Good morning, everyone, and thank you for joining today's conference call to discuss Daseke's financial and operational results for the quarter ended June 30, 2023. With us today are Jonathan Shepko, Chief Executive Officer and Board Member, Aaron Coley, Executive Vice President and Chief Financial Officer, and Adrian Griffin, President of Investor Relations and Treasurer. I would like to now turn the call over to Adrian Griffin. Adrian, please go ahead. Thank you, Steven. As indicated in the press release issued earlier today, participants may now download the Q2 2023 presentation that will accompany the remarks made on today's call. You may access this presentation on Daseke's website, www.daseke.com, and in the Events and Presentations portion within the Investor Relations section. Slide 2 of today's presentation contains our safe harbor and non-GAAP statements. Today's presentation also contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Projected financial information, including our guidance outlook, are forward-looking statements. Forward-looking statements, including those with respect to revenues, earnings, performance, strategies, prospects, and other aspects of Daseke's business, are based on management's current estimates, projections, and assumptions that are subject to risks and uncertainties that could cause actual results to be different materially from our expectations and projections. I encourage you to read our filings with the Securities and Exchange Commission for a discussion of the risks that can affect our business and not to place any undue reliance on any forward-looking statements. We undertake no obligation to revise our forward-looking statements to reflect events or circumstances occurring today, whether as a result of new information, future events, or otherwise, except as may be required by applicable securities laws. During the call, there will also be a discussion of some items that do not conform to US generally accepted accounting principles, or GAAP, including and not limited to adjusted EBITDA, adjusted EBITDA margin, adjusted operating ratio, adjusted operating income, adjusted net income or loss, and Free Cash Flow. Reconciliations of these non-GAAP measures to their most directly comparable GAAP measures are included in the appendix of the investor presentation and press release issued this morning. In terms of the structure of our call today, I will first turn the call over Jonathan Shepko, who will review our business operations and the progress we are making as we execute our key strategic priorities. Aaron Coley will then provide an update on our Q2 results. Jonathan will conclude our prepared remarks with an updated 2023 outlook before we open the line for your questions. With that, I'll turn the call over to Jonathan. Jonathan? Good morning, everyone, and thank you for joining our call today. Since the Q2 of 2022, when we delivered our company's highest-ever quarterly adjusted EBITDA, our industry has faced multiple consecutive quarters of challenges in both the freight rate side of the ledger as well as the cost side. While many agree that the bottom is here, our industry continues its optimism in support of a forthcoming inflection, and we remain watchful for consistent key data points to signal the inflection is imminent. Whether such recovery ultimately occurs in the back half of this year or at some later point, our team has approached the current environment as an opportunity to reinvent and reposition Daseke. Given our solid Q2 2023 performance, as a small-cap public company with a business model and end market exposure truly unmatched by any of our publicly traded peers, we are a company that is successfully executing a fundamental rebuilding and continuing repositioning of our organization. We believe it's misplaced to discretely evaluate our performance and our progress on a quarter-by-quarter basis, particularly when comparative periods include the record-breaking industry cycle peak of 2022 versus the current cycle trough. As such, today, in addition to providing more context around this Q2 's performance, I would like to provide a recap of our profound progress to date and our momentum as we approach the next upcycle. To that, after Aaron provides his quarterly financial update, I will offer a summary of our transformation progress, spend some time on capital allocation, and close with a comparison of our performance in the current environment to that of legacy Daseke's performance in the pre-COVID freight recession of 2019. This comparison illustrates the significant improvement affected over the last few years and the resultant strength of an organization on better footing for tomorrow. Before moving forward, though, I would like to take a moment to thank the entire Daseke team across North America, who continues to prioritize our legacy of strong employee relationships, including