Thank you very much for that warm welcome. Now I guess I'm going to have to give a speech. I came today to give you a status report on what's going on and to try and fill you in on some of the steps we're taking to get Apple healthy again. As you know, I'm the Chairman and CEO of a company called Pixar. Thank you. And I like a lot of other people here are pulling together, to help Apple get healthy again. And I am extraordinarily confident that that is going to happen. Now, when I started to get involved, a lot of people gave me advice, and some of the most popular advice was, "Apple has become irrelevant." There was a great one that was, "Apple can't execute anything." And another one was, "The Apple culture is anarchy. No one could manage it." You've read all these things in the press. After four weeks, here is what I found quite the opposite of these things, actually. Apple's not as relevant as it used to be everywhere, but in some incredibly important market segments it's extraordinarily relevant. I want to share some of that with you today. Apple is executing wonderfully on many of the wrong things. The ability of the organization to execute is really high, though. I've met some extraordinary people at Apple. There's a lot of great people at Apple. They're doing some of the wrong things because the plan has been wrong. And lastly, what I found rather than anarchy, I found people that can't wait to fell into line behind a good strategy. There just hasn't been one.