Good morning, really appreciate the chance to come present here at the conference and thanks to Barclays Americas and Jason, to you for hosting us today. I wanna welcome everyone, and we appreciate your interest in Huntington. Before we get started, please review slide two, which applies to the forward-looking statements we'll make today. Let me begin with a few comments related to our strategy and recent initiatives, then I'll turn it back to Jason for Q&A. Starting on slide three, at Huntington, We live our purpose every day, and we have a clear vision to become the U.S.'s leading people first digitally powered bank. As I hope you heard from Steve, during our Investor Day in November, we have a well-defined culture that's deeply embedded in the company. Our approach is grounded in our purpose to make people's lives better, to help businesses thrive, and to strengthen the communities we serve. During times like these, Huntington's purpose is evident in how we look out for each other and serve as a source of strength for our customers and communities. We believe this is a key differentiator for us, as our colleagues serve our customers and support delivery of our strategy. Turning to slide four, there are five key messages I wanna share with you today. First, our engaged colleagues working together have built a differentiated franchise that's earned top rankings for brand and trust. We have a well-balanced mix of businesses between commercial and consumer. We have assembled a broad set of business lines, which we shared at Investor Day, which provide us ample opportunities to support top-tier performance in a range of economic scenarios. Many of these businesses are complemented by substantial growth opportunities from our TCF acquisition. Second, the cumulative effect of the actions we've taken over the last decade gives us the confidence that we've never been better positioned and are operating from a position of strength now. Third, our management team is a group of disciplined operators with a track record of execution and a culture of accountability. The focus on delivering results permeates throughout the organization. Collectively, management represents a top ten shareholder with strong alignment to long-term shareholder value. Fourth, we're dynamically managing through the current environment, bolstering capital and liquidity. We're optimizing the balance sheet and loan growth to drive top-tier returns. We're proactively managing the expense base to keep OpEx growth at a very low level. Finally, we're well-positioned to continue to deliver on our long track record of top quartile performance. Turning to slide five. Huntington is a top ten regional bank, a top 20 U.S. bank by deposits. We have a leading franchise in our core Midwest markets, complemented by scaled national business lines. We have a powerhouse consumer and business bank with a foundation of dense market presence in the communities we serve. Over time, this has built a granular and highly high quality deposit base with over 3.5 million customers. We hold top consumer market share in many of our markets and have held the number one SBA loan lender position for five years in a row. This powerful market position is built on deep local connections and supported by leading digital capabilities. We're pleased to have been recognized again by J.D. Power for the best mobile banking app in the industry four years in a row. We complement our leading consumer position with a strong and growing commercial banking franchise. Our strategy of acquiring and deepening primary bank relationships has grown a stable base of deposits centered around operating accounts with deep penetration of treasury management. Our deposits are sticky and highly diversified, showing their strength at times like these with very stable trends. In our Midwest footprint, we are a leading middle market bank, and nationally, we have strong positions in corporate specialty banking verticals, supported by industry-leading expertise, a broad distribution finance business for over 13,000 equipment dealers nationwide, and one of the largest asset finance businesses in the U.S. These franchises have produced a well-balanced overall portfolio that is split almost equally in both loans and deposits between commercial and consumer. We're a top U.S. banking franchise with one of the highest returns on capital in the peer group and consistently recognized for the strength of our culture. Turning to slide six. The reputation our colleagues have created of best-in-class customer service results in deep customer confidence in us. This is evidenced by our number one rank in trust, Net Promoter Score, and customer satisfaction. We believe trust is the most important brand element. If our customers trust us, they're going to be inclined to do more business with us. This is a key differentiator. It leaves us well-positioned to extend this success into the future. Moving to slide seven. We operate in this period of disruption from a position of strength. Our core strategy of acquiring and deepening primary bank relationships has resulted in a granular and diversified deposit base as you see today. We've been disciplined in gathering operating accounts on our balance sheet and proactively placing larger deposits off balance sheet. The granularity of our deposit base positions us to be more prudent in managing deposit betas during this