TWI Q3 2026 earnings call transcript, October 29, 2026

Good morning, ladies and gentlemen, and welcome to the Titan International Inc. second quarter 2026 earnings conference call. At this time, all participants have been placed in a listen-only mode, and we will open the floor for your questions and comments after the presentation. If you need assistance during the call, please press star followed by the zero on your telephone keypad. On the call today are Paul Reitz, Titan's President and CEO, Tony Ahili, Titan's Senior Vice President and CFO, and David Martin, Chief Transformation Officer. We will begin with a reminder that the results management is about to review were presented in the earnings release issued this morning, along with the Titan's form 10Q, which was also filed with the Securities and Exchange Commission this morning. As a reminder, during this call, management will be discussing certain forward looking information, including the company's plans and projections for the future that involve risk, for the future. Thank you very much.

In addition, today's remarks may refer to non-GAAP financial measures, which are intended to supplement but not be a substitute for the most directly comparable GAAP measures. The earnings release, which accompanies today's call, contains financial and other quantitative information to be discussed today, as well as the reconciliation of the non-GAAP measures to the most comparable GAAP measures. The second quarter earnings release is available on the company's website. A replay of this presentation, a copy of this presentation, a copy of this presentation, a copy of today's transcript, and the company's latest quarterly investor presentation will all be available soon after the call on Titan's website. I would now like to turn the call over to Paul.

Thanks and good morning. Our second quarter results reflect solid improvement from prior year with revenues of $485 million and adjusted EBITDA of $34. Our diverse business model is an important part of Titan's ability. We talk about that frequently. It enables us to continue... Thanks. ...seeding despite continuing difficult end market conditions in the Ag segment. Our one stop shop product and distribution strategy, which is well executed by our experienced team, places our customers at the center of everything we do. It is really a key element of this business model that is diverse. It allows us to continue driving success through a range of different and challenging market conditions. In our earnings release, we highlighted the fact that each of our three reporting segments accounted for between... 30% and 40% of revenues in the quarter. Within each segment, we also have further diversification, whether it be geographical, product, or end-user profile. Now, diving into our ag business, farm incomes continue to be pressured with lower commodity prices and input costs such as fertilizer due to the ongoing conflict in Iran, and along with that, borrowing costs remain elevated. You know, those factors are weighing on OEM activity as farmers are hesitant to invest large sums of money in new equipment. For Titan, our ag aftermarket business and our global footprint continues to provide some offset to that OEM weakness. When you look within the tractor category, the differentiated end users as higher horsepower units, as we all know, are used by the large row crop farmers, and they have been most impacted

by this turbulent trade policy that has been ongoing. But when you look at the lower horsepower units, they serve a variety of uses around almost any farm, and they also are used quite extensively by hobby users and municipalities. So these equipment owners have fared better than the row crop farms, and as a result, these types of users have been more active buyers on a relative basis. Looking at our consumer segment, our diversification is really a function of our ability to serve a broad base of customers and end users with our extensive product portfolio. With our wide range of off-road wheels and tires, our customers include recreational users of power sport and off-road equipment, along with trailers that are used to move that equipment, and then you also can throw in professionals like landscapers and golf course operators. As you can imagine, those varied end customers have much different motives when looking to buy tires for their equipment. A recreational user might be highly motivated by a cool tread design, or you counterbalance that with a timing of a purchase based on getting something like a tax refund or a big commission check. You know, on the other hand, the professionals that I mentioned, like a landscaper, they depend on the equipment running each day to keep up with their client schedules and make money. So as a result, worn-out tires are often a required immediate replacement, reducing the owner's ability.

