Ladies and gentlemen, welcome to the TELUS International Second Quarter 2023 Investor Call. My name is Jonathan, and I will be your conference facilitator today. At this time, all lines have been placed on mute to avoid background noise. After the speaker's remarks, there will be a question-and-answer period. If you'd like to ask a question at this time, please press star one one on your telephone. If you'd like to remove yourself from the queue, simply press star one one again. As a reminder, today's program is being recorded. I'd now like to introduce your host for today's program, Mr. Jason Mayr, Head of Investor Relations and Treasurer at TELUS International. Mr. Mayr, you may begin the call. Thank you, Jonathan. Good morning, everyone. Thank you for joining us today for TELUS International's Q2 2023 Investor Call. Hosting our call today are Jeff Puritt, President and Chief Executive Officer, and Vanessa Kanu, our Chief Financial Officer. As usual, we'll begin with some prepared remarks, where Jeff will provide an operational and strategic overview of the quarter, followed by Vanessa, who will provide some key financial highlights. We'll then open the line to questions from pre-qualified analysts before turning the call back to Jeff for his closing remarks. Before we begin, I'd like to direct your attention to slide two of the supplementary presentation available for download on this webcast and also available on our website at telusinternational.com/investors. The statements made during this call may be forward-looking in nature, including all comments reflecting expectations, assumptions, or beliefs about future events or performance that do not relate solely to historical periods. These forward-looking statements are subject to risks and uncertainties, which may cause actual results to differ materially from our current projections. We assume no obligation to update any forward-looking statements. Jeff and Vanessa will also discuss certain non-GAAP measures that the management team consider to be useful in assessing our company's underlying business performance. An explanation of these non-GAAP measures and a reconciliation to the comparable GAAP measures can be found in the appendices of today's supplementary presentation, along with the earnings news release issued this morning and regulatory filings available on SEDAR and EDGAR. I would also like to remind everyone that all financial measures we're referencing on this call and in our disclosure are in US dollars, unless specified otherwise, and relate only to TELUS International results and measures. With that, I'll now pass the call over to our President and CEO, Jeff Puritt. Thank you, Jason. Good morning, everyone. As discussed on our July 13th investor call, when we provided our preliminary Q2 results and shared a revision to our full-year outlook, the second quarter of 2023 marked a particularly challenging time for TELUS International. While we generated revenue growth of 7% year-over-year, Adjusted EBITDA declined 20% year-over-year in what I would characterize as a perfect storm of near-term and temporary profitability pressure, which we'll discuss in more detail in our remarks today. Indeed, as we've discussed with many of our stakeholders over the last few weeks, there are a few points I'd like to re-emphasize. The first relates to TI's outlook revision. What, in particular, changed now versus earlier in the year, and whether the revised outlook is de-risked, given the profitability pressure in Q2? To address what changed, I'll first point to even more aggressive near-term cost-cutting behavior by some of our large tech clients in particular. Earlier in the year, we had anticipated and reflected some of this softness in our annual outlook. However, as an example, we experienced a sudden and larger-than-expected reduction in content moderation services, which disproportionately impacted our European operations. This, in turn, strained the pace of our revenue growth and added temporary pressure on our profitability. When we've encountered demand softness from clients in the past, our scale and growth trajectory enabled us to repurpose our highly skilled team members to other growing client accounts. Unfortunately, we were unsuccessful in this regard in Q2, and as a result, we were faced with an unfavorable ratio of labor cost to revenue, which created a temporary drag on our profitability. Adding to the complexity of this particular challenge was the labor regulations in certain countries in Europe that impeded our ability to scale down as quickly and efficiently as we were required to in response to the decreased demand. Despite this, we have now successfully actioned meaningful cost savings and have other efforts currently well underway to rightsize our team member count with current client demand. We believe these margin pressures in the second quarter were largely due to isolated issues that we have now either already addressed or have a clear line of sight to remedy. Due to the strong progress and execution of these and other remediation efforts, as reflected in our updated outlook, we expect to quickly return to our typical 20-plus% adjusted EBITDA margin for the balance of the year. That said, based upon what we currently see in our sales funnel, have heard from our clients, and have observed in the broader macroeconomic environment, a revised annual outlook reflects a much more cautious view. With respect to our pipeline, our sales funnel remains very healthy at over $2.9 billion as of June 30th, albeit with an increased aging profile of the opportunities within it that we ascribe to the longer than typical delays in decision-making due to macroeconomic uncertainty impacting clients' budgets. Fortunately, we have not seen many funnel opportunity cancellations, and indeed, our global sales team continued to win incremental business in the second quarter, attracting new logos such as a B2B human resources software company, a multi-utility service provider, a subsidiary of a multinational IT and consulting company, and a facilities-based technology and communications company. Again, whilst not at the pace we expected, we also continued to expand services with our existing clients in the second quarter, including with Google, our third-largest client, as well as secured incremental volumes with an integrated power company in the U.S. A leading North American financial institution, a major American telecommunications provider, and a North American integrated retail electricity and power generation company. I also want to touch on WillowTree. While the integration continues to progress quite well, WillowTree's business has been subjected to similar pressures brought about by the macroeconomic environment, with many clients deferring decision-making in connection with their near-term digital transformation projects until the economic climate improves. These headwinds are not intrinsic to WillowTree, but appear to weigh heavily on the broader IT services industry, manifesting themselves as project delays, lower volumes, and slower decision-making by clients. I'm confident these pressures will subside in time. However, it's worth noting here that our deal thesis for the acquisition of WillowTree, like any other acquisition, was always predicated upon a longer-term outlook, and I remain extremely