cycle. During the last year, we've consistently delivered deposit growth well above peer levels, despite the backdrop of rising rates and quantitative tightening. Through the first quarter of the year, cumulative deposit growth was 2.7%, over six percentage points better than the peer median. Our liquidity is robust. Our two primary sources of liquidity, cash and borrowing capacity at the FHLB and Federal Reserve, represented $10 billion and $74 billion respectively as of April 28th. This pool of available liquidity represented 186% of uninsured deposits of peer-leading coverage. Our capital remains solid, and we expect to continue to build CET1 to the higher end of our 9%-10% operating range through the end of the year. Our credit reserves are top tier in the peer group at 1.9%, and net charge-offs from the last 12 months were 13 basis points compared with the peer median of 22 basis points. We believe our rigorous and consistent through the cycle client selection and underwriting drive this outperformance. Importantly, risk management is embedded within all our business lines. At Huntington, everyone owns risk, and we continue to operate within our aggregate moderate to low risk appetite. Huntington is built for times like these. Our strength in deposits, liquidity, and capital, as well as credit, are the result of disciplined execution over many years. Turning to slide eight, you can see the outcome of the deposit growth strategy I discussed. We have a leading percentage of insured deposits of 69% as of Q1, and the diversification of the franchise across client types, industries, and geographies is significant. On slide nine, you can see we currently have CET1 at the midpoint of our target operating range. As I mentioned during our earnings call, our capital management strategy for the balance of 2023 will result in expanding capital over the course of the year while maintaining our top priority to fund high return loan growth. We intend to drive CET1 to the top end of our 9%-10% operating range by the end of the year. We believe this is a prudent approach given the dynamic market environment. We believe we're well-positioned to weather the current economic environment. When you combine our CET1 with our ACL reserve coverage, we have a top quartile loss absorbing capacity. Turn to slide ten. As you can see, we have a highly diversified loan portfolio. At our Investor Day this November, you heard senior leaders talk about the alignment and prioritization they have on credit quality and selecting high-quality borrowers. It provides for consistency of performance over the cycle. On consumer, you can see that we're overwhelmingly a secured creditor. Over 95% of our consumer loans have collateral. We're intently focused on prime and super prime borrowers with an average origination FICO of around 770. On the commercial side, we're also primarily a secured creditor. 90% of our loans are secured by accounts receivable, inventory, machine and equipment, and other assets, again, mitigating risk. We have a high degree of diversification within the portfolio with respect to lines of business and industries, and we have broad geographic and property type diversification within our commercial real estate portfolio. The discipline we have, the diversification, and the aggregate moderate to low risk appetite that we operate with are a foundation of our business approach. Turn to slide 11. We have clearly defined strategies for our respective business segments, supported by a robust set of enterprise capabilities. Within consumer, our Fair Play philosophy is at the center of all that we do and is directly aligned with our mission of looking out for people. We believe the effect of Fair Play continues to be a compelling value proposition that supports growth in primary bank relationships. Since 2010, we've organically grown checking households 5.5% per year approximately five times the rate of the average growth of the industry. We've created products and solutions that are innovative and disruptive, and we continue to do so. I already mentioned the strength of our SBA business, and there continues to be significant opportunity within wealth management as we've highlighted at Investor Day. Within commercial, we provide a full solution set for our clients. We have sustainable differentiators. Our focused approach on expertise and advice is positioning us well in high growth, high return business lines. I'd like to highlight a couple of these. We have significant scale in asset finance as well as specialty banking verticals, where we provide a national value proposition and sales network. Our asset finance business is a force. The TCF acquisition added complementary delivery channels and products. We now have the fifth-largest bank-owned equipment finance company in the country. We're well-positioned to support our clients as they make investments to bolster supply chains and invest in technology to manage ongoing labor supply constraints and drive efficiency. Second, our growing fee profile is driven by ongoing payment penetration of payments and capital markets. We've made significant investments into our capital markets platform over the past five years through organic hiring and acquisition. We're leveraging new capabilities from our Capstone acquisition to drive growth in financial advisory and M&A, as well as serving the broader middle market ecosystem. In