So then lastly, looking at our EMC segment, we derive a significant portion of our revenues from Europe. They're driven by infrastructure activity that's influenced by some differing factors than what you would see here in the U.S. Our global footprint allows us to be a key partner for global OEMs, and along with that, when they start to focus on areas with stronger demand, we have the ability to follow suit with them. And, Marcus, such as construction and mining can also have harsh operating conditions in many cases, that would take a toll on equipment, and that creates demand in the aftermarket. So, if you tie that all together, Titan is well-positioned to continue succeeding with our diverse business model. Of course, like everyone else, we are looking forward to the day when it comes, and it will come, when you have a sustained recovery in demand across the ag segment. Many of our ag end markets are characterized by continued utility usage of machinery and equipment like I've highlighted, and that continues even in softer economic conditions. So given that, worn out tires and tracks need to be replaced, as does equipment when it fails or it ages. If farmers, similarly to the operators I mentioned, like landscapers, they're still working their fields. They still got acreage that needs to be tended to. So low grain prices will drive down and have driven down, along with the pressure from the input costs, farmer income for this year.

They're continuing to utilize their equipment. Tires and parts wear out, and that is going to necessitate replacement. So with us, roughly 45% of our aggregate sales consist of aftermarket products. And so we are therefore well positioned to benefit from that dynamic. In our ag sector, we are also a secondary beneficiary of government support. I know that gets talked about a lot, all the way up to our president and the secretary. But if you look at the farmers, I mean, they're independent, pragmatic, can-do people here in the U.S. and around the world. Government support, though,

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Okay, we'll continue. Among our priorities, we... We are focused on controlling what we can control. And with that, today, we are going to have our chief transformation officer, David Martin, share his perspective and key priorities after we have Tony go through the financials. As many of you know, David recently assumed his role after serving as CFO for seven years. And this move allows him to focus squarely on ways to improve our business as technology continues to rapidly evolve. Finding ways to reduce costs and improve efficiency is crucial in today's world. While we also continue to prioritize our investments in R&D that bring innovative value added products to the market. And in doing so, further solidify our market leading position and off road wheels, tires and undercarriage. So wrapping up, I wanted to say we remain confident in the durability and diversity of our business model, the strength of our active market position, the breadth of our product portfolio, and the dedication of our global one Titan team. Together, these advantages and other advantages to principled for our business model. It's pretty easy for a prop position tight and well to navigate cycles while continuing to create value for our customers and shareholders over the long term. With that, I'll turn it over to Tony now. Thank you, Paul. Good morning, everyone, and thank you for joining us today. As Paul noted, we delivered solid second quarter results with revenues near the top end of our guidance range and adjusted EBITDA above the top end. This demonstrates the resilience

of our portfolio and the continued execution of our team. Compared with last year's second quarter, several financial metrics stand out. Sales increased 5.2%. Consumer segment sales led our growth increasing 27%. Gross margin was solid at 15.5%. Adjusted EBITDA improved to $34 million, reflecting strong operating performance and $6 million. of tariff reforms. Free cash flow generated was $26 million. Turning to our segment performance, the results reinforced the value of Titan's diversified business model that Paul discussed earlier. In recent quarters, EMC has been a primary growth driver, and this quarter, consumer led the way, with sales increasing 27% as our Titan specialty line experienced a notable rebound in demand. Reported segment gross margin was 23.7% compared to 20.4% a year ago. The current quarter includes 4.6 million of net tariff reforms which reduce cost of goods sold. While those reforms benefited a quarter, it is important to note that our margins in recent periods were negatively impacted by higher input costs associated with tariffs, and what we can't really isolate the impact, it does factor into the comparative business performance over the past year. Our EMC segment increased 1.4% in sales compared with the Prow year, with gross margin improving 12.5% from 11.5% last year. Foreign currency translation remained a tailwind, contributing 3.2% to segment revenues,

