Morning everyone. Welcome to our third quarter earnings call. In our earnings release this morning, we reported Adjusted EPS of $7.36, a record third quarter up 80% over the prior year. Though our new car inventory levels continue to be challenged due to the chip shortage, our team delivered strong results and enabled us to deliver an impressive gross margin of 20%, an all-time record and an expansion of 180 basis points versus the third quarter last year. These results demonstrate the resilient strength of the franchise model with its full suite of services through the car ownership journey, from sales to service, contributing to sustained profitability. We've also stayed disciplined in managing expenses, resulting in adjusted SG&A as a percentage of gross profit of 55.3%, a 580 basis point improvement versus prior year. Our total revenue for the quarter was up 30% year-over-year, and total gross profit was up 43%. Due to this record performance and strong cash flow, our balance sheet remains strong. Our net leverage ratio ended this quarter at 1.2x. A quick update on our five-year strategic plan. Same-store revenue growth, assuming 2020 annualized revenue for Park Place, is up 10% and is exceeding expectations. Regarding Clicklane, our unit sales are pacing ahead of our projection for year one. We've made great strides this quarter on our acquisition pillar. As announced, we expect to close on the transformative acquisition of the Larry H. Miller Dealerships and Total Care Auto in the fourth quarter. With their strong name and brand mix in the right states and our aligned cultures, we look forward to jointly deploying our capabilities and growing together. In addition, we closed two acquisitions recently, Greeley Subaru in the Denver market and Kahlo Chrysler Dodge Dodge Ram in Indianapolis, and are on schedule to close Arapahoe Hyundai and Genesis of Arapahoe in the Denver market today. With another acquisition still under contract and expected to close in the fourth quarter as well, in total, in 2021, we anticipate that we will close on $6.6 billion of annualized revenue from acquisitions. With these results, we maintain full confidence in the execution of our growth strategy, and we will update our five-year plan during our Q1 earnings call in 2022. Now, I would like to welcome Michael Welch, our new CFO, to the Asbury team. He brings his vast knowledge of the auto retail business along with his broad experience in finance. We worked together at Group 1 Automotive for many years, and I'm excited to be working with him again. I am also thrilled to welcome our new team members in Indianapolis and in Colorado into the Asbury family. Finally, I would like to address all of my teammates at Asbury. Our ability to add quality stores who, like us, care about serving our guests and being highly engaged in our communities could not have happened without you. You all have given us the ability to thoughtfully grow our core business because you align behind our vision and you are executing each and every day. I appreciate all of you, and I'm thankful to be part of this team. People make the difference in any organization, and you are making us the best place to work, do business, and grow your careers. Thank you. I will now hand the call over to Dan to discuss our operating performance. Dan? Thank you, David, and good morning, everyone. My remarks will pertain to our same-store performance compared to the third quarter of 2020, unless stated otherwise. Looking at new vehicles. Based on current market conditions, we continue to be focused on being opportunistic with our inventory and improving grosses to maximize profits. Our new average gross profit per vehicle was $4,808, up $2,369 or 97% from the prior year period. All segment margins were up significantly from the prior year period. At the end of September, our total new vehicle inventory was $121.9 million, and our day supply was at 12 days, down 35 days from the prior year. With still no clear understanding of when production will return to a normal level, we expect the day supply to remain low throughout the remainder of the year and into 2022. Turning to used vehicles. Our used retail volume increased 27%, while gross margin was 8.4%, representing an average gross profit per vehicle of $2,402. As a result of our performance, our gross profit was up 45%. Our used vehicle inventory ended the quarter at $236.4 million, which represents a 28-day supply, down seven days from the prior year. Our used to new ratio for the quarter was 113%. Turning to F&I. Our strong, consistent, and sustainable growth in F&I delivered an increase of $155 to $1,955 per vehicle retailed from the prior quarter. In the third quarter, our front-end yield per vehicle increased $1,400 per vehicle to an all-time record of $5,487. Turning to parts and service. Our parts and service revenue