Good morning, and Welcome to the Ocwen Financial Corporation Q2 Earnings and Business Update Conference Call. I would now like to turn the conference over to Dico Akseraylian, Senior Vice President, Corporate Communications. Good morning, and thank you for joining us for Ocwen's Q2 earnings call. Please note that our earnings release and slide presentation are available on our website. Speaking on the call will be Ocwen's Chief Executive Officer, Glen Messina, and Chief Financial Officer, Sean O'Neil. As a reminder, the presentation or comments today may contain forward-looking statements made pursuant to the safe harbor provisions of the federal securities laws. These forward-looking statements may be identified by reference to a future period or by use of forward-looking terminology and address matters that are, to different degrees, uncertain. You should bear this uncertainty in mind and should not place undue reliance on such statements. Forward-looking statements involve assumptions, risks, and uncertainties, including the risks and uncertainties described in our SEC filings, including our Form 10-K for the year ended December 31st, 2021, and our current and quarterly reports since such date. In the past, actual results have differed materially from those suggested by forward-looking statements, and this may happen again. Our forward-looking statements speak only as of the date they are made, and we disclaim any obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise. In addition, the presentation or comments contain references to non-GAAP financial measures, such as adjusted pre-tax income and adjusted expenses, among others. We believe these non-GAAP financial measures provide a useful supplement to discussions and analysis of our financial condition because they are measures that management uses to assess the financial performance of our operations and allocate resources. Non-GAAP financial measures should be viewed in addition to and not as an alternative for the company's reported results under accounting principles generally accepted in the United States. A reconciliation of the non-GAAP measures used in this presentation to their most directly comparable GAAP measures, as well as additional information regarding why management believes these measures may be useful to investors, may be found in the press release in the appendix to the investor presentation. Now, I will turn the call over to Glen Messina. Thanks, Dico. Good morning, everyone, and thanks for joining us. We're looking forward to sharing our progress with you today. I'd like to start by reviewing a few highlights for the Q2 and take you through our actions to address the challenging and dynamic mortgage market. Please turn to Slide three. We believe our balanced business model is working as intended. As expected for the first half of this year, servicing appreciation and profit improvement is offsetting originations decline. Our Q2 results reflect the impact of continued rising rates, widening spreads, and previously disclosed strategic asset sales, as well as the benefits from our actions to address the market environment. MSR values increased, and we improved profitability in forward originations versus the Q1. This was partially offset by losses and transaction costs of the EBO and MSR sales we discussed last quarter, as well as the market value decline of servicing assets other than MSRs. Our origination team drove meaningful profit improvement in forward originations. While reverse origination profitability was impacted by a steep increase in interest rates and severe spread widening. We improved our mix of higher-margin products and services. We had strong subservicing additions and a growing potential opportunity pipeline. We're reducing our cost structure enterprise-wide and targeting roughly $60 million in annualized run rate expense reduction by the Q4 of this year versus the Q2. We've executed our identified actions to achieve at least 90% of that target, and we expect to complete all actions in the Q3 and realize the full run rate benefit of cost reduction actions in the Q4. We closed the Q2 with $266 million in total liquidity. This is a result of dynamically managing our owned MSR portfolio, driving growth in subservicing over owned MSRs, optimizing MSR warehouse, advanced financing facilities, and our custodial arrangements. To support our capital-efficient growth strategy, we're making progress in expanding our relationship with MAV and other MSR funding partnerships. Our prudent liquidity management supports our objective to allocate capital to share repurchases, debt repurchases, and opportunistic MSR investments to deliver value for shareholders. Consistent with the surge in bulk MSR trading activity we're seeing, we believe there will be an increase in M&A activity within the industry, and we're maintaining flexibility to consider all value-creating alternatives. As we look forward to the second half of the year, our focus will be continuing to leverage our balanced and diversified business model. We expect the Q3 will continue to be a transitional period as we complete our cost reduction actions and other key business initiatives. We are assuming reverse origination margins remain tight and volumes depressed and nominal reduction in forward servicing prepayments. With successful execution of our key initiatives and assuming no further adverse market developments, we expect to deliver after-tax ROE before notable items at or above our minimum target of 9% by the Q4. I believe we're well-positioned for the risk of a recession in the near term. We've taken decisive action to de-risk our Ginnie Mae portfolio, particularly with our EBO and sale of our most severely delinquent loans. Additionally, more than 50% of our portfolio is sub-servicing, with reduced exposure to advances, and we're a proven industry leader in special servicing as well as a Ginnie Mae Tier one servicer. I'm pleased with the results in navigating this business cycle and remain confident in our ability to execute those items that are in our control. Let's turn to slide four to discuss the environment and our key initiatives to address the market conditions. Continued