confident in the opportunities ahead to further bolster TI's front-end design and build offerings, and to extract incremental value from our combined capabilities, especially as it relates to the continuing support of our largest client, TELUS Corporation, due to their, their unwavering focus on customer service excellence as we help to enable their digital progression. Without understating the magnitude of our July thirteenth pre-announcement, I want to reiterate my belief that TI's long-term investment thesis is very much intact and our competitive positioning remains strong. Indeed, there are meaningful opportunities ahead in digital transformation and generative AI in particular, which I'll touch upon more momentarily, areas where TI is uniquely positioned and credentialed to design, build, and deliver differentiated, responsible, and market-leading solutions for our clients. On that note, let me now provide some insights and updates regarding generative AI as the technology and its seemingly limitless applications continue to drive extreme interest across all markets, including CX outsourcing, with some expressing a level of existential concern regarding the industry's continued viability. I believe that like so many technological evolutions that have preceded it, the advent of Gen AI will benefit organizations that are able to adapt with greater pace and agility, but also with purpose and thoughtfulness. The CX environment has changed many times before, and back in 2018, I paraphrased a quote that said, "Having a digital strategy will soon seem as silly as having an electricity strategy," because of how ubiquitous and ingrained we predicted digital channels would become in our clients' customer support strategies. Today's digital CX landscape has evolved from in-person, voice-only support to incorporate bots, automation, machine learning, and AI, to name just a few of the technologies and innovative applications that have become the norm in how we design, build, and deliver our leading services and solutions. Indeed, according to Gartner, 89% of all companies have either adopted a digital-first business strategy or are planning to do so, and 91% of businesses are engaged in digital initiatives. There is no doubt that the CX industry is evolving once again, as generative AI dominates the headlines and disrupts almost everything. Notably, TI is not merely a backseat passenger in this disruption, nor have we been in the past. We invested in Lionbridge AI and Playment years ago to capitalize on the growth in need for AI data annotation and computer vision services, the picks and shovels, as I like to call them, to help our clients leverage AI opportunities. More recently, we invested in WillowTree to incrementally grow our digital advisory capabilities and our bench of top tech talent that could help to create market-differentiating brand experiences. Generative AI is now already expanding the scope of CX tasks that can be automated and augmented to assist employees in their work, and it will continue to do so at an accelerated pace. As TI has done during previous tech-fueled iterations, we are simultaneously expanding our range of solutions and upskilling our workforce at an accelerated pace in order to meet the changing demands of our customers. This includes new ways of structuring our client engagements with a mix of professional services, outcome-based pricing, and even software-as-a-service licensing elements, depending upon the solution. We see generative AI as a net positive development for our business, thanks to our existing capabilities and the benefits we stand to realize by deploying generative AI solutions within our own operations and on behalf of our clients. To this end, TELUS International has a comprehensive suite of data-driven, end-to-end generative AI solutions that integrate the best of Gen AI capabilities and human expertise to transform digitally led customer experiences across the entire customer journey. Let's look at Gen AI through the lens of our design, build, and deliver approach. Within design, we provide CX strategy, experience design, and digital consulting services that leverage our deep expertise in understanding the customer journey throughout the entire CX lifecycle, including how Gen AI can be responsibly leveraged through thoughtful data governance to optimize client experience. Our build capabilities around Gen AI rely upon our unique ability to structure and operationalize customers' data to empower digital CX supported by Gen AI to reach its maximum potential. Specializing in AI dataset sourcing, annotation, testing, and validation for AI models, our team members are the H in RLHF, reinforcement learning through human feedback, that ensure high-quality data for optimal AI performance. We responsibly create, source, and utilize diverse and trusted datasets to ensure that our clients' Gen AI solutions are built upon a foundation of inclusive and accurate data. In terms of the deliver domain, our data-driven CX solutions, powered by Gen AI, enabled businesses to achieve enhanced productivity with improved customer satisfaction, driving exceptional outcomes in today's competitive landscape. With operations across five continents, including a global community of more than a million annotators and linguists, TELUS International provides global reach and local expertise to deliver exceptional Gen AI-enabled solutions. Because of its implications on society, I believe the responsible development and progression of generative AI must be underpinned by a Humanity-in-the-Loop approach, not simply human-in-the-loop processes. Whereas the latter helps optimize AI models and algorithms through human intervention and contribution, the key to TI's unique Humanity-in-the-Loop approach is our commitment to codifying diversity and inclusion into all stages of generative AI's design, development, and implementation, from creating high-quality datasets to establishing policy guardrails that protect rather than detract from the complex ecosystem that connects us all. For example, we're currently supporting a leading conversational, generative artificial intelligence chatbot developed by one of our hyperscaler clients by actively driving the expansion efforts across multiple initiatives. While I'm limited in the level of detail I can provide regarding this engagement, I can share that we're helping our client with prompt research and leveraging TI's global AI community of subject matter experts for the prompt and response creation. Our team is also involved in their generative AI evaluation and dataset tuning, as well as benchmarking and analytics. We've been providing generative AI support across the span of this client's language coverage and supporting multiple Gen AI engineering efforts throughout the year. We anticipate expanding the scope of the services we're providing to all of more than the 500 languages and dialects we support. This is a large-scale, complex engagement for our AI data solutions team that builds upon our long-standing partnership with this client that spans well over a decade and also includes CX support services and a joint go-to-market opportunity supporting digital transformation strategies and digital customer experiences. Another enterprise-grade AI use case is with our parent company, TELUS Corporation. We're