Good morning, everyone. Welcome to the Boyd Group Services Inc's 2026 second quarter results conference call. Listeners are reminded that certain matters discussed in today's conference call or answers that may be given to questions asked could constitute forward-looking statements that are subject to risks and uncertainties relating to Boyd's future financial or business performance. Actual results could differ materially from those anticipated in these forward-looking statements. The risk factors that may affect results are detailed in Boyd's annual information form and other periodic filings and registration statements, and you can access these documents at SEDAR's database found at sedarplus.ca and EDGAR at www.sec.gov. Boyd released its 2026 second quarter results before markets opened today. You can access the news release as well as the complete financial statements and management discussion and analysis on the company's website at boydgroup.com. The news release, financial statements, and MD&A have also been filed on SEDAR+ and EDGAR this mo rning. On today's call, Boyd will discuss the financial results for the quarter ended June 30, 2026, and provide a general business update. We will then open the call for questions. I would like to remind everyone that this conference call is being recorded today, Wednesday, August 12, 2026. I would now like to introduce Mr. Brian Kaner, President and Chief Executive Officer of Boyd Group Services Inc. Please go ahead, Mr. Kaner. Thank you, operator. Good morning, everyone, and thank you for joining us on today's call. On the call with me today is Jeff Murray, our Executive Vice President and Chief Financial Officer, and Steve Savard, who recently joined our team to lead our investor relations and capital markets efforts. We look forward to Steve maturing and professionalizing this function and driving direct and meaningful engagement with our shareholders. Our second quarter results reflect deliberate execution across our business, evidenced by strong revenue growth, meaningful margin expansion, and measurable progress against our strategic priorities. Revenue increased 30% year-over-year, exceeding $1 billion for the first time in Boyd's history, while adjusted EBITDA grew 45%. Adjusted EBITDA margin expanded to 13.4%, up from 12% in the second quarter 2025 and 11.5% in Q2 of 2024, prior to the launch of Project 360, our cost transformation program. Our top-line performance reflects continued market share gains as well as ongoing execution of our densification strategy, driving a 32% year-over-year expansion of our location footprint, anchored by the acquisition of Joe Hudson's Collision Center alongside new location development. Importantly, this top-line expansion was paired with strong margin gains. The 140 basis point year-over-year increase in adjusted EBITDA margin reflects the continued execution of Project 360 alongside accelerated synergy realization from the Joe Hudson's acquisition. As a result, we are raising our 2026 synergy target to $35 million, up from our previous estimate of $20 million. During the quarter, we successfully completed the system conversion across all Joe Hudson's locations. This marks a critical integration milestone, establishing a unified operating platform that will drive greater consistency, productivity, and margin expansion across the entire business. While the conversion resulted in temporary sales disruption, we have implemented targeted initiatives to strengthen throughput and local execution. These actions are now gaining traction and driving revenue on a more profitable foundation. Turning to the broader operating environment, based on second quarter claims processing data, we estimate that repairable claims volumes were flat to down 2% year over year. This represents a meaningful improvement compared to the decline seen in Q2 of 2025 and points to the ongoing stabilization consistent with our long-term planning assumptions. Against this backdrop, we generated 2.9% same-store sales growth in the second quarter, with limited contribution from total cost of repair. This performance confirms continued market share gains, reflecting the strength of the company's insurer relationships, continued improvement in carrier performance, and the benefits of our 2025 regional incentive realignment. In July 2026, same-store sales remained positive in the low single digits, continuing to reflect the aforementioned market share gains. Monthly results can vary widely. Consequently, we track same-store sales trends over broader horizons and do not view any single month's performance as indicative of a full quarter's results. Our continued outperformance relative to the industry repair volumes reflects the strength of our strategy and execution. We remain focused on driving sustainable, profitable growth by improving capacity utilization, capturing local market share, and selectively expanding our footprint through disciplined acquisitions and new location development, all while driving profitability and cash flow. Given the highly fragmented nature of our industry, we see a significant runway to expand our market share, both organically and through disciplined M&A, while leveraging our network scale to drive further operational efficiencies. I will now pass the call over to Jeff, who will provide a more detailed analysis of our