well, North America construction OEM demand softened modestly from the first quarter. Margins benefited from the cost reduction and productivity initiatives implemented across the company's production facilities. Our agricultural segment continued to face pressure from lower farm income and elevated financing costs, which weighed on end markets activity. Segment sales declined 5% from the Prow year period. Lower activity levels the Prow year period. impacted fixed cost leverage and together with higher input costs resulted in segment gross margins of 11.4% compared with 14.6% a year ago. As we noted last quarter, activity in our Brazil agriculture business remains challenging. High interest rates, political uncertainty ahead of the upcoming presidential elections, and elevated input costs, particularly fertilizer costs. tied to the iron wall, continue to pressure farmer profitability. OEM and dealer inventory levels have also become elevated, creating additional near-term demand pressure. As a result, farmers remain cautious with equipment purchases and activity in the region remains low. Moving on, SG&A, including R&D expenses, was $58.1 million for the second quarter of 2020. Compared with $56.7 million in the prior year period. As a percentage of sales, expenses improved to 12% from 12.3% a year ago. Primarily reflecting the benefit of cost reduction initiatives. Operating cash flow was $39 million in the second quarter. Improving from a usage of $47 million in the first quarter. Consistent with normal sales.

The strong performance on cash flow was driven by focused execution by our team. To optimize our working capital investments. CAPEX was $13 million in the second quarter. Compared with $10 million in the prior year period. Primarily due to timing of capital expenditure. Year to date CAPEX remains comparable to prior year period. As we continue to make prudent and measured investments in the business. Net debt was $413 million at quarter end. Down from $441 million at the end of the first quarter. This reduction reflects progress towards one of our key priorities for the year. Which is strengthening the balance sheet and reducing leverage as we move through the year. Tax expense was approximately zero for the quarter. As we have discussed previously, our effective tax expense can vary based on geographic mix of profits and losses, and the applicable tax rules in those jurisdictions. The main driver of a variance versus the range we provided last quarter was setting discrete tax benefits recognized during the quarter and the impact of jurisdictional mix of earnings. I'll reiterate that as market conditions in the u.s. recover, we expect our tax rate to move back toward more normalized levels. For the third quarter of 26, we expect tax expense to be in the range of four to five million dollars turning now to our financial guidance for this third quarter of 2026. We expect revenue of 440 million to 400

and 60 million and adjusted EBITDA of 27 million to 33 million. For fiscal year 2026, our financial guidance remains unchanged with revenues of 1.85 billion to 1.95 billion and adjusted EBITDA of 105 million to 115 million. As Paul and I have noted, our agricultural segment continue. To operate in an uncertain environment. Given current market conditions, our prior expectation that customer activity would accelerate in the fourth quarter ahead of an anticipated agricultural recovery early next year now appears less likely. As a result, we currently expect full-year sales to trend towards the lower half of our guidance range, which would represent modest year-over-year market conditions. growth. With respect to tariff reforms, we expect an additional seven to nine million of refunds net over the remainder of the year. We intend to reinvest the proceeds back into the business with a focus on initiatives that enhance our product offerings and deliver greater value to our customers. Before turning it back over to the operator for the Q&A session, I want to hand the call off to David

the Q&A session. As Chief Transformation Officer, who will share some thoughts on key initiatives he's working on.

Hey, thank you, Tony, and good morning, everyone. Well, it's been an exciting seven months in my new role, and today I want to share how we are applying AI and transformation at Titan. Titan is a company built by people who know how to get things done with strong industry experience and an entrepreneurial culture. We make complex products, serve tough... ...in markets, and operate in places where local knowledge matters. Transformation has to build on that. The focus of my role in the CTO position is simple. Improve performance, move faster, and give people better information. And take manual... ...out of our business and functions. It won't be about chasing dreams and shining objects. I'll walk through some of those important focus areas now. First is operations. In the plants, we are connecting production data, machine information, quality data, and operator experience so teams can see issues earlier, understand root causes faster, and make better decisions on throughput, downtime, scrap, yield, and quality, among other things. The second area supports supply chain and enterprise visibility. Our footprint creates complexity in forecasting, inventory, freight, and working capital. Analytics and automation can make that information cleaner, faster, and easier to act on, helping us lower costs and manage inventory more effectively. Our third area, we have a great deal of knowledge that sits

and we have a great deal of knowledge that sits here. We have a great deal of knowledge that sits here. You.

