Great. Thank you, MarDee, and good afternoon, everyone, and thank you for joining us. I am taking the call today from New York in the middle of National Women's Health Week. This year's theme, Prevention, Innovation and Impact, a new era in women's health, couldn't be more relevant to our discussion this afternoon. Dare was built on the conviction that women's health is an investment-grade category, not a niche, not a nice-to-have, not a pink ribbon in a press release; it's a category worth building, funding and holding accountable for delivering to women the health care options they deserve. And that is exactly what we're doing today and reporting on what we've built and where we're going. Over 10 years ago, we made a decision to focus exclusively on women's health, not as a sideline, not as a franchise within a broader portfolio, but as our entire reason for existing. Every dollar raised, every clinical trial run, every regulatory submission prepared, every partnership negotiated, all of it for one purpose: building the company with the most comprehensive pipeline comprised exclusively of differentiated products for health issues and conditions that uniquely impact women. From contraception to menopause, sexual health to fertility, vaginal health to human papillomavirus, we're working to close critical gaps in care with science that meets her needs. What distinguishes Dare is not just the breadth of the pipeline, but the strategy behind it, that disciplined approach to capital allocation that pairs nondilutive grant funding with focused development so that we can move multiple programs toward the clinic simultaneously. So it's not a single product bet. It's a portfolio strategy that's built from the ground up for one of the most chronically underfunded areas in all of medicine despite affecting half the world's population. We're not a company that's just getting into women's health. What 10 years of commitment looks like is what is coming into view right now. I also want to be precise about what kind of company Dare is, because the women's health space is attracting more and more entrants and not all of them are building the same thing. There is a growing category of women's health platform companies that offer services, telehealth subscriptions, care navigation, clinical memberships. They make products available as part of the service experience. We respect those companies and what they're doing. But that is not what Dare is. Dare is a product company. Our mission is to develop and bring to market clinically studied, differentiated women's health products, products with real data behind them, addressing gaps where, in our view, nothing adequate exists today. The DARE Health Hub and telehealth access we provide are infrastructure built to put those products in the hands of women efficiently. Access is essential, but the products are the point. That distinction matters, especially for clinicians. When a provider writes a prescription for DARE to PLAY, they are prescribing a specific formulation with published clinical data, not a generic compounded product and not a service bundle. We're building relationships with the clinical community that are grounded in the credibility of what's in our tubes or bottles. That's a very different conversation than one built around a subscription platform. To our knowledge, Dare Bioscience has the most robust development-stage pipeline of any company in the world developing products exclusively for conditions that solely affect women. We have not been able to identify a company with a comparable portfolio. Products are protectable, products can generate recurring product revenue. Products can be partnered, products can be approved by the FDA. Products can be real-world solutions. A great way to illustrate our product model is to start with DARE to PLAY. Since our last call, one of the most meaningful events we participated in was the American College of Obstetricians and Gynecologists, or ACOG, annual conference. I want to share what happened there because I believe it signals something important about where DARE to PLAY is headed. The reception we received at ACOG for DARE to PLAY was enthusiastic. Health care providers attending, including OB/GYNs, women's health specialists and sexual health clinicians, were genuinely excited about the product. We literally had providers who were so enthusiastic about DARE to PLAY that they were writing prescriptions for each other on the spot at the booth. That's not a marketing anecdote. That's a signal. When experienced clinicians see patients every single day and have long lamented the absence of evidence-based options for women's sexual health, they see DARE to PLAY and immediately want it for themselves and their patients. It tells you something real about the unmet need and the credibility of our product. We also had clinicians approach us about stocking DARE to PLAY directly in their offices. That level of interest from the provider community is exactly what a new prescription option needs to build sustainable momentum, and we are actively working to support those discussions. Providers are becoming advocates, and that's how sustainable commercial momentum is built, not just relying on advertising, but through clinician conviction. DARE to PLAY is a first-of-its-kind topical arousal cream for women. To our knowledge, there is no other sildenafil topical cream manufactured under Good Manufacturing