increased 10% in the quarter. The warranty revenue dropped 18%. Our customer pay revenue continues its healthy recovery, posting a 13% growth. Overall, our total fixed gross profit increased 10%, while total fixed margin was 60.9%. Now, I would like to provide an update on our omni-channel initiatives. Our digital marketing team continues to do an outstanding job generating traffic to our websites. Our commitment years ago to Google organic search continues to drive efficiencies in times where inventory is shrinking, allowing us to increase traffic without spending media dollars. In Q3, we had over 6.3 million unique visitors, a 12% increase versus Q3 2020. Another initiative is to increase online service appointments. We achieved over 143,000 online service appointments, an all-time record and a 12% increase versus Q3 2020. This component positively impacts service retention and increases the dollars per repair order. Now, with two full quarters of Clicklane at all stores under our belt, we would like to share some performance metrics. We sold 6,000 vehicles through Clicklane in Q3, of which 47% of them were new vehicles and 53% used. 93% of our transactions this quarter were with customers that were new to Asbury's dealership network. Average transaction time continues to be consistent with previous quarter, eight minutes for cash deals and 14 minutes for finance deals. Total front-end yield of $5,400. Average credit score is higher than the average credit score at our stores. Total front-end yield of $4,396 on trades taken through Clicklane. We continue to expect annualized volume through Clicklane of approximately 30,000 vehicles by year-end. As expected, Clicklane customers are converting at greater rates than traditional internet leads. We remain quite excited about the performance of Clicklane thus far as it is tracking ahead of its targets. Finally, I would like to thank all our teammates in the field for their hard work, dedication, and commitment to delivering an exceptional guest experience. In addition, I would like to extend a warm welcome to our new team members from Greeley Subaru, Kahlo CDJR, and Arapahoe Hyundai- Genesis. All of you have built tremendous organizations that properly align with our North Star of being the most guest-centric automotive retailer. Our future is bright, and I look forward to meeting all of you. Michael, welcome to Asbury. Your depth of knowledge in the automotive business is already making a significant impact on our company. I am enjoying working with you and look forward to growing Asbury together. I will now hand the call over to Michael to discuss our financial performance. Michael? Thank you both for the warm welcome. I'm excited to be part of the Asbury team and have the opportunity to work with David again. I look forward to working with the team on our growth journey. To our investors, analysts, and other participants on our call, good morning. I would like to provide some financial highlights which mark yet another record quarter for our company. For additional details on our financial performance for the quarter, please see our financial supplement in our press release today. Overall, compared to the third quarter of last year, our actions to manage gross profit and control expenses resulted in a third quarter adjusted operating margin of 8.5%, an increase of 109 basis points above the same period last year and an all-time record. Adjusted operating income increased 69% to $204.5 million, a third quarter record. Adjusted net income increased 81% to $143.6 million, another third quarter record. Net income for the third quarter 2021 was adjusted for acquisition expenses of $3.5 million or $0.13 per diluted share, and a gain on dealership divestitures of $8 million or $0.31 per diluted share. Net income for the third quarter 2020 was adjusted for a gain on dealership divestiture of $24.7 million or $0.96 per diluted share, acquisition costs of $1.3 million or $0.05 per diluted share, and $700,000 or $0.03 per diluted share for a real estate-related charge. Our effective tax rate was 23.7% for the third quarter of 2021, compared to 24.8% in 2020. Floor plan interest expense for the quarter decreased by $1.5 million over the prior year, driven by lower inventory levels. With respect to capital deployed this quarter, we acquired a Subaru store in Colorado, utilizing approximately $16 million of our cash on the balance sheet. In addition, we spent approximately $15 million on capital expenditures, and we repaid approximately $9 million of debt. Also, as part of our strategy to optimize our portfolio, we divested of our BMW store in Charlottesville, resulting in proceeds of $18 million net of its mortgage payoff. As a result of our operational performance, our balance sheet is quite healthy as we ended the quarter with approximately $780 million of