CCC Intelligent Solutions Holdings Inc. Common Stock Q2 2026 Earnings Call

Good day and thank you for standing by. Welcome to the CCC Intelligent Solutions conference call. At this time, all participants are in a listen only mode. After the speakers presentation, there will be a question and answer session. To ask a question during the session, you will need to press star one. One on your telephone. You will then hear an automated message. Using. Your hand is raised to withdraw your question, please press star one. One again. Please be advised that today's conference is being recorded. I would now like to hand the conference over to your first speaker today, Bill Warmington.

Thank you. Operator. Good morning, and thank you all for joining us today to review. Kq's second quarter 2020 financial results, which we announced in the press release issued earlier this morning. Joining me on the call are Githesh Ramamurthy, KCS chairman and CEO Rod Kristo, KCS interim CFO Tim Welsh KCS president and Katie Coleman, KCS Treasurer and Chief Finance. The forward looking statements we make today about the company's results and plans are subject to risks and uncertainties that may cause the actual results and the implementation of the company's plans to vary materially. These risks are discussed in the earnings releases available on our Investor Relations website and under the heading Risk Factors. In our 2020 Annual Report on Form 10-K filed with the SEC. Further, these comments in the Q&A that follows are copyrighted today by CCC Intelligent Solutions Holdings Incorporated Any recording, retransmission, or reproduction, or other use of the same, for profit or otherwise without prior consent of C-cc is prohibited in a violation of United States copyright and other laws. Additionally, while we will provide a transcript of portions of this call and we've approved the publishing of a transcript of this call by a third party, we take no responsibility for inaccuracies that may appear in the transcripts.

Please note that the discussion on today's call includes certain non-GAAP financial measures, as defined by the SEC. The company believes these non-GAAP financial measures provide useful information to management and investors regarding certain financial and business trends relating to the company's financial condition and the results of operations. A reconciliation of GAAP to non-GAAP measures is available in our earnings release and is available on our Investor Relations website. Thank you. And now I'll turn the call over to Githesh. Thank you. Bill, and.

Thanks to all of you for joining us today. I'm pleased to report that Ccxi delivered another quarter of solid top and bottom line results. These results reinforce our belief that Ccxi is becoming the connective layer for the insurance economy, helping participants make informed decisions. Take action, and operate more effectively across an increasingly complex ecosystem. In the second quarter of 2020. Six, total revenue grew 10% year over year to $286 million, above the high end of our guidance range Adjusted EBITDA was 115 million. Also above the high end of our guidance range. Today, I'd like to focus on three themes that continue to frame. Both our near-term momentum and our long term opportunity The first. How C.c.c. is thriving in an AI driven world. The second is how there is translating into strong customer and revenue momentum. And third is how solving for rising complexity. Gives us confidence in Kq's long term growth opportunity. Let me start with how Ccxi is winning in an AI driven world. We are a scale player in AI today. Generating more than $120 million of annualized revenue from AI based solutions that are growing at nearly 50% year over year. But the. More meaningful takeaway is what that growth tells us about how our customer behavior is evolving Customers are increasingly focused on deploying AI.

To generate measurable business outcomes. Just as importantly, these deployments are frequently backed by multiyear commitments, providing further evidence that customers view AI as a strategic priority and as a long term technology partner Customers are not buying a model. They are buying business outcomes. They care about accuracy, efficiency. Customer experience, and economic value. We believe the great. Value from AI comes when it is embedded directly in customer workflows and decision points That is where. See. Combination of AI proprietary data ecosystem connectivity and deeply integrated workflows. Can help customers. Operate more efficiently and make more informed decisions. To understand why this matters. I'll walk you through two examples. When a. Baer facility asks an insurer to approve a change to an estimate, the request triggers a review process that has historically been slow, manual and passed back and forth by hand. CSX sits inside that exchange. As a result. Customers can configure our AI based tools based on their own rules and workflows to automate routine request handling and route exceptions for review and appropriate. The result is fewer manual reviews, faster decisions when review is needed, and greater efficiency. All without asking customers to change how they work.

