Turning to 5, slide 5. The first pillar is culture, because our culture and our people fuel our strategy. Instilling a stronger safety culture has been a focus since the day I arrived at US Foods. I am pleased to say that we have made very good progress in just 7 months. Our second quarter year-over-year results improved approximately 20% compared to the prior year, through a combination of tone from the top and focused programs to drive results. We have good early momentum with significant opportunity remaining. On a related note, I would like to recognize the 13 US Foods drivers, who were recently named to the International Foodservice Distributors Association Truck Driver Hall of Fame. This prestigious accolade is only awarded to those who have exceptional safety records, including 25 years of service without an accident. What makes this year even more special is that Alicia Siler, one of our drivers based in Loveland, Colorado, with 27 years of service, was the first ever female driver elected to the IFDA Hall of Fame. We are proud to have these world-class drivers dedicated to safety at US Foods, as we strive to provide our associates, customers, business partners, and the communities we operate in, with a safe and hazard-free environment. Additionally, we recently published our 2022 Corporate Social Responsibility Report, and I am proud that we have made continued improvement across our three focus areas of people, product, and planet. I encourage you to go to our website to read about our progress from our sustainable products and US Foods Scholars Program, to our compressed natural gas trucks and Scope 1 and 2 emissions reduction. Moving to service on slide six. As a reminder, our research tells us that the most important services to our customers are on time, correct orders, and high-quality, fresh products. Our product service levels to our customers are back in line with pre-COVID levels. Vendor service levels to US Foods have also steadily improved. However, they remain slightly below pre-COVID levels. This progress is yielding positive results from a service level perspective, and it's also helping us reduce our working capital. Our routing initiative continues to make progress, and in the second quarter, we delivered the best cases per mile metric in the last three years. We are also preparing for a pilot of our new routing software later this year, which will significantly increase our capabilities. I look forward to our learnings and the progress we will continue to make. Finally, MOXē, our digital customer platform, has now been fully rolled out among our local customers, and feedback continues to be very positive, as are our Net Promoter Score results. Turning to slide 7, I'll walk through our second quarter highlights in a bit more detail. We grew Adjusted EBITDA by 17%, despite essentially no sequential inflation, and in fact, modest year-over-year product cost deflation, driven by center of the plate categories. Our Adjusted EBITDA margins also increased 60 basis points from the prior year, as our initiatives continued to ramp up, and we gained operating leverage this quarter. Year-over-year, total co- case volume growth was healthy at 3%. Case growth was led by 5% growth in independent restaurants and 7% growth in both healthcare and hospitality, while chain cases were down 4%. Our independent case growth was negatively impacted about 70 basis points from slower growth in our CHEF'STOREs as we worked through a systems conversion, which is largely behind us now. This means our broadline independent customer case growth was 5.5% for the quarter. The softer chain results this quarter are primarily due to no longer lapping Omicron, the softer macro, and the impact on same-store sales across most of our chain customers. Healthcare and hospitality continued to demonstrate strong growth, driven in large part by helping net new business. We are pleased with how our target customer types continue to outperform the industry, resulting in share gains. With that said, we still have opportunity to improve performance as we focus on more consistent execution. We have good momentum and expect it to further accelerate. Moving to our customer experience, we again gained year-over-year market share in our target customer types as we remained focused on executing our differentiated strategy. For independents, this is the ninth consecutive quarter of share gains, which demonstrates the progress we continue to make. I am happy to report that MOXē is fully rolled out to our local customers. We are releasing regular updates based on customer and seller feedback to improve this industry-leading platform. We are now beginning to roll out MOXē to our national customers. This platform, combined with our other leading digital tools and service model, will enable us to continue to service our national customers well and build and convert a strong new business pipeline, especially in our target customer types. We also actively expanded customer use, usage of VITALS, our technology suite for healthcare customers, to leverage added capabilities and help our customers more effectively manage their overall costs. Very importantly, we continued to make progress on our supply chain excellence journey during the second quarter. In addition to our improved momentum and safety, our productivity performance also improved year-over-year and sequentially for both delivery and warehouse, which is very encouraging. I am pleased with the progress we are making and expect us to further accelerate that progress in the back half of this year and into 2024. Our flexible scheduling and seven-day delivery pilots are progressing well, demonstrating results in line with our expectations, including a double-digit% reduction in turnover in each of our pilot markets. As I called out last quarter, our near-term focus will be to expand flexible scheduling broadly. We will only roll out seven-day delivery opportunistically where capacity is constrained. Our team is actively working to expand the flex scheduling approach, and we expect to have more than half of our locations live on flex scheduling by year-end, which we believe