payments, we're investing to create distinctive solutions as well as leveraging partnerships and acquisitions to build the product set. We continue to see both fee growth and relationship deepening through treasury management. Our consumer and commercial business lines are supported by a foundation of powerful technology capabilities and efficient and scalable core infrastructure and leading digital platforms, by a well-established company-wide risk management culture with a long track record of disciplined client selection. Turn to slide 12. We're focused on remaining dynamic in our management approach as we navigate the current environment. As noted, we're driving capital to the high end of our CET1 range, optimizing loan growth for the highest returns. We've been deliberate in managing the balance sheet to benefit from asset sensitivity and continue to incrementally add to our hedge positions. Our hedging objectives are to reduce volatility and blunt the range of outcomes, protecting capital and operate scenarios and NIM in down rate scenarios. As we've noted before, our intention is to manage NIM in as tight a corridor as possible, benefiting on the high end from likely higher rates in the near term and supporting the lower end of the range over the longer term with hedges. We continue to be proactive in our expense management to ensure we're operating at a very low level of expense growth. In the first quarter, we completed a number of actions, including 31 branch consolidations, the voluntary retirement program, and organizational realignment with reductions in personnel. In addition, Operation Accelerate, we have a roadmap to deliver continued efficiencies going forward. Turning to slide 13. Finally, I want to reiterate Huntington is built for times like this. We have a strong, well-diversified franchise with a distinctive brand and loyal customers. Our high-quality deposit base, solid capital, robust liquidity, and strong credit metrics are the direct result of disciplined execution over many years. We have an experienced management team supported by highly engaged colleagues. We're fully committed to driving top-tier performance and growing shareholder value. With those opening remarks, let me turn it over to Jason for the Q&A session. Thanks, Zach. I appreciate that. I guess from the presentation, right, we heard a lot about strong capital, strong liquidity, you know, relatively, good deposit trends. Yet we kind of just look at all this volatility within kind of regional bank stocks of late. You know, Huntington shares kind of caught up with it, down 15% last week, for example. You know, what do you just make of all this? It's been a, certainly a very eventful first quarter. You know, at the start of this situation, clearly there was a focus on select market players that had grown very quickly and probably outgrown their own internal risk management capabilities, were highly concentrated in their business models and had, you know, deposit bases that did not have significant diversification and had very low levels of insured deposits. And when coupled with their also somewhat constrained and challenged capital position, you saw a crisis of confidence in their depositors and ultimately a run that resulted in their failure and their resolution. You know, I think what's happening now is clearly a very skittish equity market environment for banks where, you know, investors are on a hair trigger. There's a lot of, you know, uncertainties for them to absorb, clearly. With that being said, you know, our view is the differentiation of performance across banks within the industry will become known over time, and the proof will be in the pudding, as they say, in terms of the results. You know, from our perspective, we're focused on executing our plan for the year, demonstrating our strength. You know, I think Huntington is in a position not only to, you know, prevail in this environment, but frankly to be vibrant and to capture the opportunities that will undoubtedly come through the cycle over the next over the coming quarters here. In your slides, you showed, you know, you've grown deposits since year-end 2021 while your peers have seen a decline. Maybe just talk to kind of what differentiates you, how you've been able to grow deposits, and maybe your outlook for the rest of the year and just where do you see betas heading. You know, within the company we talk a lot about the fact that the deposit base is the foundation of value for any bank and certainly for our bank. You know, you really see that come through in times like this with stability and resiliency. You know, it's been the product, as I noted in some of the, some of the remarks, of a long and very consistent strategy of focusing on primary bank relationships and growing through both acquisition and relationship deepening. You know, on the consumer side, we continue to invest and continue to grow households. In Q1, for example, our marketing investment for acquisition and relationship deepening was up over 13.5%. The average peer was down more than 6.5%. You know, that's part of it. We're also benefiting from our TCF revenue synergies as we grow our consumer business into the acquired TCF geographies. The investments we've made in marketing technology now enable us to very efficiently find and engage with not only prospects and new customer acquisition but existing customers to drive deposit