those with our committed drivers. Their contributions toward our company's success, as well as the success of our customers, are critical throughout this difficult and important time. With that, I'll now turn the call over to Aaron for an update on our financials. Thank you, Jonathan. Good morning, everyone. As illustrated on slide 6, during the Q2, we continued to strengthen our balance sheet as we made a discretionary payment with cash on hand to reduce our term loan debt balance by $50 million, which reduced our interest expense. In addition, we also used $20 million of cash on hand to redeem the entire class of Series B-1 preferred shares that were receiving a 13% cash dividend, thus eliminating $2.6 million of annual dividend payments. These actions improve Free Cash Flow performance for the remainder of the year and beyond. At the end of the Q2, we maintained a very healthy level of available liquidity at $198 million, including a cash balance of $94 million and $104 million available under our undrawn revolving credit facility. We continue to evaluate opportunities for additional repayments to reduce gross debt, further improving the risk-adjusted return for current and prospective shareholders.. Turning to slide 7, I would like to review our Q2 financial performance. Notably, our more typical seasonal Q2 uplift was largely absent this year, thus, the Q2 consolidated revenue of $407 million was 15% lower than the same quarter last year. However, the intentional shift to load higher-margin company-owned assets and improved utilization of our entire company-owned fleet allowed us to capture additional $3 million of company freight revenue, with better margin pull-through and partially offsetting lower owner-operator and brokerage revenue. Demand strength in agriculture and mining end markets was more than offset by a decrease in construction end market, due primarily to the underperformance in our Northwest flatbed operations. In response to this lower-than-expected financial performance, during the Q2, we reorganized an underperforming operating company into another operating segment. This type of decisive action is foundational to One Daseke, our series of strategic transformational initiatives, which Jonathan will expound on in his closing remarks. Despite the challenging freight environment, the company reported a 92% adjusted OR in the current period, and while lower than the prior year period, was 100 basis points better than on a sequential basis, Q2 compared to Q1. In fact, on a sequential basis, the rate per mile increased 2%, revenue per tractor increased 5%, net revenue increased 4%, and adjusted EBITDA margin increased 110 basis points, nascent indicators of a stabilization in the freight market. Finally, we generated cash flow from operations of $28 million, an impressive 23% increase over the prior year quarter, while cash flow from investing activities, which reflects net purchases and sales of revenue-generating equipment, consumed $2 million. We continue to primarily fund new equipment purchases through equipment financing, which reduces our weighted average cost of capital. Similarly, for the six months ended June 30, 2023, we generated $58.9 million in cash flow from operations, which was $7 million better than the prior year period. These results compare favorably against the peak cycle in the year-ago period and show the strong cash flow generation capability of the business, even in down portions of the cycle. Turning now to Slide 8, our Specialized Solutions segment reported revenue of $239.4 million, a 10% decline versus the prior year, while revenue net of fuel surcharge charges declined by only 6%. The Specialized Solutions segment recorded a nearly 5% increase in miles, offset by a 6% decline in rate per mile. Notably, we have continued to capture rates in our Specialized Solutions segment that are at a significant premium to the flatbed market. As compared to the prior year quarter, our team continued to prioritize loading high-margin, company-owned assets, resulting in nearly flat company freight revenue, while asset-light revenue in the segment declined. Demand strength in agriculture and energy end markets was more than offset by lower construction and high-security cargo revenue versus a stronger year-ago period, which included the first full quarter of a high-security-focused acquisition. Adjusted OR was 90.4% in the current year quarter, and 88% in the cycle peak of the Q2 of last year. The current quarter, 90% OR, is very favorable in light of the freight environment. Adjusted EBITDA and adjusted EBITDA margin were $33.4 million and 15.4%, respectively. Despite the difference in the market conditions from a year ago, we are encouraged by the specialized increasing both rate per mile and revenue per tractor on a sequential basis. Turning to Slide 9. During the Q2 of 2023, Flatbed Solutions segment