will further improve associate satisfaction and retention. Finally, we continue to strengthen our capital structure and prudently allocate capital to fuel long-term growth. Through earnings growth and additional debt reduction, we lowered our net leverage to three times, which is the first time we've been in our target range since it was established. Our debt ratings were upgraded by both rating agencies, demonstrating our strong progress and underlying business momentum. In parallel to the continued leverage reduction, we spent $166 million on share repurchases. Shortly after the end of the quarter, we closed on our first tuck-in acquisition in 6 years, Renzi Food S ervice. As part of our continued investment in Renzi, we are slated to break ground on the expansion of our Renzi distribution center this month, which includes approximately 10,000 sq ft of construction, providing additional loading dock space for 8 new refrigerated loading bays to support our growing customer base in the area. We are excited to welcome the Renzi associates, and I look forward to working closely with this high-quality team to drive future growth. Each of the actions we've taken on deploying capital in a balanced manner reinforces our commitment to being responsible stewards of capital to drive long-term shareholder value creation. With that, I'll hand it over to Dirk to go over our financial performance and guidance in further detail. Thanks, Dave. Good morning, everyone. Let's turn to slide 9. We are very pleased with what we accomplished in the second quarter and the strong momentum we continue to have at US Foods. Adjusted EBITDA grew $64 million, or 17% from the prior year to $432 million, which was a record quarter for US Foods. In addition to strong EBITDA dollars, we expanded our Adjusted EBITDA margin 60 basis points from the prior year as our gross profit grew significantly more than OpEx. Finally, Adjusted Diluted EPS grew 18%, which is also a record. Within our results, net sales were $9 billion in the second quarter, an increase of 2.1% over the prior year. Total case volume increased 2.7%, partially offset by year-over-year food cost deflation and product mix impact of 0.6%. As Dave mentioned, case growth was healthy overall and especially in our target customer types. Case growth slowed from the first quarter, largely as expected, since we no longer had any year-over-year benefit from Omicron lapping in the second quarter. We faced a headwind to case growth in the second quarter, primarily from a system conversion at CHEF'STORE. However, we have largely worked through it at this point and are seeing sales improve. We are pleased with the 5.5% broadline independent case growth. We did see modest year-over-year product cost deflation, It was driven by center of the plate, as groceries still showed year-over-year inflation in the quarter. Essentially, we had no sequential inflation and still are not seeing deflation in grocery categories, which is encouraging, since grocery categories are predominantly a percent markup and more impacted by deflation, compared to center of the plate categories, which are largely fixed markups and not as impacted by deflation. We continued our strong gross profit performance this quarter as our Adjusted Gross Profit dollars increased 9% from the prior year. Most of this strength is due to the excellent progress we have made over the past year with our long-range plan initiatives across cost of goods, logistics management, and pricing. Our initiatives have been critical in mitigating the increased operating costs we and the broader industry have faced. OpEx was above the prior year for the second quarter, albeit significantly less than the increases we saw in the past 2 years. The second quarter year-over-year increase in OpEx per case was largely driven by increased seller compensation and higher incentive compensation costs, as distribution cost per case was better than the prior year. We continued our progress against both the growth and profit pillars, and I'll spend a few minutes on each of these. We are focused on profitable growth and share gains in our target customer types by leveraging our differentiated service model, digital capabilities, and unique products. We are on track to exceed our 1.5x goal for restaurant volume growth for the full year, led by strong independent case growth. In the second quarter, we drove year-over-year share gains in each of our target customer types and continued to develop a strong healthcare and hospitality new business pipeline. As Dave mentioned, this was our ninth quarter in a row of independent share gains. As we grow faster with our target customer types, it helps our customer mix and drives profitability. Next to profit on slide 11. In addition to profitable growth, we continue to make progress on our initiatives to increase EBITDA margins. Our team effectively managed a relatively volatile quarter for commodity categories, as we leveraged our processes and maintained our strong gross profit per case. At the same time, we further progress on initiatives such as cost of goods, or COGS, improvement by working jointly with additional vendors. We remain on track to address a total of 60% of COGS by the end of fiscal 2023. We continue to advance our efforts to drive operational efficiencies as productivity improved year-over-year and sequentially for both delivery and warehouse. Our flex scheduling pilots are progressing well and demonstrating good results. This powerful initiative has a twofold impact: it gives associates more schedule flexibility, and provides US Foods with better associate engagement and retention. Ultimately, this adds up to a win for our customers through stronger service. Finally, we are progressing with our indirect procurement work and have identified a number of opportunities which we are pursuing and will ramp up further value creation in 2024. I'm now going to pivot from earnings to cash flow. Turning to slide 12, we continue to increase our strong cash flow and expect to build upon this as we grow earnings. Our strong cash flow allows us to continue reinvesting for growth and to further