growth. On the commercial side, you know, we likewise have remained focused on growing through both customer acquisition and relationship deepening. One thing I would note though as well, and we highlighted this in our first quarter earnings call, is that we have always been very focused on managing within our commercial segment to keep our operating accounts and the sticky transactional deposit-based accounts on our balance sheet and the more investment related and excess liquidity pools off our balance sheet. To give you a sense, in our commercial segment, we've got about $35 billion of deposits on our balance sheet and almost $25 billion of deposits off balance sheet that we manage on behalf of our customers. That's, you know, very significant mix, both on and off balance sheet. This meant that we didn't gather the kind of surge deposits that were inherently less stable over the last several years and therefore have just not seen that run off. You know, as we, it's clearly a dynamic market environment. As we think about managing beta, we're of course seeing the kind of mix shift toward higher interest rate categories within the deposit base. Overall, you know, we're feeling really good about the way that that is trending and we're managing, you know, within a pretty close range to where we had expected all along. Got it. You know, on the earnings call, you also mentioned you're still targeting 5% to 7% type loan growth through the year. That's probably a bit above what some other banks are talking about. Just given a lot of uncertainties out there, just maybe expand on terms of where you're seeing, you know, growth and just your thoughts on growing loans in the current backdrop. Sure. Yeah, we do still see the opportunity for sustained loan growth in this environment. Even as we noted during the earnings call, and I've, you know, reiterated here, being very careful at optimizing where we put incremental capital to drive the highest return, highest yield loan categories, continue to preference capital build while still supporting loan growth. You know, the loan growth that we've seen for the last several quarters and what we expect to see for the next several quarters continues to be commercial-led. You know, I think the investments we've made building out into our TCF geographies in the middle market and in our corporate specialties nationwide has continued to drive moderate levels of loan growth, which is encouraging. Our auto dealer floorplan business continues to see floorplan utilization levels normalize as supply chains continue to resolve within the auto manufacturing space. That'll be a buttress to growth. We've, you know, stand to benefit, frankly, in the short term, but also in the long term from a significant secular trend around in our asset and equipment finance business, around businesses investing in property, plant, and equipment to supplant labor supply challenges and to drive efficiency, particularly in times like this when, you know, their input prices are rising. Those are going to be the core sources of growth here in the back half of the year. Got it. you know, you've also talked to, you know, obviously net interest income declined in the first quarter. I think most banks are pointing to continued decline in the second quarter. I guess in the earnings call you talked about, you know, potentials for growth in the back half of the year, while I think other banks are still maybe anticipating the decline. Maybe just talk to me in terms of what's driving that? Sure. You know, for the full year, our expectation is to continue to have another solid year of NII growth on a dollar basis, and it's gonna be driven both by, you know, higher year-on-year NIMs, but also just the sustained loan growth that I talked about. We did see a step down in the first quarter of NII, really driven mainly by day mix, but also by a somewhat accelerated funding cost trajectory relative to our budget. I think we had guided in our first quarter earnings call, we expected to see in the second quarter a drop of about the same magnitude into the second quarter. You know, from there, what our expectation is we're gonna see NIMs be much more stable. You know, if we think about the calendarization of NIM, a larger first quarter impact and then a fairly stable second half NIM environment. We have seen, you know, the yield curve pick up here a little bit, which is accretive to that. Still seeing moderately asset sensitive and, you know, asset betas still have some room to run that'll support NIM here in the back half of 2023. That, you know, moderate sustained level of loan growth as well be the driver overall of NII dollars. I guess on that, in your slides, I think you revealed that liquidity to uninsured deposits went from 136% at the end of Q1 to now 186%. Maybe just, you know, what kind of what drove that, and do you really need all that liquidity? Yeah. I mean, it's an exceptionally strong level of liquidity. You know, our philosophy in managing the company is to be, you know, just very, very disciplined and focused on the long-term viability of the franchise. As we've seen, you know, liquidity can really, threaten the viability of a bank. We wanna be just at the very highest level of liquidity that we possibly can have. You know, what we do is we systematically go through our loan and securities book to ensure that we're maximizing the borrowing capacity