liquidity comprised of cash, floor plan offset accounts, and availability on both our U.S. line and revolving credit facility. Also, at the end of the quarter, our net leverage ratio stood at 1.2 x, well below our targeted net leverage of 3x. With our announced acquisitions under contract, we are working toward financing the exciting growth of Asbury. As announced in late September, we plan to raise a combination of permanent debt and equity financing prior to the closing of Larry H. Miller Dealerships acquisition. We are working with our supportive lender group to upsize our credit facility and syndicate the real estate mortgage financing. We plan to close both ahead of our acquisition of Larry H. Miller Dealerships later this year. Although the transaction is initially expected to take our net leverage above our targeted range of 3x, we believe that we can deleverage to approximately 3x during 2023, given the highly accretive nature of the deal, combined with strong free cash flow generation. As we look forward to the remainder of 2021, we anticipate similar conditions to what we have seen this quarter. New vehicle inventory supplies are likely to remain low and unpredictable into the next year. In closing, I would like to thank our teams across the businesses who continue to work tirelessly during the unprecedented times to ensure our current and long-term success. I would also like to welcome our new team members from our recent acquisitions. I look forward to working with you and continue to build on the strong cultures that you're bringing to Asbury. This concludes our prepared remarks. We will now turn the call over to the operator and take your questions. Operator? Thank you, sir. If you would like to ask a question, please signal by pressing star one on your telephone keypad. If you're using a speakerphone, please make sure your mute function is turned off to allow your signal to reach our equipment. Again, please press star one to ask a question. We'll pause for just a moment to allow everyone the opportunity to signal for questions. Thank you. Our first question comes from Rick Nelson with Stephens. Thanks. Good morning. Terrific quarter. I guess to begin, from a balance sheet standpoint, where you see the pro forma leverage going post the $6.6 billion in revenue that you're acquiring, and how should we think about the capital priorities going forward? Are we in deleverage mode? Is that, you know, the focus over the near term post these deals? Rick, thank you for your question. Yeah, from a leverage perspective, after we close the deals, we expect leverage to be in the high 3xs. From a capital deployment perspective, just allocation in the future, we will be in a deleveraging mode, in 2022 and 2023, just to bring that leverage back down to our 3x target. We can also, you know, take the cash flow from a deleveraging perspective and either pay back debt, or if we found some acquisitions that provided EBITDA that didn't require additional leverage, that would also provide some deleveraging ability as well. Okay. Thanks for that, Michael. Also, the $900 million in incremental revenues, if you could talk about the composition of those dealerships, maybe what markets they're in and the size of the groups that you're bringing in. Rick, this is David. We discussed this morning Kahlo, the Greeley Subaru and Arapahoe Hyundai today. When you take those three out, it leaves a balance of about $740 million in revenue, which is all in one group. Because it hasn't been fully announced yet, we don't wanna say it, but the brand mix is about 50% luxury, and then mostly import with one domestic store as well. It really a very strong group with the right brand mix in a market that we've been trying to grow. Great. Thanks for that. Maybe as a follow-up to that, if you could speak to the multiples that you're looking at for those stores. Yeah. On the one that we haven't announced yet, off the top of my head, I believe it's about an 8 x, between a 7x and 8x. There's good upside in the stores and opportunity to grow them within the marketplace, and there's a little bit of CapEx involved as well. Okay. To the Larry H. Miller deal, I'm sure they're bringing some digital assets to the group. If you could speak to any potential challenges integrating that group into Clicklane and the opportunities there. Sure. Absolutely. Yeah, I would tell you, the integration should go pretty smooth. We're all on the same softwares, same DMS. We're retaining all the senior executive management team. Really kind of like we did Park Place, let it operate in its own silo. They're extremely strong brands, great leadership and the stores perform extremely well. There's a lot of capabilities there for us to enhance their digital side. They're extremely strong operators, but there's an opportunity for digital. I don't think that'll be a focus the