second quarter results. Jeff? Thanks, Brian. As highlighted, we delivered strong second quarter performance, marked by robust top-line growth, positive same-store sales, and strong margin expansion. Second quarter revenue increased 30% year over year to $1 billion and $13 million. Growth was driven by $211 million in incremental contributions from 340 new locations, not in operation for the full prior year period, alongside 2.9% same-store sales growth, as Boyd's continued to outperform the broader industry. During the quarter, Joe Hudson's locations contributed $175 million to total sales. Gross profit increased 31% year over year to $480 million, representing a gross margin of 47.4%, up 60 basis points compared to 46.8% in the second quarter of 2025. This margin expansion was driven by higher paint and parts margins, supported by accelerated synergies and Project 360 cost savings, as well as increased scanning, calibration, and sublet margins. Turning to operating expenses, for the second quarter of 2026, operating expenses as a percentage of sales improved to 33.9%, compared to 34.8% in the prior year period. This 90 basis point improvement was driven by Project 360 and Joe Hudson's synergy realization. Adjusted EBITDA grew 45% to $135.9 million, outpacing revenue growth. Adjusted EBITDA margin expanded 140 basis points to 13.4%, up from 12% in the prior period. These gains were anchored by approximately $15 million in combined Project 360 cost savings and Joe Hudson's synergies realized during the quarter. Net earnings for the second quarter of 2026 were $1.3 million, compared to $5.4 million in the same period of 2025. Net earnings were impacted by higher amortization and depreciation costs related to new location growth, as well as higher financing costs. An adjustment was made in the quarter to revise the initial purchase price allocation, which negatively impacted amortization in the quarter in the amount of $5 million. Net earnings adjusted for this incremental intangible amortization would have resulted in net earnings of $6.4 million, up $1 million from the same period of 2025. Adjusted net earnings for the second quarter increased 47% year over year to $22.4 million, and adjusted EPS increased to $0.80 from $0.71 in the same period of the prior year. For full year 2026, the company continues to expect maintenance capital expenditures to range between 1.6% and 1.8% of sales. Additionally, capital expenditures associated with the Joe Hudson's acquisition remain on track at an estimated $30 million, of which approximately $9.8 million has been invested through Q2 of 2026. Boyd's balance sheet remains strong, providing the financial flexibility to fund our future growth initiatives. Robust earnings growth in the first half of the year, combined with our capital-light business model, drove an improvement in pro forma net leverage to approximately 2.8 times at quarter end, down from 3.1 times at the close of fiscal 2025. I will now pass it back to Brian for closing remarks. Thank you, Jeff. To wrap up, our second quarter performance underscores the strength of our operating model and our ability to deliver profitable, high-quality growth. We are executing well on our strategic priorities, successfully integrating Joe Hudson's and expanding our margins through Project 360 and network synergies. With a strong balance sheet and a clear runway in a highly fragmented market, we remain well-positioned to drive long-term value for our shareholders. With that, I would like to open the call to questions. Operator? We will now begin the question and answer session. Please limit yourself to one question and one follow-up. If you would like to ask a question, please press *1 to raise your hand. To withdraw your question, press *1 again. We ask that you pick up your handset when asking a question to allow for optimum sound quality. If you are muted locally, please remember to unmute your device. Please stand by while we compile the Q&A roster. Your first question comes from the line of Steve Hansen with Raymond James. Your line is now open. Please go ahead. Yeah, good morning, guys. Thanks for the time. Appreciate it. Brian, I wanted to focus on the margin expansion first. It looked pretty solid at 140 basis points. Some of that is coming from Project 360 and faster than expected synergy realization, but just trying to get a level set on how you think that journey is going. I know you have raised the guidance for the year, but are you seeing more synergies? Where are they coming from specifically, and how are you getting them faster ultimately is the question. Thank you. Yeah. First of all, I would say very pleased with the progress around margins, the cadence that we have seen, if you look back to Q2 of last year, 12% in Q2, 12.4% in Q3, 13.1% in Q4. Then, as we know, we seasonally dip down in Q1 to 12.3%, but then bounce right back up to 13.4%. So we are seeing this 40 basis point expansion on our journey back to the 14% on a quarterly basis. So I expect that to continue. As you know, the Project 360 benefits that we called for them to be ratably distributed throughout the balance of the year. I think the result is evidence of that. As it relates to the synergies, I think we will talk, I am sure we will talk more about Joe Hudson's, but the pull forward of synergies really has to do with the timing of the