rising rates and rate volatility in the Q2 drove further deterioration of industry forward originations. The MBA industry forecast for 2022 was revised down again in July. We continue to see competitive pressure in forward originations and the volume and margin environment is impacting our sub-servicing clients as well. We expect the timing of servicing additions to be delayed as potential clients deal with origination challenges and/or monetize their MSRs. As we and the industry reduce origination capacity, the competitive pressures may subside though, we're not expecting that to be meaningfully this year. A recent reversal in interest rates suggests rates may have peaked. However, the probability of a recession has also increased. With the heightened probability of a recession in the near term, we believe our special servicing skills will be increasingly valuable and may present new growth opportunities for us. The reverse market has been adversely impacted by the interest rate environment as well. Reverse mortgage interest rates are up over 125 basis points in the Q2 after increasing about 25 basis points in the Q1. In the Q2, reverse spreads widened to roughly 4x our observed levels in 2021. This has adversely impacted refinance opportunity in the reverse mortgage industry, and the industry overall is pivoting to new customer acquisition. Regarding reverse sub-servicing, we believe prospective clients are excited about our entry into the market, our end-to-end capabilities, and proven servicing skills. Long term, we still like the reverse market. Demographic trends remain favorable, with 12,000 people turning age 65 every day. Senior home equity is at record levels with over $11 trillion at the end of the Q1, an increase of over $500 billion versus the Q4 of 2021. We believe the legacy stigma is diminishing around reverse mortgages and is becoming more accepted as a retirement planning tool. In this business environment, we're focused on a deliberate strategy comprised of five initiatives to drive business performance and deliver value for our shareholders. We're leveraging the strengths of our balanced and diversified business model. We're driving prudent growth adapted for the environment, reducing our cost structure across the organization, optimizing liquidity, diversifying financing sources, and repositioning for higher rates, and allocating capital to maximize value for shareholders. Now please turn to slide five. We believe there are three main profitability drivers for us in this environment. 1st, our balanced business model is working. Servicing GAAP pre-tax income in the quarter is up significantly versus the Q2 last year due to MSR value appreciation, slower amortization, expense productivity, and portfolio growth. The improvement in servicing profitability and MSR value gains more than offsets the decline in profitability in forward originations, as well as the impact of our strategic asset sales to de-risk the servicing portfolio and harvest MSR value appreciation. In this part of the market cycle, originations will be a less important driver of earnings, but is a critical element of our business to replenish and grow our servicing portfolio. The 2nd driver is sub-servicing. We've made great progress in growing our forward sub-servicing business, supported by our global technology-enabled scalable platform. Our success here reflects our proven industry-leading operating performance that has been recognized by Fannie Mae, Freddie Mac, and HUD with top honors in their respective servicing performance recognition programs. We continue to be a leader in special servicing, supporting borrowers and investors and outperforming MBA and Moody's industry operations benchmarks. We have earned our clients' trust, as is evidenced by meaningful sub-servicing additions, renewal of our contract with Rithm, formerly NRZ, and other potential new opportunities. We've added $79 billion in sub-servicing UPB in the last 12 months. We have $14 billion in scheduled sub-servicing additions in the next six months, and our opportunity pipeline for forward and reverse is over $400 billion in potential additions. Our recognized special servicing skills position us to deliver value to clients, investors, and consumers in an economic downturn. With over 50% of our servicing portfolio comprised of sub-servicing, our exposure to higher costs and advances in a recession is reduced versus a 100% owned servicing portfolio. The 3rd driver is our reverse business. We are the only large scale, full service, end-to-end reverse mortgage provider in the industry. While origination volume and margins have been adversely impacted by record spread widening and rate increases, we continue to believe the long-term industry opportunity is attractive. Margins have been and continue to be superior to the forward originations market, and we are taking actions to adjust our cost structure to address recent margin compression. Our reverse subservicing business is gaining scale, profitability is improving, and we have a robust potential opportunity pipeline. Overall, we're excited about the potential for our business and do not believe the recent share price is reflective of our financial position, our earnings power, or the strength of our business. Now let's turn to slide six. Our growth strategy has evolved for the current environment. This time last year, we were focused on driving MSR additions at attractive multiples. However, this year, we opportunistically sold MSRs as well at attractive levels, and we've been prudent in selectively investing in new MSRs in the first half of the year. Our focus has been driving growth in subservicing additions through new clients, MAV, and other MSR investment partners. We believe the emphasis on subservicing versus own servicing in this part of the cycle supports our capital allocation flexibility and helps manage the risk of increased servicing advances and servicing profitability deterioration with increased delinquencies. We're growing in higher-margin products and services in forward originations, including Ginnie Mae, best efforts in non-delegated deliveries, and direct-to-consumer in both forward and reverse. We've