We are building a more connected thread from design and testing through quality production and commercial feedback. We are applying that same mindset in finance, legal, compliance, contract management, workforce planning and reporting. Reducing manual work, standardizing repeatable processes and making information easy to define and use are keys to this. We have several early projects underway or getting started, including plant-level industrial analytics pilots, a new approach to contract lifecycle management, supply chain analytics improvements, an AI-driven LSW payback calculator app for sales enablement, product development cycle improvements and a new human capital management foundation through Workday. Our approach is practical. Start with a clear business owner and a real product. problem. We'll test and learn and then we'll scale where value is clear. That matters at Titan. We are decentralized and very operationally focused with our resources. Corporate can provide tools, standards, oversight and support, but the value has to show up inside the business, in the plants, with customers, in engineering, supply chain, finance and across all of our functions. Our people know the bottlenecks, the reports that take too long, the decisions that need better data, and the work that can be simplified. My job is to listen, help prioritize the right opportunities, and put support behind the areas that really matter. For our employees, the message is very simple. You don't need to become an AI expert. My goal is to have everybody stay open, look for ways to simplify work, and help us apply these tools where they can make real difference. I see that momentum building every day in my conversations with our teams across the business.

And I'm encouraged by how many people are turning to use AI productivity tools to work smarter and solve practical problems. I want to thank our One Titan team. The progress we make will come from the people closest to the work. Our plants, our commercial salespeople, engineering, supply chain, finance, all of our functional leaders, and then our business unit leadership.

The goal is to be a company that executes with stronger visibility, responds faster, improves productivity, and makes even more disciplined decisions. It's about performance at a higher level. Our AI and transformation initiatives are focused on measurable business outcomes across manufacturing, supply chain, engineering, product and business development, and administrative functions. We have identified opportunities expected to generate up to 15 million in operating improvements over the next three years. This is aggressive and aspirational, but also very grounded in the real opportunities across the business that we are already vetting. We expect to begin realizing benefits in 2027 with a target of 3 million of improvements by the end of next year. Importantly, these investments will be funded through our ongoing capital expenditure programs, so we are not increasing CapEx because of our AI and transformation initiatives. We're being very smart how we allocate our capital. As we move forward, I will be ready to share more on concrete progress and financial performance against our targets. So I'm really excited about the opportunities in front of us and look forward to getting after it in the second half of the year. So thanks for your time this morning and I'd like to turn off the call to our

operator for our question and answer session. We will now begin the question and answer session. Please limit yourself to one question and one follow-up. If you would like to ask a question, please press start. Press star one to raise your hand. To withdraw your question, press star one again. We ask that you pick up your handset when asking a question to allow for optimum sound quality. If you are muted locally, please remember to unmute your device. Please stand by while we compile the Q&A roster. Your first question from the line of Mike Chalisky with DA Davidson. Mike, your line is open. Please go ahead.

Good morning, and thanks for taking my questions. The audio has been a little funny on the call, so I may have missed a few comments along the way. I'm not sure about anybody else, but I may have missed a few sentences. Hopefully, I only have something that was already covered in the prepared remarks. Mike, yeah, I apologize for that. We got noticed in the middle of the call that the audio was bad, and we're trying to correct it, so hopefully it's clear now. I apologize for that. We became aware of it in the middle of my comments. Okay. Well, hopefully we'll somehow muddle through here. So first, Paul, your comments on commodity prices were interesting. It appears to me as though commodity prices have been improving recently. I think we had corn at nearly $5 just this past week. This is the December futures price. So I was a little surprised here that you are calling commodity prices still kind of stress. I guess if some of these $475, $5 corn prices hold to the end of the year, the farmers do actually realize that across a lot of their crop sales, and that includes the old crop, by the way, do you foresee any improvement in 2027 if we were to see commodity prices hold? Yeah, I totally agree with your comments, Mike. And mine were in the broader scale of the commodity price range over the course of the year. Clearly, like... You said, you articulated very well. I mean, we're starting to see some positive things happen. What we've been watching closely, what I've been really spending a lot of time on throughout Q2 was trying to get our feelings for where things are going in the future. We got some indicators early part of Q2 that we thought, as we talked about previously, that we would see more of an uptick later this year. And what we're