first few months. It'll be mainly more integrating the folks and getting to know one another and creating that trust and relationship, and then starting to integrate the software. Like anything, there's always potential in every acquisition to grow. All right. Great. Thanks for that, David. Finally, if I could ask you about Total Care Auto, you know, the opportunities to bring that in-house, what sort of financial implications that has on the F&I side and any potential risks that that strategy brings? Rick, this is David. I'll start, and then Michael can jump in. You know, I would tell you it's a very stable business. The Miller Organization has had it over 30 years. It's AM Best rated. They do an extremely great job at paying claims, a strong balance sheet. Really, we see it as very accretive to us. Margins significantly higher than our operations and, you know, they're essentially just high level, making about $50 million a year EBITDA on 115,000 car sales. When you integrate Asbury at over 200,000 car sales into that, you can kind of see the upside potential there. We're excited about what it can do. The other huge benefit that it's had for that organization, they have extremely strong service retention numbers. It's a true hand-in-glove relationship between TCA and the Miller Organization. Yeah, Rick, one thing that will cause a little bit of, I guess, slowness on how we integrate is, from an accounting perspective, it causes a little bit of noise of moving dealership profits from a day one profit to a kind of. We have to kind of defer it and amortize it over the life of the contract because it's an insurance business. Because of that, it will take us a few years to be able to, you know, bring in Asbury at a measured clip. The other thing is, you know, that business to bring in Asbury has to just, you know, size itself a little bit for the additional business and obtain some insurance licenses in some states that they don't do business right now. We just have a little bit of legwork to do to be able to get Asbury fully, you know, brought into their mix. Got it. Okay. Thanks a lot. It's probably two-three years. It's probably a two-three-year period. Okay. Good. Thanks for that. Good luck. Thank you, Rick. Thank you. Thank you. Our next question comes from John Murphy with Bank of America. Good morning, everyone. This is Aileen Smith on for John. First question on the new vehicle business. Can you talk about the entrance versus exit rate in the quarter on gross margins and GPUs? And more specifically, is it fair to assume that growth is improved through the quarter as the inventory environment tightened or rather dropped off with sales trends? Just trying to think about what the launch point should be for 3Q into 4Q and then further into 2022. Good morning. This is Dan. You know, the margins as we enter into our Q3 saw pretty stable throughout the quarter, although I would say probably saw a little bit of an uptick as we were exiting the quarter, mainly due to the supply and demand. As we move forward, you know, we, as I stated on my script, we see the inventory constraints continue well into 2022. We expect the margins to ride along the inventory. Okay, great. And then can you talk a bit about the prioritization, if at all, for the used vehicle business between same-store sales comp versus gross margins and GPUs? Relative to the new vehicle business quarter-over-quarter, gross margins are down, but the offsetting factor for this is obviously a material acceleration in same-store sales growth. Is this something we should look at as a structural trend going forward as you continue to focus on the used vehicle market for growth opportunity, or is this purely a function of broader market dynamics, namely the inventory shortage that's more transitory in nature? Yeah, I think that it's just a product of the market. If you look at our cost of sale, average selling price in used cars, it increased 16%, and that is something that we're seeing, as inventories drop down in new cars, our cost of sale for used cars is going up. A lot of people, customers that have purchased cars in the recent years, their car is not gonna be worth more than today, so they're opting to trade that car in or sell it back to us. So I believe that that's part of the issue. The other aspect is we expect this to continue, as long as the market conditions stay the same. To be honest, you know, we're not saying, "Hey, let's grow the used car business from a volume standpoint and sacrifice margin." We believe that we can get both in this market. Got it. One last one, if I may. I know you referenced you're going to update your five-year plan next year, which I think we can reasonably assume is a function of the Larry Miller acquisition and obviously driving acquired revenue much higher than the target you've previously outlined. The other