increased the percentage mix of these products and services by six percentage points this year-over-year, driven in large part to continued growth in our client base. In forward consumer direct, we continue to shift to cash out, and our refinance recapture rate continues to improve, achieving a record level for us at 51% during the Q2. More recently, we have begun to focus on purchase originations in consumer direct, forward consumer direct that is, but we are really in the very early stages of building our capabilities here. In reverse, we also continue to grow direct-to-consumer retail originations, which have the highest revenue margins. With increased competition expected in reverse, from legacy forward originators as well as traditional reverse originators, the market transition to customer acquisition and the larger correspondent clients who may be shifting to direct HMBS issuance, growing reverse direct-to-consumer retail is a critical component of our growth strategy. Notwithstanding the unfortunate but necessary downsizing we initiated, we're pleased with our team's progress to reposition us to optimize performance for the current market environment. Now please turn to slide seven. Mortgage application volume recently dropped to levels not seen in 20 years. In this part of the mortgage industry cycle, any industry participant who has exposure to mortgage originations needs to make the difficult choice to aggressively reduce expenses to maintain profitability. We've demonstrated our ability to reduce costs materially during the PHH integration. Cost optimization, productivity enhancement, and continuous improvements are all part of our core DNA. We're committed to reduce costs to support market demand and business needs in this part of the industry cycle while continuing to deliver on our commitments to customers, clients, and investors. We're targeting annualized cost reduction of over $60 million across originations, servicing, and overhead functions, and that's as measured by the Q4 over the Q2 of this year. We've executed identified actions to achieve 90% of our annualized targets and expect to complete the remaining actions in Q3, so we are well underway here. We expect to realize the full impact of our cost reduction actions in the Q4, and our focus is to drive sustainable cost reduction, driving demand management, supporting the most essential activities, and maintaining a prudent risk and compliance management framework. The key actions include rationalizing staff levels, vendor, and contract costs. As well, we continue to leverage our seasoned and mature global operating capabilities. Our proprietary global operating platform has been in place for the last 20 years and provides services to support all aspects of our business. Lastly, we continue to drive automation, digital migration, and other systemic process improvements consistent with our technology roadmap and focus on continuous process improvement. Please turn to slide eight. We're optimizing liquidity, financing sources, and custodial arrangements to support the needs of our business during this part of the market cycle. Total liquidity has improved since year-end 2021. This is a function of capital-efficient growth and liability management actions. As we mentioned earlier, we're actively managing our growth with a bias to capitalize subservicing. We are dynamically managing our own MSR portfolio to selectively harvest value appreciation. We expect we'll continue this approach going forward, and we're focused on all of our asset-based financing arrangements to ensure we have the optimum capacity, aligning indices, and improve spreads on warehouse borrowings. We've expanded our MSR financing facilities, improved spreads, advanced rates, and aligned interest rate indices to match custodial arrangements. Similarly, in our warehouse lines, they've been right-sized, mitigating rate increases through optimized utilization, and we've negotiated better terms. We've also restructured advance lines to duration-match interest indices to align with our custodial arrangements. We've improved our custodial earnings rate by nearly 75 basis points, with more expected in the Q3, and we're tying our accounts to SOFR going forward. We're making progress negotiating our MAV upsize. We're targeting an incremental $250 million in equity capacity and targeting to complete that upsize in Q3. In addition, we're in discussions with two potential MSR funding partners and are targeting to complete at least one transaction with these potential partners in the second half of this year. Please turn to slide nine. As we said last quarter, given the current share price, we are optimizing our capital allocation to deliver value for shareholders. In the Q2, we opportunistically purchased $25 million of PHH notes at 94.5% of par. This delivered one-time earnings of almost $1 million and has a positive effect on our leverage ratios. Under our authorization for up to $50 million in share purchases, we've purchased $17 million through July 31st at an average price of just under $30 per share, which translates to roughly 574,000 shares retired. We continue to repurchase stock as laid out in our repurchase plan. We do not believe our recent share price is reflective of our financial position, our earnings power, or the strength of our business. With a book value per share of roughly $59, we believe repurchasing our shares at a substantial discount to book is a prudent value-added investment. We expect the authorization to remain in place until completion or expiration in November 2022, subject to market and business conditions. Recently, we have reengaged in the bulk MSR market opportunistically, given improved pricing that we're seeing. We are pursuing a current opportunity pipeline of roughly $15 billion of potential deals at various stages of evaluation. We would expect to fund potential bulk MSR purchases largely through MAV, though we also expect some may be funded by PHH directly. In addition to a robust bulk market, we believe the market headwinds may drive increased M&A opportunities. As we have said before, management and the board remain flexible to consider all actionable and