pacing of the integration. We were able to integrate Joe Hudson's more quickly. I think operationally that was the right thing for us to do. We needed to get visibility into the operations more deeply than we were able to on their system. So getting them on our systems platform, being able to accelerate the back office synergies much more aggressively, put us in a position where we were able to call up the synergy expectation. At the same time continue to achieve really strong margins in the quarter. Very helpful. Just quickly on the July outlook, you are referencing a little single on the July mark. I know you do not like to extrapolate a single month, but how are you viewing the recovery and claims environment and on top of that, your ability to continue to take share? Thanks. Yeah. Look, the recovery on the claims environment remains. We are happy that it is kind of stabilized in that 0% to -2%. That allows us to achieve our long-term growth algorithm. As we have talked about in the release, we are still seeing limited price, which is really the only downside in the market right now. I do believe that that stabilization is here to stay. It is evidenced by the, we had talked about last year, the drivers of that being the heavy insurance premium inflation. As you know, insurance premium inflation at this point has almost turned to a deflationary category. We talked about the impact of total losses and that taking cars out of the consideration set. In our world, total los ses are essentially flat on a year-over-year basis at this point. As we see the things that we said were the drivers of the negative getting better, we continue to see the marketplace just being a much more stable environment for us to operate in. Appreciate that. Thanks, Steve. The next question comes from the line of Mark Jordan with Goldman Sachs. Your line is now open. Please go ahead. Hey, good morning, and thank you very much for taking my question. As we think about total cost of repair, how should we think about the second half of the year? Is there any color you can provide on maybe the various components that make up that measure, be it the mix between parts and labor, alternative parts usage, et cetera? Yeah. I will say a couple of things on total cost of repair. Relative to timing, don't really have a point of view on the timing. I do think structurally, we will talk in a second about the things that will drive it in the long term. In the short term, I think Steve, actually, Raymond James hosted a really nice call with Ryan Mandell that talked about what's happening in the near term. That focused really on a couple of things, higher total loss rates, which as I said earlier, are kind of moderating at this point. A little bit of an increase in alternative part usage. Then, in times where there's less work in the marketplace, you have a tendency to see technicians doing a lot more repair versus replace. That repair versus replace can have a negative impact on the TCOR. I think more importantly than that is just the structural tailwinds that still remain behind us. If you look at the cost of repairing a vehicle that is zero to three years or newer, it is about CAD 2,000 greater than the overall cost of a repair. So we are seeing now the cost of repairing a vehicle that is in that zero to three-year category at close to CAD 6,000. If you think about the future of this business and you think about how that becomes the older part of the ca r park in the long run, or in the older part of the cars that we are actually repairing, you can see a place where the ticket is definitely going to continue to blend up, as those cars become more of our repair set. I believe that there is still structural tailwinds in the marketplace. I think in the short term, we are controlling what we can control, which is taking market share in a market that is kind of in that zero to down 2%. We will continue to do that, and when price comes back, it will be a nice overlay on top of where we are performing today. Perfect. Thank you very much. Just one follow-up if I could. I think last quarter you mentioned a bit of a headwind from mix shift to aftermarket parts, just given the older car park. How does that play out over the coming years? Is that something that should be diminished or as the car park ages with those newer vehicles as you were mentioning? Yeah, I think it just laps, right? You get to a place where it is similar. I do not see it accelerating, the usage of aftermarket parts accelerating. I see it, kind of us getting to a place where it stabilizes and then it does not become a headwind. It just becomes a muted impact. Great. Thank you very much. Yep. Your next question comes from the line of Bret Jordan with Jefferies. Your line is now open. Please go ahead. Hey, good morning, guys. Could you talk a little bit about your longer-term expectations on total loss rates? Where do you see the upper boundary there on maybe a five or 10-year basis? Yeah. It's interesting when you think about some of the things that are happening around total loss rates. CCC came out with something earlier in the quarter that talked about just the impact to the consumer on total losses. It's a very negative impact, and we know that from many perspectives, having a total loss event is one of the worst customer experiences that a consumer will have. So the insurance