Practice requirements with clinical data demonstrating increased genital blood flow in 10 to 15 minutes and improvements in arousal, orgasm and desire as measured by clinically validated and FDA-reviewed endpoints. Men have had Viagra in their medicine cabinet for over 25 years. Women have not had a sildenafil cream formulation clinically studied and developed specifically for them until now. An estimated 20 million women in the United States report challenges related to genital arousal. There's not a single FDA-approved therapy that directly addresses the need, not one. DARE to PLAY was designed to fill that void. As MarDee mentioned upfront, we are making DARE to PLAY available as a Section 503B compounded product. We continue to hear the same three things from health care providers and women about DARE to PLAY that uniquely resonate: It works fast; it was genuinely built by biotech; and it was studied for women. We also hear that compliance with Good Manufacturing Practices around potency and quality guidelines, so providers know exactly what they're getting every single time, is important. These statements are consistent with clinical data and with GMP compliance. The pre-fulfillment prescribing for DARE to PLAY sildenafil cream has been live across 50 states since February 2026, and the clinician response we continue to see is encouraging. Bravado, the 503B registered outsourcing facility for DARE to PLAY, is targeting dispensing to begin this summer as they complete necessary state licensing and fulfillment preparations. It's a significant milestone that we have been building toward. Our 503B commercial model is asset-light and digitally native by design. We drive consumer awareness through targeted digital marketing. Women can access DARE to PLAY through telehealth without an in-person office visit. It's a discrete, convenient option. Medvantx handles fulfillment and dispensing through the DARE Health Hub with the quality infrastructure they already have in place. I want to reiterate how we think about telehealth in our model. Telehealth is an access infrastructure. It's a critical tool for getting our products to the women who need them, but it's not the business model. We're not a subscription service. We're not a care navigation platform with the associated burdens. We're a product company using telehealth as one channel among several to deliver clinically studied, differentiated solutions efficiently. That's also why the provider relationship matters so much to us. Health care providers—OB/GYNs, women's health specialists and primary care physicians—are not a channel to us; they are our clinical partners. When we say DARE to PLAY was built specifically for women and has been clinically studied in women, that means something to a provider in a way that a generic compounded cream does not. When a clinician at ACOG asks how to stock our product in her office, she is not asking about a service. She's asking about a product she believes in and wants to offer her patients directly. That's the kind of relationship we're building, and it's built on the credibility of the product itself. As we prove out what it costs to acquire a patient digitally and how long they stay on the product, and as dispensing commences this summer, we can add channels and scale the spend accordingly. As our commercial footprint grows, we expect additional strategic collaborations with telehealth provider platforms, platform distributors and clinical networks—all in the service of getting our products to more women faster. Stay tuned. Here is what makes our approach uniquely powerful. While DARE to PLAY is available for pre-fulfillment today through the 503B compounding pathway—generating real prescribing data, building clinician relationships and creating patient demand—we are simultaneously working to advance our sildenafil cream toward the 505(b)(2) NDA pathway for FDA approval. Both can happen at the same time, and that's the power of building our products around well-characterized chemical entities and compounds with established safety databases. We can start building a market for certain of our product candidates while we build the regulatory file, and the real-world data we generate through the 503B strategy may ultimately strengthen our NDA submission. To our knowledge, there is no company our size in women's health that has this kind of strategic flexibility, and it's a result of how deliberately we designed our pipeline. I want to highlight what I believe is an underappreciated milestone for Dare and one that will mark the second quarter as a milestone for our company. Flora Sync LF5, our first DARE to RESTORE vaginal probiotic depository, will launch commercially in June 2026. Seeding campaigns designed to build clinician awareness and drive initial consumer trial are beginning in May ahead of that commercial launch. We expect to record revenue from Flora Sync LF5 in June, which will mark the first time we have recorded direct product revenue as a company. That is a big milestone for us and one that we believe changes how investors should think about our story. The DARE to RESTORE products are probiotics designed to support vaginal microbiome balance. Flora Sync LF5 is a vaginal probiotic depository developed by Probiotical, one of the world's leading probiotic research companies. The formulation is based on scientific research into vaginal microbiome composition and health. It's been studied