strengthen our capital structure. We have, and will continue to prudently allocate capital against our four priorities to invest in the business, reduce leverage, return capital to shareholders, and pursue accretive tuck-in M&A to strategically expand our distribution network. Year to date, we have invested approximately $200 million of cash, CapEx, and fleet leases, including projects to expand fleet, improve analytic insights, and improve technology and supply chain sales to enable further organic growth. I'll talk further in a moment on reducing leverage. Parallel with the debt reduction, we repurchased $166 million of shares in the second quarter, $150 million of which came from the KKR stock sale. Following this repurchase, we have $286 million remaining on our $500 million share repurchase program. In early July, we completed the acquisition of Renzi Food Service and are excited to welcome the Renzi team to the US Foods family. This is our first tuck-in acquisition since 2017, and we are thrilled about the quality of this business and associates. Moving to slide 13, we meaningfully reduced our net leverage compared to year-end 2022, through a combination of net debt reduction and earnings growth. You can also see on the slide a significant progress over the past 12 months. Our net leverage ratio was 3 times at the end of the second quarter, which is the top end of our target leverage range. We continue to prioritize debt paydown and prepaid an additional $60 million of term loan in the second quarter, bringing us to $125 million of prepayment year to date. Our overall debt structure is in good shape, and we don't have any maturities until 2025. That said, we're looking ahead to the 2025 maturity and expect to proactively address that in the next quarter or two. Actions this quarter resulted in credit upgrades from both rating agencies. We remain focused on creating value for shareholders and allocating our capital prudently across the four parts of our capital allocation strategy. Now, turning to guidance on slide 14. As a result of our strong year-to-date results and outlook for the full year, we are raising our full-year Adjusted EBITDA range to $1.51 billion-$1.54 billion, and our Adjusted Diluted EPS range to $2.55-$2.65 per share. We, we remain on track to reduce leverage to below 3 times by the end of the year. We are well positioned to deliver against this guidance and expect to be at the higher end of the earnings guidance if the macro remains similar to what we're seeing currently. With that, I'll pass it back to Dave for his closing remarks. Thanks, Dirk. I will close where I started. 7 months into my role, I couldn't be more excited about US Foods and the opportunity ahead for our business. Slide 15 summarizes our investment thesis and why I am so bullish. US Foods is a strong company, and we continue to get stronger. We are a leader in a highly fragmented industry and a pure-play, U.S.-only-based distributor focused on broadline distribution. Our business is resilient across various macro backdrops, and US Foods offers further stability through our laser focus on controlling the controllables and executing against our long-range plan. We are targeting independents, healthcare, and hospitality for growth, where we believe our differentiation adds even more value, and we are seeing the results in our outsized growth and continued share gains. This progress has been driven by the quality of our strong team, our service model, and our digital capabilities, including MOXē. I believe these are all compelling reasons to invest in US Foods. We are focused on building on the company's core strengths, while finding ways to more effectively execute our strategy and accelerate our rate of improvement. I am confident this combination will lead to a very bright future for US Foods and all of our stakeholders. Finally, I would like to thank our 29,000 associates for their continued dedication and the excellent work they do each day to help our customers make it. Our associates are critical to our success, which underscores why You Matter is a very important one of our cultural beliefs. With that, Rob, please open up the call for questions. At this time, I would like to remind everyone, in order to ask a question, press star, then the number one on your telephone keypad. Your first question comes from the line of Mark Carden from UBS. Your line is open. Good morning. Thanks so much for taking the questions. So to start, it looks like you took meaningful market share in the independent channel, albeit with a bit of a slowdown in case growth relative to last quarter. Outside of some of the disruption, with CHEF'STORE, which it sounds like you've largely worked your way through, what are you seeing with respect to the health of this customer overall? Any changes on how you're thinking about the channel's contribution to your growth in the coming periods? Yeah, I appreciate the question, Mark. We are seeing strong health of the operator and independents. If you recall, I mean, we were expecting the performance that we had in the second quarter. If you recall, we, we had the Omicron lap go away here in the second quarter. As we provided color last quarter, we saw some softness into March that bled into April. May and June got sequentially stronger, and while we don't give quarterly guidance, I can tell you the start to the third quarter has been at or slightly above what we saw exiting the second quarter trajectory. We feel very, very good about the health of the operator, but more importantly, our ability, based on our differentiation, to continue to take share in that, that segment of the business. Then besides that, you know, healthcare and hospitality remain very, very strong. We're taking share in both of them, and we have very strong pipelines across the board. That's great. As a follow-up, just on deflation, how, how much did deflation intensify as the quarter progressed? How much risk do you see it ultimately impacting your grocery category sales? Then when you, you think about next year and the $1.7 billion EBITDA target, is that contingent upon a return to a more normalized inflationary