seeing is exactly what your question is leading towards. I mean, we're seeing things building. Commodity prices are more favorable. Equipment is aging. Used inventory is better positioned. So we're seeing the market conditions really, really improve to create that foundation for an uptick that is coming. Again, we just haven't quite seen all the indications that it's going to hit this year, but still remain favorably in position exactly like you stated that the foundation is there for next year. Okay, okay, great. And then maybe can you just go a little deeper, Tony, on the guidance, because as you just said, Paul, you just said ag is still a little challenging here for the rest of the year. Which end markets or what part of your other markets maybe got better for the fourth quarter that maybe kept you from cutting the top line for the full year? Yeah Mike thanks for that question. So when we look at our business first you know our Euro business continues to do well. The opportunity is there. We continue to win new business in Europe. So that's going very well and you know we're looking to get some good growth in that part of the business. Now it's not a significant piece of our ag business but they're looking very healthy in what we're seeing in the markets there. The second aspect is in a consumer business where we are winning business, new business with OEs and that continues to happen and we expect to see some of that benefit as well help our Q4 results year over year. Okay, thanks so much. Thanks, Mike. Thank you. Your next question comes from the line of Joe Gomez from Noble Capitals Markets. Joe, your line is open. Please go ahead.

They're in a good position to benefit from a recovery. As I mentioned in my comments, the government support is very good. And the fact that it solidifies balance sheets, keeps their financial position strong, enables them to keep buying some of our replacement products, our tires. But it doesn't necessarily drive the equipment purchases. And I think. That's where that sustained recovery and farmer income is what's going to take to have to take place in order for that to happen. But I do think inventory is in a good position. Now, there may be pockets either geographical or by dealer to dealer or brand to brand that maybe it's a little bit out of balance. But I'm telling you, the ones I've spoken to spent a long time just a couple weeks ago with a quite large dealer and they've they've they've done a tremendous job. And it's personally hard for them to do that, but they've done a tremendous job. And so I. I think we're in a good position. I think the foundation is there. Get a little calmness, if that's possible, in the world activities. I do think it's possible, I should say. We can't get I don't think we're going to continue with that. And I think that the ag cycle gets back to more normal trends and there's great new equipment out there. There's aging. There's aging equipment that needs to get replaced and eventually it's going to start happening.

OK, thanks for that. And then I guess, you know, what are you hearing from the OEM? Customers on the EMC side of the business, you know, going forward here for the second half of twenty six and maybe into twenty seven, definitely more stability. You know, again, our OEM business for for EMC is a little bit different than than others. It doesn't necessarily follow the bellwether of a market leader that you can just look at their comps. But our business, we got really good performance as we as we exit Q2. We see that being sustainable through the rest of this year. That segment has experienced some good performance and has some stability behind it as we move into the back half of the year. Again, we're exposed to a little bit different than the U.S. infrastructure cycle, more position towards Europe. We do have some exposure down into Brazil, a really good position in Brazil that's been performing well outside the ag cycle that we've highlighted. So, I think we counterbalance throughout EMC quite well and do see some good performance and stable performance through the rest of this year.

Okay, great. Thanks. I'll get back in queue. All right. Thanks, Joe.

Your next question from the line of Kirk Lydke with Raymond James. Kirk, your line is open. Please go ahead.

Thank you. Good morning, Paul, Tony, David. Appreciate the call. Maybe on the consumer side, you mentioned that, you know, the revenues were up pretty substantially due to higher volumes in your specialty business. Maybe elaborate on that. Is it, you know, partly the rollout of the Goodyear brand or, you know, is there something driving that growth?

