ArcBest Corporation

officer. Other members of our executive leadership teams will also be available during the Q&A session. Before we begin, please note that some of the comments we make today will be forward-looking statements. These statements are subject to risks and uncertainties which are detailed in the forward-looking statement section of our earnings release and SEC filing. To provide meaningful comparisons, we will also discuss certain non-GAT financial measures that outlined and described in the tables of our earnings release. Reconciliation of GAP to non-GAT measures are provided in the additional information section of the presentation slide. You can access the conference call slide deck on our website at arcb.com in our 8K filed earlier this morning or follow along on the webcast. And now I will turn the call over to Judy.

Thank you, Amy. And good morning, everyone. I'd like to begin by expressing my sincere appreciation to our employees. Your unwavering commitment to our customers, your pursuit of excellence, and your ability to lead through change continue to distinguish our best in a dynamic and competitive industry. Before we dive into the quarter's results, I want to take a moment to reflect on how we think about our business and how we lead through uncertainty. We are now three years into a soft-grade environment. When I compare today's challenges to those of 2008, a time many of us remember well, the strength and resilience of our best strategy are clear. Our forward-thinking, customer-centric approach combined with execution is delivering results. We remain focused on growth, efficiency, and innovation. These priorities guide our decisions and investments, enabling us to build agility into our operations and drive meaningful productivity gains. Every dollar we invest, whether in technology, talent, or infrastructure, is aligned with our strategy and aimed at creating long-term value for our customers, our employees, and our shareholders. This strong foundation has positioned us well to navigate continued headwinds. In the second quarter, the freight environment remained challenging with softness in manufacturing, a sluggish housing market, and added uncertainty around the future path of interest rates and tariffs. Despite these pressures, our best strategy was executed with discipline and served our customers with excellence through our integrated logistics solutions. We generated just over $1 billion in revenue and $45 million in non-GAAP operating income for the quarter. Our investments in innovation and technology continue to pay off. For example, in our ADF business, we're leveraging AI and predictive analytics to optimize labor planning, delivery routing, and dock operations in real time. These tools are reducing costs, improving service, and enhancing flexibility across our network. As a result, the second quarter marked our most productive quarter since 2021. That same proactive mindset guided our response to the recent NMFTA classification update. We anticipated potential disruption and took early strategic action, collaborating with the NMFTA, engaging with customers, and applying our costing expertise and freight dimensioning tools to help them navigate the changes with confidence. Many customers also turned to our packaging engineers who are experts in optimizing freight to reduce damage, improve efficiency, and lower costs. Shifting gears, I'd like to update you on two recent changes to our board of directors. We're pleased to welcome Tom Albrecht to the board. Tom brings over 35 years of transportation and logistics industry experience and currently serves as the chief revenue officer at Reliance Partners. His deep expertise in finance, capital allocation, strategy, and insurance, as well as his recognition as a seven-time Wall Street Journal All-Star, will be a tremendous asset as we continue to execute our long-term strategy and deliver value to our shareholders. Also, after 14 years of dedicated service, Steve Spinner will retire from the ARCVEST board following our October meeting. Steve has been a valued advisor, serving as our lead independent director and a member of the audit committee, and I have thoroughly enjoyed working closely with him. His experience leading companies through transformational growth has been especially helpful as ARCVEST has transformed into an logistics company. On behalf of ARCVEST and the board, I want to thank Steve for his service, leadership, and commitment. We continually assess our board size, composition, and balance of skills and characteristics to drive long-term shareholder value, and we expect to announce additional updates in the coming months. Finally, as I recently announced, I plan to retire as CEO at the end of the year. Seth Runsor will succeed me as ARCVEST's next CEO. Seth and I have worked closely together for many years. He is a values-driven leader who consistently delivers results, and I have full confidence in his ability to lead ARCVEST into the future. I'll continue to support him and the company as chairman of the ARCVEST board. And with that, I'll turn the call over to our CEO-elect and president of ARCVEST, Seth Runsor, who will share more about our progress and priorities for 2025.

