DXC Technology Company

Ladies and gentlemen, thank you for standing by. My name is Abby and I will be your conference operator today. At this time, I would like to welcome everyone to the DXC Technology third quarter fiscal 2026 earnings conference call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question at that time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, press star one a second time. Thank you. And I would now like to turn the conference over to Roger Sachs, Vice President, Investor Relations. You may begin.

Thank you, Operator. Good afternoon, everybody, and welcome to DXC Technologies' third quarter fiscal 2026 earnings conference call. We hope you have had a chance to review our earnings release, which is available in the IR section of DXC's website. Speaking on today's call are Raul Fernandez, our President and CEO, and Rob DelBene, our Chief Financial Officer. Here's today's agenda. First, Raul will update you on our strategic initiatives. Rob will then cover our quarterly financial performance, as well as provide thoughts on our fourth quarter and fiscal full-year plans. Raul and Rob will then take your questions. Please note, certain comments on today's call are forward-looking and subject to risks and uncertainties that could cause actual results to differ materially from those expressed on the call. Details of these risks and uncertainties are in our annual report on Form 10-K and other SEC filings. We do not commit to updating any forward-looking statements during today's call. In addition, when we refer to year-over-year or quarter-over-quarter revenue growth rates, we will be discussing organic revenue changes on a non-GAAP basis, which exclude the impact of foreign exchange and any inorganic activity. We will also be discussing certain other non-GAAP financial measures that we believe provide useful information to our investors. Reconciliations to the most comparable GAAP measures are included in the tables included in today's earnings release. And with that, let me turn the call over to Raul.

Thank you, Roger. Last quarter, we committed to a dual-track strategy to stabilize our heritage businesses while building new AI-native revenue streams. For the first time, DXC has a clear, unified strategy and the infrastructure to deliver it. This quarter, we moved from design to deployment, launching our refreshed brand, standing up our first centralized sales enablement function, and advancing our fast-track initiatives. On the core track, We launched a refreshed brand in Q3, a clear story and new visual identity that articulates why customers choose DXC and stay with us. This wasn't cosmetic. We retooled our solutions positioning, rebuilt our sales materials, and created a consistent message across every customer touchpoint. The early signals are encouraging. Where our teams are using these new tools and leading with our differentiated message, we're seeing it resonate. Customers and influencers respond positively when we lead with clarity and confidence about what makes DXC distinct. To scale that message across the organization, we've established a high-impact sales enablement team the first centralized function of its kind at DXC. They've rebuilt our onboarding process, created integrated sales plays for priority offerings, and established baseline metrics we're now tracking across regions. That said, we are a company of considerable scale, and driving consistent execution across a global sales organization takes time and discipline. But where we've deployed the new approach, it works. At a recent ISG provider summit, third-party advisors told us DXC showed up differently than expected. Clear story, strong presence, memorable and distinct from competitors. Our focus now is making that consistent across the organization. What's not changing is what our customers consistently tell us, DXC delivers. Our delivery excellence remains a competitive advantage and the foundation we're building upon. The opportunity in front of us is helping our sellers translate that operational credibility into more transformative conversations, moving from trusted partner to strategic advisor in our customers' AI innovation agendas. A good example of how our go-to-market strategy is working is a significant new logo win with the London Metropolitan Police. a master vendor engagement to lead their enterprise transformation. We're replacing core ERP and resource management platforms, integrating modern SaaS and AI into mission-critical operations. We won this engagement because of deep public sector expertise, disciplined execution, and a repeatable blueprint we can scale across UK police forces. We're closing the gap between our best performers and the broader organization through these targeted talent and enablement investments, and I'm confident we'll generate results from these initiatives. Conversely, our fast-track initiatives are progressing well with development timelines and early client interest tracking ahead of our initial plans. FastTrack is about acceleration. It's focused on AI-infused solutions, repeatable IP, and productized offerings that deliver higher growth, higher margins, and durable differentiation. FastTrack is possible because of how we've architected AI inside DXC. Our approach starts with a fundamental insight. Legacy systems aren't liabilities. They're assets. They contain decades of battle-tested business logic and institutional knowledge. Rather than ripping them out, we connect them to AI through an intelligent orchestration layer that roots work across multiple providers, enforces security and governance, and maintains complete audit trails. We built this approach for ourselves first. We've deployed AI at scale across all 115,000 employees, integrating every major AI provider and routing work to the best model for each task, giving us full technical portability. And we're putting 60 years of institutional knowledge to work, pricing, contract intelligence, competitive insights, project data all surface through role-aware platforms that deliver the right information to the right people at the right time. This approach lets us move from idea to production in weeks, not months. And we're applying the same architecture we're building for clients to accelerate our own product development. As Customer Zero, we prove it works inside DXC before we offer it to the market. Here's how that customer zero experience is translating into fast-track offerings. In security, our agentic security operations center powered by 7AI protects DXC from 4.5 million threats daily with over 90% resolved automatically. We're now offering this proven capability to banking, healthcare, and government clients who are overwhelmed by alert volume. They see our operational results as proof it works. In banking, we own and operate Hogan, one of the most trusted core banking platforms in the world. It processes over $2.5 trillion in transactions per day across 300 million accounts. Rather than forcing customers into risky multi-year core replacement projects, we built Core Ignite. CoreIgnite embodies our enterprise AI philosophy, connect, don't convert. CoreIgnite allows banks to connect to fintechs, launch new digital products, and modernize customer experiences while preserving the security and performance of the mainframe underneath. We know our banking customers want to innovate, but when the stakes are this high, they cannot risk their core ledgers. We are bringing the innovation to them through a curated ecosystem of partners. We partnered with Ripple to integrate enterprise-grade blockchain digital asset custody and real-time global payments directly into Hogan. We partnered with Euronet to bring the REN payments platform to our clients, enabling instant card issuing and payments. We partnered with Aptis to give our banking partners immediate access to FedNow and real-time payments. And we partnered with SplitIt to allow banks to offer buy-now, pay-later options. We believe our fast-track initiatives can achieve 10% of our run rate revenue by the end of Q2 fiscal 2029. We are deliberately structuring our fast-track products and contracts to preserve strategic flexibility. That gives us multiple paths to create shareholder value as these businesses mature, including scaling them inside DXC, partnering, or pursuing other value-enhancing outcomes. The focus is straightforward. Build high potential businesses and retain the flexibility and choose the option that delivers the strongest return for shareholders. For decades, this industry operated on a linear equation. To grow revenue, you had to grow headcount. That era is ending. AI allows us to build and deploy solutions faster with lower incremental capital and less dependency on labor growth. Our strong free cash flow allows us to self-fund these initiatives while maintaining balance sheet discipline. We're excited to share more about these opportunities at our upcoming Investor Day in New York City the second week of June. Specific details will be announced shortly. The strategy is clear. The architecture is in place. The work ahead is delivery, and that's exactly what DXC does best. One final note, this script was written by me but delivered using my custom AI voice model built with 11 labs. We can now share translated versions in Spanish, French, German, Portuguese, and Arabic instantly. This is exponential in action, AI that amplifies human capability, and it's a preview of what we're bringing to clients. Let me turn it over to Rob to review the third quarter results.