backdrop, or do you, do you have enough with, with your initiatives to get that in a variety of scenarios? Thank you. Good morning, Mark, this is Dirk. Overall, the, the inflation/deflation picture was pretty similar across the quarter. You, you saw it changing really as you were lapping the prior year. If I think of it through the quarter, grocery, overall, still continued to see for the quarter of a little bit of inflation. We, we still haven't seen infla- deflation popping up there. In the proteins, a lot of that is coming from the lapping of much more inflation a year ago. As, as I said in my prepared comments, we'll take that 'cause those tend to be more fixed markups, and our teams have very good processes to manage through it. Even in this environment of very little inflation or modest deflation, we think we're very well positioned to manage through it. As, as you've heard me say a number of times, as we focus on controlling the controllables, gross profit, the strong gross profit growth we've driven has really predominantly been from, a number of the initiatives we've executed. Great. Thanks so much. Good luck, guys. Thanks. Thank you. Your next question comes from a line of Edward Kelly from Wells Fargo. Your line is open. Hi, guys. Good morning, nice quarter. You know, I wanted to start with I wanted to start on the cost side. You mentioned distribution cost per case, you know, better than 2019. I think we look at the progress in OpEx per case and the progress, very good. As we look out the next couple of quarters, I mean, it, it seems like OpEx per case, you know, maybe year over year is minimal growth at best. It seems like you might be entering a period. You know, can you just talk a bit more about, you know, what's, what's driving the, the cost per case on the distribution side down? Are we thinking about this right going forward? You know, obviously, there's puts and takes around wage inflation. Just any, any help there would be great. Yeah. Appreciate the question. I'll, I'll start at the higher level and give Dirk a chance to, to weigh in on any of the specifics. As we've said the last couple of quarters, we feel very good about the momentum we're getting on productivity, both in our warehouse and in delivery. You heard me say on the call there, you know, we had sequential improvement, as well as year-over-year improvement in both. The initiatives we're driving, we're very excited about. We expect those to continue to get traction in the back half of this year. I would point out to your, to your point, you know, this is 5 or 6 quarters in a row where our operating expense growth has continued to decline, and that's based in large part by the good work our team is doing, particularly in supply chain. The only thing I would add, Ed, is, you know, in the quarter, as, as I commented, overall distribution cost per case was lower than it was a year ago. That the two areas that really drove our increase were seller compensation, which is, driven by the strong gross profit results we've had. Then secondly, incentive compensation, which is, is a good place if you're going to have higher costs because it drives teams to continue to perform at a stronger level. We feel, as Dave said, very good about the progress and the path ahead and our ability to effectively manage costs and gain leverage. Just a follow-up on gross profit per case. The 6% gain this quarter with, you know, some deflation is obviously, you know, very encouraging. As we think about, you know, the quarters ahead, is there any reason that you shouldn't, you know, at least be gaining, you know, in that, you know, gross profit per case? I mean, just where you stand today, it doesn't seem unreasonable at all that you, you'd have at least a low single digi- year-over-year gain there continuing. Maybe just some color there, and, and where do you think you stand in terms of, like, you know, the, the, the innings in terms of the, the, the upside here? Sure, good question. For the second quarter, adjusted, gross profit dollar grew up about 9%, pleased with that. I, I think the... If I think of the year-over-year, you may see some lesser year-over-year increases just because we've had such strong gains. As we're lapping those, we get, to your point, get back to a more normalized environment. Continue to feel very good about-... the durability and strength of our gross profit per case. You know, I, I think the way we continue to look at it is, there's not an end. We're gonna continue to focus on the gross profit gains, our goal here is to continue to run the plays, to grow gross profit faster than do OpEx and drive margin. Because as you know, our overall EBITDA growth is a balance of profitable growth, especially in those target customer types of leverage. And, and we think we have-- we're, we're happy with the progress we made, and we have, a lot of runway ahead. Thank you. Thanks, Ed. Your next question comes from the line of Brian Harbour from Morgan Stanley. Your line is open. Yeah, th-thanks. Good morning, guys. Can you maybe just comment also on the, the chain restaurants? I know it's, you know, kinda not the, the customer focus at this point, but, any change in trends with case volumes for chains? Yeah, I'll take you back, Brian. Good question. I'll take you back to some of the commentary we had in the last quarter. And if you recall, one of the things I said when we were down a little bit less than the market was, "Don't read too much into that. It has, in large part, to do with the portfolio of changes each of the competition has," number one. Number two, we weren't surprised at all because of the lapping of the Omicron effect that we pointed to in the first quarter. And then the second thing is the backdrop, you know, within the chain segment has gotten softer as the year has progressed. I'd point to two things. One is the Technomic data that, that, you know, said chains were gonna be up about 200 basis points back in January. They adjusted that to flat for the year in May. Then the recent Black Box data, you know, had the second quarter for chains down anywhere between 2% and 3%. I think they pointed to about 