carriers don't like total losses, the OEMs don't like total losses, and certainly, we like to repair people's vehicles and get them back on the road safely. So I think my view is longer term, you can continue to believe that there might be some upward movement. I would say that I do not expect it to be a very large movement. I think we get more to a cadence where it's a very minimal number. If I were to peg a number to it, I would expect something in the neighborhood of 0.3 a year of movement, which really isn't a lot. I do think, as I said, there's a lot of momentum to try to drive total losses down. You even saw some legislature passed in Rhode Island as an example, where they're now mandating an 85% threshold for total losses versus the industry that kind of sits at 70% today. I think there's more momentum to move it down than there is to move it up. The aging car park might put us in a position where it will go up based on the car park age, but I think there's some other factors that are suppressing it as well. Brian, I would just add that it's important to think about it in the context of the overall market size growth as well, because it really is also important to understand how is it changing in relation to the total market size changing, because even if the total loss is increasing, there could still be more cars available to be repaired in that scenario. Great. Thank you. I guess, could you talk about regional performance? Some of the densification benefits from the Joe Hudson's acquisition, sort of what you're seeing in any sort of market outliers. Yeah. We've talked before about we see continued strength in the north right n ow. Obviously, the south with Joe Hudson's was going through a heavy amount of integration in the first and second quarter. I think most of what we're seeing in the north, or a lot of what we're seeing in the north is weather-related activity that is probably putting it in a position where there's a little bit of outsized growth in the north. But beyond that, I would say that we see the same opportunity across all markets that we operate in. The most important thing we can do is to continue to perform against our clients' metrics. As we do that, we know that opens up more opportunities for us. As we get more opportunities, that gives us the ability to then capture more work in the marketplace and take the share that we've talked about. I think, on balance, we still control a lot of what's happening in the regional performance. Great. I appreciate it. Thank you. Yep. The next question comes from the line of Thomas Wendler with Stephens Inc. Your line is now open. Please go ahead. Hey, good morning, everyone. Solid quarter, and thanks for taking my question. You guys kind of highlighted 13 new startups for the remainder of the year. How should we be thinking about the acquisitions for the remainder of the year? Yeah. I would think of the acquisition similar to what we've seen historically. We have a tendency historically to start slow and finish strong. We see a nice, robust pipeline of acquisitions that are out there. I think you're going to see an increase in activity as we get into the second half of the ye ar, which is typically what we have seen. We have had a tendency to have a really strong fourth quarter as it relates to acquisitions. Some of that's just timing of when the opportunities come to the marketplace. When they're there, we obviously take advantage of that. I would say from an acquisition perspective, expect acceleration as we get into the back half of the year, no different than we've seen historically. As you know, we're still working to get our NTI pipeline, our new industry pipeline, in a position where there is some more stability. We had a couple of opportunities in the pipeline that actually pushed. Some pushed out, and a couple of projects that we actually canceled because of the Joe Hudson's acquisition. So that's why you saw a little bit of an erosion of what we were expecting in the third quarter. Some of those just came out of the pipeline because as we looked at the overlay of them with Joe Hudson, it didn't make sense for us to keep that project going. But we would like to see that continue to get to a more normal kind of eight or so a quarter. You can see that as we get into the fourth quarter. We have 10 NTIs planned for the fourth quarter, and we'll layer on acquisitions on top of that. Perfect. I appreciate the color. Then maybe one more from me. You'd mentioned capacity utilization as maybe an opportunity for the back half of the year. Can you maybe help us think about what utilization rates are right now and how the company's fixed costs are probably going to lever as we see a little bit better utilization? Yeah. Obviously, the technician workforce is where we are really talking about capacity utilization, and we watch productivity, so we are watching kind of the hours per tech per week. That is our barometer of how utilized the technician base is. We still see a little bit of upside in the ability to utilize the existing tech, but as you guys know, we are always out looking for additional techs to add to the workforce, and we will continue to do so. But we do have a little bit of capacity utilization still left to go. But as I said earlier, we are waiting on growth, and when we had those conversations historically, we were in a situation