currently engaged on hundreds of programs for TELUS's fast-growing tech-enabled lines of business, including our support of TELUS Health, as I shared on our investor call in May. Today, I'll provide an example of the exciting work we're doing for TELUS Agriculture & Consumer Goods. When it comes to adopting technology, the agriculture industry has always exhibited a pioneering spirit. In fact, beef producers have been using artificial intelligence to augment productivity, profitability, and improve performance in crops and cattle for decades. In this particular engagement, the end customer is a large North American beef producer with more than 500,000 cattle. The client wanted to mine its extensive data regarding the genomic and expected progeny differences of cattle, meaning the likely characteristics of an offspring, in order to uncover correlations between the specific cattle characteristics and production data in order to drive performance improvements. In particular, the client wanted to assess what factors had a significant impact on the healthy growth of their cattle. For TI, this meant creating a specific task to identify disease resistance attributes in animals to decrease mortality incidents that, in turn, would increase production efficiency. This client also sought our support to identify other statistical correlations in its data assets in order to leverage AI to disrupt its conventional business model, to position the business to be more proactive, productive, economical, and competitive. For this project, TI is using an AI technology stack from Google Cloud Platform, which leverages tools to handle complex challenges related to the AI pipeline. From data ingestion, preparation, storage, and exploration, to training and generating insights, it supports the complete journey of the AI loop. This project brings forth some unique challenges, given the sheer amount of data involved and its volatility. By leveraging AI, we were able to employ techniques that simultaneously evaluate multiple factors and their interactions, enabling our client to uncover reliable correlations in the data. AI algorithms help our team to efficiently rank critical factors that impact profitability, including factors around animal health and quality of production. This client also requested extensive handcrafting of their production data features, a process called feature engineering. We're currently in the proof of concept stage on this particular project, but by analyzing the datasets and employing AI models, our team will be able to identify the critical traits that define outperforming cattle characteristics, which will help generate actionable insights for performance improvements, including preventive cattle health interventions and procurement strategies. Once our team successfully moves this project to the next stage, we'll employ an outcome-based gain share model with a multi-year contract worth $ several million. More broadly speaking, TI has been developing and employing digital tools to automate our clients and our own operations for many years now. Among our more recent case studies is an example that relates to robotic process automation or RPA. TI implemented a bot solution for a diversified construction company to help process and manage up to 48,000 purchase orders annually. Previously, processing each invoice and inputting needed details into the client's enterprise platforms was a tedious manual task. Whereas now, our bot is able to free up resources, save our client money, and allow their teams to focus on more complex and higher-value tasks. We deployed similar RPA solutions for another client, a North American waste management company with multiple digital coworkers. One of our bots for this client is working on purchase order creation, as well as vendor setup, along with automating workflows that are repetitive, labor, and time-consuming. Importantly, the bot can also proactively flag any missing data inputs for human colleagues to follow up on. Another digital coworker we deployed for the same waste management company took on the manual process of reconciling transactions for one of the client's partner banks. The bot is able to process multiple files and accurately input needed data into our client's bank reconciliation application, with the capability to generate on-demand reporting and summaries for clients. One last example this past quarter relates to a Canadian food company, for whom we deployed an RPA solution to support their supply chain operations to take on repetitive manual tasks around scheduling appointment dates for the client's multiple warehouses. Our bot receives emails from individual warehouses and inputs or revises appointments into the client's scheduling platform. The bot then sends confirmations to notify specific warehouse teams to confirm the appointment details. The details our bot handles are fairly comprehensive, including not only the date and time of an appointment, but all the details of the shipment in question, including trailer, estimated loading and unloading time, dock location, and carrier comments previously submitted to the bot via the order email. These RPA examples have saved our clients money and improved productivity in a meaningful way. With the continued evolution and integration of Gen AI, our bots will get smarter and add even more value for our clients. In addition to continuing to evolve our service capabilities, we've also recently enhanced our executive leadership team with the appointment of José Luis García as Chief Operating Officer. José Luis brings 30 years of experience leading service delivery operations in the telecommunications, digital IT, and tech sectors, and a track record of excellence and focused expertise overseeing end-to-end digital transformation for complex global enterprises. As our new COO, José Luis will play a key role to further advance and evolve TELUS International's global operational delivery model. Finally, before I hand the call over to Vanessa, I'd like to reference a few of the awards we received in the second quarter, recognizing the significant efforts of our global team. For the third consecutive year, our proprietary intelligent bot platform was named the Best Informational Bot Solution at the AI Breakthrough Awards. This year's win placed us amongst the most notable and well-recognized AI companies, including OpenAI, Microsoft, Palo Alto Networks, Verint, and an impressive list of top startups from across the industry and around the world. We were also named the Elite Eight winner of the 2023 Achievers 50 Most Engaged Workplaces Awards in the category of Purpose and Leadership. Our team at WillowTree won another Webby Award this year, this time in the category of Best Public Service and Activism, for an app we created in partnership with Meals on Wheels of Charlottesville. These awards truly showcase our team's ability to bring our culture to life through our inspirational workplaces that encourage our people to think differently, innovate, and evolve. Day in and day out, our teams demonstrate their unwavering commitment to supporting the well-being of the citizens and the communities where we operate. With that, I'll now invite our CFO, Vanessa Kanu, to share details of our financial results, and I'll return to answer your questions as usual. Vanessa, over to