value-creating alternatives. Now, I'd like to introduce Sean O'Neil, who recently joined Ocwen as our chief financial officer. Sean, welcome to your first Ocwen's earnings call. I will pass the mic to you to discuss our results for the quarter. Thank you, Glen. Please turn to slide 10 for our financial highlights. In the Q2, we realized GAAP net income of $10 million for a $1.12 earnings per share outcome and a 22% year-over-year increase in book value per share to $59. We saw higher rates positively impact MSR appreciation in our own servicing book, as well as strong performance in our correspondent origination business, which offset the two negative drivers that I will now describe in the walk on the right side of the page. This graph shows a Q1-Q2 walk for adjusted pre-tax income, which is a non-GAAP measure. The Q2 result was a $26 million loss, and the change from the $11 million loss in the Q1 was due to three primary items. 1st, a strong income improvement in forward origination of $11 million over the Q1, due primarily to higher volume and margins in correspondent lending. 2nd, spread widening and reverse origination drove the bulk of a $9 million quarter-over-quarter reduction, as well as lower volume due to rising rates. While still a positive income contributor, it was down from the Q1. More on these items in the segment portion after this slide. The final driver were impacts from strategic asset sales and mark-to-market items. Collectively, these factors caused a $17 million income drop quarter-over-quarter, primarily due to a previously disclosed sale of a delinquent EBOs bought out of Ginnie Mae securitizations. This Q2 sale posted a $9 million loss, but de-risked the portfolio by avoiding claim losses and servicing advances going forward. The other items are the net impact of transaction costs and foregone pre-tax income from the MSR sale discussed in the Q1, which reduces servicing revenues in the Q2, plus some adverse one-time marks on loans held for sale. These three items collectively bridge the decline from first to Q2 income. I'd like to recap the notable items that connect our adjusted pre-tax income to GAAP net income. We provide adjusted pre-tax income for greater investor transparency, and it is a metric we use in managing the business. Notables are composed primarily of $34 million of MSR fair value adjustments net of hedge. This is due to changes in interest rate or valuation inputs. $2 million in other notables, mostly from positive impact in litigation reserve release due to favorable outcomes and a negative impact of severance and other items in the quarter. For more detailed segment information, please turn to page 11, where we will start with forward servicing. Let's begin with adjusted pre-tax income in the upper left chart. Excluding the asset sale and mark-to-market impacts previously mentioned, the income was a positive $13 million. Of the remaining negative $14 million servicing income in Q2, the majority of that is non-recurring. As previously mentioned, the asset sales either reduce future risk or provide liquidity to support debt and equity repurchases in the quarter, as well as support new originations and MSR acquisitions. Moving to the right, subservicing growth in our forward business has been strong year-over-year and quarter-over-quarter, driven both by MAV and other subservicing accounts. Speeds continue to come down as rates rise, thus lowering runoff and creating less drag on servicing revenue quarter-over-quarter, as well as preserving more custodial deposits for float income. As Glen mentioned, we've begun to see improvements in float income in the Q2 and anticipate more increases as we aggressively migrate balances to what I call best-in-class banks who desire deposits, as well as the impacts from the forward curve. Finally, in the bottom right, we have one of the most controllable functions for any successful servicer, continuously improving our cost structure. Regardless of the interest rate environment, our servicing team is always seeking out improvements via automation, shift to paperless, and other process improvements. You can see in the lower right graph that improving trend with a target to lower cost by the Q4. I would add here our cost structure includes all foreclosure and other liquidation expenses which other servicers may exclude. Keep that in mind if you're making direct comparisons. Please turn to page 12 for forward origination segment details. Forward origination had a slight loss in adjusted pre-tax income for the Q2 and shows improvement due to both cost control and strong correspondent performance. Correspondent lending is the big story this quarter with a strong income growth of $10 million from last quarter, driven by both higher funded volume and better margins. This is from adding active clients in high margin areas such as best efforts, non-delegated, Ginnie Mae, and D2C. As an example, in best efforts, active clients increased by 72% from the Q1. The consumer direct volume declined quarter-over-quarter, but was able to offset most of that income decline with cost reductions, and these efforts will be more apparent in the Q3. Using headcount as a leading indicator, consumer direct headcount was down 58% from end-of-year to the end of this quarter. We anticipate total forward origination costs will continue to improve significantly into the Q4, even as we are keeping a strong focus on both serving our correspondent and direct retail customers and maintaining a high standard for compliance and risk. Please turn to page 13 for segment details on the reverse business. On this page, we look at both reverse origination and reverse servicing. While the long-term reverse mortgage opportunity remains attractive due to borrower demographics and the reverse MSR counter-cyclical behavior during a home price downturn, there are near-term headwinds in this business. 1st, mortgage rate increases reduce existing HECM refinance opportunities. 