rates remained 13% lower than the Q2 of 2022. Despite the rate decline, Flatbed Solutions continued its pursuit of operational excellence and increased total miles driven by 5%, and average length of haul by 7%, improved deadhead by 0.5%, and added 4% more trucks to the fleet, all while maintaining nearly flat unseated trucks. The team was once again able to increase company freight by more than 10%, while brokerage revenue declined by more than 50% versus the prior year period. The net result of these dynamics was segment revenue of $168 million, which was $47 million lower than the prior year quarter, primarily due to $25 million decline in brokerage. Adjusted EBITDA and adjusted EBITDA margin was $19.1 million and 13.1%, respectively. Within the industrial end markets that we serve, strength in manufacturing end markets was more than offset by declines in steel and construction end markets, most notably in the Pacific Northwest. These results demonstrate the success of our Asset-Right operating model, and we will continue to focus on productivity. I'll now turn the call back to Jonathan for an update on our 2023 outlook. Jonathan? Thank you, Aaron. Before I share our perspective on freight conditions and the outlook for the rest of the year, I want to provide more insight on One Daseke, our ongoing transformation, which is defining and expanding the business strategies that will guide us throughout many economic cycles to come. We have begun laying the groundwork to meaningfully shift the high, low watermarks of our financial performance, delivering a higher baseline while navigating this trough and more peak cycle upside, regardless of when the market turns. Looking now at slide 13, One Daseke comprises three distinct and complementary phases: integration, finance, and optimization, with a timeline that includes our achievements to date and our goals to reach a target adjusted EBITDA run rate of $30 million as we exit 2024. Advancing the first two phases in tandem, we intend to finish the integration phase, bringing together many of the Daseke operating companies, consolidating teams and operations, and setting a structure for future success by the end of 2024. Along the way, we will work towards specific objectives, key among them, operating ratio, where our target will remain 90%. This is our magnetic north as we follow our transformation roadmap, and I was very pleased to see our Specialized Solutions segment already around this mark through this cycle trough. Drilling into the finance phase on slide 14, we present the virtuous cycle of efficiently deploying our strong cash flow to lower our weighted average cost of capital by allowing burdensome revenue equipment leases to expire at maturity and reducing our Term Loan B balance to deliver additional earnings per share. These actions will generate a flywheel effect on Free Cash Flow and will be supplemented with accretive M&A that targets industrial end markets and specialized service offerings and incremental growth in the next upcycle. With balance sheet strength as a top priority, our capital structure already looks remarkably better than it did in the last cycle, with lower gross leverage, higher liquidity, lower share count, and hence, lower risk. The finance phase of One Daseke will further enhance our capital and balance sheet profiles, while also giving shareholders more ownership of our growing earnings. On these next two slides, I'd like to tack back to my opening comment, proposing Daseke's trending performance to be used to evaluate the attractiveness of our value proposition rather than a quarter-by-quarter view, particularly at this point in the cycle. On slide 15, I'd like to walk through an interesting case study comparing Daseke's current performance in this freight recession to the last freight recession our industry experienced just before COVID in 2019. Industry data suggests this current downturn exhibits similar contours to that, to that of the prior cycle's trough, though I would say our current recessionary environment is more pronounced, and the cost inflation has made things even more challenging. If you look at 2019, Daseke's fleet of approximately 5,700 trucks generated $1.7 billion in revenue, with an Adjusted EBITDA margin of 11% and an Adjusted OR of 96%. Comparatively, in the first half of 2023, we operated a smaller fleet with 4,863 trucks and delivered enhanced profitability with a 14% Adjusted EBITDA margin and Adjusted Operating Ratio of 93%. What you see today, in just 48 months, Daseke is a company with a more effective operating model, an improved margin profile, and a stronger balance sheet, all of which we have channeled to create a step change in the expected low-water mark adjusted EBITDA, the trough-to-trough adjusted EBITDA of our company, if you will, from $156 million to something in the low $200 million. Dramatic improvement to date, with