2.7% in July. So it's really a traffic issue in chains. As you point out, that's not our focus. We're gonna be opportunistic on chains, and we're gonna lean in hard on healthcare, hospitality, and independents, and continue to run our playbook. I think, Brian, hopefully what you continue to see here in the second quarter is in a pretty normalized operating environment that's recovered. The fact that our overall independents still growing at 5.5% in the broadline, which, as I said in the first quarter call, we think, you know, sort of in the mid-5s, that's a very strong case growth. We're taking share. Healthcare and Hospitality is not by chance that we're growing still at 7%, well above market. So, you know, those are the things that we're gonna continue to control the controllables, despite the macro backdrop. I feel good about where we stand and in our outlook. Okay. Great. Do you the deflation rate you saw, if that was sort of steady through the second quarter, is it, you know, do you think it'll be something similar in the second half, or how are you thinking about that? Also just, you know, you had kind of the LIFO benefit from lower inventory values. Will that still be kind of a factor in the third and fourth quarter? Sure. Maybe I'll take them in reverse. LIFO is hard to predict based on deflation, you know, or inflation, what happens there. I mean, I'll remind you that the way we report adjusted, it's backed out of there, so that is not a help for us in our Adjusted EBITDA numbers. It does help in our overall GAAP numbers. The second part is, you know, in the second half of the year, yes, it was pretty stable in the second quarter. I think in the second half of the year, if we continue to see some deflation, at this point, based on what we're seeing, I expect it to be, continue to be driven primarily by the center of the plate categories, as grocery, as I mentioned before, still really hasn't shown signs of deflation there. Even if we see some modest additional deflation in proteins, we feel very good about our ability to continue to drive our strong results. Thank you. Your next question comes from the line of Jeffrey Bernstein from Barclays. Your line is open. Great. Thank you very much. 2 questions. The first one, just on the follow-up for the total case growth. I know we dissected, and the independents were better, and the chains were worse. In total, I guess, a little bit of a slowdown. I'm just wondering whether there's concern of a slowing macro or maybe what your expectation is for the back half total case growth within your updated 2023 guidance. I think, Dave, you mentioned the upper or, Dirk, you mentioned the upper end of earnings guidance if the macro holds. I'm just wondering what that assumes for total case growth for the second half of the full year. Yeah, Jeff, appreciate the questions. You know, I would point to the comments I made earlier around the stability in the independent space and the health of the operator holding up quite well, particularly as we flip the calendar here into the early part of the third quarter. Importantly, our, our ability to continue to take share, I'm getting nothing but more confident around that, given the strength of our team, our ability to lean in on the local market basis, and provide the best value and, and product offerings, and really understand where we can target those independents. That continues to get very, very strong. All that's contemplated in, in our back half outlook. We would say we're in a very stable environment, and we will continue to take share there. I already commented on the, on the, the chain space and, and our focus there. I think if you just come back to Dave's comment that he made in his prepared remarks, just around the lapping of Omicron, I mean, that is 200 or 300 basis points across much of the business. When you think of Q2 being a very normalized environment, I think the business is still growing at 3%. We have a lot of businesses that are really going backwards pretty meaningfully. The fact that we are growing much faster than that in these target customer types, which are more value-added, more profitable, et cetera, as Dave said, we feel very good about. Where we are, what we saw in July, and the stability of the overall macro. Understood. The follow-up is just on the EBITDA margins. I know you talked about the 60 basis points of expansion to the 4.8%. I think you previously noted that for full year 2024, so a year from now, you would hope to get back to at least 4.6%, which was pre-COVID levels. I know there's seasonality at play, and it's difficult to compare the second quarter of this year to kind of a full year guidance for next year. Dave, if you were just taking a step back, I mean, how do you assess the ultimate potential for, for those margins over time, whether you look at comparable peers or whether you're looking at, you know, historical trends? Just trying to get a sense, because, again, at least this quarter, you're already above kind of that pre-COVID level, again, stripping out seasonality, but just your thoughts on the EBITDA margin going forward. Thank you. I feel good about our ability to control what we can control. Not so much concern, to your point, around what our peers are doing, but what we're doing inside our company. As you've heard Dirk say here a couple of times this morning, we're focused on initiatives and things that we can control, and we think there's still a lot of juice in the squeeze. So I'm feeling increasingly positive about my comments last quarter around our ability to deliver against that $1.7 billion, plus or minus in 2024. Obviously, we'll have more to say about that as we get further into the year and provide guidance for next year. Nothing gives me reason to pause. I've just continued to gain confidence around our ability to execute and ramp up both our growth and profitability. Thank you. Thank you. Your next question comes from a line of Kelly Bania from BMO Capital Markets. Your line is open. Good morning. Thanks for taking our questions. Good morning. I also just wanted to talk about, about EBITDA margins. I guess historically, your, your second