against that, within the Federal Reserve and FHLB borrowing capacities. That's what drove that step up, from 135%, to 186% over the course of the month of April. We'll continue to see, you know, where there are incremental sources of liquidity going forward. Do we need it? You know, I think the reality is we probably don't. It's probably well more than we need, but the reality is that it's always better to have just, you know, robust sources of liquidity, and that's, you know, that's what we try to ensure that we have. Got it. You talked about wanting to manage the NIM, you know, over time. Maybe just talk to me in terms of, you know, what you do in the current environment in terms of hedging and just kind of what, you know, what is the NIM range you're targeting? Yeah. You know, as I mentioned just a minute ago in the prepared remarks, you know, the goal of our balance sheet management program over time is to really blunt the range of outcomes, reduce volatility, and do two things: protect capital-Against upright scenarios. Certainly there are scenarios whereby inflation doesn't come down as quickly as the Fed or the market expects, and you might see higher interest rates than the forward yield curve. We want to protect capital under those scenarios. We've been incrementally adding during the first quarter to operate hedge protection programs. We'll continue to be dynamic, you know, here in the back half of the year around that as well. You know, in terms of managing NIM, to continue to drive, to manage NIM within as tight a corridor as we can. You know, at the high end, staying moderately asset sensitive and benefiting from, you know, likely higher rates here in the short term, even as over the longer term the prevailing risk is down rates. Protecting that with a very sizable down rate hedging program that we've built over the last number of quarters. It's difficult incrementally now to add to down rate hedge protection given the inverted yield curve and the cost of adding those hedges. It is possible to optimize what that hedge protection cost is relative to the value of it. In the first quarter, for example, we terminated some of our received fixed swaps and replaced them with floor spreads that provide a very similar level of protection but with lower upfront funding costs. You know, we'll continue to be dynamic and do that kind of thing going forward, you know, again, even as we continue to benefit from asset sensitivity in the short term. Got it. When you were in your prepared remarks, you were talking about, you know, Operation Accelerate, and I think in other conversations you kind of hinted at additional expense initiatives and perhaps, you know, some sort of expense program, and there's some benefits from, you know, some of the business line reorgs you've done. Anything more in the coming down the pike there and just anything you want to quantify in terms of, you know, what's kind of left to be done? Sure. You know, on expenses our posture at this point and our operating plan is to keep expense growth at a very low level. You know, we've been proactively setting that up for 2023 for quite a while, knowing that this was likely going to be the environment we were operating in, and that that strategy would be a good one. You saw in the first quarter as we brought down somewhat our revenue outlook, we also incrementally brought down our expense outlook. That's part of the discipline of the company managing with positive operating leverage as a core tenant. You know, in the long term, we're really benefiting from a series of efficiency drivers, like managing our core operations and core tech platform costs to grow at a very low level relative to revenue, which throws off significant efficiencies. Our Operation Accelerate program is going and reengineering systematically a number of customer-facing work processes that drive expense benefits and also, frankly, revenue opportunities as well. As I mentioned, the, you know, the organizational realignment and voluntary retirement program as well. There are long-term efficiency programs and some short-term ones. Our expectation is we're going to continue to keep expense growth at a very low level for the foreseeable future. There are some incremental pipelines of efficiency initiatives. Probably the most encouraging one is really looking at a number of our major business processes and seeing to what extent there's outsourcing or other efficiency levers that can be gained in terms of driving incremental efficiency from here. Got it. Then, you know, you referenced the TCF acquisition before that FirstMerit. Both of those look like they've been, you know, definitely additive to the franchise, on the bank side. You've done on the non-bank side, you've done Capstone, you've referenced Torana. You know, in the current backdrop, maybe just talk to, you know, your thoughts on additional both bank M&A and maybe non-bank M&A, particularly just given some of the reduced, even more reduced valuations of some of the banks smaller than you, given the current landscape? Yeah. You know, our thought on this has not changed. We're focused on our organic growth strategy. There are so many opportunities ahead of us to just drive continued execution of our business plan and our strategy that that's really the core focus of the company. There could be some incremental bolt-on acquisitions that could be additive, particularly