key component of your five-year plan is Clicklane. Should we also be thinking about Clicklane and organic growth in the business as having upside versus your prior targets? Or would you say the rollout on this front is coming more in line with expectations? Yeah. This is David. I'll try and address it, and if I don't hit it right, please come back. You know, when we looked at Clicklane for the next five years, we did it on a monthly basis by store, with conversions increasing each and every year, to get to that valuation. As it relates to year one, you know, we're technically six months fully into it. From a conversion standpoint, we're about two percentage points below where we expected to be, but because there's been additional traffic, we're exceeding our volume target. I would tell you it's a little bit tricky with Clicklane right now because of the lack of inventory. There's a lot of traffic, but there's not a lot of inventory to purchase from. It's hard to fully assess the conversions right now with lack of inventory. We're real happy with what we've seen, how it's being treated and the consumer response to it. Our belief is next year in 2022 and certainly in 2023 and 2024, each year we're anticipating that conversion rate to go higher as the consumer becomes more comfortable transacting online and the tools continue to get to become more sophisticated and easier to use. Got it. That makes a lot of sense. Thanks for taking the question. Thank you. Thank you. Our next question comes from Ryan Sigdahl with Craig-Hallum Capital Group. Morning. Nice quarter, and thanks for taking our questions. Thanks, Ryan. Curious, on Mobile Mechanic, I mean, you talk Clicklane a lot, but how much opportunity is there from a parts and service standpoint to really digitize that and go closer to the consumer and bring it to them? Yeah. It's a great question. I would tell you over the last five years, between different things we've done to enhance it on our own, in adding a service tracker element, we're seeing higher conversion rates, than we've seen, in the last four or five years, meaning consumers are approving more work than they have in years past, and they're spending more dollars per repair order. That has a lot to do with the age of the car as well. We do see more opportunity, to be more digital and more engaged and transparent with the consumer, and that'll come over time. Tremendous benefits, so far from what we've seen. It's mainly our source is text messaging. We're communicating through text message, the MPIs and, you know, how the multi-point inspections on how the car is doing, their ability to communicate directly with the technician, and then, via being able to pay for the service via text as well. Continues to grow, great feedback, and, with the consumers converting at a higher rate, that tells us their level of comfort and transparency is there as well. Gotcha. Just on the inventory, I know not to belabor the point, but 12 days supply on the new side. I guess, how has that trended in the months subsequent to the quarter end? Also comment on used as well. Good morning. This is Dan, by the way. The day supply around the quarter, we have been around that 12-day supply from the beginning of the quarter, and we remain consistent. The stores are doing a great job, and I think I mentioned this in the previous call doing a great job really pre-selling incoming units. We've adjusted to the market demands. Again, the stores and the operators are doing a fantastic job. From a used car perspective, I'll tell you our day supply. You can see it is lower than where we were operating a year ago, but we continue to acquire inventory from our mainstream, which will be your trade-ins, your lease turn-ins, and direct-to-consumer purchases. Approximately about 79% of our inventory are coming from those three venues. Last question for me, and I'll turn it over to the others. Mercedes, they're cutting dealer trade margins by 50 basis points to help pay for EVs. Any comment there? Any concern, I guess, with other OEMs doing this and potentially squeezing the dealer margins? Yeah. This is David. The quick reaction is no, as it relates to Mercedes. We really enjoy the partnership with them and the brand. We have high margin business with them. Consumers really appreciate the brand as well. We look at this as a partnership. A small cut into the margin to set up for the future is an investment for both of us to make, and, you know, we're proud to represent the brand. As it pertains to other manufacturers that might do it, you know, it's hard to comment on something that you can't see and you're not aware of yet. Certainly, we look at the relationship as a partnership, and we have to have skin in the game as well. We don't see that margin percent with Mercedes materially affecting us. Thanks, guys. Good luck. Thank you. Thank