Thank you, Rhonda, and good afternoon, everyone, and thank you for joining us. This is my first sole earnings call as CEO. And as I approach nearly 6 months in a row, I remain very energized by the opportunity ahead of us. We have spent significant time across our global sites, meeting with employees, customers and partners and have developed an even deeper conviction in the strength of our team, our strategic position and have refined our long-term growth strategy and vision, which I now call UCT 3.0. I want to thank our employees worldwide for their focus, resilience and commitment to operational execution during this transition. Their dedication to our customers and to continuous innovation and improvement is fundamental to our performance, and it positions us well as we enter a new phase of AI technology-driven industrial growth where speed, scale and execution will become defining advantages for long-term winners like UCT. As you have heard recently from our customers and their customers, we're no longer preparing for a semiconductor recovery. We're entering a structural expansion of wafer fab equipment driven by AI infrastructure and physical AI demand. The long-term outlook for the semiconductor market remains very strong. Industry projections now suggest the market could reach $1 trillion in annual revenue of semiconductors by 2027, possibly earlier, which is significantly ahead of prior expectations. What we are witnessing is not a normal cyclical upturn. It is an AI technology inflection. The center of gravity has shifted from consumer electronics to AI infrastructure, physical AI, autonomous driving and other AI applications. The evolving AI road map from generative AI to physical and agentic AI and ultimately, artificial general intelligence, or AGI, is driving greater end customer confidence and accelerating investment in AI infrastructure. Stakeholders across the AI ecosystem are investing to support growing AI end market demand. Rising device complexity is accelerating wafer fab equipment spending as leading edge fabs deploy new materials like molybdenum and new structures such as gate-all-around and high-bandwidth memory. These technologies require tight integrated solutions across deposition and removal with increased dep edge CapEx intensity, which provide a tremendous growth opportunity for UCT. All these market drivers should lead to a multiyear WFE upturn once wafer fabs address their near-term clean room constraints. Our technology co-innovation is tightly aligned to our customers' road maps. We expect to see strength around etch and deposition, especially ALD and high-precision etch to support gate-all-around and backside power distribution logic transitions as well as high-bandwidth memory, advanced packaging and greater than 300-layer NAND in memory. This environment demands innovation velocity and operational agility. This is how UCT is positioned today and will continue to evolve to win and create a sustainable, profitable growth. This strategic transformation is what we call UCT 3.0. Ramp readiness is our top priority now. We have been preparing for this moment, and this is where UCT has a distinct competitive advantage. Over the past several months, we have been focused on our business to operate with greater responsiveness and sense of urgency, efficiency and accuracy. Leveraging our global talent and footprint, we're driving operational execution initiatives to ensure we grow as the partner of choice for engineering support, development and also the manufacturing support. Through facility optimizations over the last several years, we have the capacity in place now to support approximately $3 billion in revenue today with global utilization currently averaging 65%. Among our worldwide capacity, approximately 50% is currently in Asia with plans to increase to 60%, which is strategically aligned to support our key customers' global manufacturing footprint. As volumes ramp quarter-over-quarter, we will be focused on improving operating leverage and generating meaningful margin expansion. While we expect 2026 demand to be second half weighted and increase into 2027, customers are encouraging us to position capacity ahead of that inflection. Our largest customers are providing extended visibility, enabling us to align capacity and service infrastructure in advance of increased order activity. In parallel, we have identified and addressed product-specific supply chain and manufacturing constraints to ensure the readiness for a step function increase in orders. For UCT to support our long-term goal of a $4 billion annual run rate, only modest incremental clean room investment will be required. We do not expect infrastructure-related capacity to be a limiting factor during this cycle, provided we continue to build and retain the skilled workforce required and leverage automation and lean capabilities to scale capacity efficiently. Having well-planned extra capacity entering a technology inflection of this magnitude is a strategic competitive advantage. This allows us to support customer road maps while capturing pull-in and drop-in opportunities and responding rapidly to urgent need and frequent changes that others may struggle to support. In addition to our ramp readiness initiatives, we're also accelerating the design to production cycle, expanding our participation in high-value new product introductions at the leading edge nodes and strengthening strategic technology integration with our customers. A key enabler of this is our expanded MPX strategy, which is comprised of new product introduction, new product development and new product transition. Together, they will position UCT to co-innovate earlier, ramp faster and manufacturing closer to customers, driving speed, responsiveness and supply chain resilience at scale. Another important focus area is on digital transformation. By upgrading our systems, processes and data infrastructure with AI compatible solutions, we are further improving operational visibility, shorten cycle times, enhancing productivity and enabling a faster response time to our customers. These digital initiatives set a solid foundation for our multiyear digital transformation drive towards AI-enabled IT infrastructure and business processes to enhance operational agility and continuously improve productivity. In closing, we remain focused on reaching our long-term $4 billion revenue target expanding margins over time and delivering durable shareholder value as a strategic co-innovator and manufacturing partner throughout the next cycle of technology inflection. We will now turn the call over to Sheri, who will summarize our first quarter results and update you with our first quarter guidance. I look forward to your questions following the financial summary. Thank you.