in the fee business categories like the kind we did last year, Capstone, a capital markets business, Torana, a payments business. Could be more of that. You know, for us, as we think about, you know, any potential M&A opportunity, it's really we approach it in a highly disciplined way. It's got to be on strategy. It has to be a great financial opportunity and has to, you know, fit our culture. that's a pretty, you know, tough bar for us and hence we're focused on our organic growth plan. Makes sense. Maybe just shift gears to credit quality. I mean, I think you mentioned 13 basis points of charge-offs over the 12 quarters, which is obviously, you know, historically very low. I pick up reading the paper about this impending credit crisis, but we haven't seen it yet. Can we just talk to kind of your expectations for credit quality, how you see, you know, this cycle playing out, kind of potential areas of stress and, you know, ultimately where do you see kind of losses migrating towards? Yeah. You know, we continue to be very pleased with what we're seeing in the asset and credit quality of the company. It's not surprising to us given the discipline with which we operate and, you know, through the cycle, very rigorous client selection and underwriting philosophy that we have, but it's encouraging to see it continue to come through. Our expectations for the full year is we will see some degree of normalization of charge-offs relative to the exceptionally low levels for last year and what we've seen for the last 12 months. You know, the guidance range we've given is that we expect charge-offs for this year to be at the low end of our through-the-cycle charge-off range of 25-45 basis points. Everything continues to track toward that. You know, we always do very rigorous and detailed portfolio reviews, but clearly, in this environment, we're even accelerating and ramping that up and everything that we're seeing, you know, continues to corroborate that view. There are a couple areas that we're, you know, that clearly have gotten a lot of focus from the market. You know, there's quite a bit of focus right now on the consumer trends within the U.S. For us, we've got a largely prime and super prime consumer portfolio that's largely secured, a very small unsecured and credit card business, so we really are not exposed to many of those trends. We're obviously watching, you know, that portfolio carefully. It's performing well. Commercial real estate, it's clearly gotten, you know, a lot of analysis and, and focus from the investor community within the banking sector. For us, our overall CRE book is 14% of assets. That includes our institutional REITs, which most of the peer group reports as commercial and industrial loans. If you were to normalize on an apples-to-apples basis, our CRE book relative to that reporting regime would be 11% of assets, which are just quite low relative to the peer group. It's, you know, overall, the CRE book is mainly in industrial and multi-family categories, and has a really significant 3% credit reserve against it. Even as that's clearly an area of focus, for the industry overall, for us, you know, we feel like we're operating in a position of strength, and the clients that we've got are very resilient, over time. Great. Then in your slide, you showed building CET1 throughout the end of the year. you know, just maybe talk to, you know, obviously 10%'s a full number, just how you're thinking about managing capital, particularly in the face of maybe some regulatory uncertainty, how you see that evolving. you know, at what point do you get, again, more comfortable to, you know, restart the buyback? What would you need to see there? You know, it is evident to us that, you know, capital is a top priority right now, and it's a key differentiator for the strength of the franchises. For us, continuing to build capital, you know, we're already at a very strong level, but building from here is the right approach. We're, you know, pleased to just make that part of our core strategy here for 2023. As we noted in our earnings call, we don't anticipate repurchasing any shares this year, and we'll continue to drive CET1 up to the high end of our 9%-10% operating range by the end of the year. You know, that's not only important to continue to be a source of strength and be in a position to capture opportunities, through this cycle, but also, with a nod toward, you know, very probable regulatory change around capital regimes, for banks of our size. It's probable that we'll hold some more capital on a go-forward basis, from here. You know, it's too early to say, you know, where that'll all shape out. I think in terms of share repurchases, I don't expect any for the back half of this year, and we'll see as we go into 2024 where the regime, you know, shakes out in terms of the regulatory environment and what might be the appropriate level of capital go forward from there. Makes sense. You talked about some, you know, kind of strength in fee income when we've seen, you know, good results in capital markets, payments, more recently wealth management. Yet your guidance calls for fee income to be kind of flat to down this year. Can you talk to maybe where some of the headwinds and kind of holding you back there? Sure. Overall, the guidance for fees is to be flat to down 2%. As you noted, you know, it's sort of a two factors driving that. On one hand, the