In. Insurers sell claims faster repair facilities move cars through their base more efficiently, and drivers get back on the road sooner. Another. Example is parts. Ccxi sits at the center of the parts procurement process connecting OEMs, suppliers, insurers and repairers through a common platform. Nearly every major OEM now participates in cci's parts network, and we are embedding AI throughout the procurement process. To help streamline sourcing workflows and reduce administrative effort by simplifying coordination across multiple participants and systems Ccxi helps customers operate more efficiently. While improving consistency and compliance with buyer policies. These are just two of dozens of essential business processes. Supported on the C.c.c. platform We help run day to day operations for over 900 000 users, powered by AI trained on tens of millions of claims and refined through years of real world use that combination of proprietary data, embedded decision points, and ecosystem connectivity is difficult to replicate, and helps make ccxi the network of action for the insurance economy. My second theme is how this positioning is translating into strong customer and revenue momentum. The strongest evidence of customer confidence is what customers demonstrate through multi-year deployments. Contract expansions, and adoption of new workflows.

Last. Quarter, we highlighted several important customer wins with Liberty Mutual and Allstate, Liberty mutual decided to deploy a significant portion of its casualty business on the Ccxi platform and Allstate selected C-c-c for its third party casualty operations. This momentum continued during the second quarter, with additional customer expansions and AI adoption milestones. For example, this quarter, we had two top five insurers expand their use of KCS AI enabled claims workflows through their deployment of our first look solution. One of these carriers added first look in conjunction with a multiyear extension of its auto physical damage solutions. While the other added it under an existing multiyear agreement. These wins highlight the operational value of the solution by identifying total loss earlier in the process. Insurers can reduce rental and storage costs. Repair facilities can focus capacity on repairable vehicles and consumers receive faster claim resolution. In addition. Last quarter we highlighted a top five insurer that renewed and expanded its partnership with C-c-c through a new multi-year enterprise agreement covering our core APD platform and the full suite of AI enabled APD solutions. This quarter, that same insurer further expanded its relationship with C-c-c, becoming the largest carrier yet to adopt our AI powered subrogation solution.

With deployment scaling rapidly. This decisions by the industry's largest carriers underscore a broader trend. Insurers are increasingly moving AI from pilot programs to production scale deployment across complex, high value workflows, where consistency and productivity matter most. Importantly, these deployments are occurring at renewal and mid-cycle as customers gain confidence in the business value. Our solutions deliver. They're more frequently expanding their use of KCS. AI capabilities. During existing contract terms. We are seeing similar adoption trends across repair facilities, especially large multi-store operators or MSOs The second quarter, we renewed and expanded our multiyear agreement with one of the nation's largest independent collision repair operators. This MSO has been a leader in adopting AI technology. Across its repair facility organization, and was the first MSO to adopt Mobile jump start back in 2025. Today, the organization uses jump start to initiate approximately 98% of its repair estimates and is an early adopter of mobile jump start, 2.0, which leverages a AI to support faster, more consistent estimate creation. These investments reflect the organization's continued commitment to using AI enabled workflows to improve efficiency, support teammates, and enhance the consumer experience. We are seeing strong adoption of AI based solutions across other large MSOs, as well, including double digit increases in participating repair facilities in estimates initiated through Jump.

Importantly, this adoption is occurring across some of the industry's largest repair organizations, reinforcing our view that AI enabled workflows are becoming embedded in day to day operations at enterprise scale. Taken together, these examples demonstrate how AI adoption is moving beyond pilots into production. Across the industry's largest and most sophisticated insurers, and repair organizations. Because these organizations. Typically conduct extensive testing before deploying new technologies at scale. Their move from evaluation to enterprise wide adoption provides a powerful signal to the rest of the industry that AI enabled workflows are delivering measurable business value. My third theme is how solving for rising complexity gives us confidence in Csc's long term growth opportunity. Every claim creates its own supply chain, towing, diagnostics, part sourcing, repair, calibration, rental, medical care, payments, and subrogation coordinated across insurers, repairers, suppliers, OEMs, and consumers as vehicles, medical procedures and regulatory requirements continue to evolve and become more complex, orchestrating that ecosystem is becoming more challenging. The. That is where Csc's platform becomes even more valuable. Customers want integrated solutions that bring participants together to solve shared business problems. As a result, the ability to help participants coordinate across the ecosystem is becoming a more important strategic differentiator.