you. Thank you, Jeff, good morning, everyone. Thank you all for joining us today. As usual, in my review of the financial results, I will refer to sub-items that are non-GAAP measures. For descriptions and a reconciliation of our GAAP to non-GAAP measures, please see our earnings release and regulatory filings from earlier this morning. In the second quarter, we delivered revenues of $667 million, up 7% year-over-year on both a reported and a constant currency basis. Contribution from WillowTree in the second quarter was $45 million. Excluding WillowTree, our revenues were $622 million, a decrease of $2 million or less than 1%. As we indicated during our early release call, and as Jeff expanded upon earlier, our revenues in Q2 were impacted by reduced spending by certain clients, particularly those within the technology sector, as well as ongoing cautionary customer behavior impacting the speed to conversion of new funnel opportunities. Looking at our revenues by vertical, in the tech and games vertical, revenues grew 3% year-over-year. However, this has not been the typical growth rate, and it reflects the impact of service volume reductions with our second-largest client, related to reduced demand for our European-based content moderation services in particular. Notably, excluding the impact of the volume reductions from the second-largest client, revenues in the tech and games vertical increased 15% year-over-year in Q2, reflecting growth in AI-related revenues from Google, as well as growth in other notable clients during the period, including growth in revenues from a well-known guest hosting platform, growth in a ride-sharing platform, growth in another highly recognized social media platform, and growth in a popular gaming platform, amongst others. Revenues from the e-commerce and fintech vertical declined 14% year-over-year due to volume reductions, particularly from fintech clients. On a combined basis, revenues from tech and games and e-commerce and fintech, which we collectively refer to as technology clients, were flat year-over-year. Again, when excluding the impacts of the aforementioned volume decline from that one particular second-largest client, revenues from this combined group, that is second games and e-commerce and Fintech together, were up 7% year-over-year in Q2. Indeed, while the technology sector as a whole has been and continues to be under pressure, we are encouraged by the fact that we have seen reasonable growth here once normalized for a client-specific impact. Banking, financial services, and insurance, or BFSI, declined 26% year-over-year due to lower service volumes with one of our global financial institution clients, which was partially offset by growth in others. Communications and media continued to deliver solid growth of 10% year-over-year, driven by the ongoing strong digital transformation revenues from TELUS Corporation, along with another leading U.S. telco. Revenues in our healthcare vertical increased by more than 200%, which was also primarily due to additional services provided to the healthcare business unit of TELUS Corporation, which includes integration services related to TELUS's acquisition of LifeWorks, now integrated with and rebranded as TELUS Health. Revenues from all other verticals, which includes travel and hospitality, energy and utilities, retail and consumer packaged goods, amongst others, grew 30% year-over-year. Turning to our revenue performance by geography, Europe was particularly challenged, given it is our primary delivery region for content moderation services for our second-largest client, as well as other services for some of our Fintech clients. The reduction in service volumes within those clients resulted in our revenues declining 6% year-over-year in Europe. Meanwhile, revenues in North America grew by 20% year-over-year, driven by contributions from WillowTree, which were partially offset by lower volumes from BFSI. Central America and other revenues grew 22% year-over-year, Asia Pacific revenues increased by 4% year-over-year. Moving on to operating expenses. Salaries and benefits expense in the second quarter were $427 million, an increase of 20% year-over-year. This was due to a higher team member count compared to the same period in the prior year, investment in our team members through increased salaries and wages, and temporarily disproportionate higher cost of service delivery in certain regions, principally in Europe, due in part to the longer lead times to implement ramp down and other cost realization rationalization activities. Salaries and benefits as a percentage of revenue increased to 64% in the current three-month period, compared to 57% in the prior year's comparative period. Our goods and services purchased were $120 million, an increase of 2% year-over-year, which was primarily due to additional goods and services purchased arising from the acquisition of WillowTree, partially offset by lower dependency on external contractors in favor of continued development and investment in internal capabilities. Largely as a result of our cost reduction efforts, acquisition, integration, and other charges in the second quarter were $21 million, an increase of $15 million, primarily reflecting costs related to team member downsizing from the aforementioned volume ramp downs and the right sizing of our excess capacity. Depreciation and amortization expense was $81 million, an increase of $17 million, primarily due to capital and intangible assets acquired as part of WillowTree, as well as increased investments in capital and intangible assets over the previous 12 months. Interest expense in the second quarter was $36 million, an increase of $26 million, which was due to higher debt levels associated with the WillowTree acquisition, higher average interest rates, and interest accretion recognized on the provision for written put options associated with the WillowTree acquisition. We recorded an income tax recovery of $10 million in the second quarter, primarily due to an increase in adjustments recognized in the current period for income tax of prior periods and due to a loss before tax. This compares with an income tax expense of $21 million in the same quarter last year. Moving on to profitability measures. Adjusted EBITDA was $120 million in the second quarter, a year-over-year decrease of 20%. Adjusted EBITDA margin was 18.0%, compared with 24.0% in the same quarter of the prior year. Adjusted net income was $46 million, a year-over-year decrease of 43%. Adjusted diluted earnings per share was $0.17, 43% lower year-over-year. Profitability in the quarter was impacted by the aforementioned temporary cost imbalances arising from reductions in service demand, principally in Europe, from some of our larger clients. This can have a more pronounced effect when programs from long-tenured clients that are already optimized from a margin yield perspective suffer a top-line reduction, creating a disproportionate near-term impact on our profitability. We also experienced higher service delivery costs in our AI business due to greater task complexity. All of these impacts combined were only partially offset by our cost efficiency efforts that were realized during the quarter. As mentioned during our pre-release call, most of these team member rationalizations have now already been completed, the