Yeah, I think Tony highlighted this earlier. Add a little color and then let Tony kind of wrap up there from more of the financial perspective of it. But yeah, our team is doing a great job. I think the one thing I want to highlight and the reason why I say they're doing a great job is since we've moved more heavily into this, the consumer business with the acquisition two and a half years ago, we have launched more new products into that segment than they had in the previous 15 years. So Tony mentioned the OEM wins that we're getting. It's not because we just woke up. Fell out of bed and OEMs called us and placed some orders. We have done a lot to position ourselves much stronger within that segment. And we're starting to see the payoff like Tony mentioned. And we feel really good about our pipeline of new products that we're continuing to put into the marketplace. Go online and look up VPO. I'm not a social media expert, but my guys showed me the number of YouTube videos on that is astounding. And we we have literally just. Barely launched that product. Literally just barely launched it. And so, again, the pipeline of products that we have coming into the marketplace, along with what we've already done, is really helped driving some wins despite some market conditions that haven't been as favorable with the OEMs. And so that's kind of getting buried under the scenes. And Tony did a good job explaining that. I mean, the OEM wins are offsetting some market conditions. And so, again, we're very well positioned for the future when the market does improve.

see you next time, let's make sure you £1,500,000 to purchase them, they should look. So, the Goodyear brand is part of that, like you said in your question, Kirk. We are using that and launching it. That's certainly a premium that will drive nice margin and growth for us in the future as well. But, you know, from a positioning in the market, it's been fantastic to see what our team has done with launching new products and the impact it's having. So, I mean, Paul has explained everything with doing great in our business. So, that's all. I mean, that's it. And the only other thing I would say is, you know, you know, you would recall where we were last year, Liberation Day. There's a week campaign there. You know, I would acknowledge that in my role. So, but that also ties into the Q3 conversation as well, because that week campaign in Q2 creates a tough campaign in Q3. And so, overall, you know, the business is doing well. And that's what Paul has tried to explain in terms of the wins and how we're progressing. Yeah, that's great. And then, you know, the transformation positions, a new one, as far as I can remember, should we expect a more aggressive approach to operational restructuring going forward?

We're constantly vigilant with regard to how our operations are performing, and especially given market conditions, if they persist, we're always going to be prepared to make the right decisions. In fact, you know, if we think about the AI and transformation initiatives we have, that's actually going to help us improve even in the midst of a pretty low market. That's going to really set us up well for when it does recover, and then when you think about productivity, efficiency, and those types of things, it's going to give us better access to make even better decisions about how we allocate our production domestically versus some of our sourcing opportunities as well. So all of that's pretty exciting because it plays together. Great. Thank you. And then lastly, on tariffs. Your next question from the line of Derek Soderbergh with Cantor Fitzgerald. Derek, your line is open. Please go ahead. Yeah. Hey, guys. Thanks for taking the questions. Two-parter to start. What sort of the scale

the challenge of the fertilizer issue? It seems like it sort of compounded the issue from the Ukraine conflict. Can you talk about the scale of that challenge relative to the sort of ongoing farm income and financing challenges for farmers just to help us understand the scale of that issue? And then the second part is what might be the impact if we sort of see a prolonged conflict in the Middle East here? And, you know, is this sort of – does it potentially create a crisis for farmers and maybe just help us kind of quantify that? Yeah, I got a couple of viewpoints on that, Derek. And let me start with – I mean, when you look at Brazil, the farmers there did not purchase fertilizer in advance, plus they have two crops. And so they're more susceptible to the higher input costs throughout 2026. U.S. farmers, more of them had purchased fertilizer, at the end of last year, lower prices before the conflict. And so they're able to get the seeds in the ground and get things going better than Brazil did. Then you kind of take that and roll that forward into the future and go, okay, what does that mean if fertilizer stays as high as it is? You're going to see potentially less fertilizer be applied. And at some point that could impact yields. And I think there's the favorite more favorable dynamic that. Some of it come from that where crop prices or grain that gets thrown into the bins at the end of the year, maybe it helps relieve some of the storage at the end of the year and we get better prices going forward in the future.