Over the past five years, we have invested heavily in building a robust partner ecosystem. Today, we work with more than 250 ecosystem partners across the insurance economy, helping our over 35,000 customers navigate more complex workflows while maintaining consistent processes These partner relationships span over 20 different business areas, ranging from towing and salvage to consumer engagement. One. Example of how connected workflows are creating value is our partnership with Sunwin, which offers consumers an integrated financing option when they drop off their vehicles for repair As insurance deductibles and repair costs continue to increase. This solution can help consumers manage out-of-pocket expenses while enabling repair facilities to convert more estimates into repair orders. Because the financing option is embedded directly into the repair workflow Consumers can access financing at the point of service without leaving the process. We have seen. Rapid adoption since launching the solution in April, with more than 2000 shops onboarded and millions of dollars financed. In addition, one of the nation's largest MSOs has deployed the solution across its coast to coast network. Another example is our work with Tempest, a partner that helps insurers analyze, evaluate and resolve medical claims rather than requiring adjusters to lead.

Their claims workflow and engage separate vendors. These services are integrated directly into Csc's platform, allowing referrals, reviews and outcomes to flow automatically through the process Today, approximately 20 carriers use the integrated solution, including multiple top ten insurers. A third. Example of how C-c-c helps coordinate increasingly specialized repair workflows is our expanding network of diagnostics partners. Diagnostic scans after an accident. Are key to modern vehicle repair. Which often requires coordination among insurers. Repair facilities, diagnostic providers, OEMs, and parts suppliers, each with information. The others need to make decisions. To. We work with ten diagnostics partners across the ecosystem. Our diagnostic solutions. Help create greater consistency in reporting, improve scan verification and increased transparency between repairers and insurers. OEM customers have strongly endorsed these capabilities as critical to both repair quality and vehicle safety In addition, several OEMs have extended their relationships with C-c-c through connected car initiatives such as our Accident Advisor solution, which helps create a more seamless experience for drivers following an accident. As you can see from the examples we've discussed today. C-c-c is. Becoming the network of action for the insurance economy. For the past several years, we have developed the core components of that network across auto, physical damage, casualty, subrogation and adjacent workflows.

As customers shift their AI expectations and deployments from inside generation to operational execution, we see opportunities for Agentic orchestration to connect our deeply embedded workflows, improve coordination, streamline operations, and help our customers. Create better outcomes Across the insurance economy. In closing, the common thread, we see across all three themes is that customers are operationalizing AI through trusted workflows that connect the insurance economy. AI adoption, customer momentum, and rising complexity. Are reinforcing one another. Strengthening Cci's leadership position, and creating additional opportunities for growth as AI becomes more deeply embedded in day to day claims operations. The value of Csc's trusted workflows, ecosystem connectivity, and decision enabling capabilities. Continues to increase We believe these trends position. C-c-c to deepen customer relationships, expand our role across the insurance economy, and create long term value for our customers and shareholders alike Taken together, they reinforce our confidence in the durability of our business and the long term growth opportunity ahead With that, I'll turn the call over to Rod Thanks, Githesh.

As Githesh outlined, Q2 was a solid quarter with revenue growth and profitability ahead of expectations. We continue to see momentum in the adoption of our AI based solutions across many of our large clients. Now. Turning to the numbers, I'll review our second quarter 26 results and then provide guidance for the third quarter and full year Total revenue in the second quarter was $286 million, up 10% from Q2 2025. And above the high end of our revenue guidance range. Of the 10% growth. Approximately seven and a half points was driven by cross-sell, upsell, and adoption of AI solutions across our client base About two and a half points of growth came from new logos. In the quarter. Revenue from AI based solutions contributed four points of growth. This was primarily driven by our APD solutions. Subrogation and Evolution IQ. AI based solutions continue to represent an important and expanding part of our portfolio, accounting for approximately 11% of total revenue in the second quarter and growing approximately 45% year over year. Now turn. To our key metrics for software gross dollar retention or GDR and. Software. Net dollar retention, or NDR, GDR. Captures the amount of revenue retained from our client base compared to the prior year period in Q2 2026, our GDR with 98% in line with last quarter.