even more to come for our investors. On slide 16, we demonstrate the last trough-to-peak cycle, beginning with the last freight recession in 2019, which I comped to on the last slide. While there will always be different catalysts at play to ignite a recovery, in 2020, it was COVID-related stimulus. During the three-year recovery, that is 2020, 2021, and 2022, we generated approximately $170 million of cumulative incremental adjusted EBITDA, ultimately generating a high-water mark of $235 million in the 2022 cycle peak. With the three phases of our One Daseke transformation, including integration and finance phases, followed by optimization, at the peak of this impending cycle, we would ultimately expect to largely eclipse not only the cumulative incremental adjusted EBITDA generated during the last upcycle, but dramatically shift the high-water performance mark of our business beyond our record-setting 2022 adjusted EBITDA print. In addition to the 2019 versus 2023 case study I reviewed, which compared the resiliency of our continuously improving organization in a recessionary environment to that of Daseke only a few years ago, I'd also like to spend just a moment on our Q2 operating ratios. With all of the talk this quarter about tough comps or freight recession, it's easy to lose focus, but our entire team is encouraged when we look at the absolute performance of Daseke, specifically referencing our Q2 adjusted operating ratio, excluding fuel charge, of 92.3%. As an investor interested in the transportation space, if you compare our adjusted operating ratio to that of our peer group for this quarter, we are right in the middle of the pack, relying on our Asset-Right and end-market-focused strategies to perform well even in this environment, and yet we trade at a material discount to these same peers. Our model is working. Our Specialized segments, which comprises 55%-60% of our company, has achieved our stated cross-cycle OR target of 90%. Within our Flatbed segment, we've seen a surprising level of resiliency in this challenged environment, with our Southeast Flatbed companies performing in the low 90s OR, while integration noise and troubled building materials and lumber markets plagued our smaller Northwest fleet and contributed to the softer 95.1 adjusted OR print for the overall Flatbed segment in this quarter. Before we open to questions, I'd like to close our prepared remarks with an update on our 2023 guidance. Today, Daseke's updated outlook now assumes no improvement in current freight market conditions in the second half of the year. The supply-demand relationship remains imbalanced, with demand elusive and carriers exiting the industry at a much more sluggish pace than they entered the market in 2021 and 2022. That said, we anticipate the second half 2023 adjusted EBITDA will be within a range between 100% and 110% of that of first half 2023. which would imply full year 2023 adjusted EBITDA of $200 million-$210 million. While we've had puts and takes across various end markets and operating assumptions that have impacted our projections, this revision is primarily linked to a shift in the resurgence of wind demand back from the back half of 2023 to now 2024, and continued degradation in the building materials complex in the Pacific Northwest. Notwithstanding wind and Northwest flatbed, absent a wave of economic uncertainty like we saw at the end of last year, we expect load availability for the coming months to otherwise remain reasonably stable until giving way to a more typical gradual decline in the Q4. I'll also note that our capital expenditure outlook for the full year of 2023 is unchanged at $135 million-$145 million, given planned organic investments in company tractors to support the Asset-Right strategy and maintain a low average age of fleet, thereby reducing maintenance costs. Experience suggests that market repays longer troughs with steeper rebounds, and we intend to continue to control costs, improve operations, and bolster our balance sheet, all of which will position us for outsized performance as we enter the next upcycle. Now, we will turn the call back to the operator and take your questions. Steven? Thank you. We will now conduct a question-and-answer session. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. Please stand by for our first question. All right, our first question is from Ryan Sigdahl of Craig-Hallum Capital Group. Good morning, guys. Good morning. Curious how much visibility, if any, you have into 2024, based on conversations with your key customers right now. Just, we know what's going on in the spot market, but curious how much visibility and how far out the contract rates are going at this point. Ryan, we, we don't have a lot of visibility into 2024. you know, give you kind of a couple data points. I mean, if you look at, if you look at FTR, right? I mean, for, for flatbed, they're, they're projecting spot rates to firm up. They're projecting contract rates to be down possibly 1% in 2024. If you look at, particularly on the specialized segment of our industry, of our, of our business, if you look at a lot of our publicly traded shippers, publicly traded customers, a lot of them have publicly stated 2024 is going to be extremely robust. So again, specialized, specialized segment, we think, has a pretty resilient kind of runway ahead of it in 2024 and beyond. From a, from a flatbed standpoint, you know, we're going into kind of Q4 bid season right now, and, it's a bit of a mixed bag, right? If you think about if you think about, again, flatbed, more commodity, more commodity-oriented end markets, if you think about, if you think about that as a normal distribution, you kinda go, hey, one, you know, one standard deviation to the left, to the right of the midpoint. A lot of those customers are, are, are holding rates steady right now. You've got, you've got some outliers, outliers on either end that are, that are trying to push rates down. But we're, you know, and I think, you know, we're compromising in the, in the end, compromising in the middle, and we're still getting, still getting that freight. You also have, surprisingly, other, other, other guys that are telling us that they're trying to secure capacity and make sure they have visibility to capacity, in hopes of a, of an early spring kind of rebound in some of those more commodity end markets. We're cautiously optimistic. Don't have a lot of, lot of tangible points other than what maybe some of our, publicly traded comps, you know, stated on their, state on their earnings. You know, we did, we did mention some of the, some of the reduction in guidance toward the back half of the year, and even some of our, you know, some of our miss this year was, was related specifically to wind. You know, one of our big wind, wind, wind client, clients, specifically customers, specifically, as stated, they expect wind to come back meaningfully in 2024 and 2025, and consecutively did their second beat and raise, really about wind and aerospace. Two end markets that, again, do very, very well for us on the specialized side. We're cautiously optimistic about, you know, about 2024. Is there any opportunity to move trucks to less or, I guess, focus on less cyclical sectors into adjacent ones, thinking pharma, entertainment, et cetera? Maybe that's more part of the, the optimization phase, kinda next year and beyond. Curious if, if there's opportunity there. Yeah, there, there's absolutely opportunity to do that. I think one of the, you know, one of the things that this trough, this down market does, I mean, we've kind of, on the last several calls, mentioned that, that we're really shifting to more of an end market-focused strategy and really trying to build a, you know, as much, as much as we can, kind of an all-weather portfolio. I mean, we're not looking to strip beta out of our, out of our investors' portfolios. I mean, that we're not gonna get that, that perfect at it, but we are looking to, to really build a more, a more resilient portfolio of end markets through diversification. One of the things that this downturn does for us is it allows us to see, it allows us to look at how, how, how those end markets covary. It allows us to look at the volatility of those end markets, particularly what the drawdown is on, on some of those commodity end markets, so that we can really think about how much exposure prospectively with one of those end markets, and really use that as an opportunity to kind of rebalance, if you will, thinking about kind of portfolio management. I do think I do think prospectively, when we think about, when we think about CapEx to the different fleet strategies we have. Whether they be regionally, kind of regional, that CapEx be regionally allocated or end market allocated, it will inform some, certainly some tweaking. I do think you'll see some of that, as we, as we move forward to get a little bit better, at this approach to, to kind of portfolio optimization. Good. Yeah, rumors are, Taylor Swift drivers received some very nice bonuses, so maybe an opportunity there for, for the flatbed. The last question for me, just on the CapEx guidance, $140 million at midpoint, does that include leased equipment? Then is the strategy still the same to have a small amount of leased equipment, or can you finance that at a cheaper cost of capital internally at this point? Great question. Yes, we would expect to reduce our overall operating leases going forward in favor of equipment financing just because it's better in this market. We would expect to reduce that. The gross CapEx number does include operating leases, any that we would have, net of any proceeds from the sale of revenue-generating equipment. Great. Thank you. Good luck, guys. Thanks, Ryan. Thank you, Ryan. Thank