Thanks Brian and hello to everyone joining us today. Last quarter we discussed the concept of controlling what we can control, which means measured execution in the face of multidimensional headwinds take the wins we use where you can get them and prepare for future catalysts. I believe we did just that in the third quarter and demonstrated our teams continue to tune in with tight and more focused execution. Our team broadly navigated the continued headwinds in our legacy markets while driving our growth in our target markets including MSOs. For the third quarter in a row, we beat expectations for revenue and adjusted EBITDA while generating positive cash flow. In Q3, we had revenue of $48 million and adjusted EBITDA of $11 million. We had a net loss of $3 million, primarily due to one-time non-cash expenses related to the sun-setting of some of our non-core offerings. Our overall cash balance increased by $3 million and we ended the quarter with a cash balance of $28 million. Our focus on measured and profitable growth forced us to look at our current offerings. Our industry moves fast and with the macroeconomic and industry changes over the past year, we believe we should narrow our focus and not overreach. To that end, we expect to sunset our WM AdSuite, WM CRM and WM Screens products on December 15, 2023 and continue to focus our efforts and investments on our marketplace. Continuing with the concept of what we can control, I wanted to call out a few highlights and accomplishments to that end. In our legacy markets, we are working hard to align with the companies that we feel will survive. The massive headwinds continue and we were very active offering services to those who can pay. We think we do this better than most in our industry. Regulatory and industry frameworks vary state to state. To win all markets we need to have the best data served up with high affinity and within the framework of our cannabis that's sold in that state. Some states require vertical integration, other markets have regulatory capture meaning monopoly power, while others have specific policies limiting the availability of third-party marketplaces. The team is hard at work creating personalization and affinity with dynamic user interfaces that can solve for the best journey within a specific framework. A clear example is a product-centric experience rather than a find your local retailer for shopping in Florida where everyone is vertically integrated. We are currently building for 2024. We are focused on improving the product offering and coverage data within our brands platform. Our team touched over 250 brands, added over 15,000 products to our brand catalog and curated over 200,000 menu items in Q3. We are working on major expansions to our product offering for brands and are excited about this category in 2024. Historically, our engagement with MSO clients has been limited. We have spent the last few quarters focusing on our marketplace and getting ready to support their additional needs. Our initial conversation regarding MSO budgets for 2024 is going well. And we expect upside in this category for next year. We are always focused on maximizing profitability and cash flow in the current environment. I'm very proud of how lean and focus our teams are operating. We will continue to be scrappy, while looking for opportunities to invest in internally or otherwise. Last quarter I mentioned that our Board, have engaged a search firm to assist in the process of finding our next CEO. While that process remains ongoing, I'm confident in the abilities of the existing leadership team, to keep moving the business forward and continue to execute. We have accomplished much in the last three quarters and installed operational philosophies that will carry us into the future. I would like to thank each team member for helping us get to this point. For our clients, the industry and our shareholders we are hopeful that the powers that be figure this out soon. Society deserves legalization. With that, I'll turn it over to Mary.