Please note that since we started reporting this metric five years ago, GDR has been between 98 and 99% and has either rounded up or rounded down, primarily because of the churn in the repair shop industry We view the consistency of this metric as evidence of the value we deliver and the multiple benefits of participating in the Ccxi network. Our strong GDR is a core tenet of our predictable and resilient revenue model. Next, dollar retention captures the amount of cross-sell and upsell from our existing clients compared to the prior year period. As well as volume movements in our auto physical damage client base. In Q2 2026, our NDR was 107 and in line with Q1 2026 and up from the full year 2025 level of 106%. Now I'd like to. Review the income statement in more detail. As a reminder, unless otherwise noted, all metrics are non GAAP. We provide a reconciliation of GAAP to non-GAAP metrics in our press release Adjusted gross profit was $217 million in the quarter, with an adjusted gross margin of 76%, which is down modestly from 77% last quarter and from 78% from a year ago. The underlying economics of the business continued to demonstrate leverage and scalability.

We remain confident in our ability to progress towards our long term target of approximately 80%. As the newer solution revenue scale and offset recent investments in terms of expenses. Q2 2026, adjusted operating expenses were 116 million, up 7% year over year, which was due to higher resource related expenses. Professional service fees and technology investments. Adjusted EBITDA for the quarter was 115 million, up 7% year over year and above the high end of our guidance range Adjusted EBITDA margins were 40%, down about 110 basis points year over year However, when you normalize for a $2 million one time benefit related to the exit of a vendor relationship in Q2 of 2025, margins were roughly flat year over year. For the first half of 2026, adjusted EBITDA margins were 41.6%, up about 110 basis points year over year, and up about 150 basis points, excluding the vendor benefit. Stock based compensation as a percent of revenue was 11% in Q2 of 2026, consistent with Q1 of 26 and Q4 of 2025. We now expect full year stock based compensation in 26 to be in the range of 11 to 12% of revenue, down from our earlier estimate of 13%. We are on a path to high single digits as we move into 2027.

Now let's turn to the balance sheet and cash flow. We ended the quarter with $116 million in cash and cash equivalents, and $1.3 billion of debt. At the end of the quarter. Net leverage was two and a half times adjusted EBITDA. Our. Record of strong cash flow generation continued in Q2. We generated $82 million in free cash flow during the quarter, compared to $27 million in Q2 of 2025. On a trailing 12 month basis, free cash flow totaled $308 million, an increase of 36% year over year, and free cash flow margin expansion of 500 basis points to 28% versus 23% a year ago. Approximately 200 basis points of this expansion was the result of favorable timing of tax payments and Q2 of 2026. We are committed to a capital allocation framework that balances investment in the business balance sheet strength and the return of excess capital to shareholders in order to drive long term shareholder value. Our strong cash flow generation provides us with significant flexibility to execute against these priorities while maintaining a prudent leverage profile. We'll now turn to guidance for Q3 2026. We expect revenue of 289.5 to 291.5 million, which represents 9% growth year over year. At the midpoint, we expect adjusted EBITDA of 118 to 120 million, a 41% adjusted EBITDA margin at the midpoint for the full year 2026, we expect revenue of 1.158 to 1.164 billion, which represents approximately 10% year over year growth at the midpoint for adjusted EBITDA, we expect 485 to 491 million, which implies a 42% adjusted EBITDA margin at the midpoint.

So. Three points to keep in mind as you think about the Q3 and full year guide. We have narrowing and raised the midpoint of our full year revenue growth guidance range from 9 to 10% to nine and a half to 10%. Reflect Q two solid performance and the momentum we continue to see across the business. Second, the guide implies year over year revenue growth for Q3 and Q4 of about 9%. This is consistent with the guidance we provided in April. This reflects approximately one point of headwind from the roll off of legacy first party cash fleet business. We discussed last quarter Third, our guidance reflects continued progress on our margin expansion objectives for the second half of 2026. Adjusted EBITDA margin is expected to be approximately 42.5%, up roughly 50 basis points year over year. As a reminder, we manage the business to full year profitability objectives and individual quarters can be affected by the timing of investments, activities and expenses relative to prior quarter and prior year. At the high end of our full year guidance range, adjusted EBITDA margin expansion is expected to approach 100 basis points year over year, and we remain confident in our ability to deliver continued margin expansion through operating leverage and disciplined expense management.