half EBITDA margins in, in total are, are a little stronger than your first half, Your guidance, I think, seems to imply a little bit of the opposite, maybe a little bit lower in the second half. Just curious if you can talk about how much of that is conservatism or other factors that might be impacting the margins in the second half, or any change in maybe seasonality that we should be thinking about as we think about the second half? Sure. Hi, Kelly, this is Dirk. Overall, pleased with the progress we've made on the overall margins. I think as we think about the outlook for the year, you know, even what's embedded in there, especially my commentary about the higher end, that includes being in a normalized environment, a pretty healthy EBITDA growth rate still in the second half of the year of sort of high single to low double digits. I feel good about ability there. I'm not going to comment on specifics within the different lines, but what we do expect is we do expect to continue to still make progress on our EBITDA margins, and I think there's still, as Dave commented, plenty of opportunity ahead. We feel good about where we stand at the halfway point and, our outlook for the balance of the year. Okay, that's, that's helpful. Maybe just to, to follow up, I, I don't think we have your, your sales outlook for this year or have had that, but I guess, just curious if or to what magnitude deflation has impacted the outlook, for this year and next, or if, if that really was already in your expectation for the year, or if you kind of had to internally make any changes to your outlook, given kind of where food pricing is. Help us kind of understand how that evolved into your expectations for this year and next. Sure. I think that, so just because inflation and deflation have been harder to predict, so it, it may impact the sales dollars, but it doesn't really impact overall, given that it's come primarily in these protein categories, our, our strategy and what we've executed against. There, there's not been a whole lot we've had to adjust. What we are focused on, as you know, is really the case growth and the strong case growth that we have and continue to have, across the, the business. I think that, we do watch the different categories very closely and, you know, where we may see inflation and deflation showing up. In the current environment, you know, we're gonna stay the course, and, we think that'll generate the continued momentum that you've seen over the last, four or five quarters. Thank you. Your next question comes from a line of John Heinbockel from Guggenheim Securities. Your line is open. Hey, guys, I wanted to start with the broadline independent growth, right? If, if you think about growth in distribution points, right, growth in locations served versus drop size, I'm curious how they relate to each other. Which one is bigger? Then maybe, Dave, your thought on wallet share, and, you know, without giving numbers, I guess, but, you know, thoughts on how high is up, 'cause it, it still seems that for you and others, it's way too low versus what it should be. Yeah, we, John, we feel good about it. Again, with the backdrop of the health of the operator that I mentioned earlier, our ability to take share is strong. I'm pleased with our rate currently of new account generation. I do believe there's an ample opportunity for us to continue to penetrate our existing customers while we're bringing on new ones, then ramp up the penetration of those new customers through the course of time. Our team gets that algorithm very, very well and is extremely, extremely focused on it. You know, in a quarter, I would say the new account generation was a, a bit stronger than that penetration, to the first part of your question. We're, we're squarely focused on both and have a lot of confidence in both going forward. Then maybe a totally different topic. Obviously, you know, gross margin was healthy. When we had inflation, it should be also, right, healthy, with deflation. If I look at the vendor management, right, or procurement, that set of opportunities versus mix- ... both product and customer, which one do you think is, is bigger? Let's say, looking out 12 to 18 months, is, is vendor, the vendor management piece larger, or, or you think they're equally sized? I'm not sure I'd give a nod to either one of those at this point. Okay. To your point, John, we've got a lot of activity going on in both areas, and there's still a lot of room for improvement in both. I think, John, if you think about- Okay ... we can think of both really as a continuous journey, and that's, you know, when you think about the customer mix piece, that's why we have relentlessly been focused on outgrowing with these target customer types because of the, the value add that we think we can bring, the overall profitability mix that, that comes with that. Okay, thank you. Thank you. Your next question comes from the line of John Ivankoe from JP Morgan. Your line is open. Hi. Thank you. I, I, I know in, in previous calls, we've kind of talked about, you know, maybe some opportunities around indirect spend, you know, low-hanging fruit. I think, you know, the word unaddressed previously was, you know, was previously used. Where, where are we, in that journey? I guess, how much is kind of showing up that you actually might want, you know, to, you know, to consider? Is this just, you know, maybe getting more out of your current spend, or is actually reducing total, you know, dollar spend, being a part of the opportunity? Hi, John. Dirk, thanks for the question. It really is... we've progressed where we've now identified a number of opportunities. We've begun to go after them. Expect to see some modest dollars show up later this year and then ramp up over the course of next year. Good progress since we talked about it last quarter. It really is a lot about optimizing our current spend. In, in these cases, you know, as you've heard us talk about, we're, we're targeting, typically trying to offset our cost inflation as much as we can with productivity, and this would be one of those levers as we try to do that. Good progress, and we think