you. Our next question comes from Grace Kim with Morgan Stanley. Hi. Thank you for taking my question, and congrats on the quarter. Thanks. On behalf of Adam Jonas, how sustainable do you expect SG&A to grow to be going forward, taking into account your digital strategy and recent acquisitions? Sure, Grace. This is David, and I'm sure after what I say, Michael will jump in and try and clean it up. You know, I would tell you the SG&A is impressive right now for a couple different reasons. The obvious supply and demand, high margins is helping dramatically. As the pandemic started, we really got our production per employee at a much higher rate. We're of the belief as you look three-five years out, the retail franchise model changes a little bit in how you compensate and what that looks like. We think that the current SG&A is certainly here to stay for at least the next year. With improving software and capabilities and Clicklane growing, we think there's future opportunities to strengthen the SG&A or tighten it up, for lack of a better term. Got it. That's really helpful. Shifting gears a bit, how would you characterize high-quality strategic acquisitions going forward? It's a great question. You know, when we came out with the five-year plan for $5 billion in revenue, you're never gonna get a $1 billion each year, but the thought process is what are we generating cash flow and what do we take on, not knowing that, you know, an acquisition like Larry H. Miller would be out there. There's a lot of stores for sale. There's a lot of stores that transact, but every store is not the same, even though the brand name might be the same. Some groups and the cultures that they have are pretty strong and align really well with us. When we find a group that we think aligns really well with us and the synergies are there, we try to be very aggressive and go after it. The other stuff, we just simply don't go after. Not that it's a bad asset, but it just might not align with us. I think in the last three and a half years, when you look at the acquisitions we've done, they've shown to be extremely accretive to our group with extremely low turnover numbers. That tells us that we're finding the right acquisitions, we're properly aligned, and we're making good investments with the shareholders' money. Got it. Thank you very much, and congrats again. Thank you. Thank you. Our next question comes from Rajat Gupta with JP Morgan. Oh, hi, good morning. Thanks for taking the questions. I just had a follow-up question on productivity savings. Could you remind us of, you know, where your headcount level is currently? Well, I think, before the couple acquisitions we just did, Rajat, our headcount was right at 8,300. Got it. It looks like, you know, you were at 8,500 before Park Place. You're roughly around 8,300 today. Your volumes are up meaningfully versus 2019 levels, you know, on a combined basis. Just give us any way to parse out these productivity benefits across, you know, permanent headcount reductions, you know, move to digital, like Clicklane, and then maybe just lower inventory levels you're dealing with at the stores today. You know, just trying to get a sense, you know, as inventory starts to come back, you know, who knows, it may be 2023, where does your like-for-like headcount go? And can you maintain these current levels of productivity once we are there? And I have a follow-up. Thanks. Sure. Rajat, this is David. Yes, we believe we can maintain these productivity levels per employee mainly because of the software applications that we've had is making it easier for our folks to become more productive. We think the current numbers we're at productivity per employee probably stay stable for the next 18-24 months. Then we think at that point we have another opportunity to increase the production per employee, and that's where our focus is. The reason why it's 18-24 months out, quite honestly, it's software related. Understood. Great. That's encouraging. Just shifting gears completely, you know, to parts and services. Can you give us a sense of, you know, how the exit rate was for that business, you know, ending the third quarter? You know, how the fourth quarter is shaping up there in terms of, you know, just improvement in that trajectory? I also have thought to ask on, you know, the warranty business specifically, you know, given the supply shortages, but also, given we have sold, you know, fewer than normal level of new vehicles the last couple years, you know, how do you see that playing through, in terms of impact to the overall business in maybe 2022 and 2023, given, you know, the retention rates are pretty high in like the first, you know, two- three years? Just if you could tie those together, that'd be really helpful. Also, just some of the near-term trends. Thanks. Rajat, this is Dan. Good morning. You know, from