in a 100-person clinical trial, and the findings have been published in a peer-reviewed journal. Probiotical is the exclusive manufacturer using its proprietary LF5 strain. We believe that level of clinical evidence distinguishes Flora Sync LF5 from the majority of vaginal probiotic depositories on the market today, and we expect it to be an important differentiator as we build the DARE to RESTORE brand. We intend to distribute DARE to RESTORE products through the DARE Health Hub, where they will be complementary to our 503B prescription offerings. Health care providers may recommend DARE to RESTORE products alongside DARE to PLAY or other Dare products as part of a comprehensive approach to vaginal and sexual health. Intimacy and intercourse can be one of the biggest disruptors of the vaginal microbiome, and DARE to RESTORE Flora Sync LF5 is a reset-and-reconnect solution focused on balance, confidence, comfort and intimacy wellness. Next, I will walk through other program updates and milestones we're targeting for 2026 and 2027. DARE to RECLAIM is our proprietary monthly intravaginal ring designed to deliver bioidentical estradiol and progesterone, targeting the estimated $2.5 billion to $4.5 billion compounded hormone therapy market. Women are demanding alternatives to synthetic hormones. Bioidentical hormone therapy is a category on the rise, particularly with the removal of the black box warning. We expect DARE to RECLAIM to be the first monthly intravaginal delivery solution in this space combining bioidentical estradiol and bioidentical progesterone. We're targeting to have DARE to RECLAIM available for 503B prescription fulfillment in 2027, while simultaneously pursuing activities to support an NDA filing and a pivotal Phase III clinical study utilizing the dual path strategy. Imagine the first monthly bioidentical hormone therapy intravaginal ring including both estradiol and progesterone together in an estimated $2.5 billion to $4.5 billion market. That's what DARE to RECLAIM is positioned to be. Ovaprene is our monthly intravaginal contraceptive candidate. Earlier this week, we announced positive interim results from our ongoing Phase III clinical trial following the second planned interim analysis by the trial's independent Data Safety Monitoring Board, or DSMB. The DSMB reviewed interim data and recommended the study continue without modification for the second time. This second consecutive positive DSMB review reinforces Ovaprene's potential as a meaningful hormone-free contraceptive alternative as it advances through its Phase III trial. The interim data showed that approximately 9% of women treated in the study experienced a pregnancy. That rate is consistent with our expectations based on the results of the pre-pivotal postcoital test clinical study, as well as the last DSMB meeting. There are no new types of adverse events or tolerability concerns identified; neither an increase nor a decrease in the frequency of adverse events, nor the emergence of new types of adverse events was observed with prolonged Ovaprene use. Approximately 12% of participants discontinued the study due to vaginal odor. That's the most commonly reported product-related adverse event. That rate is a 5% decrease compared to the data reviewed by the DSMB last summer in July 2025. No serious adverse events related to the study device were identified, and a majority of participants who completed the study reported that they would be very likely or likely to use Ovaprene if it became available. The DSMB reviewed data from 340 study subjects contributing nearly 1,800 menstrual cycles of safety data, which is a meaningful proportion of the study's 2,500 cycle target. The study protocol calls for at least 2,500 cycles of exposure and 250 subjects completing 13 menstrual cycles of use. Based on current enrollment trends, we expect to achieve the 2,500 cycles of exposure before 250 subjects complete 13 menstrual cycles of use. Importantly, the interim safety data suggest that prolonged product use was not associated with the emergence of new types of adverse events or an increased frequency of adverse events. We believe that may support the sufficiency of fewer than 250 subjects completing 13 cycles to evaluate Ovaprene's safety profile, and we do intend to engage with the FDA regarding these findings. That's two consecutive positive DSMB reviews on Ovaprene, a pregnancy rate consistent with expectations, tolerability data that improved from the first interim look, and a majority of users who say they would use it again. That's a differentiated, potential first-in-category asset advancing through its pivotal clinical trial. There are currently no FDA-approved, hormone-free monthly intravaginal contraceptives. A growing number of women, particularly younger women, are actively seeking alternatives to hormonal contraceptives. Ovaprene is designed to be the answer. We currently expect to complete enrollment sufficient to achieve at least 2,500 cycles of exposure in 2026. Completing enrollment in 2026 puts the primary endpoint analysis within reach in 2027. Now a bit about DARE-HPV. DARE-HPV is perhaps our most underappreciated development program. An estimated 6 million women in the United States alone acquire a high-risk HPV infection every single year. Today, every single one of them is being managed with watchful waiting or surgery. There is no drug therapy. That represents a completely untreated