Thank you, Elana. Hello everyone. Before discussing the ongoing business and our turnaround plan, I would like to say a few words about the announcement we made a week and a half ago regarding the agreement of the sale of Alvarion’s carrier licensed division, which we refer to as DWA, to Telrad Networks. When I first joined Alvarion, we explored different strategic alternatives with the objective of achieving profitability. We believe that this transaction is the optimal outcome for Alvarion’s other business line, which is focused on unlicensed solutions. In light of market conditions and Alvarion’s limited resources, we came to the conclusion that the best outcome for shareholders and customers is to divest the DWA business and focus our resources on the unlicensed segment where we see most significant growth opportunities and where we believe our technology positions us well versus competitors. Over the course of the last several months, we negotiated with a number of different potential buyers, most of them not based in Israel, and we believe that the deal we struck with Telrad is the best possible deal. On completion of the sale of the DWA business, Alvarion will focus on providing (inaudible) broadband solutions in the unlicensed frequencies. In this space, we are targeting two market segments: the first, public and private networks for vertical markets touches small cities and public safety, education, oil and gas and transportation; the second, the carrier Wi-Fi market, including mobile data offloading for mobile operators, odd zones and hotspots. This new focus will enable us to concentrate our resources and attention on those two markets where we see significant growth potential and where we believe we have a competitive product offering. Clearly as you can see from the results we announced today, the company is still not profitable and there is still significant work to be done. But we have made progress over the past several months and we believe that profitability is achievable. The turnaround plan which we initiated back in mid-2012 was comprised of different elements, cost-cutting measures, bringing cash into the company, improving our (inaudible) program, reviewing our roadmap, et cetera. First and foremost, our objective was to cut our burn rate and stabilize the company financially. We initiated various expense reduction measures along with adjustments to headcount. Our quarterly expenses for the unlicensed portion of the business totaled approximately $7 million compared to 9 million in the first quarter of 2012 prior to our cost-cutting measures. We believe this is a reasonable run rate for expenses but we continuously monitor our expenses without undermining our future growth. Another critical element in our turnaround plan has been our effort to bring cash into the company and strengthen the balance sheet. This was accomplished through sale of assets such as part of our IP portfolio and claim rights against Nortel for which we’ve received to date a total of approximately 21 million. This allowed us to reduce our debt by 11 million in Q3 and Q4, and over the course of last year we reduced our outstanding debt from 13 million to $11 million. In the area of sales and marketing, our stated go-to-market strategy is working through our partner network. We are spending considerable effort to reviewing our partner database and restructuring our channel and distribution network to be more efficient and effective. We are also expanding our sales channels with new value-added partners that can help us target large projects and secure future growth. We recently signed new agreements with value-added partners in different parts of Africa, Asia and Australia, and we hope to see the fruits of these efforts materialize into sales over the next several months. We are holding several product luncheons to educate our partners on our product portfolio with all the new partners in the United States as well as in the rest of the world. We are also working to develop relationships with strategic partners who will integrate our wireless solutions and help us extend our market reach. We continue to invest in our Wi-Fi product which (inaudible). Earlier last month, we released the new version of WBSn, our 11n carrier-grade Wi-Fi solution. This new version brings a significant capacity and coverage boost, improving user experience in challenging conditions of interference and of many users, which is common in high traffic areas; however, we accomplish this with a fewer number of access points for a lower total cost of ownership. This version also includes important networking capabilities for service, flexibility and co-integration. Our solution for 3G and LTE filler operators includes leading Wi-Fi technology and co-integration which is based on an open standard for flexible integration with different core topologies and partners. Last week in conjunction with Mobile World Congress, we announced an important collaboration with Aptilo Networks to offer mobile carriers an end-to-end easy to implement Wi-Fi mobile offload solution. This solution provides carrier-grade Wi-Fi service management and offloading capabilities, including SIM-based authentication configuration with a 3G and LTE mobile core for quality and charging. The solution is currently in trials in Latin America. It will be promoted globally by ourselves and Aptilo. For example, we recently announced a deployment in Japan where our Wi-Fi solution was deployed to enable 3G data offload by one of Japan’s largest mobile operators. Our base stations cover major train stations and congested areas in downtown Tokyo business districts to provide data connectivity, enabling the offload (inaudible) from the operator’s 3G network. Our Wi-Fi solution also fits a wide range of public and private networks in different settings. For example, we recently announced that our solution is being deployed to provide connectivity in roving exploration and production teams serving the oil industry in the United States. Over the next several weeks, we expect to share with you additional customer stories. Before turning the call to Avi Stern, who became Alvarion’s CFO in January, for a review of our results of operations, I would like to make one last comment about our NASDAQ listing. We currently have until April 22 to regain compliance in order to remain listed on NASDAQ. As we previously stated, we are committed to staying listed and about a month ago, based on shareholders’ approval, our Board approved a reverse split in the ratio of up to 1 to 10, which will be executed around April 1, 2013. The execution of the reverse split and final ratio will be determined by the Board as we get closer to the relevant date based on the stock price at the time. Avi?