt. As usual, we continue to self-source our acquisition targets. This concludes my comments, Jamie, at this time, we'll open the call for Q&A please.