you. One moment for our next question. All right, our next question comes from Elliot Alper of TD Cowen. Great. Thank you for the question. Maybe on flatbed, can you expand on some of the challenges you're seeing in the macro environment and maybe how impactful the Northwest flatbed operation was in the quarter? Seeing some of the encouraging, you know, homebuilding data, Caterpillar was positive on new construction side. I mean, curious to hear your thoughts, maybe the puts and takes in the back half of the year there. Yeah, sure, sure. I'm gonna we're gonna continue to differentiate between Southeast flatbed and the Pacific Northwest flatbed. As we said on the call, our Southeast flatbed segment, which, which is probably 75, probably closer to 80% of our total Southeast composition, did very well. You know, they, they executed, they drove improved productivity, they've looked to diversify their, their end markets, get out of, get out of more kind of volatile end markets. They've picked up additional dedicated business. They're, they're really shifting their sales teams to find more dedicated business, to provide really that, you know, that kind of the base load and that, that resiliency. Look, the Northwest, when we, when we talked about maybe last quarter, the quarter before, we said about 30%, 30% or so of our, of our overall portfolio is, is made up of, of construction, and probably 20% of that is, is residential facing. So maybe 6% overall is residential, kind of in a normalized cycle. A lot of that, a lot of that sits in the Pacific Northwest, so they do a lot of buildings materials. I mean, when, when you think about Owens Corning and, and, and roofing shingles, you think about lumber and things like that, and, and you just haven't seen inventory drawdowns up there at the, at the kind of retailer supplier level or at the, at the, kind of, you know, the, the kind of manufacturing level, wholesaler level. Things are, things are absolutely sitting there, so nothing's, you know, nothing's moving up there. Had you, you know, directionally, had you removed that part of the business from this and just focused on, on, you know, on Southeast flatbed, this, you know, this would have probably been, as I said, at something in the low 90s OR, and it probably would have moved our consolidated OR for this quarter down, you know, 1.5-200 basis points. We're, we're, we're absolutely kind of going back to what, what Ryan asked. I mean, we're evaluating how we think about exposure in these different end markets, these different regions, and we'll move assets around. You know, we're, we're, we're absolutely focused on that, and that team up there in the Northwest is doing what they can, and they're, they're repositioning assets and trying to approach, approach the market a little bit differently. But you can't, you can't do that overnight. Again, we, we are in the midst of probably one of the worst freight recessions this, this organization has seen. I think we've, we've been remarkably as a whole, right? I mean, relying on diversification, relying on that ability to shift between asset light back to higher margin company trucks in environments like this. We, we, we think that we've been, we've been notwithstanding wind and Northwest issues, we've been pretty, pretty resilient this quarter. Got it. Thank you. Then maybe one on the guidance. It looks like flatbed rates improved sequentially in the quarter, but commentary kind of suggests, you know, maybe you tread water for the rest of the year. I guess, how should we think about those two things and maybe what flatbed rates could look like in, in the back half of the year? Yeah. I mean, I think we're, we're not, we, you know, we're not gonna provide specific guidance on, on, on rates. Again, directionally, as, as we said in our prepared remarks, we do think we'll see some of the seasonal softening, that'll, you know, that'll likely more manifest itself in, in rates and to a lesser extent, volumes. We, we've kind of layered that in to, to our assumptions. Again, but again, I think there, there are also a lot of data points out there, that we're looking at to, to kind of triangulate and say the bottom, I think the bottom is here. You know, aside from some of the seasonality of the business, we do generally think, and I think most of our peers have been on the same, you know, the same kind of vector, saying that, look, the bottom is here. You kind of mentioned some, I don't know if they're quite green shoots yet, but certainly bright spots in the business, whether you're looking at, whether you're looking at non-residential construction, where, you know, 13 out of the last 14 months spending has increased. You're sitting at eight million jobs now in the construction, non-residential construction silos are the highest in history. Manufacturing and industrial data, not, you know, not great, but certainly