benefits of which will be seen more acutely in Q3 and Q4, as indicated by our outlook. In terms of our global team, our team member count was 76,594 as of June 30th, 2023, and that count does not yet fully reflect the full impact of the cost efficiency efforts we have actioned. Turning now to the balance sheet and cash flow. The balance sheet remains strong, with cash of $143 million and available capacity under a credit facility of $325 million. We generated free cash flow of $66 million in the second quarter, which was consistent with what we saw in Q2 a year ago, a notable result given the aforementioned reduction in EBITDA. Our capital expenditures in the quarter were $25 million or 3.75% as a percentage of revenue, a slightly lower than usual level and largely due to project timing. Leverage ratio as of June 30th was 3.0x, which remains within our communicated steady-state range. Turning to our outlook. There are no changes to what we shared on July 13th, which is that we expect revenues in the range of $2.7 billion-$2.73 billion, including $205 million-$250 million from WillowTree, representing year-over-year revenue growth of 9%-11% on a reported basis and growth of 1%-2% excluding WillowTree. This assumes an average exchange rate of EUR 1 to $1.09 for 2023. In terms of profitability, we expect adjusted EBITDA in the range of $575 million-$600 million, which implies an improvement in our EBITDA margin in the second half. To achieve this, we have undertaken meaningful cost efficiency efforts, including downsizing our team by nearly 2,000 people to date, with the largest impacts being within Europe. As a result of these team member reductions, along with other initiatives, we will generate over $40 million of in-year cost savings, which we will realize principally in the second half. In addition, we've reduced discretionary costs, optimized our own third-party vendor relationships, as well as implemented hiring freezes for non-critical, non-billable team members to resolve overcapacity in certain locations. We expect adjusted diluted earnings per share in the range of $0.90-$0.97 for the full year of 2023. This incorporates our expectation for the effective tax rate in the second half of the year to be approximately 22%-25%, a more normalized level based on our current view of pre-tax earnings and the corresponding geographic income mix. From a seasonality perspective, given our finalized Q2 results, we expect second half revenues to be split roughly 48% and 52% between Q3 and Q4, and we expect a roughly 46% and 54% split across Q3 and Q4 for Adjusted EBITDA and adjusted diluted earnings per share. We believe this outlook is prudent given the uncertainty that remains in the market and the extended delays we continue to witness in our sales funnel conversion. With that, let's move on to questions. I kindly ask that you please keep it to one question at a time so that others can participate. Jonathan, over to you. Certainly. One moment for our first question. Our first question comes from the line of Tien-Tsin Huang from J.P. Morgan. Your question please. Hi, good, good morning. Thanks, thanks as always, and I appreciate all of your comments. maybe, Jeff, I'm, I'm curious, you know, thinking about the cycle, you've been at this a long time, and we've been observing and still learning, from the past, but given where we are now, and we've been dealing with some uncertainty for a bit, what, what do you think happens next? I mean, I'm always worried about risk of cancellations forming. I know you're not seeing it now, or certainly it could inflect higher and, and projects start to move forward again, and, and we live with the new normal, as well. Where, where do you think we are in this cycle with respect to visibility, if you can draw upon past learnings? appreciate your co- thoughts. Hey, Tien-Tsin, nice to hear your voice. Boy, I wish I had a crystal ball and, you know, I'd spend more time at the tables in Vegas, I think, if I was able to predict with better certainty here. I think unfortunately, we're still in the middle of this mess. I've been asked a lot lately, as you can imagine, you know, if I'm ready to call the bottom and if I see light at the end of the tunnel, and I don't think we're there yet, unfortunately, which is why, in part, as Vanessa just articulated, you know, our outlook for the balance of the year takes a decidedly conservative approach, to what we think is likely to occur. I certainly continue to be optimistic and hopeful, and as I mentioned earlier, you know, our sales funnel continues to be very, very robust. The conversations I'm personally having with existing and prospective customers continue to indicate a desire to procure from us the very capabilities that we've perfected over the last many years, including, in particular, more recently, our exciting new Gen AI-enabled capabilities. You're right, there is still always a risk of continued cancellation, continued delay in decision-making. There's just too many question marks out there. You know, are we at the end of interest rate hikes? As a result of all of the other macro uncertainties, is the Fed gonna finally stop? Is there gonna be an opportunity for folks to start, I don't know, returning to normal, for lack of a better description? You know, are we gonna see finally an end to the war in Ukraine? There's just so many things, I think, still impacting the macroeconomic environment. It's a longer-term issue that we're all gonna grapple with. My hope is, and candidly, my expectation in part, hence our continued investments at scale, things are gonna get better in the long term. I just don't see how businesses can expect to survive, thrive, and compete effectively with their own peer group if they don't take the requisite decisions to modernize their environments and meet customers when and how customers now expect to be met. These are irresistible forces in terms of the ease of interaction that AI will now enable. There are a few businesses out there that have deployed an AI-enabled ecosystem to facilitate self-serve and automation at scale, to ensure that human-assisted interactions, you know, occur with a pace of accuracy and insight and timeliness, and frankly, materially improved economics. Like, there is a gold rush here, so it's, it's, it's not an if, it's a when, and I sure hope it's sooner than later. Me too. Me too, Jeff. Thank you so much. Thanks, Anjan. Thank you. One moment for our next question. Our next question comes from the line of Ramsey El-Assal from Barclays. Your question, please. Hi, guys, thank you for taking my question this morning. Could you comment a bit further on the weakness you're seeing in Europe and maybe just provide a little more color on the drivers of, of that weakness and whether, whether it's, it differs at all from the drivers of maybe softer demand in other key regions like North America? For us, Ramsey, I think it's principally twofold. One is disproportionately coming from one of our clients. So I think that's a bit of an anomaly for us that magnifies the impact on our results. The second, though, I think, is a continued sensitivity from business demand more broadly, given continued wage inflation in the region that continues really quite surprisingly strong. As a consequence, I think it's softening the demand environment in