where we were in a declining environment. As you look at our position today, as we said, we are really winning on volume. If you look at that 2.9% that we rep orted against the, call it the down 2% that we were a year ago, that is really about a 5% swing in our same-store sales, which is really eating up a chunk of that capacity utilization. All right. Thank you for all the color. Your next question comes from the line of Sabahat Khan with RBC Capital Markets. Your line is now open. Please go ahead. Great. Thanks and good morning. Maybe if we can get some color on some of the commentary around the market share gains. I think the bulk or run rate is X percent industry growth, and then you guys capture some share on top of that. Maybe if you can comment on sort of year to date and just the outlook. Is it market share broadly, nationally speaking? Is it the more densified regions? Maybe if you can just share some thoughts on where typically you're able to capture share above the market growth expense. Yeah. Well, as we talked about before, market share gains in our world come with outperforming our competitive set. We continue, as you know, we did the regional incentive alignment where we deliberately aligned our field leadership's compensation to the performance of their top three clients. When we did that, we saw a really good movement in our client performance. When that happens, it gives us the ability to see more opportunities. I would say that because of the way that we're rolling that out, there's not a regional difference, so to speak. It's really more broad-based and as we continue to execute on those initiatives, we continue to see more opportunities coming into the funnel. Our obligation then is to make sure that we're capturing as many of those as we possibly can into our stores. I think it was very deliberate actions to continue to drive market share gains. I think those deliberate actions are really taking hold as we get into this quarter and the balance of the year. Great, and then just for my follow-up, maybe if you can share a bit more color on the synergies related to Joe Hudson's, sort of like what's been done. It sounds like the branding is done. Maybe you can talk about on th e operation side, supply chain. Are you starting to see the benefits of increased scale and volumes from your suppliers? Maybe if you can just talk about what's done, what's left, and any sort of evolution on the opportunity with the synergies or just areas of opportunity versus your initial take on Joe Hudson's. Thanks. Yeah. The timing is we essentially have done the systems conversion. We have done the rebranding of the locations. We have moved a good chunk of the back office. When we switch over the systems, it essentially is moving much of the supply chain to a common contract. So, we are seeing the supply chain benefits. We have done the internalization of scanning and calibration. So I think a lot of the things that we were expecting that had a little bit of a longer tail and were more predicated off of our ability to pace the integration, or pace the systems conversion, have been done in an accelerated fashion, which has given us the ability and the confidence to increase our outcome by about $15 million. So I think there isn't really a lot left to do from an integration perspective. Much of the back office has swung into our systems at this point. So we're very pleased with where we're at in the integration. We're happy that we made the decision to accelerate faster. It was a lit tle bit painful for the organiza tion to do that, but it's given us now the ability to apply our operating model on top of Joe Hudson's and leverage that new 258 locations the same way we operate our existing stores. Thanks so much. The next question comes from Derek Lessard with TD Cowen. Your line is now open. Please go ahead. Yeah. Thanks, and good morning, everybody. Again, congrats on a solid operating performance. You guys have done a really good job at parsing out the cost synergies. Just wondering if maybe you could lift the hood on potential revenue synergies, maybe around the customer service best practices, leveraging your insurance partnerships. Anything you could add on that side would be appreciated. Yeah. Well, I think there is revenue synergy on both sides. Historically, we have talked about some of the relationships that Joe Hudson's Collision Center had that we had not had as good a relationship with. We have obviously got a great relationship with many of our insurance carriers. So I think there are combinations where the relationships on both sides will be helpful. We have retained the sales team from Joe Hudson's Collision Center to make sure that we leverage those two things. I think the most important thing that you are going to see in terms of revenue synergies is our focus on client performance. As we continue to drive that into the Joe Hudson's Collision Center environment, you are going to continue to see benefits associated with that client performance improvement. We have a maniacal focus and have all of the information we need in order to make sure our stores know how to win with the customer, and making sure that. When we have talked about this, it is really not just the three things, having a lower average total cost of repair, having good NPS, and having lower length of rentals. Those are