stable. I mean, ISM manufacturing went from, you know, 46 to 46.4 in June, so a little bit of an uptick. So there are certainly bright spots. The consumer remains strong. Corporate earnings have been, have been reasonably resilient. I think we're getting really, really late into this down cycle. You know, if you look at spot rates, you know, I read something the other day that said that for the first time in a long, long time, whatever long, long time means, that, that the, that the current spot rate is below the rolling five-year average. Think about that, where the current spot rate is below what the rates that we were seeing in 2017, 2018. You've had massive, you know, massive inflation on the cost side of the equation since then. You know, we're sitting here today improving our operating cash flow. We're positive earnings, where some of our peers are, you know, net loss this quarter. We're doing things that, that optimize our balance sheet. We've got a really good transformation ahead of us. And, you know, again, we think we're just getting started. There's a lot of momentum here going into that eventual upcycle. All right. Appreciate that. Thank you. Sure. Thanks, Elliot. All right. Thank you. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. One moment while we queue our next question. Our next question is from Greg Kubik of Northland Securities. Please go ahead. Hey, thanks for taking the questions. You know, first, you, you commented on the slow pace of capacity exiting the market. Wondering if you could maybe expand on, you know, that, that pace that you're seeing there? You know, would we expect that to kind of elongate the recovery in the freight market, just given how slow the pace you're seeing right now? Yeah, I mean, I think it's, I think it's difficult to say, Greg. You know, look, I, I think we've, look, frankly, we, as, as all of our other peers, try to make crystal ball predictions and, and haven't gotten them completely right the last couple of quarters. So we're a little reluctant to look too far out. What we can tell you is there, there are a lot of data points there that suggest the bottom is in, that suggests in a short of normal seasonality at the end of the year, we could see some kind of reversion to normalization early next year. Not- I'm not saying a peak, really strong peak environment. I'm not saying this thing shoots up, you know, hockey sticks up, but, but I think some kind of, directionally return to normal next year. I think look, I think a lot of this. I think what gets us excited is that when you talk to our customers, when you look at commentary just broadly across the industries in really corporate earnings and some of the corporate commentary from earnings this quarter, when you think about all the articles that you read on the consumer, there is a lot of demand there right now, I think everybody is reluctant to transact because there's a lacking kind of decisive transparency from Federal Reserve as to what's going to happen with the rate environment. I think, you know, what encourages us is that, you know, we are seeing inventory drawdowns, we are seeing, we are seeing bright spots in our business. Demand, people want to, want to transact, they want to do things, they want to build things, they want to move things, but everybody is waiting to see what Federal Reserve does. I think when that, when that clarity comes to the market, things are going to move back pretty quickly. We're not, you know, we're certainly not assuming that's going to happen. We're not, we're not planning our business around that. We're being defensive when it comes to protecting our balance sheet. We're being opportunistic and not wasting this recession, not wasting this, you know, quote, unquote, crisis, if you will. Doing what we can to really, really improve the business, improve the structures, improve our processes, add really good talent to the bench. Again, we're going to come out of this fighting when things do turn. Great. That's helpful. You know, I think it does show, too, and, you know, the improvements of the business, right? I mean, just looking at the Free Cash Flow growth you had in Q2, you know, pretty substantial, despite the decline in earnings. You know, I wanted to just ask, you know, should we expect that to continue into the back half as, like, kind of, meaningful Free Cash Flow improvement year-over-year, you know, despite that kind of flat second half relative to the first half? Yeah, we, we like the cash flow pull-through. I mean, as you mentioned, we had almost $59 million of operating cash flow or cash flow from operations in the first half of the year. Net, our investing activities, as far as selling and purchasing revenue-generating equipment was $2 million. We really do like the cash flow. We're focused on cash conversion, we're focused on rates, we're focused on getting unit economics for