patient population with a clear clinical need and no existing direct competition in the pharmacologic space. High-risk HPV types are the underlying cause of virtually all cervical cancer cases in the United States—99% of them. For decades, women with persistent high-risk HPV infection have been told to watch and wait to monitor and hope the virus clears on its own. If it doesn't, the only recourse has been surgery once precancerous changes appear. There's not a single FDA-approved pharmacologic treatment for high-risk HPV infection, not one, and we are developing one with ARPA-H funding. With that ARPA-H funding and FDA clearance of our IND application in February of this year, we are now preparing to advance DARE-HPV into a Phase II clinical study in May. DARE-HPV has the potential to be the first pharmaceutical therapeutic and one of the largest unaddressed infectious disease markets affecting women globally. Significant addressed market, grant-funded development, advancing into Phase II clinical development—that's exactly the kind of asset that gets rerated when investors discover it, and we believe very few have. Other potential first-in-category contraceptive candidates we are currently developing are supported entirely with grant funding. That's DARE-LARC1, Casea S, and DARE-NHC, and they are all continuing to advance. We also have an extended NIH-funded award for DARE-PTB1, our bioidentical progesterone intravaginal ring candidate aiming to reduce the risk of preterm birth in at-risk women. The pipeline was deliberately built to address the most persistent gaps from preterm birth to HPV-associated disease to sexual health and beyond. Every dollar of grant funding we secure moves us closer to putting better options in the hands of women without diluting our shareholders. I now want to speak directly to every investor on the call, institutional, retail and anyone listening to the replay. As I mentioned, I'm joining this call from New York during National Women's Health Week. Women's health is an investment-grade category, and we believe Dare is an investment-grade vehicle to capture what is still a dramatically underfunded opportunity. We're not here because it's the right week to say that; we've spent over 10 years proving it. We built the portfolio with clinical rigor, disciplined capital management and an unwavering commitment to women who have been underserved by the health care system for far too long. Right now, in mid-2026, we're at that moment where all that investment converges into action. The products are coming live, and we expect to record the first direct product revenue this quarter. Demand is building, the data are coming, and we're poised for partnerships. Women represent half of the global population and approximately 80% of all U.S. health care purchasing decisions are made by women. Conditions that solely affect women—the very conditions for which we are developing treatments—are attracting less than 1% of private health care investment, yet women's health drugs represent 27% of all blockbuster pharmaceutical products. That's not a niche. That's a market failure that created a gap, and that's the gap Dare was built to address. I want to address a question we hear as we're approaching commercialization: Are we an R&D company or a commercial company? I answer, yes. We're in the business of getting first-in-category products into the hands of women who need them. That requires both. We will not stop developing. We have a pipeline that includes potential first-in-category programs across contraception, HPV, hormone therapy and vaginal health, all advancing, many with nondilutive funding. That R&D engine is running. Starting in June, that engine will be joined by a commercial engine, generating product revenue. Product revenue is not a pivot or a change of identity; it's another source of capital and a value driver. Grant funding, equity financings and our product revenue are three distinct complementary sources of capital that together let us continue building without depending on any one of them alone. We don't need to choose between R&D and commercial. We're building a company that does both because the women we're working for need both the science and the products. We intend to deliver on both fronts simultaneously. Here is what we're targeting to deliver, again as a recap: DARE to PLAY dispensing—we're targeting commencement nationally this summer via Bravado as our 503B outsourcing facility partner. DARE to RESTORE Flora Sync LF5—the seeding campaigns begin this month in May; commercial launch and first product revenue are expected in June. That's an important first step in building a multiproduct revenue profile for Dare. Additional DARE to PLAY collaborations—commercial and telehealth collaborators—to be announced as our channel infrastructure matures. DARE to RECLAIM dispensing—we continue to target 2027 for another 503B outsourcing facility with IND preparatory activities for what we've referred to as DARE-HRT1, our hormone therapy product, ongoing pursuant to our dual path strategy. Ovaprene—I reiterate that second positive DSMB review was announced this week. Enrollment is expected to complete this year to achieve the 2,500 cycles of exposure, which puts a 2027 primary endpoint analysis within reach. We do plan FDA engagement regarding those interim findings and the study protocol. DARE-HPV—Phase II preparation is underway with ARPA-H funding