Thanks, Judy, and good morning, everyone. I'm honored to lead this incredible company and deeply grateful to Judy for her visionary leadership and to the board for their trust in me. Having been with ARCVEST for nearly 18 years, I know this business and this industry well. My time as ABF president gave me a front-row seat to the power of our strategy. And now, as ARCVEST president, after spending time with our customers and teams across the organization, my conviction in that strategy has only grown stronger. As we've emphasized throughout the year, our 2025 priorities are clear, driving profitable growth, advancing our for customers, and focusing on optimization and efficiency. We're making meaningful progress on all fronts. Earlier this year, we realigned resources to better serve our customers and invested in our sales teams, particularly across LTL, truckload, and managed solutions. These changes are already delivering results. Our pipeline is stronger, with half of the opportunities tied to LTL and significant growth in both managed and truckload. Despite ongoing market headwinds, these internal efforts drove -over-year shipment growth in our asset-based segment in the second quarter. We averaged 21,000 ABF shipments per day, a 6% increase. We added over 100 new core LTL accounts, positioning us well for future upside as the volume declined -over-year, we delivered stronger margins and improved profitability. This reflects deliberate strategic choices, focusing on small and mid-sized business customers and reducing lower margin freight. We're reallocating capacity towards more attractive opportunities in its paying off. Our managed business continues to gain momentum, with double growth in both shipments and revenue. Second quarter managed revenue reached an all-time high. This success stems from our ability to help customers adapt quickly, whether by shifting distribution strategies, optimizing modes, or leveraging our technology and expertise. And because managed feeds LTL, truckload, and other services, it strengthens the entire ArcBest network. This is the power of our integrated model. We're also expanding our digital quote pool, a key enabler of our dynamic pricing strategy. With deeper integrations across TMS providers and 3PLs, we've grown daily quote volume to over 200,000 quotes per day. That gives us more opportunities to match the right freight with the right capacity at the right price, sharpening our pricing intelligence and driving incremental profit, even in a soft freight environment. Together, these results underscore the strength of our strategy, one built for margin expansion and sustainable, profitable growth. We're also driving measurable value through innovation and efficiency. Our city route optimization platform, now in phase two, and active in over half of our service centers, uses AI and historical data to dynamically optimize routes. Planners can now adjust routes with a single click when conditions change, maximizing resource utilization and improving service consistency. Phase three, now underway in a dozen locations, introduces real-time pickup optimization using AI to predict demand and position drivers where they're needed most. We're also rolling out our dock management system built on box technology. This platform enhances visibility into dock operations with real-time dashboards and prioritization tools, streamlining workflows and improving both speed and accuracy. As shipment volumes increased in the second quarter, our manpower planning tools helped us respond with agility, aligning labor with demand, while improving operational efficiency. These are proprietary tools that support data-driven decision-making, from workforce planning to customer service automation. We're embedding intelligence into every layer of our operation. We're also seeing strong returns from our investments and people. In the first half of the year, our compliance training teams visited 18 service centers, delivering targeted support that's already driving results. These efforts have contributed to $14 million in cost savings through better process adherence, smarter use of technology, and enhanced safety practices. Over 230 software installations were paired with in-person training to ensure employees are equipped to succeed. This reflects our broader strategy, invest in people to unlock value. By embedding best practices and ensuring consistent execution, we're building a safer, more efficient operation that supports both service reliability and long-term growth. Our strategy and optimization team, led by Christopher Atkins, continues to drive high-impact improvements. In the second quarter, the team performed a deep dive on truckload operations, where they identified inefficiencies tied to external load boards. While these boards improve buy rates, they also generate low-value inbound calls. To address this, we enhanced our automated call routing system using AI, prioritizing high-value inquiries, and improving carrier support. This boosts productivity and is scalable across the business. And importantly, our integrated approach to efficiency is amplifying the capabilities of our people, especially new hires. With intuitive platforms, embedded training, and guided workflows, they're ramping up faster and contributing sooner. As these tools continue to scale, we will see even greater opportunity ahead. Looking forward, we remain focused on disciplined execution, delivering long-term value for our customers, our people, and our shareholders. I'm excited to build on the strong foundation Judy laid and continue ARCBEST's legacy of innovation and service. With that, I'll turn it over to Matt to walk through the financials in more detail.