a fixed operations business for the quarter, as you can see, the warranty business really pulled back. That's really got to do a lot, and it's just really across all domestic import and luxury. Just some of the campaigns that we saw last year, fuel pumps, to name a few, maybe a few dashboards, door actuators, you name it, we've seen a pullback from that perspective, and that's affecting, obviously, our warranty traffic. Customer pay is recovering pretty good. As you saw, you know, our customer pay gross profit was up 10%, and we continue to see the healthy recovery as well. As we move forward from a unit and operation standpoint, from a warranty perspective, you know, it's hard to tell because warranty is not something that we forecast for. It's really driven by if there's a recall, if there is an issue with fuel pumps, again, you name it. We really don't control that. To the extent that something like that happens, we expect warranty to come back up around. If not, then we'll just keep focusing on growing the customer pay. Just to touch on that, Dan mentioned the customer pay is up 10% gross. It's actually up 12% in gross. It's the dollars per repair order going up. If I heard you right, you know, with the new car customer hangs around for the first few years and weans off. In our organization, the one metric that we track every day on the customer pay side is what's the average miles coming into our store. And naturally, the higher the miles, that tells us we're retaining them much deeper into the channel, if you will. We're just under 70,000 mi for the average car from a customer pay standpoint coming into the company. We think that's pretty healthy. As the car park continues to age, and there is limited availability of product for everyone to keep up with the demand, we see parts and service continuing to stay on this what I would call stable growth rate. Got it. That's really helpful. Thanks so much for all the color and good luck. Thank you. Thank you. Our next question comes from Stephanie Moore with Truist. Hey, good morning. Thanks for the question. Absolutely. I wanted to touch on, you know, we're about one year into the Park Place acquisition. I would love to get any comments, you know, about how that acquisition has performed, maybe some areas that exceeded your expectations, maybe some that were a little below, maybe anything on integration that you learned, just any color there would be helpful. Thank you. Sure, Stephanie. This is David. You know, I said this before the acquisition and when it was announced that if we could only buy one dealership group in the United States, what would it be? I would have said Park Place. It's not the brand mix. The brand mix is fantastic, but it's the people. Tremendous leadership in that organization, tremendous tenure, dedicated employees. They just are a very disciplined, well-run group that truly care about their customer base and have earned the brand recognition that they've had. You know, when we look at it, we're a year into it, we're exceeding our year three targets from a financial standpoint. But I'd say oddly enough, there aren't any surprises because they're everything that we thought they would be. They're just the best of the best at what they do. They're caring individuals that execute consistently, and we're proud to be associated with them and share ideas on how to get better. It's been a phenomenal acquisition for us. Absolutely. Thank you. Just switching to the F&I front, you know, would love. There's obviously been, I think there's an opportunity that you spoke on even earlier in this call, just coming out of the Larry H. Miller acquisition and building on your F&I. Is there anything else, you know, taking that acquisition to the side that you could be focusing on just to increase, you know, gross profit per unit on an F&I standpoint? Anything more organically that you have working on? Thanks. Morning, Stephanie, this is Dan. You know, from an F&I standpoint, we believe our top performers, there's little room for growth. We continue to focus on our bottom 20%, bottom producers, and to the extent that we continue to train and improve their performance, we see the growth coming from there for our F&I PVR. We like the fact that 70% of our F&I number is product sales and only 30% is reserve. The Larry H. Miller Dealerships has better penetration numbers than we do. We're certainly excited to learn from them and grow as well. We definitely believe there's upside in F&I, and clearly, we're certainly not at the top of the charts as it relates to our peer group. Great. Thank you so much. Thank you. Thank you. Our next question comes from Bret Jordan with Jefferies. Hey, Good morning, guys. Morning. Question on Clicklane. I guess with a bit more experience now, does the product skew to a higher demographic or skew more to luxury? You talked