core strategy around fee growth for us continues to perform very well, and it's about capital markets, payments, and wealth management. Those businesses continue to drive penetration and continue to drive, you know, nice internal progress. In and of themselves, they would drive, you know, mid- to high single digits overall fee growth this year, and I think that's the kind of underlying trend that we see out over the longer term as well. Capital markets continues to perform well on a core basis, and our Capstone acquisition is performing, you know, really, really well, beating its acquisition growth plan. Payments, we continue to see terrific penetration of treasury management. Our debit card franchise continues to grow really well. Our credit card business, which as I noted, is small, is performing nicely also. In wealth management, we continue to set records internally for net asset flows, asset gathering, and assets under management. You know, that's a long-term trend that will really benefit from us. You know, that's being held down temporarily overall fee growth by a few factors like the grow overrun mortgage banking income, which is now largely at a new run rate. I think we'll see growth from here. Deposit service charge changes again in the run rate from here. The last vestiges of purchase accounting accretion from our TCF acquisition that occur in fees. Lastly, the decision we took late last year to not sell SBA loan production. I mentioned we're number one SBA loan producer in the country, produce about $1 billion of SBA loans every year. given, you know, sale premiums in the market right now and just given how strong the economics are to hold, you're talking about a 40% return on capital to hold those assets and an 18-month payback. Lower fees, but higher spread income makes sense to hold. I think those are the factors that are keeping, kind of masking the underlying fee growth we have in the three areas of strategic focus. As we noted in Q1, we think the Q1 earnings call, Q1 fees will probably be the low point, and we expect to see growth from here throughout the course of the year in the fee line. You know, on the TCF acquisition, right, you gave us an expense target number. You guys achieved that. On the revenue side, you know, it seemed like that's been additive. Can you maybe just, you know, talk to what inning are you on with that? You know, how additive could that be? You know, the TCF acquisition was just a really successful one for the company. You know, not only taking out about a half a billion dollars of run rate expenses, but also seeing terrific long-term revenue growth opportunities coming out of it. As we talked about at Investor Day last November, we expect between, you know, 2021 when we close the acquisition and 2025 to see about 1% additional revenue CAGR from those revenue opportunities. That represents about a $300 million run rate by 2025. We're in very early innings. Feel great about where that's going. In 2022, we saw about $70 million of that $300 million run rate come through, and we're on track to continue to drive that kind of trajectory into 2023. Our outlook for 2024 continues to corroborate that as well. You know, about a third of it is consumer, where we're growing the consumer franchise into the TCF geographies. Really just leveraging the stronger product set and the more advanced capabilities around marketing and operational capabilities to incrementally acquire, and we're seeing that come through. Around 30% is in our commercial business, where we've built out commercial banking teams in each of the TCF geographies and seeing that come through in terms of loan and deposit production. The remaining third is split between small business administration, where went from a standing start to already number one SBA producer in Colorado, number 3 in Minnesota. Our wealth management business is doing really well, building out in those geographies. The asset and equipment finance business, which I noted in your other question, you know, was a real gem of the TCF business. When you combine that with pretty sizable business that Huntington had before, when we combined the businesses, we were the number seven bank-owned equipment finance company in the country. We're now number five, capturing the benefit of that scale and, you know, soon to be number four. Maybe in the final question, as we kind of put everything together. You know, on your earnings call, you talked about, you know, gave kind of pretty detailed 2023 guidance, and gave us some kind of things to look for in Q2. You know, assuming you looked at April results, kind of any updated thoughts around any of the guidance points you'd given us? Well, it's a little early to call the quarter. We are just two weeks after our earnings call. With that being said, we continue to like the trends we're seeing. Still seeing, you know, very strong stability and resiliency within the deposit base. Still seeing the incremental modest levels of loan growth optimized for return that I've talked about. Continue to execute on the expense initiatives and still seeing really, you know, strong performance within the credit business. Quarter's shaping up well. Early days here, but like how we're operating the plan and continue to have strong confidence in the full year. Great. With that, please join me in thanking Zach for his time today. Great to see you all. Thank you so much.