So I think there's a counter balancing mechanism to that. You think about weather events around the world for the last kind of five, six years, there really hasn't been any. So farmers have been able to basically produce and at a high level with. Extremely strong yields. So I think there's some counter balancing things to the higher fertilizer costs that would have a favorable longer term impact. But in the short term, yeah, the fertilizer costs are high. As we all know, at times they're in tough supply. And I think you're going to see some impact to the usage of fertilizer. Brazil is going to be probably the first because they just don't have as much coming into the year. We know that that was the case. And I think you're going to see the U.S. farmers face the same thing. They're going to have to balance input costs. And one way to do that is just buy less. But, again, I think there's a counterbalancing mechanism. The way I look at it and the way I've been thinking about it the last few months, there's a counterbalancing mechanism that helps us on the longer term with some crop prices.

Got it. That's helpful. Appreciate the color. And then just one clarify on the tariff piece. I think I heard $7 to $9 million in tariff-free funds through the remainder of the year. That's... Incremental amount on top of what we saw in 2Q, correct? And maybe I missed it, but how will that sort of $8 million or so be sort of spread across 3Q and 4Q? Thanks.

Yeah, thanks. That's... Yes, it's incremental to what we got in Q2, and we expect a similar amount in Q3, so about $6 million in Q3, and then the balance in Q4.

Perfect. That's helpful. All for me. Thanks. Thanks, Jack.

Your next question comes from the line of Steve Farinzani with Sidoti. Steve, your line is open. You may now go ahead.

Yeah, so, you know, overall in working capital, the team consists to execute on all three components. And so I know the payable is a big piece for Q2, but it's not just that. The AR as well, they're executing well on the collections, driving that heavily. So that's a big plus to the team. On that front, we continue to optimize our inventory levels more and more. You know, we've talked about our strategy around driving the strategic sourcing products, which we're going to have from third party, and we're going to drive sales in that. That requires some investment in working capital, so in inventory as well. So we're optimizing that inventory level and all the additional inventory that comes in with respect to that strategy to help some of that. We're able to manage it well with what we produce with our own materials and all that. And specifically on the payables, we continue to optimize and address points related to how we manage the cycle of our payments. So, yes, we'll continue to see improvements. However, you know, would it be the kind of improvement we saw in Q2? No, we don't expect that kind of improvement to continue all through, just to be reasonable on that. But we continue to drive improvements on that. Sure. Yeah. And then, given that the ag recovery maybe has pushed back a little bit, any changes in your CapEx expectations in the near term?

No, no changes in our CapEx expectations. You know, David talked about what we're going to do on AI. We're going to make some investments there as well. And all that is going to be managed within our normal CapEx budget, our normal CapEx range we've given. So we are with. continue to invest in the business. And then just the benefits you're expecting from that plant consolidation, is that really a 2027 story still? That is 2027, beginning Q1. Okay. Beginning Q1, I'll get a hold of you to that. All right. Thanks, everyone. Appreciate it. Thanks, Steve. Your final question from the line of Kirk Ludke. with Raymond James. Kirk, your line is open. Please go ahead. Thank you for the follow-up. I just wanted to, is the tariff recovery, is that a full recovery? Did you get 100 cents on the dollar?