about higher repair orders and higher FICO scores. But does that channel really migrate to one segment of your mix, you know, luxury or import versus domestic? Good morning, Bret. This is Dan. No, you know, we're seeing consistent use across the brands from ultra-luxury, luxury, import, and domestic, so pretty well-received across the board. I would tell you that some of the brands, and I can't really explain it, but some of the brands that are converting at a high rate or have a high use are Hyundai, Kia, and Lexus are a few of the brands that just do extremely well with the tool. Okay, great. A question, I guess, on the M&A side, you said multiples sort of in that 6x-8x. Are we looking at trailing 12, or are we adjusting, you know, sort of for what we've seen in the surge in profitability recently and looking at a longer term to get to that 6x-8x? Yeah, no, I appreciate that question. I don't think anyone is pricing the multiple on the trailing 12 months. You have to look at the last three to five years in the market that it's in and the brand that it's in, and then the performance within the brand, within the market. Example would be if a store is 200% sales efficient compared to 80% sales efficient when looking at the upside in it. It's more based upon a three-to-five-year look average, is when we refer to those multiples. Okay. Thank you. Appreciate it. Yep. Thank you. Our next question comes from David Whiston with Morningstar. Hi, everyone. Going back to the Clicklane demographic discussion from a second ago, it sounds like you're getting a lot of exposure across all your brands, even the volume brands. At the end of the day, it's more the higher FICO credit customers that are transacting with the tool. Why is that? Can you get the lower FICO credit customers to engage more and actually transact? David, this is David. I'll jump in and then Dan can certainly. You know, I would tell you, on an average quarter, between 8%-10% of our business is what we refer to as lower credit or subprime, and the rest of it isn't. It becomes a lot more complicated with subprime online transactions because of the documentations and what's needed. It's not impossible. I think the reason you're seeing higher credit scores and higher down payments on the tool is it's simplistically someone with a 750+ Beacon score understands they're not worried about financing and understands that they can get what they want. When you think about ease and convenience, that consumer who knows they have the credit power and wherewithal to transact. Would they prefer to sit in a showroom for 2.5 hours or do a 14-minute transaction online? I think that's the gravity that's pulling it there. We're certainly seeing lower credit scores as well on there. It's not just simplistically all 750+ Beacon score customers. There's a broad mix, but again, the score average is certainly higher. We credit that. That's different than what we had with our prior tool. The main reason is, our belief is because that high credit score customer actually knows they can do a complete transaction, that it's not simply a lead generator. Okay. Compared to, say, a few months ago with the inventory continuing to be poor, are you seeing customers, especially new vehicle customers or would-be new vehicle customers, are they more likely to buy used compared to a few months ago? Or are they at a point where they're saying, "Forget it, I'll come back when inventory is better? Good morning. This is Dan again. Customers. We're seeing a mix. I mean, some customers are actually going into a used vehicle. It depends on their circumstances. If they gotta have the car now, they're willing to do that. They're also seeing customers that are willing to give up a particular package or an option and maybe settle for a car that is incoming in the next few days or one that might be sitting on the dealer's lot. Okay. Finally, are you guys worried at all about inflation for consumers' ability to buy a vehicle next year? Yeah. Look, this is David. Clearly, inflation's always a concern. I would tell you in this past quarter and in the past 12 months, it's comforting to us to see the credit scores go up, the down payments go up, and the financing terms slightly go shorter term. That tells us that there's a lot of cash in the consumer's pocket out there, and they're using it to their discretion. We've already seen inflation in a lot of areas, but as it relates to automobiles, I wouldn't call it inflation. I would say the margin pressure is simply supply and demand. The inflationary pieces of the automotive cycle, if you will, is not material from our perspective. It's not like food and that kind of thing. Okay, thank you. Thank you very much. This concludes today's discussion. We appreciate your participation and look forward to speaking with you after the fourth quarter. Have a great day.