Thank you, Scott, and good afternoon, everyone. We appreciate you joining us on the call today. First off, I would like to welcome Jeff Black, our Chief Financial Officer, to the Standard BioTools team, and thank Vikram Jog for his 15 years of service and dedication to this company and wish him the best in his next endeavor. Jeff brings years of relevant operational and capital markets experience, having most recently played pivotal leadership roles in two successful med tech turnarounds. We are already seeing his impact after two short months, and he will be an integral member of our leadership team as we execute on our vision to create the next diversified life science tools player. During the call today, I'll provide a summary of our performance and discuss where the business is heading. My comments today will focus primarily on our first half 2023 progress as this year-to-date perspective is more representative of the progress we're making in our corporate transformation versus what any single quarter might suggest. I will then turn the call over to Jeff to offer a more detailed look at Q2 and our first half financial performance. Today, I'm more encouraged by the business and our progress than have been since joining five quarters ago, while remaining humble about the work still ahead. I'm pleased to report that in the first half of 2023, we delivered 17% revenue growth, with 47% growth in the most recent quarter compared to 2022. In addition, through the first half of 2023, we saw over 1,000 basis point improvement in non-GAAP gross margins and nearly $18 million and more than 25% reduction in non-GAAP operating expenses and a $28 million and more than 60% reduction in operating cash burn compared to 2022. We remain early in our corporate transformation and remain meaningful of the macro environment in which we currently operate. The strategy, as previously articulated, is focused on three priorities: stabilizing the core business with a focus on bringing it back to growth; improving operating discipline, which includes gross margins and reducing operating expenses to achieve positive cash flow and profitability; and finally, using M&A to drive scale, profitability and growth. We're making progress against two of these objectives with our lean operating system and remain focused on executing on the third. We view our business across three product categories: instruments, consumables and services. Each drive the order to feed the corporate P&L but naturally, with different economic and growth dynamics. Today, we serve two end-user markets in related but distinct scientific fields, Proteomics and Genomics. We expect this to expand over time as we expand the reach and diversity of our offerings. Internal R&D and inorganic efforts are focused on filling these segments and markets with the best and most attractive products and solutions. Turning to our first strategic objective, a return to stable growth. We are seeing encouraging signs in our business driven largely by new instrument sales. Total revenues for the first half of the year grew 17% for the same period in the prior year, with total instrument revenue growing over 70% in that period. Growth was led by our Proteomics business, which was up nearly 40% against an expected 8% decline in Genomics sales, which we are explicitly managing for profitability not growth today. The growth in Proteomics reverses the business' declined from a year ago, which we ascribe to new products and a disciplined commercial execution, improved customer service and a ruthless focus on quality. In April, we launched a new imaging product, our first and six years named the Hyperion XTi. This new solution has by far the highest data quality and throughput for high-parameter protein analysis and a rapidly growing spatial biology marketplace, positioning us as a real contender for translational researchers. We are encouraged by early traction and delivery of our first revenue units in May, and we're working hard to build our funnel. In our traditional flow cytometry business, our customer-focused approach has highlighted that our mass cytometry solution has real fundamental technical and workflow advantages over competitors' products. Today, the CyTOF XT is the only platform that can multiplex a high number of extracellular markers and intracellular markets at the same time. This capability enables biological insights missed by legacy technologies and a growing area of interest noted by multiple publication at this year's CyTOF meeting. This simple but important insight allowed the team to do a much better job persisting our advantages to prospective customers, which drove unit sales in the quarter and still the sales funnel for future quarters. Our second end-user market, genomics, continues to undergo a multiyear transition to high throughput applications on NDS. I've been in this field since its earliest days. And when the wind is blowing, it's best to have it at your back, not your front. With that knowledge order last year, we made a hard pivot in the business with three key actions. First, we consolidated the product portfolio down to a single instrument, the X9, eliminating several legacy systems, including lower-priced options, understanding this would lead to temporary headwinds for instrument sales. Second, we significantly reduced spend in sales, marketing and R&D, and finally, initiated a new go-to-market approach focused on gaining additional OEM partners and high-volume key accounts. This strategic shift allowed us to execute a managed decline of 8% in our Genomics business for the first half of the year while delivering a near breakeven contribution margin versus a loss of over $15 million in the first half of 2022. We believe this is a sustainable trend as our new go-to-market strategy gains traction and our OEM partner process business. The trade-off on this type of OEM relationship is that margins are lower than for the instruments we sell directly, but expand over time as revenue shifts to higher-margin consumable sales and importantly, with lower SG&A associated with these OEM sales. We are working on additional potential OEM partnerships, but caution that new relationships take time to develop, validate and mature, and we're still early in that process. All of the above improvements are the result of our commitment to the SBS way of operating and the people we recruited into the organization to drive that system. I'm proud to say that SBS is now firmly rooted across all functions in the Company and will help drive further progress in quarters to come, resulting in continued revenue growth gross margin expansion and operating expense rationalization. Focus on quality and serving our customers is enhanced in our LEAN-based SBS approach and reliabilities crucial to customer satisfaction. While there's more work to do here, we have worked hard at improving quality and manufacturing as well as being highly responsive to our customers. This has the virtuous cycle benefit of higher instrument sales and higher-margin consumable pull-through over time. Services in this area also help customers gain comfort and become, over time, instrument purchases and consumable users. In addition to the commercial execution, our operating discipline is manifesting itself in higher gross margin and reduced operating expenses, allowing for a materially lower operating cash burn. This leads us to our third priority, consolidation or adding to our instrument reagents and services through inorganic growth. This is a critical core focus for Standard BioTools but also nonlinear. The industry is ripe for consolidation, and we are well positioned to lead the charge. Incremental additions can leverage our infrastructure and SBS approach, feed our balance sheet, accelerate scale, drive growth and add, importantly, to profitability. Each opportunity fits into our detailed internal metrics. And with a world full of innovative products, but few able to, alone support a single company or even fewer companies with experienced and capable teams to scale and build a profitable business. We now see Standard BioTools as well positioned with a uniquely attractive chassis for us to consolidate. Such consolidation is central to our strategy and our value proposition resonates with founders that are excited about potentially joining our company where they can have a meaningful impact. I will now turn it over to Jeff overview of our financial results. Jeff?