there's plenty of opportunity ahead. Dave, from, you know, from your perspective, as you've, you've kind of come in and have, you know, kind of seen, you know, the, the way that US Foods was previously structured, you know, w- are, are there any, you know, kind of, you know, thoughts that are emerging, the, you know, the, the longer that you get on, you know, spend time in the seat of just, you maybe, you know, things other than just some of the regional structures that you've done and things that can be differently? Your continued exposure to the CHEF'STORE, is that a, a business that we should expect, increased capital, you know, and over time, or is that under evaluation? Yeah. You know, I feel very good about the momentum that we've got. CHEF'STORE, I'll just take that one quickly. You know, obviously, the complication around the systems conversion that we've had here has made it a little difficult to get a handle on the underlying volumes and those sort of things. Still believe very much in the in the value of the business case and the synergies with broadline, and we'll be looking as we get the system stuff behind us to, to get the right data linkage to, to prove that to ourselves. Opportunistically, going forward, you know, as I've said last quarter, I see a lot of opportunity really in all areas of the P&L. Importantly, I'd point you to what I said last quarter, is that we ramp up this thinking around continuous improvement and productivity and efficiency in that 3%-5% range. We'll have more to say about that, but as Dirk just highlighted, the intent to offset inflation by getting more efficient and productive every year is a constant theme that you will see us talk about here going forward in the business, and I believe that's a fairly significant change in the organizational thought process here. More to come on that in the future. Thank you. Thank you. Your next question comes from the line of Alexander Slagle from Jefferies. Your line is open. Hey, thanks. Good morning. Just 2 follow-up questions. One, I wonder if you could clarify how the, the new routing software benefit to come, I guess, in 2024 is, is that already contemplated in your views of being able to get toward that previous $1.7 billion EBITDA target for 2024, or could there be upside relative to that or related to this? Yeah, there always could be upside, but that was contemplated as part of the long-range plan when the company put that out in the $1.7 billion target for next year. Gotcha. On, on turnover and retention, I guess any additional color there on the progress through the 2Q? I, I guess driver turnover, you've gotten that back toward 19 levels already, and warehouse turnover was still above, but maybe just some updates on how far you've gotten and where that goes next. Yeah. Really good progress in both areas. you know, the, the turnover in the warehouse, and on the outbound side continues to persist a little stronger than, than delivery. To your point, we're not quite back to where we hope to be at this point in 2019 levels. However, you know, we've got 3 quarters in a row now of continued reduction in turnover and improvement in productivity, both in, in delivery and warehouse. To our discussions around things like our flexible scheduling initiative and the significant ramp-up that we've got on that in the back half of the year, being in more than half of our markets after this pilot phase here in the first half, gives me a lot of confidence that we will continue to drive significant improvement there and aim at getting back to where we hope to be. Really good momentum and, and more to come. Great. Thanks. Thank you. Again, if you'd like to ask a question, press star, then the number 1 on your telephone keypad. Your next question comes from the line of Andrew Wolf from C.L. King. Your line is open. Thank you. Good morning. Good morning. Taking the market share you're taking with Independence. ... What are you basing that? You know, could you share with us what your belief is, the Independent sector, you know, for foodservice distribution is, is growing or not growing? Like, what are you comparing that to? Sure. Good morning, Andrew. This is Dirk. As, you know, we've talked about it, externally, we, we do a relative to Technomic because that's what, you guys and many other investors have more access to. Internally, we use on a month-to-month basis, we use an NPD data set because it's much more granular and actionable. When we talk about the share gains, on a, on a regular quarterly basis, that's using NPD data. You know, 80% or 90% of the industry provides that, and we're seeing share gains using that. It's an independent, they, they measure everybody the same, and, please do that. If you look at Technomic, that Dave said, you know, the Technomic outlook, I believe, for this year, calls for independents to be down a couple%, and I think change to be flattish, kind of overall restaurant style itself. If you think of where, where we are, relative to that, of the strong independents continuing to grow at, you know, 5%-6%, and again, then in, in chain, a little bit slower, but again, that, that hasn't been our focus. You know, we will, we will take all day continuing to grow at a much faster pace with independent healthcare and hospitality, and that remains the focus. Okay, thank you. On your sales associates, obviously, with the increase in they're selling more, they're gonna make more money. Could you talk about, sales product, you know, the, the associate, sales associate productivity versus, you know, hiring new folks, as a driver of the market share? Overall, the way we think about it when we look at market share, it's overall just how we're doing in markets, how we're doing by categories, how we're doing by restaurant types. Then underneath there, there's, as you expect, there would be a, we have a performance management process of how individual sales reps are, are performing. In parallel, we do continue to actively hire sellers, especially in those markets that are growing at a faster rate. It really is a blend, and as we think about share gains, we expect that to be driven by, by both performance