In. Closing, we feel very good about the financial position of the business and the durability of our operating model. The continued growth of our AI based solutions, which now represent approximately 11% of revenue, and our growing substantially faster than the overall business, provides additional confidence in our ability to drive durable revenue growth over time. We. Solid revenue growth and profitability while delivering exceptional free cash flow generation. During the quarter and maintaining a prudent leverage profile. Our strong cash flow generation, recurring revenue model and disciplined expense management continue to provide meaningful financial flexibility as we invest in the business and execute against our long term growth objectives. We are now ready to take some questions. Thank you.

Thank you. At this time, we will conduct the question and answer session. As a reminder to ask a question, you will need to press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. Please limit one question at a time. Please stand by while we compile the Q&A roster. Our first. Question comes from Dylan Becker from William Blair. Your. Line is open.

Hey, everybody. Appreciate it. Here. Maybe. Cash or. Or Tim as well for you. Here we talked a lot about customers. Looking to buy outcomes and their ability to now move to the deployment stage. You got the evidence in the top five momentum. You guys are seeing. But your perspective on how this validates kind of the value of your ecosystem and maybe the to the extent conviction in those outcomes. Up, being even more clear in the conversations that you're having with large carriers, kind of the conviction, those large carriers have and continuing to progress down these conversations. Thanks.

Dylan. I think Tim was going to take this question.

Terrific. Thanks. Dylan really appreciate your your question on this. So as Githesh alluded to in his comments, when carriers. Are pick. Our solutions. They have done so after extensive testing of the. Typically, the AI solutions. At this point. And you can imagine. They want to make sure that they are getting real value for these. However, they define value. And so what we're seeing is a rapid adoption of those because it's becoming clearer and clearer that the tools are robust and really generate value in the near term. But your second point is also important, which it connects broadly to the network. And Jitesh in his comments, highlighted an interaction between a repair facility and an insurer, which is much more efficient because of our tools. And so that would be an example of the value that gets created. So you're absolutely right. What we're seeing is there's a focus on the value creation for the our all of our customers in the system and that we're demonstrating that value. And that is leading to the increased adoption that you're seeing across our various products and across the whole ecosystem. Hope that's helpful.

Yeah, very much so. Thank you. Tim. And then maybe if I could follow up on that to appreciate the disclosure around AI being 11% of the business and growing kind of 45%. So very clear. And that pace of adoption. But I guess just if we think about kind of the internal change management components. Customers kind of committing and signing up for these products, but how quickly can they actually deploy and ramp those deployments? Maybe more importantly, and as we think about that, the near term implications as that ramp builds relative to kind of the long term visibility you have, once that gets to a broader deployment. Thank you Yeah, sure. Look, this is the benefit of having done this for a very long period of time, right? We are ten years into our AI journey, and we have been working with many of our customers with our first commercial rollout in, you know, five years ago. So we've been working closely with customers. And this is where your earlier point that you made about outcomes are extraordinarily important because just having an AI versus delivering actual cycle time reduction, customer experience differences, efficiency gains. So our customers have actually tested, deployed and have gained confidence because we have literally tens of thousands of users who have now gotten more comfortable with our AI.

And the results it's producing. And as a result, as our customers have gone through the extensive pilots that Tim talked about and evaluations, they're also starting to look at how do I deploy this? How do I deploy this? What changes should I make to my process And we've also made significant investments in our go to market teams in terms of change management, how we execute that change management as a result, you are seeing our AI starting to generate a larger and larger percentage of our growth. It is all of those things. Exactly. As you pointed out, working in concert.

Thank you. Githesh.

Thank you. Dylan.

One moment for our next question. Thank you. Our next question comes from Tyler Radke from Citi. You're on your line is now open.

