Mario Harik

You have a project plan that says over what period of time are we going to launch these terminals, going to renovate them and make them look like an XPO terminal effectively, over what period of time you're going to launch them.

Once we launch each one of them, we have a certain assumption.

This is how much we expect to improve productivity.

This is how much we expect to improve efficiency.

This is how much market share we expect to gain.

And our FD&A team tracks all of these things.

And now you can see the trajectory of how you are

delivering on what you expected to deliver.

And when you see something deviating, then the team's getting together to say, well, okay, did we have the wrong action plan?

Or what should we be doing differently to then get back this initiative or this project back on track to make sure it's delivering to the right outcomes we expect?

So our FP&A team is financial planning and analysis.

Effectively, it's the team that looks at all of the financial metrics, financial KPIs of how is your top line trending effectively?

What is your top line doing?

What is your cost structure doing?

And ultimately, what are the profits that you are generating?

But then when you double click, they look at first for any period, they are looking at a list of what we call risk and opportunities.

So effectively, what are the opportunities based on initiatives that we are driving that can deliver a better financial outcome?

And what are the risks that we see in the environment that can take away from the financial outcome?

And then for each one of those levers, we assign a probability.

So now we can probability adjust what is the projected financial performance of the company for the week, for the month, for the quarter, for the year, as we think it through.