totality, where, by way of example, businesses historically that were only willing to be served in German language from Germany, now, as a consequence of how expensive that has become, are for the first time, willing to be served in German language derived from other markets, whether Eastern Europe, North Africa, or otherwise. I, I think that too, will likely continue apace, and so, that's really what has underpinned, you know, our need to, to right-size our delivery capabilities in Europe in particular. Thanks so much. That's super helpful. Thanks, Ramsey. Thank you. One moment for our next question. Our next question comes from the line of Aravinda Galappati from Canaccord. Your question, please. Good morning. Thanks for taking my questions. Jeff, you had alluded to sort of increased, you know, pricing pressure, and particularly coming from the customers. Do you have any intel at this point around, you know, movement in market share, any potential losses because of that? I was wondering if there's anything you can share on that front. Thanks. Hey, Aravinda. I, I don't have sufficient visibility to comment meaningfully on market share impacts. I, I can certainly share that pricing sensitivity has indeed amplified over the last six, nine months in particular. There is no question that these are levels of price sensitivity that we certainly haven't experienced in the past, and it has pressurized our value proposition in the sense that, as you, I hope, recall, we've never approached the market as, you know, your mess for less or cheap and cheerful, believing that there was always a sufficiently robust segment of the market looking for premium services and willing to pay the premium price associated with ensuring that service quality was engendered. Unfortunately, in today's environment, we're seeing a movement towards a compromise, if you will, in those expectations, and really a, an emphasis on price over quality, in conversations with clients that historically just simply didn't think of their business needs in that fashion. It's, it's really forced us more than ever, to demonstrate how the incremental cost associated with working with us, is warranted. It, it, you know, it's almost a bit of a Sophie's choice for us sometimes, right? I don't wanna miss out on new business opportunities, whether it's net new or growth to existing, but I'm also not willing to discount our prices so much so that, you know, the, the margin yield implications are, are catastrophic. Continuing to balance those competing considerations is, is really the challenge prospectively. Thank you. Thank you. Thank you. 1 moment for our next question. Our next question comes from the line of Cassie Chan from Bank of America. Your question, please. Hey, guys. Thanks for taking my question. Just wanted to follow up and ask about the lower European volumes from. I think you mentioned it's from content moderation from the second-largest client. Are those existing projects being canceled or descoped? You know, does the longer-term outlook for broadly trust and safety as a segment overall, you know, change in the longer term? Thanks. Hey, Cassie. I don't think it's reflective of a macro deterioration of the demand ecosystem around trust and safety or content moderation. I think there is absolute opportunity for that segment for TI to continue to grow, not just in Europe, but globally. I think it's fair to say that as AI models continue to increase in sophistication and capability, that more traditional moderation activity will, at first instance, be undertaken on that automated basis. The ongoing proliferation of content on the web more broadly continues unabated. I think the residual content that cannot be effectively identified through AI will continue to generate meaningful opportunities for businesses like ours, that have the experience and sophistication and capability to address it reliably and effectively. Indeed, in the near term, as a result of this one particular client in this one market, it, it has proven challenging for us. As I said, I'm, I'm hopeful that we'll see a return to growth there as well. Got it. Just a, a separate question around AI. It was helpful to hear the example that you guys, you know, partner with your clients on to develop AI strategies. I guess, is there any way to size maybe how many of your clients you're working with on some type of AI product? You know, do these generative AI projects get priced differently? Are these generally higher margin type of work as well? Thanks. It's still early days for us, admittedly, although it is dozens and dozens of our clients with whom we are already currently engaged in either actually doing work or consulting in connection with how we're going to leverage generative AI in order to assist they in achieving better outcomes for their businesses and their customers. In connection with those multiple conversations, similarly, the, the business model is, is equally under evolution, if you will. So in some cases, it's, you know, transaction-based, conversation-based, interaction-based, outcome-based, with, you know, fixed fees for the consulting professional services upfront. Similarly, time and materials in connection with some of the, the data engineering, data analytics, activity in order to structure the client's data at first instance, to make it accessible and meaningful in terms of deriving actionable insights. I think it's the, the tip of the iceberg right now, and we're actually quite excited about, you know, where this is going to take our industry more broadly. For decades now, you know, there's been talk about outcome-based pricing, gain share, risk-reward pricing. You know, customers, although often historically having expressed an appetite for that, seemed invariably to, to get cold feet and, you know, return to a more predictable time and materials-based engagement historically. I think at long last, Gen AI is going to force a change across the, the industry more broadly, and we're looking forward to what that means in terms of opportunity. Great. Thanks for the thoughts, guys. Thanks. Thanks, Cassie. Thank you. One moment for our next question. Our next question comes from the line of Daniel Chan from TD Cowen. Your question please. Hi, Jeff. I just wanna double-click on this large content moderation customer again. Given that this customer's user engagement metrics are strong, ad revenue from them seems to be stabilized, and its new platform is showing early signs of strength, can you help us reconcile a decline in content moderation volume from them against their recent performance? Hey, Dan. I think it ultimately comes down to their, I think, self-described year of efficiency. I think they have been looking to rationalize their spend in as many areas of opportunity as possible. Unfortunately, I think we simply didn't do as good a job as we should have done in diversifying from where we serve them and across a broader range of services for them, so as to more effectively mitigate the adverse impact that you've seen we experienced as a consequence of being a bit too single-threaded, if you will. I think prospectively, to your point exactly, with their return to growth, increased ad spend, et cetera, that there is indeed an exciting opportunity for we to enable them more broadly. I'm cautiously optimistic that, you know, they