2nd, the spreads on HECM MBS or HMBS have widened rapidly in the last quarter as discount margins went from 70- 105. This impacts gain on sale and overall margins in that business. Rate-driven volume declines are further compounded by large correspondent sellers who transition to direct HMBS issuance. All of these headwinds are reflected in the drop in Q2 income relative to the Q1 and the accompanying margin decline. It is still a profitable business, but a smaller income contribution this quarter. Over in reverse servicing, this is an income growth story as subservicing balances have increased. The contribution to income is growing, and a strong pipeline of servicing additions is evident for the rest of 2022, along with the same laser focus on controlling costs as well as integrating the RMS team from our recent 2021 transaction. Please turn to page 14 for an updated path to our targeted returns by the Q4. Here, we would like to walk you from the Q2 adjusted pre-tax income results of -$26 million to a projected Q4 pre-tax income that we expect will deliver a 9% ROE before notable items. The 1st improvement of approximately $13 million is driven by non-recurring items linked to the prior strategic asset sales and mark-to-market impacts that we just discussed. 2nd, we move to our productivity and rightsizing actions, which impact all of our business segments and corporate functions that Glen discussed on page seven. Combined, these first two actions will move us to a positive pre-tax income. We then anticipate a return to profitability for origination, primarily due to the shift to higher margin products. Finally, our other net income contribution from servicing will increase due to higher volumes, especially in subservicing, such as via MAV, reduced runoff as speeds decline, and a focus on cost control and improved processes. Collectively, these corporate-wide efforts will propel Ocwen to a strong Q4. Back to you, Glen. Thanks, Sean. Now, if you could please turn to slide 15. We believe our balanced and diversified business, exemplary servicing performance, proven cost management, and track record of execution position us well to navigate the market environment ahead. Consistent with our expectations, first half 2022 earnings were driven by MSR fair value adjustments, offsetting origination headwinds, and the build-out of our reverse servicing platform. We delivered positive net income, book value per share appreciation, and improved liquidity despite the impact of continued rising rates and spread widening and the adverse impact of our planned strategic asset sales. Given the current market conditions, we're focused on a deliberate strategy comprised of five initiatives that permeate everything we do to drive business performance and shareholder value. 1st, we're leveraging our balanced and diversified business. As we said, servicing profitability is improved with higher rates, and we have a strong value proposition as demonstrated by our sub-servicing boardings and robust sub-servicing opportunity pipeline. Our recognized special servicing skills position us to deliver value to clients, investors, and consumers in an economic downturn, and we have de-risked our portfolio. We believe we are uniquely positioned in the reverse mortgage market with end-to-end capabilities and the opportunity for favorable demographics and home price appreciation to drive future growth within the market. 2nd, we're focused on delivering prudent growth through capital-efficient servicing additions and expansion in higher margin products, channels, and services. 3rd, we're reducing our cost structure to match market demand and improve profitability. 4th, we're optimizing liquidity, diversifying financing sources, and positioning for higher rates. Finally, we're allocating capital to maximize value for shareholders. Despite the recent headwinds in reverse originations, we believe with the benefits of successful execution of our business initiatives, we can deliver after-tax ROEs before notable items in the Q4 at or above our minimum target of 9%. I'm proud of how our team is executing in unprecedented market conditions. We have an established track record of successfully navigating multiple mortgage cycles with a focus on prudent growth, cost management, operational excellence, and customer experience. We will be unrelenting in this focus. With that, Danielle, let's open up the call for questions. We will now begin the question-and-answer session. The 1st question comes from Eric Hagen of BTIG. Please go ahead. Hey, thanks. Good morning. Hope you guys are well. Maybe a couple on liquidity here. You mentioned harvesting gains in MSR as a driver of earnings. Can you give more detail around kind of what you mean by that and how to think about that relative to the amount of liquidity that you do carry? Maybe more specifically, how you're thinking about repurchasing more stock and debt in light of being able to monetize MSRs at their current value. Yep. Morning, Eric. Thanks for joining us today. Eric, the. You know, look, I'd call it dynamically managing our MSR book. You know, last year, if you look at, you know, we focused a lot of our growth on MSR acquisitions last year through correspondent or bulk transactions. You know, last year, I think it's generally known that, you know, MSR multiples were, you know, probably in the mid-fours, lower than where they are today. You know, in the Q1 of the year, as we discussed in our last quarter earnings call with, you know, MSR values appreciating, and multiples, you know, getting up into the fives, you know, we did take the opportunity to harvest value appreciation in our MSR portfolio. W e got a very strong bid, strong price for MSRs in the Q1. You know, it helped us validate where the market bid was for MSRs. Again, that's you know proven to be a you know I think a good trade since you know MSR multiples quite frankly have come down a bit since then. I think we timed that one pretty well. You know what? Our strategy has evolved. We now have MAV as our you know as one of our key MSR funding partners, which allows us to grow on a capital-light basis. Additionally, we're working on developing new MSR funding partnerships. We've talked about two new providers we're in discussions with, and I think that gives us the flexibility to dynamically manage our portfolio to optimize profitability as well as, you know, optimize our liquidity