Good morning. Thank you for taking the question here ., so you talked about the back half guidance in Q4, specifically implying about a 9% exit rate. And I know there's some moving pieces there ,, adjusting for., you know, some parts of the portfolio, but how should we think about how you're looking at the underlying, momentum of the business heading into next year? And I guess what I'm wondering, I mean, obviously the, the AI. Momentum, you know, 45% growth is very,, is very healthy. So at what point do you think that gets us back to sort of a double digit growth profile? And as you think about the conversations and pipeline that you're having with your customers around AI, do you think 2027 is the year we really start to see it meaningfully accelerate the top line or, or maybe that's still a bit too early. I just would love your thoughts there. Thank you.

I'm going to turn it over to Katie to take that one.

Hey, Tyler., yeah, I think when you look at the performance of the business right now. We've seen meaningful growth acceleration this year. So if you think about last year. Organic revenue growth was 7%. Now we're guiding to 10%. That's all organic growth for the full year., our AI revenue is contributing in a more meaningful way ., but the. Core remains very consistent., you know, so I think you are seeing that play through the dynamics that we're seeing in the second half of the year. There's really no change to the underlying growth profile of the business other than we've talked about the one point of headwind from the transition of the casualty customer., so if you normalize that in the second half, you're still looking at a 10% growth ., for the. Guide that we expect, we're not going to guide or provide expectations for 2027 at this point in time, but we feel really good about the momentum of the business and how our solutions both across the core., the core side as well as the AI of being able to,, to deliver, you know, solid growth as we go forward.

Thank you.

Thanks.

One moment for our next question. Thank you. Our next question comes from Alex Gogolev from JP Morgan. Your line is now open.

Hi, this is Bella on for. Alexei. Thanks for taking our question. So just zooming in on the roughly four points of growth coming from AI this quarter. Just breaking that down. How much of that coming from deeper rollout or throughput that customers that are already live versus new module attach, and which of those two factors do you expect to be the larger driver in the back half?

Your line was breaking up a little bit. I think you were looking for more color around the 4% growth. And. Whether that's coming from either existing customers or new customers adopting new, new modules, the short answer is both. We are seeing. We're seeing both. Right. Existing customers expanding, adding new solutions. Like, for example, a large top five carrier that we announced not only renewed all of their core solutions, but added a brand new AI solution that that will start getting added in the first quarter. We talked about a customer that a very large customer that renewed all our core. But then started and then added a whole layer of our full suite of AI. And in the second quarter, we saw that customer actually now add our subrogation solution. So the answer. The short answer is customers are continuing to convert from evaluations and pilots as well as adding some of our newer solutions like first look and subro and some of our newer solutions.

Got it. That's very helpful. Thank you.

Well.

Thank you. One moment for our next question. Thank you. Our next question comes from Chris Quintero from Morgan Stanley. Your line is now open.

Hey, good morning. Thank you so much for taking the questions here. I wanted to ask about the go to market motion and how you're thinking about that as it relates to your AI solutions., really curious or really interesting to hear about how some of your customers. Obviously are adopting those solutions at renewal, but also some are doing it mid cycle. So just curious how you're thinking about targeting those customers, which ones to target first and how that goes, goes forward.

Thanks so much for this question. What we're seeing with our customers. A couple of things just to build on what Githesh just commented on. For many of our customers, they have our underlying workflow or estimating solutions. They have those traditional solutions and what they're doing is they are adding on new AI solutions on top of those. So this is very important because what we're doing with our AI solutions is building on the strength of the platform. We already have, as opposed to trying to replace or in any way cannibalize that growth. So AI solutions are additive to what we are doing. And what happens, as has been alluded to in the past couple of quarters, is we're seeing a lot of carriers at renewal do exactly that. Adding on the AI solutions. But as your question also suggests, we are seeing carriers get through the testing of the additional AI solutions often before they want. They renew and they want to capture that value right away. So what we're seeing and was alluded to in some of the examples today, for example, subrogation, we're seeing new add ons that are separate from the renewal. So it is a parallel go to market motion.

It is adding on AI at the time of renewal. And adding on AI in between renewal cycles. Because of the value that those products are created. So that's, that's we're seeing both elements of what you just described.

Thank you so much Thank you.