management, but definitely by continued adding of sellers in those markets that are growing faster. Okay, well, I guess more of the same, and it's working right now. Lastly, following up on your, you know, your lower, cost per case and distribution, that includes fuel and mileage, right? As we unpack different things, we look at, you know, from the warehouse to delivery, sounds like it would be more on the delivery side, given, you know, some of the progress you're already making, on the routing, some, you know, income, on bringing stuff back and, obviously, fuel. Is that... You know, on a dollar basis, is that the way to think about where most of this, better results are coming versus, you know, not incrementally, just sort of like, you know, for the quarter? Overall, I guess I'll come back to where Dave talked about earlier in his comments on this is, what we're pleased with is we're seeing productivity improvement in both warehouse and delivery, so they're both contributors. They each have impacts on, yes, on, on fuel, on routing, et cetera, and they each contribute. You know, without parsing out the individual, I think the, the more important takeaway is when we think upstream on the retention, the turnover, et cetera, seeing the improvement, and that's leading to overall lower cost per case, and that's demonstrating what we're doing is working, and we expect to, to do more of that. Okay, thank you. Your next question comes from a line of Jake Bartlett from Truist Securities. Your line is open. Great, thanks for taking the question. You know, my question is about gross profits per case and the ability to, to maintain that. You understand that, that, proteins and center of the plate are generally priced on a dollar markup, so the deflation doesn't impact it. My question is whether that could, you know, allow for, you know, greater price competition. It seems to me the biggest risk is that, you know, competitors try to drive this as more with price, than service levels as, as they have over the last few years. You know, how would you assess that risk? Are you seeing any, you know, any kind of more aggressive pricing out there? You know, how do you expect to approach pricing, going forward? Overall, we feel good about the durability of our gross profit. I think, you know, for the last few quarters, we've been asked how we thought we would fare with lapping large inflation a year ago. Hopefully, what people have seen is we've demonstrated still strong gross profit results despite that. That, you know, comes back to the, the focus we've had on, you know, our own execution of initiatives driving the, the, the results that we're seeing. I think that from a macro and competitive environment, it continues to be stable. It's really back to a pre-COVID world where it's a competitive industry, and that's where we operate in, but we haven't seen a level of irrationality that's, that's any different than you would see in a normal environment. so quite healthy, and we expect to continue with strong growth profit, driving solid very good EBITDA growth. Great. Thank you so much. Thanks. Your next question comes from a line of Peter Saleh from BTIG. Your line is open. Great. Thanks for taking the question. I just wanted to come back to the CHEF'STORE conversion issue. Can you just elaborate on what that system issue was? Is the 70 basis point impact fully confined to the second quarter, or do you think any of that will bleed into 3Q? ... Peter, hi, this is Dirk. Overall, we think through there, it's we had to convert off of a system onto a new system by earlier this year as part of our purchase agreement, which we did, so all markets are converted. It's not uncommon, unfortunately, for when you have conversions of this magnitude, to have some challenges, which we did see. Let me just put it into context. When we talk about some sales challenges there, it's down low single digits, but when you compare that to independents that are in the broadline, are up 5.5%, it has a more meaningful impact there. Some of the challenges there were out of the gate conversions that resulted in issues where, you know, orders weren't fully going through, et cetera. We had less product on shelves, et cetera. That's all been remediated. It has been for a few months, and we've been focusing on continuing to get customers back in the store to, to recoup that and do expect the to get back to growth in the second half of the year. Great. Then just on the, on the leverage, being around 3 times, currently, how are you thinking about capital allocation kind of going forward? Is it more debt paydown, or do you think you'll shift a little bit more to share repurchase at this point in time, as EBITDA continues to grow and the leverage kind of comes down, naturally? Well, I would expect, and as you know, Dave comments, so we did close early in the third quarter on the Renzi Food Service acquisition, so that is a Q3 use. Then on top of that, I do expect for the near term, a continued balance of debt paydown and share repurchase. We think both are important, and we're going to continue to focus on both. I think the good working capital performance this year as a team, service levels have improved. Our teams have very methodically gone through and found those opportunities to remove some of the added stock we added when vendor service levels were lower, while still focused on maintaining high customer service levels. That's allowed us to generate even stronger working capital numbers this year, which has helped with the, the funding of the acquisition, et cetera. To directly answer your question, and have to, I expect it to be balanced, but you will see our first tuck-in M&A, which we're, we're excited about. Thank you very much. Thanks, Peter. We have reached the end of our question-and-answer session. I will now turn the call back over to Dave Flitman for some final closing remarks. Thank you all very much for joining us today. Our business is strong, and I have great confidence in our ability to accelerate our momentum. Have a great day. This concludes today's conference call. Thank you for your participation. You may now disconnect.