position for, you know, other investments. Could be M&A, could be share repurchases, debt repurchases. It gives us flexibility. Got it. That's helpful. Maybe just one follow-up. I mean, is there a minimum level of liquidity that you aim to run the portfolio with over the kind a near term versus maybe the medium to longer term? Yeah. Look, here in the near term, we want to make sure we have sufficient liquidity to support all the initiatives that we have in the business. We want to grow our servicing portfolio and then complete our share repurchase program as well. You know, our liquidity varies greatly, or I should say cash balances vary greatly throughout the month as our servicing custodial balances change, payments come in, payments go out. Look, we do. If you look at the Q4 of last year, we closed with roughly $196 million in cash on the balance sheet, and a little bit more with unused lines. You know, our focus really right now is, we think, you know, at our current cash levels, we have enough cash and liquidity to support the initiatives of the business. Longer term, you know, I think as you know, you know, all of us in the industry will have to meet increased FHFA capital and liquidity guidelines. We are expecting them to be put in place towards the end of this year. You know, based on our initial work, we think we're in compliance with those capital guidelines. We believe we can meet them. That is one of the things we take into consideration too. Got it. Thanks. If I could sneak in one more. If we were to think about the net equity in the company and how it's allocated, how much equity do you think you have behind the MSR, the forward origination business, and the reverse origination business? And how easily would you say you can move capital back and forth between those segments of the business? Yeah. You know, we don't publicly disclose a specific capital allocation framework. You know, as a rough rule of thumb, you know, look, the capital behind our originations businesses is basically the, you know, the equity haircut on our warehouse lines, right? That is the fundamental equity invested in our businesses. When our Q comes out, Eric, we can work with you to, you know, sort through that and see if there's a way we can navigate there through the Q. For the MSR portfolio, it's our the book value of our MSRs minus our MSR liability and then our secured borrowings against the MSR. I'd say our, you know, corporate debt stack is allocated just ratably across. You know, look, by definition, our servicing business carries, I would say, the majority of our equity versus our origination businesses, especially now as origination volumes are coming down and warehouse balances are declining. That's helpful. Thank you guys very much. Yes, sir. Thank you. The next question comes from Matthew Howlett of B. Riley. Please go ahead. Oh, hi, Glen. Hi, Sean. Thanks for taking my question. Matt. Hey, Glen. First, I got to commend you for the repurchases. I think it's, you know, going to drive significant shareholder value and both the debt and the equity. You know, just wanna go over capital allocation going forward. How much I mean, for the MAV upsizing and these other possible deals, I mean, how much capital are we talking about potentially going into these sidecars? Yeah. For MAV, we are targeting to increase the equity capacity in total by $250 million. You know, assuming our current ownership structure is 85% owned by Oaktree and 15% owned by Ocwen, that would be $37.5 million of equity if it was fully funded and obviously if we chose to put the equity in. In the other vehicles, you know, Matt, we're not far enough along in the discussions to really talk about exact sizing on those facilities, but I would say stay tuned. You know, there is, I think, a robust appetite for MSRs out there in the market, and I think we again offer a compelling value proposition to MSR investors and our ability to service. Yeah, more to come on that. Right now you can assume for the MAV sidecar vehicle, 250. Assuming we get it closed and signed and all that good stuff, you know, $250 million of incremental of equity investment capacity, of which our share would be $37.5 million. Gotcha. Okay. That makes sense. That's sort of what it looked like the first round. When you look at, you know, you're going through the share repurchase and, you know, very quickly you could be done here in a couple of months. Of course, you're sort of doing one for one on that debt reduction. I mean, how inclined are you and the board to, you know, re-up this when it's through the $50 million? The guidance, you know, I look at the walk here and does it include? I mean, this path to, you know, 9%+, 11%, I mean, how much does that include, you know, the interest cost reduction? How much does it include, you know, ROE in terms of if you do retire another 1 million shares? How I was sort of surprised you didn't see sort of like an improvement in servicing margin from lower amortization, lower prepays and higher, you know, escrow balance. I mean, is that all in there? Yes. Let me unpack that, Matt. You've got quite a bit there. Yes, sir. Yeah. In terms of the share repurchase program, look, as I said on the call, we think, you know, our share price doesn't reflect the, you know, the potential of our business, our earnings capability or the value we could deliver to clients. Given where our current book value per share is, we think it's a prudent buying back our stock, it's a prudent investment. You know, the board and management continuously review our allocation of capital. Obviously, you know, we stand behind the equity of the company. Management has bought, the board has bought shares, the company is buying back shares. You know, we'll once we get close to the expiration of the program as part of our capital allocation framework, you know, we'll take a look at what our investment opportunities are and decide then. As you know, it's always subject to market conditions at that time, right? Look, we've demonstrated our willingness to step behind the stock of the company and demonstrate our confidence in our plan. As it relates to, you know, the forward look, you know, as I said