and we are looking to start this month. Hopefully you see that we are not a single event binary bet. It's a portfolio with multiple catalysts, multiple pathways to value and multiple ways to win. With every prescription written for DARE to PLAY, we're building a real-world data set. Every Ovaprene patient enrolled in our Phase III moves us closer to data that will attract partners. Every clinician who prescribes one of our products can become an advocate for the next. We're building a platform, not just a single product. That year of clinical data on our specific formulations is data a competitor can't replicate overnight. Our established and growing relationships with telehealth providers, specialty pharmacies and clinical KOLs in women's sexual health and vaginal health, including the clinician community we engaged at ACOG, lay groundwork for the 505(b)(2) regulatory pathway that we believe will help protect our market position as the 503B market matures. Our brands—DARE to PLAY, DARE to RESTORE, DARE to RECLAIM—are built around a clear resonant identity with women. We're operating at a moment when the cultural and commercial conversation about women's health has never been louder. The fintech and women's health services sectors are attracting serious capital. Women are demanding that health care take their needs seriously. The rising tide is bringing many entrants, services, platforms and subscription models; there's real investment flowing in the category, which is good for awareness. It also matters what kind of company is doing the building. Services can be copied, subscriptions can be undercut, but clinical data speaks for itself. Products can be real-world solutions. We're a product company with a pipeline that is not reactive to a trend. We foresaw the trend, and it's exactly what the trend is calling for. As I said on the last earnings call, the tide is rising in women's health, and Dare has been building its pipeline at low tide. Investors want to be in before the water rises and are looking at our company right now. With that, I'll turn it over to MarDee to give a financial review.
Thanks, Sabrina. Good afternoon, everyone. I'll now walk through our financial results for the quarter ended March 31, 2026, and provide context on our balance sheet and forward financial positioning. We ended the quarter with approximately $18.5 million in cash and cash equivalents and working capital of approximately $0.5 million. As a reminder, we continue to benefit from meaningful, nondilutive capital sources that help us advance our pipeline. In 2025, we received approximately $13.6 million from the Gates Foundation, $4.5 million under our ARPA-H Award and $1.3 million from NIH grant reimbursements. In February 2026, we received an additional $2 million under our ARPA-H Award. These sources have allowed us to advance multiple programs simultaneously while managing shareholder dilution responsibly. Selling, general and administrative, or SG&A, expenses for the first quarter of 2026 were approximately $2.2 million compared to approximately $2.3 million in the first quarter of 2025. The year-over-year decrease was primarily attributable to decreases in personnel costs, offset by increases in professional services and commercial readiness expenses, including preparations to bring DARE to PLAY and Flora Sync LF5 to market, and stock-based compensation expense. Research and development, or R&D, expenses were approximately $0.7 million for the first quarter of 2026 compared to approximately $2.3 million in the first quarter of 2025. I want to highlight an important feature of our R&D expense reporting. We recognize nondilutive funding awards as contra R&D expense, meaning grant funding directly offsets our reported R&D costs. Contra R&D expense related to grant funding was approximately $3.5 million for the first quarter of 2026 compared to approximately $3.1 million for the first quarter of 2025. This means our actual total R&D investment, when you add back contra R&D amounts, is meaningfully greater than the R&D expense line alone reflects. We believe this is an important dynamic for investors to understand when evaluating the true scale of our R&D investment. We expect to begin recording product revenue from DARE to PLAY in the third quarter of 2026. Flora Sync LF5 consumer health product revenue is expected to begin in June 2026. We are targeting DARE to RECLAIM revenue to begin in 2027. We are building toward a multiproduct revenue profile that diversifies and grows across 2026 and 2027. The initiation of direct product revenue in June 2026 for the first time in the company's history is a milestone we have worked hard to reach and one that we are proud to be approaching. I want to offer perspective on what product revenue means strategically. Dare has funded its development through a combination of equity financings and nondilutive grant funding. Product revenue will add a third leg to that stool, a capital source tied directly to the value we are delivering to patients and clinicians, one that we expect to grow as our commercial footprint grows and that reinforces the development mission rather than competing with it. We encourage investors to review the more detailed discussion of our financial statements, financial condition, liquidity, capital resources and risk factors in our Form 10-Q for the quarter ended March 31, 2026, filed today. Operator, please open the line for questions.