really just the ticket to the dance. Making sure that, beyond that, you know how to win with some of the finer points with each of our customers is really what carries the day. I think we have a much better model, and have much better training modules to make sure that our stores understand how to win. I think you will see, in the future, revenue synergy associated with that. Thanks for the color, Brian. Congrats again. Yeah. Thank you. The next question comes from Razi Hasan with Paradigm Capital. Your line is now open. Please go ahead. Yeah, thanks. Good morning, and thanks for taking my questions. Just maybe on the regionalization of scanning and calibration, I believe you had a target of 80%. Can you just remind us where you are now, and if that 80% is the high watermark, or do you think you can go higher th an that? Thanks. Yeah. We achieved the 80% last quarter. We announced that last quarter. We're between 80% and 85% right now. There is a point at which utilization is so high that you start to sacrifice productivity. We think that the 80%-85% is a comfortable place for us to be, where you're not overstaffing the field so that you have so much availability that you have an unproductive workforce. We're happy with where we're at. We've got good secondary relationships in place that allow us to fill the balance of that need. Again, I think we're very pleased with the progress that we've made on the internalization. You can see that in our gross margins. At a 47.4%, it's one of the highest gross margins we've seen in the history of the company. It is a key lever to driving that. While we have the right number of utilization in the right range right now, this is a business that continues to grow. There are more needs for this type of service, which means we do continue to add team members, and this will continue to expand. But utilization is at the right range. Yeah. That is a great point. As the penetration of calibration services continues to grow, we need to continue to grow that workforce on top of that. So it is not like it is get to the 80% and now we are done. It is now we have got to keep up with the pace of the changing car park. Okay, great. That is really helpful. Maybe just one follow-up. Just in regards to past cycles where you have had to cycle through elevated inflation and car prices rising and dropping. Where we are at now, can you maybe talk about the time lag that you typically see when insurance premiums start to moderate and car prices start rising and the flow-through to repair volumes? Is that like a year, typically, when consumers come back to the repair shop? Or maybe any color on that would be helpful. Yeah. I think on the insurance premium side, what we are really looking for is, one, the premiums need to become less of an issue. But in some cases, what we are really looking for is for people to better prepare. We are looking for them to better position themselves with the insurance product that they have. What you see when you get into times of high premium inflation is you see people raising deductibles. You see people that are dropping certain coverages. That is why, as we have articulated historically, you tend to see liability claims stay relatively stable. What falters is the collision claim, which is the first party in the accident. So what we are looking for are signs of deductibles coming back down, and we are also looking for people to add insurance coverages. The other thing that's interesting is one of the other potential benefits for us in the longer term is you are starting to see, because new car prices are becoming so expensive, you're starting to see people elongate the loans. Now you're seeing loans up to 84 months. When someone's in a car loan, they have no choice but to keep all of the coverages on their vehicle. I think that it's a bit of a structural tailwind for us as it relates to the claims side, because we will see people that have to do that. I think from that perspective, we see that probably taking a little bit more time. But at this point, you're seeing the 0 to down 2%, which is really well within the range that we expect it to be. On the flip side, when you think about used car pricing, that's a mathematical equation. If used car prices continue to rise, you'll see total losses continue to come down. There's not much time lag between those two. As you've seen, used car prices moderate. I wouldn't say they're positive or negative at this point. They kind of hover around zero. But when you look at that, you're definitely seeing a moderation and a stabilization of the total loss rates that we're experiencing today. That's very helpful. Thanks for your time. Yep. The next question comes from Zachary Evershed with National Bank of Canada. Your line is now open. Please go ahead. Good morning, everyone. Congrats on the quarter. You mentioned earlier that some of the revenue synergies would come from better relationships that Joe Hudson's had and better relationships that you had. Progressive captured a whole whack of the insurance industry premium growth in 2025. How are things going on breaking open that relationship? Yeah, we continue to work on that relationship. There's nothing fractured in the relationship. It's a function of them having a need. When they have a need, we want to make sure that we're performing in a way that makes us their first