before, we're not assuming any recovery in margins in reverse at all. We're assuming origination volumes remain depressed in the near term. We're also, you know, not really assuming any further prepayment reduction on the forward side of the business. You know, you might say that that's conservative given what some other people out there are saying. You know, look, we think prepayments have gone down to, you know, historical lows, and we'll have to wait and see if they get any better than this. I think the businesses and if you look at what we have to do to deliver on, you know, the forward, our forward projection for the Q4, two of the biggest blocks in Sean’s walk is one, you know, the non-recurring losses from, you know, the asset sales and mark-to-markets that we did in the Q2, and as well as our execution on cost reduction, which, you know, again, 90% of the actions have either taken place or expect to be completed with that by the end of the Q3. In terms of the servicing profitability, Q1 versus Q2, you know, again, you know, the biggest hit to the servicing P&L this quarter, you know, MSR fair value change was a good guy. On the bad guy side, you know, was $17 million in charges from our strategic asset sales and other unfavorable mark-to-market adjustments. You know, if you were to look at, you know, probably average UPB in the servicing portfolio, roughly flat quarter-over-quarter. We did sell, you know, a big chunk of MSRs in the Q1, harvest value appreciation. So net-net, you know, again, no material change. Slight reduction in servicing amortization. Yeah. On a go-forward basis, when you look at the walk, we're not assuming major improvements in servicing earnings in Sean's walk. You know, that. I think that's fair. Just as we see it. Yeah. I mean, look, we've got you know, floating rate debt, which is off you know, the interest cost on that will go up. Interest earnings on escrows will go up. So the assumption there is that those two you know, generally offset each other. Again, because we're not assuming speeds slow any further than where we are, and we're modestly growing the you know, the UPB balance for the back half of the year, that's where we come out. Look, if we're wrong and prepayment speeds slow further than where they are today, that's a good thing for us and everybody else in the industry. It certainly looks conservative to some of the other guidance we've heard from the servicers. Last question, Glen. How much is left on that reserve for litigation? You noted that you released something. How much is the DTA, how much is the reserve against the DTA? I'm assuming it's still forward reserve. Can you give me those two numbers? Yeah. The legal reserves will be in our Q when we release it this afternoon, so we can share that right after the Q is released. In terms of DTAs, again, I'll talk, because our Q's not out. At the end of the Q1, 100% of our DTAs were reserved, and we can chat what that position looks like at the end of the. Just- Q2. Just- Yeah. Long-term guidance. I'm sorry, long-term guidance? Well, just in terms of if the company has guided to be very, you know, profitable going forward, we should investors. Yes, sir. Would you encourage investors to start to look at that DTA as having value? Yeah, look, it's, you know, again, when the Q comes out, we can talk about the DTA. I think you know the accounting rules around that is as the company returns to profitability, we gotta demonstrate, Sean, what is it? three? Three years. Yeah. Three years of profitability before you can start releasing the DTA reserve. You know, we've not included any of that in any of our thinking around, you know, returns for the business going forward, quite frankly. Great. Thanks, Sean. Thanks, Glen. Yeah. Thank you. The next question comes from Tommy McJoynt of KBW. Please go ahead. Hey, good morning, guys. Thanks for taking my questions here. Hi, Tommy. Given the move down in rates, kind of, in July, can you talk about the magnitude of any downward pressure on the MSR mark, or is probably most of that population still out of the money, to refinance, you wouldn't expect much of a mark? Yeah. You know, Tommy, look, it's, you know, the 10-year Treasury has been, you know, massively volatile. As you know, it's been up or down, you know, probably over 80 basis points in the last 60 days. You know, our Q when it comes out will have the typical rate shock table in the back of the Q. It's ±25 basis points. You know, just generally speaking, our portfolio has a lot of low coupon product in it. There's not a lot of high coupon product in it. As we talked about during our earnings call last quarter, you know, the DV01 or the dollar value change for one basis point change in interest rates has been compressing as rates have gone up because of prepayment speed burnout. Again, when the 10-Q comes out, we can give you some further guidance on, you know, what the DV01 is as modeled, and we can share that with you later on this afternoon. You know, again, as you can see, you know, Q1, big MSR value improvement, Q2, smaller MSR value improvement. As you walk back down the curve, that general pattern tends to follow. Based on the S- curve of prepayments in our portfolio. Okay. Yep. You know, we'll keep our eyes out for that. There was some discussion on kind of the capital allocation, kind of that you guys are thinking about. Is there anything on the M&A side that might make sense? Are there any areas that you feel like, you know, having more scale would be, you know, very beneficial? Yeah. Tommy, look, scale in this business is good, right? It's, you know, servicing originations. Servicing and originations have, you know, relatively high fixed cost structure, particularly servicing. We constantly have our eye out for, potential, you know, acquisitions that would give us scale, or enhance our capabilities. You know, we demonstrated our willingness to do that certainly last year as we were big buyers of, MSRs, last year. You know, we also did the TCB transaction last year. We did the reverse subservicing business last year to expand capabilities. Look, we have our eyes open and ear to the ground. You know, we obviously can't talk about anything