each trailer to make sure that every trailer is profitable with the lanes that they're running, so that we get all 5,000 tractors in profitable lanes every single day, or at least on a round trip. We, we believe in the cash flow profile of the business. We believe in its ability to continue to generate, cash flow, and we're working initiatives within One Daseke to lower our weighted average cost of capital, as we described on, on slide 14. Perfect. That's helpful. You know, I guess just last one from me, as I, as I do look at that slide, 13, actually, just kind of detailing those, those three legs of value creation. You know, what would you say are kind of the maybe back half or early 2024 catalysts, you know, on that cost side or in terms of improving, in that first and second phase? You know, what, what can we really look to, and, you know, what would drive an improvement, in the business in the next, you know, call it six months or so? Yeah, Greg, I mean, a lot of, as we kind of touched on in the call, a lot of, a lot of what we're doing now, you know, we've got the kind of finance work stream that we touched on, but specifically with respect to the integration phase, I mean, it, it, it truly, as the name suggests, I mean, it's integration. It's taking, it's taking our operations and taking what was, you know, what, what was once a very highly disparate and highly siloed group of, of, you know, 25 operating companies, and continuing to kind of bring talent together, centralize talent, align on philosophy, align on strategy, and to Aaron's point, really purpose and point the assets in the kind of highest, highest and best use, kind of, you know, kind of profit venues. So that's, that's really what this is, is it's taking, it's taking some of these operating companies who are a little bit kind of subscale, who, whose management teams maybe aren't quite as built out, whose, whose systems aren't, aren't quite as sophisticated, whose processes might, might be not quite as refined, and really integrating them with, with kind of a, a big brother, big sister, if you will, right. That, and that's, and that's really what we're doing. Then you're overlaying, you know, more sophisticated perspective, deeper bench of talent, and you're really allowed to, to, to generate, you know, higher earnings, cash flow, EBITDA, whatever metrics you want to do per truck because of, because of that perspective and expertise that you bring to bear in those integrations. Another way to think about that, I think, just building on that, is kind of look at phase I and phase II. It's really kind of about post-acquisition integration degree scale. We acquired a lot of companies or operating companies over the past. Some of those weren't completely at scale, and so the kind of the first phase is adding those together, part, as Jonathan mentioned, putting those, those teams together and building capabilities. This next phase, as you look beyond, is more around unlocking commercial potential and go-to-market strategy, sharing best practices, adding services where we're doing one OpCo to another, expanding share of wallet. Those are the, the kind of the three phases. I appreciate you picking up that there are three phases. One and two kind of being done concurrently, and we're on the, on the cusp of, of kind of the third one, and we'll start to see some of those benefits in the future. Great. That's helpful. Thanks, guys. Thanks, Greg. Thanks, Greg. Okay, that concludes the question and answer session. Thank you for your participation today. I will now turn the call over to Mr. Shepko for his closing remarks. Mr. Shepko, go ahead. Thank you, Steven. To conclude, I hope you have a bit more insight to One Daseke and its potential as a catalyst for outperformance in this coming upcycle, in combination with our solid growth platform of industrial end markets. Our goal, again, to add incremental EBITDA across the cycle, will be enhanced by our One Daseke transformation. As I mentioned last quarter, the functional objectives must go hand-in-hand with a new perspective. I firmly believe that our end market diversification and Asset-Right stories remain critically thematic to our success. A mindset of collaboration, continuous improvement, and openness to new solutions and ideas that will take us farther together. If we leverage the deep experience of our team, our differentiated and diverse capabilities, and expansive data with this mindset, we will unlock even more value in the upcoming cycle. As one final note, I'd like to also welcome Scott Hoppe to the executive team. Although he's been with the company and in the industry for more than two decades, he officially took the COO role in June, and we look forward to building a strong future together. Thank you all for your time this morning. This concludes today's conference call. Thank you for participating. You may now disconnect.