choice to come to. Right now, our pacing with that particular client is pretty much on par with their growth. Joe Hudson's, just geographically, Joe Hudson's had a much better relationship because when you look at their presence in certain markets, like in Alabama as an example, Joe Hudson's was the service provider in Alabama that gives them the option to really go deeper with insurance clients. But we continue to work that relationship, and the good news is, as that continues to grow, it becomes a little bit of a tailwind for us. Great. All right, thanks. For my follow-up, Insurify's flagging that insurance premiums are rising in just over half of states now. Any immediate concerns on that front over potential impacts to claim counts, or is it still looking pretty stable? No, I don't have any concerns. When you look at insurance premiums, when they're rising in the low single digits or at CPI levels, I don't think that's what consumers generally expect. What we don't expect is to have periods of time where they're rising at 17%-20%, and that's really what puts some strain on the industry. I also think that what's not reflected in what you're seeing in Insurify is what's happening with the rebates. Many of the insurance carriers are rebating dollars back to customers. That doesn't get captured necessarily in the data that you're looking at. Got you. Thanks. I'll turn it over. Yep. The next question comes from Jonathan Goldman with Scotiabank. Your line is now open. Please go ahead. Hey, good morning, team, and thanks for taking my questions. Brian, could you help us parse out the cadence of same-store sales for the quarter and maybe the June exit rate? Just trying to piece all the items together. I think on the last call, you talked about ex weather, Q1 would've been 2.6%. April was approaching the low end of the range, and you finished the quarter at 2.9. Yeah. We won't speak to the cadence because, as we've said before, one month does not make a trend in this business. We're really trying to move away from this notion of the monthly cadence. I think unintentionally, we've created an environment right now where 3% becomes a pass-fail on our success of the business, and it's really not. As I said before, when you look at the cadence of where we've been in the 3%-5% range, it's been 84% of the time we've been outside of that range, a chunk of time above, a chunk of time below. So I'm not really going to comment on the cadence of the quarter. I think what's most important right now is the underlying environment is now stabilized in a position where our share gains are ultimately manifesting themselves as same-store sales. We see that positive. We've now seen four quarters in a row of positive same-store sales growth. We're still seeing limited benefit from the average cost of a repair, which has really historically been in that 4% range. As we look to the industry to get back to that 4% range, we see that as a nice tailwind for us. We'll continue to focus on controlling the things that we control in the short term. I think that's, as we've said, that's really what's propping up the same-store sales as we sit here today. I would expect that there's nothing. That is the one thing that we can control, so I'd expect that to continue. Okay, fair enough. Was there anything in the quarter that you would classify as one time or a headwind, particularly on a year-over-year basis, in terms of capturing same-store sales volume? No, not particularly. This is the time of year that you tend to see there are weather events that drive positives and negatives, which is again, why we don't try to get ourselves pinned to a We talk about a long range number, not something that's quarter to quarter or month to month. So far what we've seen from, particularly around hail, the number of hail events, the type of hail volume that we're experiencing on a year-over-year basis has been relatively stable, relatively flat. That's really what can, in the summer months, that certainly is something that can move same-store sales positive or negative, depending upon the impact year on year. Okay. If I can just squeeze one more in. Brian, do you have a view on what is the potential upper bound of the age of the car park? I think we're currently sitting at 13 years, maybe a bit higher for passenger, a bit lower for light vehicle trucks. No. When you say the upper bound, would you mean the upper bound of vehicles that we would work on or the upper bound of the car park? The fleet age totally in the U.S. Well, I think as has been reported, there's sort of been a bit of a bubble of a lack of new cars coming out of the pandemic, and to me, that's one of the main drivers that's causing this little shift right now in terms of aging vehicles, is because there's a gap. But over time, that bubble is going to likely move through and the n ultimately will probably limit and even reduce the age of the car park, I think, over some period of years here. Okay. I'll get back. Thank you. There are no further questions at this time. I will now turn the call back to Mr. Brian Kaner for closing remarks. Thank you, operator. Thank you all once again for joining our call today as we look forward to reporting our third quarter results in November. Thanks again, and have a great day. This concludes today's call. Thank you for attending. You may now disconnect.