specifically, but you know, as we think through our capital allocation model, you know, looking at acquisitions is something we always wanna have some optionality to retain dry powder for. Makes sense. Thanks, Glen. Yes, sir. The next question comes from Preston Graham of Stonegate Capital. Please go ahead. Hi, good morning. Thanks for taking my questions. The FHFA guidelines you mentioned during Eric's question, I guess any additional detail there on sort of how you're positioned, how that's affected you would be great. Yeah. Look, we've run through our modeling based on the FHFA capital guidelines. You know, Sean, I don't know if our footnotes in the financial statements talk specifically about how much capacity we have vis-à-vis the new potential guidelines. You know, what I could say, Preston, is look, we've looked at that. We think we've got adequate capital and liquidity to navigate those new guidelines. Yeah, I could tell you from a day-to-day operating perspective in the business, you know, when we look at our, you know, business operating reviews, our key risk metric dashboard, we're tracking to both the old and new capital guidelines to make sure that, you know, when implemented, we'll be in a position to be in compliance. You know, as you know, those capital guidelines are probably more punitive on Ginnie Mae assets than they are on GSE assets. Compared to others in the industry, we have a smaller Ginnie Mae book. It doesn't quite match the overall industry composition of Ginnie Mae originations, so we are somewhat benefited by that. We are looking to grow our Ginnie Mae business. Right now, I'd say we're, you know, only modestly growing in that space. Look, I feel good right now based on what we know of the capital guidelines and how we're positioned to address them upon implementation of Basel this year. Again, that's always subject to any changes or amendments that may be made by when they're finally implemented. Got it. Okay, that's helpful. Then, you touched on it in the prepared remarks, but sort of, maybe just some general commentary on how you think the business would perform in a recession, would be helpful. Thank you. Yeah. Preston, look, in a recession, there are obviously pluses and deltas, minuses that happen in the business. You know, during a recession, you know, obviously from a servicing perspective, for owned servicing, and again, that's slightly less than 50% of our portfolio today, you would expect in a recession that delinquencies would rise, and with rising delinquencies, you know, our cost to service loans would go up. Servicing delinquent loans is more expensive than servicing performing loans. Also, you don't recognize revenue when loans go delinquent, and you have to make servicer advances. In the case of, you know, GSE loans, there's a stop advance after, you know, a couple of months, four months. In case of Ginnie Mae loans, you've got to, you know, advance P&I and T&I forever until they get through foreclosure. There is a profitability compression that happens in own servicing as delinquencies rise that would also adversely impact the MSR fair value. On the subservicing side of our business, which again is slightly more than 50% of our business, you know, we're fairly insulated from what happens with rising delinquencies. Most of our contracts do include provisions. I'll call it revenue enhancement provisions, revenue escalation provisions. As our cost to serve goes up, we get incentives for servicing delinquent loans. There's also in some of our contracts performance incentives as well as we mitigate delinquencies, compress total delinquency cycle time, and those type of things. We don't have in subservicing, there is no MSR, so there's no adverse impact to our balance sheet, and no advancing requirements either. We don't advance. We're not providing servicer advances when we subservice. Again, you know, downside in own servicing, I would say neutral to upside and subservicing. You know, given our legacy as a special servicer, and again, we're a top-ranked special servicer with you know, near perfect performance on Ginnie Mae, you know, delinquency milestone timelines, as well as being a top-rated servicer by Fannie, Freddie, and HUD. You know, look, we think there'd be additional opportunity for us to add value to clients, investors, and homeowners through delinquent servicing, and we think it would give rise to either opportunities to purchase delinquent servicing, or to engage in delinquent subservicing. We think that's a net benefit to the business. Then on the origination side, you know, again, if you believe in a recession with rising delinquencies, the Fed would be accommodative in lower interest rates. Well, then you'll see what happened in the pandemic, right? Rates come down, refinancing incentive goes up, margins widen, volume goes up. It'd be potentially a boost for the origination side of the business. Frankly, that's what happened in the Great Recession as well too, you know, back in, you know, post-2008 financial environment. Big refi wave in 2011, 2012, 2013. Got it. Well, thanks, Glen. Makes sense. That's all for me. I really appreciate it. Great. Thank you, Preston. Seeing that there are no further questions, I would like to turn the conference back over to Glen Messina for closing remarks. Thanks, Danielle. Everyone, look, we are operating in a volatile and uncertain environment, certainly as it relates to mortgage banking. We're actively monitoring the financial markets, the economic environment, and industry conditions closely. We're dynamically managing our operations, our plans and targets, and we'll adjust as necessary to address emerging opportunities and risks. We have a deliberate strategy to address the choppy waters and tough environment that we're operating in, and I'm very pleased with the performance of the business. I'd like to thank and recognize our board of directors and our global business team for their hard work and commitment to our success, and I look forward to updating you on our progress on our next earnings call. Thank you all very much. The conference is now concluded. Thank you for attending today's presentation. You may now disconnect.