It's a net amount which we have recognized, taking into account specific customer situation. Where we may have obligations to give some refunds. Okay. I understand. Got it. Thank you. And do you feel like you're even with respect to the reciprocal tariffs? Is that, have you, is it a wash pretty much? In other words, should we be thinking, yeah, go ahead. Go ahead. No, I was just wondering if maybe your historical results were, were depressed more than the, your, your, the, the periods that, that received the, the, that included the refunds are benefited. You know what I mean? Yeah, there, there's, there's a broader perspective that we, we look at here tight. So I'm going to give you the inner working viewpoint because we're, we're a different company. And a lot of the, the, the high profile stocks that are out there in our industry, everybody follows. We're not a final assembler of components from other companies into a finished good that we have access to a dealer channel. So what Tony's referencing in his comments is the direct tariffs. We also have tariffs that go into underlying costs, for example, steel. And so my viewpoint is going to be, our team has done a great job managing and then we're going to be, our team has done a great job managing. And so, through the tariffs and the volatility the administration has created, and we're able to keep our price and costs fairly well aligned. We haven't had to talk about that a lot publicly. There's a lot that goes on behind the scenes. So we do have the pricing leverage with our products to handle the volatility in the tariffs. But there's the Section 232 steel impact, the volatility in freight costs and those types of things that we're exposed to that from periods

of period can have a bigger impact. I am not a big fan of the Section 232 tariff. I think it's ridiculous what it's done in our industry when you are a converter of steel into a component, a finished good that then goes into somebody else's finished good. All we have done is seen nothing but a negative impact from 232 with the inflation on raw steel in the United States. So don't look at what goes on at steel companies because that's the stocks that everybody follows. We are a purchase sort of raw steel. And so I do think there's some relief in our numbers in the future if we ever get our steel tariffs better aligned to reality of being a converter of raw steel into a finished good in the United States of America. So yes, Titan has been impacted by those tariffs in our results in a great business with great products, great market share, very important to our end customers, but hit hard by tariffs that we do not control. Um, and so when our country, our administration gets their arms around what to do properly with steel tariffs, then yes, our results can and will be better in the future. So there's two different things. There's the direct tariffs that we're going to talk about publicly. We do a lot managing it operationally. Behind the scenes, there's an impact from tariffs that we can't control, that our administration is completely not understanding the impact it has on companies like Titan. And that, that,

that is in our results negatively for the last two years. And in the future, again, we will see better results out of that part of our business. Got it. Thank you. I appreciate that. I'll get off, I'll get off my soapbox. I think I said enough. I could go on for another 10 minutes, but I'll, I'll stop. I got it. I got, no, I, that's, that's what I was getting at. It's, it's still, it's still a drag. And then lastly, on Brazil, when will we get some clarity on, on what the public policy is going to be? It's, that's a, that's a great question. You know, I, I spent, we spent a lot of time with our team talking about it. It is, there's a high correlation between public policy and impact in the business sector in Brazil. It is different here than I think what we are used to in the U.S. or even in Europe, where public policy is talked about business impact less or so. You know, I was looking at the polls just on Monday. It's a tight race. It's, it's going in a direction that, you know, has negativity. impacted business in Brazil. We're not going to know till the election's over. You know, unfortunately, we're caught in limbo, just like every other operator in Brazil right now. It's a little bit of a shock how quickly it came this year, considering, you know, the performance before that, but that's Brazil. It can get hit hard quickly and it can recover quickly. We've really adapted our business well to these conditions.

Our team is, it's hard. You know, just talking to them last week, I mean, this is not easy, but it's real. The political environment does create a real impact on businesses and we are managing our way through it. We've done a good job controlling our plant operations. We just finalized our union negotiations in the middle of this volatility with the political environment. Got a very good agreement with the union. It's a win-win for both sides, but it's a really tough environment. Unafforded. Unfortunately, it doesn't go away until that election happens. And all I do is watch the polls just like everybody else and help our team and get through this tough time. But politics and business are very tightly correlated in Brazil. Got it. I appreciate it. Thank you.

We have reached the end of the Q&A session. I will now turn the call back to Mr. Reitz for closing remarks. Well, appreciate everybody's attendance today and apologize for the technical difficulties. That we had in the middle of some of our earlier comments. Hopefully, it still came through clear enough that you could understand what we were driving towards. But the Q&A, I think, covered a lot of it anyway. So, again, appreciate everybody's participation. We'll talk to you next quarter. Thank you.

This concludes today's call. Thank you for attending. You may now disconnect.