will entrust more of those opportunities to us prospectively, but there's work to be done there still. Thanks, Jeff. Thanks, Dan. Thank you. One moment for our next question. Our next question comes from the line of Maggie Nolan from William Blair. Your question, please. Hi, thank you. I wanted to explore how clients are thinking about balancing the cost of using generative AI tools, and then how that may be impacting demand near term and long term. Hey, Maggie. You know, as I said, it's still relatively early days. I mean, everyone now wants to talk about Gen AI. But frankly, I, I, I don't know that I could offer sort of a, an empirical trend line around how businesses are thinking about it, other than everyone wants to know what we think they can be doing in order to exploit the capabilities of Gen AI, in order to drive costs out of their business and their cost to serve their clients. Whilst at the same time, embracing the, the opportunities to deliver a more tailored, custom-specific user experience to their customer constituents. It, it really is exciting in that it's bifurcated. This is a technology, not just in terms of the accelerated adoption trend line, but it, it will help concurrently, you know, both sides of your balance sheet. I think when deployed effectively, you can absolutely take meaningful costs out of your business.... At the same time, you can expect a better user experience from your consumers. You know, contributing to increasing share of wallet, accelerating customer adoption. I think historically there was this sort of inverse correlation where you had to spend more to make more. I think this is going to be quite the inverse. You're, you're going to be able to spend less and make more when deployed effectively, and we're excited about how we can be a, a part of that trend. Thanks, Jeff. Thank you. One moment for our next question. Our next question comes from the line of Keith Bachman from BMO. Your question, please. Hi, many thanks for taking the question. Jeff and Vanessa, you've talked a good bit, appropriately so, about the decline in one of the large customers. If we look at the revenue growth rates attributable to the balance of the customers, that is to say, if we eliminate Facebook, Google, Telus, and even normalize for WillowTree, it's about 50% of your revenues. That revenue growth rate has declined from, call it, mid-teens in the September quarter to -7% this quarter. There's been a pretty pronounced deceleration in revenues outside of your largest customers. I was just wondering if you could, A, speak to that, and B, is that mostly the DXC outsourcing business? Because again, it's not just your largest customers that decline. It's pretty pronounced across the base, what we would characterize as the base. Then I want to try to sneak in a follow-up. Hey, Keith, it's Vanessa. I think we should connect on on the math, because I don't think it's quite as pronounced as as what you're seeing. Indeed, within certain segments of our business, we have seen some pressure amongst the smaller clients. If you kind of come back to the earlier comments around, you know, the second-largest client and the impact that has had, as I mentioned in my prepared remarks, when you normalize for that impact, we actually saw growth across tech and games, as well as e-commerce with fintech combined. One of the things that encourages us is when you, again- Yeah, I mean, I understand- Did I misunderstand your question, Keith? No, it's just I'm trying to stay away from Facebook. I understand the impact of that business. I'm trying to, is, is the breadth of the clients outside of your largest, is that mostly the DXC outsourcing? It, it has declined pretty materially. Even if the numbers are off by a little bit, it's, it's declined pretty materially. I don't know what you're referring to as the DXC outsourcing. Uh, the, the- You're losing us on that one, Keith. Okay. It could be, I don't know, nomenclature. Yeah. Okay, it's the call center-related businesses that, that you have supporting... You know, Jeff referred to it as DCX outsourcing. maybe we could take this one offline, Keith, because I, I don't recognize that nomenclature. Digital CX, maybe DCX, not DXC. Yeah. There, too, I'm not sure that I've, you know, referenced that by segment in terms of the relative growth rate. More broadly, that business is not declining. Although I unfortunately, you know, I'm compelled to confess that indeed, our success on sales and growth more broadly has not met my expectations, and we're going to do better prospectively, for sure, but I, I, I don't think we're seeing negative growth there. Yeah, Keith, let's take that offline. I, I just wonder if some of the color that we provide around concentration, et cetera, and doing the reverse engineered math might be resulting in, in, some anomalous, metrics there. No, I don't think we're seeing the, the... Okay ... the magnitude of pressure that, that, that you're implying. The reality is, I mean, on, on a broader basis, no, we're not we're not pleased with the overall revenue growth, and you're absolutely right. Whether it's, you know, at, at any given specific segments, our revenue growth has decelerated from 2022 versus 2023. We're absolutely seeing that. I-- again, let's take it offline in terms of what particular segment you're, you're, crunching in terms of, you know, the numbers there, because I don't, I don't think it's quite as pronounced as what you're seeing. Okay. Well, we're pulling it from the 10-Ks, too, so we're, we're getting it from there. Let me go to my other questions since there seems to be some misunderstanding on this one. Jeff, there's Gartner and others have suggested that there'll be, over the next couple of years, probably not near term, a pretty pronounced seat reduction due to generative AI and in, in some of the areas that you serve. I'm just wondering, if generative AI brings significant increase in efficiencies in serving, serving the needs, how do you balance potential seat reduction with your ability to grow in the area? Do you perhaps refute the idea that there'll be seat reductions associated with some of the areas that you serve? I completely accept, and I am embracing the expectation of seat reduction. On a like for like basis, if nothing else changed, I would anticipate over the next couple of years that, you know, between 20% and 40% of traditional, TNM support for existing. Mm-hmm work will be displaced by generative AI-enabled solutions. For TI, however, given our capabilities, I believe that we will more than make up for that reduction because, A, our clients hopefully are going to rely upon we to enable that very cost efficiency transformation. As a consequence of our success in doing so, they themselves, the existing customers, will look to us for other areas of related support that is AI-enabled. Equally excitingly, other new customers will see the success that we've enabled for our incumbent base, and they will bring their needs for efficiency gains, leveraging our Gen AI-enabled solutions to bear as well. In totality, we see a continued evolution in our service mix, and the opportunities to both, you know, grow top line and margin expansion that will be plentiful. Okay, perfect. Many thanks. Thank you. One moment for our next question. Our next question comes from the line of Ryan