Thank you. One moment for our next question. Our next question comes from Shalom Rosenbaum from stifle. Your line is open.

Hi, this is Adam. Could you discuss the legacy IQ business? The legacy business performing in terms of sales implementations in the pipeline across with existing clients. Thanks.

Sure.

You know, look, it continues to be solid. We are, you know, feel good about the acquisition. And, you know, the other exciting thing about Ike. You know, is apart from the fact that it's now expanded our solutions into the disability market, both for large carriers as well as some of the private insurers, you know, private employers. So we see that expansion. That's been great, but more exciting and maybe as exciting is the fact that we are now have built new products using that core technology, especially for our casualty operations. It's a solution called med Hub, which uses a synthesis capability to synthesize and provide guidance for very complex medical claims for auto as opposed to disability. And that is also being very well received by our customer base. Hope that answered the question.

Yes. Thank you.

Thank you. One moment for our next question. Our next question comes from Bill McNamara. From encore. I s your line is now open.

Hi.

This is Bill on for Kirk. And thanks for taking my question. You highlighted your largest carrier went to date for the AI enabled subrogation solution. Can you discuss what differentiated Ccxi in that evaluation and whether you view this as an important reference? Customer that could accelerate adoption across the rest of the customer base?

I just to thank you for the question about subrogation. This is a bit of an esoteric area of insurance, which is this is where carriers communicate between each other about how to resolve a case or claim that may have affected two, two different parties And this is a process that is has historically been quite manual in a lot of cases, without a lot of really leading edge technology. And what we saw in this particular case. Is that this is a carrier who was looking to make sure that they could efficiently take in requests from other carriers, and they could resolve those as quickly as possible. And this is a classic example of where our AI solutions, not just in subrogation, but throughout the claim, because we have all aspects of the pictures and other things that happen in the claim that we can come up with insights about that, that allow for more rapid and more accurate resolution And that is a differentiator. It reflects not only the great use of AI, but it reflects the use of our whole network, our whole ecosystem to help provide insights. And that's part of the distinctiveness of our product.

And part of the reason that we were able to create such ,, great value for this particular carrier. And we are seeing a lot of momentum for this kind of solution in the market. Absolutely.

And definitely a great reference, but also the point that Tim just made, which is this is the vital key difference between a point solution and a solution that integrates across the entire workflow.

Helpful. Thank you.

Thank you. One moment for our next question. Our next call comes from Samata Simmons from Jefferies. Your line is open.

Hello all. This is Joey on for Samad. Congrats on the solid results and thank you for taking our question. Touching back on the full year, adjusted EBITDA guide, and it implies a steeper ramp in for Q relative to three Q. I know you mentioned impacts from the timing of expenses. And just a clarify some of the expenses from two. Q slipped into three Q causing that steeper for Q Excel. And. And is there any incremental color you can provide on the nature of those expenses. Thank you.

It's. Important to note that when we look at margins, we generally look at them over the full year. And that individual quarters., things do move between quarters. We do say in Q2 we have our industrial industry conference that can affect margins. But when you look at the full year, we're still on track to deliver 100 basis points of expansion at the high end of the guide And so I think year to date, we're showing 100 basis points improvement. So I think overall one quarter. Will being down a bit isn't concern. We typically look at the full year and for margin expansion.

Understood. Thank you very much.

Thank you. As a reminder to ask a question, you will need to press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one. One again. This concludes our Q&A session. I would now like to turn it back to Ganesh Ramamurthy for the closing remarks.

Hey, thank you very much for your questions. You know, what I would do is if there was one takeaway from today's discussion, it is that the same trends reshaping our industry, our strengthening KCS position within it. Our customers are operationalizing AI through trusted production scale workflows. They're deepening their commitments to solutions that deliver measurable business outcome and bottom line. Solving complexity That is a huge part of it. So those three things, those three trends we think are critical and which is why we remain excited about the opportunities in front of us. And I'd also like to take this opportunity to thank our customers, our shareholders, and every cxr who participates in helping make the company who we are today. Thank you for joining us today, and we look forward to keeping you updated in the future.

Thank you for your participation in today's conference. This does conclude the program. You may now disconnect.