Thank you, Peter, and good afternoon, everyone. We appreciate you joining us on the call today. A year after closing the strategic transaction and then with a new management team in place, we are off to a solid start to 2023. We posted year-over-year growth in core products and service revenues and margins and significantly lowered spending, which reduced our cash burn by more than 50% from the fourth quarter of 2022. We are running our playbook and are committed to building the next diversified life science tools company through industry-leading operational execution and scale-building strategy. The entire organization is committed to a lean culture based on Standard BioTools Business Systems or SBS for short. I want to recognize all our employees for their dedication, focus and execution behind these early, but encouraging results. Our lean culture is our common denominator, and the team has fully embraced SBS, which we firmly believe will allow Standard BioTools to become a high-performance organization. In review of the quarter and the past 12 months, we made tangible progress against our two first-order priorities outlined when we took over the helm of the company just one year ago. The first was to improve operating discipline and increase productivity to drive this business to profitability; and the second was to rationalize and stabilize the core business, pushing it back towards growth. With these two operating goals, we indicated a third, expand the product offerings by acquiring complementary assets that leverage our infrastructure and accelerate our growth. During the call today, I'll provide a summary of our first quarter financial performance and operational highlights in the context of these three strategic priorities and discuss where the business is headed. I will turn the call over to Vikram for a more detailed look at our financial performance. Let's begin by discussing our progress towards profitability, which is front and center fundamental to our thesis. Net cash used in operating activities in the first quarter was down to $8.5 million, significantly below the $19.2 million consumed in the fourth quarter and the $15.6 million burned in the first quarter of 2022. We inherited an operating budget that was inefficient and overbuilt for the business and have worked hard since day one across the board to improve quality and manufacturing execution, sales efficiency and G&A spending while also improving our internal processes. Most of this restructuring was executed last year, with some residual reductions in the first quarter, as we realigned our European sales organization. This also included a consolidation of our real estate footprint, as previously discussed, as some operations moved to our Markham, Ontario facilities. We now have subleased a total of 50% of our South San Francisco footprint and are looking for further opportunities for consolidations. While we are pleased with this progress and where we are headed, we are by no means done. Our Kaizen-based approach commits us to continuous improvement. There's always more that can be done, and we are relentlessly getting after it. Next, to build a leading company, you need a stable core, and we believe we reached a much stronger place than where we started. Today, the core products delivered tangible signals of stability and a sign of some moderate growth. Core product and service revenue in the quarter was $24.3 million compared to $23.9 million a year ago. The best part was that these sales came in at better margins, with non-GAAP product and service margins at 60.9%, moving towards our fourth quarter target of 65% to 68%. The margin increase was primarily driven by product mix, pricing discipline and the benefits of our lean manufacturing initiatives. And as I just mentioned, our operating cash burn was $8.5 million in the quarter compared to $19.2 million in the fourth quarter, resulting in a cash balance of $154.5 million at the end of the first quarter. One can think of our business in three categories: instruments, consumables and services. Our strategy is to have a portfolio of high-quality, high-margin instruments that, when installed with the right customers will enable great science and drive higher margins, sticky recurring consumables and service revenues. With respect to our consumables and services, over 75% of our core product and service revenue in the first quarter were from these recurring revenue sources. This is a key component of both our businesses, where high-value instruments drive high levels of recurring revenue in subsequent years. If we are successful growing instrument revenues by extension, we will look for increased high-margin recurring revenue the following year when the customer is fully up and running. With that in mind, I would like to provide a bit more color on the two current business lines. First, our Proteomics business, which is on the path to healthy margins and increase in growth, up 12% year-over-year in the first quarter. There are currently approximately 400 units in the field with more than $45,000 in average wage and pull-through per instrument per year. To drive placements, we are launching new products, including last month's launch of our first new spatial imaging instrument in six year, the Hyperion XTi at the American Association of Cancer Research Annual Meeting. The Hyperion XTi is 5x faster than our legacy system at 40 slides per day and contrast with cyclic fluorescent approaches that typically takes days to scan for a few slides. The XTi has also an improved workflow that approaches a walk-up user experience, and with lack of auto-fluorescence, digital-like resolution, quickly expected to become the standard for peer-reviewed papers for more than 20 protein markers. We also launched another exciting product line that increases the utility and pull-through on these instruments, a 33-marker mouse immune profiling panel, expanding our end-to-end solution to mouse and preclinical research, which will further drive our technology as the standard in immune profiling. We believe our flow cytometry technology is inherently advantaged over fluorescent-based spectral flow. And to this point, we are heading to the CYTO meeting in Montreal later this month, where we are excited to showcase our capabilities and compare and quantify the advantages over fluorescent-based approaches. Turning to our Genomics business. As we acknowledged when we started, our current platform is more mature and, as such, we are focused on running it for profitability. Performance was in line with our expectations for this business after our product line rationalization and reduction of the headcount. While this translated into a year-over-year decline of 12% on a non-GAAP basis, in the first quarter, our go-to-market strategy now emphasizes OEM partnerships and key accounts, and we expect a positive ramp in placement to maximize the wage and pull-through. This leads us to our third priority, adding to our instruments, reagents and services through inorganic growth. In doing so in the smart and prudent way, we can leverage our infrastructure and balance sheet and accelerate scale, growth and, most importantly, profitability. Our thesis is that there are many innovative technologies, but few great companies that have been able to scale and build profitable businesses. We believe Standard BioTools is well positioned, especially in the current macro environment, and provides a uniquely attractive chassis for us to consolidate. Such consolidation is central to our strategy, and our value proposition resonates well with founders that are excited about potentially joining a company where they can have a meaningful impact. Stay tuned. I want to reiterate that we know our mission. We know we work for our shareholders, and I'm excited to share this journey with you all. I will now turn it over to Vikram for a review of our financial results. Vikram?