Potter from Citi. Your question, please. Hey, thanks for taking my question. I wanted to follow up on WillowTree. Can you give some color on how the integration of the business is going, if there's any changes to your prior cross-sale synergy goals? It looks like performance in the quarter maybe decelerated quite a bit on a sequential basis, and the outlook implies a relatively steep re-acceleration in the back half of the year. I guess, what's giving you confidence in that re-acceleration of the business as well? Hey, Ryan, it's a good question. The integration itself is going very, very well indeed. We've been very pleased with the, the progress around back-office integration systems, financial reporting, IT, security, HR, et cetera. There's no question that all of us, Tobias and the team at WillowTree and ourselves at TI, disappointed and frustrated, that the revenue growth and the margin yield, in the second quarter has not met expectations. It is really, as I said in my earlier remarks, a byproduct of sort of that same macro uncertainty that, that is really, unfortunately, the underpinning of delayed decision-making. The WillowTree portion of our funnel continues to be very robust as well. They've not been the recipient of cancellation orders, but rather ongoing delays. Sort of, Tobias and his team share with me, you know, weekly, the updates, and they- they're crestfallen because the conversations they have with their customer counterparts are, "We just got word from our bosses, you know, we got to tap the brakes on this project. Hopefully, it's not going to be longer than another 30, 60, 90, 180 days. It's not no, it's just not now." As a consequence, just given the, the structure of WillowTree's business, where it's, you know, ostensibly labor and, you know, we've got, you know, not inexpensive, hugely talented human beings, you know, raring to go, but when we don't have the work for them to do, we're carrying 100% of those costs with no associated revenue. You know, it has a amplified impact on profitability in the near term. There, too, we're trying to, you know, be as efficient, as possible, but we're not giving up because, as I said, the, the demand still is here. We just can't get them to, you know, to, to hit the go button just yet. Our optimism and why you see the, the, the reflection in the back half of the year is because, you know, all these deals are still sort of in the funnel and hopefully ready to go. Got it. Thanks. Thank you. One moment for our next question. Our next question comes from the line of Divya Goyal from Scotiabank. Your question, please. Good morning, everyone, and thanks a lot for taking my question. Considering some of the pricing pressure discussion we've had here, and Vanessa made a comment discussing how the higher service delivery cost, you're seeing higher service delivery costs due to the AI implementation project. What is an optimal adjusted EBITDA margin that we could sort of consider? I know on the July thirteenth call, Vanessa did kind of mention a 33-- 23%, my apologies, exit rate by end of fiscal 2023. Is that still achievable? Are we going to get there, and if not yet, then when? We're going to get there. I can tell you, this has not been an enjoyable phase in my career, Divya. I, I'm just crestfallen for having had to adjust guidance, and we spent a great deal of time and effort before we published our revised guidance. God willing, this will be the last time I ever do it in my career. Our visibility to the balance of year is such that we are confident in having proposed what we did. This business will deliver at that level of 23% exiting Q4. You know, obviously it's early to be talking about 2024, but we'll be coming back, hopefully not too long from now to talk about that as well. Again, you know, the, the heritage of this organization is to produce profitable revenue growth. You know, our intention is to be in that same zip code or better in perpetuity. We'll talk some more for 2024 later in the year. Indeed, for now, we are confident in what we've suggested for the balance of 2023. That's great. Thanks a lot, Jeff. Thank you. Thank you. One moment for our next question. Our next question comes from the line of Stephanie Price from CIBC. Hi, good morning. Thanks. You know, there's some new work, one with Google and, and some other new ones in the quarter. Just curious, whether these wins were factored into the pre-announced guidance and maybe related, just if you could talk a little bit about the visibility you have into plans with your current customers, at this point. Hey, Stephanie. I'm sorry, just about a third of the way into your question, I'd lost you. I didn't just hear you as clearly as I should have. Can I impose upon you to repeat that? Yeah, no problem. Sorry. I was asking about the new work. One, you mentioned Google and some other new wins in the quarter. Just curious if these were factored into the pre-announced guidance and, and maybe related, if you could talk a little bit about the visibility you have into the plans from current customers at this point. Yes, it was. What we did in preparing guidance for balance of year was to triangulate across conversations that our sales team are having with our existing and prospective customers. Equally, if not more importantly, conversations our operations team are having with existing customers, in order to take, as I said, a conservative, balanced approach, to remove as much of the surprise factor, such that for balance of year, if there's gonna be a surprise, it will be hopefully a surprise to the upside only. Obviously, I can't guarantee that there won't be any unfortunate surprises, potentially additional cancellations, but right now, what's reflected in there is, you know, based on conversations from customers in hand. So we're feeling like we have a high degree of visibility and confidence in what's reflected in that revised guide for balance of year. Great. Thank you very much. Thanks, Stephanie. Thank you. This does conclude the question and answer session of today's program. I'd like to hand the program back to Jeff Puritt for any further remarks. Thanks, Jonathan. Thank you all for your questions today, as always. It's certainly not lost on us that the trust we've so diligently worked to earn with TI stakeholders, particularly in the 2.5 years since our IPO, has been shaken this past quarter. We also recognize that rebuilding that trust will require meaningful actions, not simply words, to once again deliver the consistent peer-leading results that have been a hallmark of our company's performance over the past 18 years. Our team is united in our commitment to achieving this goal. Through these challenging times, I sincerely thank all of our global team members for their perseverance and resilience, their commitment to our clients, and for their unwavering support of their fellow team members. Thank you all for your time and engagement today. I look forward to seeing many of you at our upcoming investor conferences and to connecting again at our next quarterly update in November, at which time I expect to be delivering meaningfully better news. Enjoy the remainder of the summer all, and take care. Thank you, ladies and gentlemen, for your participation in today's conference. This does conclude the program. You may now disconnect. Good day!