Thank you, Margaret, and welcome everyone to our third quarter 2023 conference call. On September 12th, Scott and I celebrated our first anniversary with Orion. And looking back, it's been a very exciting and productive year. Both Scott and I are proud of what our team has accomplished. When we assumed our leadership roles, we knew that success would rely on our people embracing change and pulling together to transform our business performance. They stepped up to the plate, eager to move Orion into a new era of collaboration and opportunity. We are now beginning to reap the benefits of the changes we put into place, and we continue to feel bullish about what we can achieve in the future. Last quarter, we told you that we expected continued improvement in profitability through the back half of the year, and we are delivering on that promise. Our third quarter revenue came in around $169 million, and our adjusted net income for diluted share was $0.02. Third quarter adjusted EBITDA was $9.4 million versus $3.7 million in Q2. While revenue is down somewhat year-over-year due to our exit from Central Texas, the higher quality of our revenue was delivering improved profitability. Since March, our concrete business has been profitable in improving on an adjusted EBITDA basis, and it is operating income positive on an unconsolidated basis in the third quarter. We have recent wins totaling $50.8 million in concrete and they are the type of projects that require our expertise and will deliver strong margins. Bid activity has remained steady in our core markets of Dallas and Houston. As I mentioned last quarter, the cost of capital is still a restraining factor in converting bids to backlog. But demand is strong and we are staying focused and disciplined pursuing projects aligned with our capabilities where we are positioned to win. Turning to our Marine business, we've got a lot of momentum with project won and potential future projects. As we reported in October, we were awarded a significant design build contracts for Grand Bahamas Shipyard Dry Dock for $120 million. This is an exciting project for several reasons. The pursuit required multiple skill competencies and our marine and engineering teams demonstrated the power of collaboration in scoping out a very complex project that includes infrastructure construction, dredging, creating new marine facilities and providing enhancements to shore stability. Our team is especially excited about being part of what will be a historic project in the Caribbean. When completed, the Grand Bahama projects we’ll have the largest floating Dry Docks in the Western Hemisphere capable of listing the largest cruise ships in the world. These state-of-the-art floating Dry Docks promise substantial efficiency and cost savings for the shipyard's customers. And this venture also reflects the Bahamians spirit of their country's motto, Forward, Upward, Onward, Together. This project is set to commence immediately and will be completed in 2025. The Bahamian project is just one example of the opportunities we see for marines. For a quick recap, it is estimated that $50 billion will be spent for coastal restoration in Louisiana alone in the coming years and we are focused on capturing that work. The Panama Canal expansion created the need for U.S. port expansion projects from Texas all the way up to the East Coast to accommodate larger ships in both public and private facilities. The infrastructure bill will fund important projects in our areas of operation and well within our core capabilities in marine construction. For a quick update on Hawaii, our team is mobilized. We have people and equipment on the ground and work is starting in earnest in the fourth quarter. Pearl Harbor is clearly a game changer for Orion. Naval defense spending in the Pacific in the coming years is projected to be tens of billions of dollars, and it's an urgent priority for our government. Our work with the Navy of Pearl Harbor strategically positions us to leverage this opportunity. I think we'll look back on this project as the tipping point that accelerated the next phase of Orion's growth. We get a lot of questions about Army Corps of Engineers dredging contracts. The near-term issue is that dribbling out these projects has created intense competition among smaller players who need to get equipment utilized after a dry spell of activity. We've won a few dredging bids, but we will be careful not to fall into the trap of winning work at margins that are too low. There's pent-up demand that we think will be a tailwind for us well into 2024 and ‘25. A key health indicator of the business is backlog, and we've doubled it since last year. At quarter-end, our backlog was $878 million. All together, our backlog in contracts awarded subsequent to September 30th, totaled $920 million. Overall, there are three significant areas to drive the business forward. First, good margins will be a key driver of our success. That includes winning more work with attractive pricing on better projects and then delivering that work with predictable excellence. Second, investment in business development to build customer relationships and identify opportunities further in advance. Lastly, investing in our people and equipment to maximize our ability to capture the abundant opportunities in our markets. Our framework is in place, and some of the changes will take time to fully implement. Culture doesn't change overnight, but we've made great progress. Upgrading IT systems is ongoing, and full implementation will not be complete until next year. Before I turn the call over to Scott, I want to share a moment of personal pride in our team. Last month, Orion was recognized for outstanding safety leadership by the Council of Dredging and Marine Construction Safety, and we were nominated for this award by our industry peers. I was honored to accept the award on behalf of our Orion team, who worked collaboratively every day to meet the exacting standards, while safely delivering world-class marine construction and dredging services to our customers. Our safety through leadership success is borne out of a strong advocacy for accident prevention, innovative training, and a commitment to exceeding regulatory compliance. Being responsible and accountable is a priority for every team member with a special emphasis on performing every task safely every time. Thank you, and I'll turn the call over to Scott.