Investor Presentation November 2018 1 Our OTR Service Offerings - - PowerPoint PPT Presentation

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Investor Presentation November 2018 1 Our OTR Service Offerings - - PowerPoint PPT Presentation

Our OTR Service Offerings Over-the-Road Overview Investor Presentation November 2018 1 Our OTR Service Offerings Disclaimer and Forward-Looking Statements Over-the-Road Overview Forward-Looking Statements This presentation (the


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Our OTR Service Offerings Over-the-Road Overview

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Investor Presentation

November 2018

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Our OTR Service Offerings Over-the-Road Overview

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Disclaimer and Forward-Looking Statements

Forward-Looking Statements

This presentation (the “Presentation”) contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and such statements are subject to the safe harbor created by those sections and the Private Securities Litigation Reform Act of 1995, as amended. Such statements may be identified by their use of terms or phrases such as "expects," "estimates," "projects," "believes," "anticipates," "plans," "intends," “outlook,” “strategy,” “focus,” “continue,” “will,” “could,” “should,” “may,” and similar terms and phrases. In this presentation, such statements may include, but are not limited to, statements concerning: any projections of earnings, revenues, cash flows, capital expenditures, or other financial items; any statement of plans, strategies, or objectives for future operations; any statements regarding future economic or industry conditions or performance; and any statements of belief and any statements of assumptions underlying any of the foregoing. Forward-looking statements are based upon the current beliefs and expectations of our management and are inherently subject to risks and uncertainties, some of which cannot be predicted or quantified, which could cause future events and actual results to differ materially from those set forth in, contemplated by, or underlying the forward-looking statements. The following factors, among others, could cause actual results to differ materially from those in the forward-looking statements: general economic conditions, including inflation and consumer spending; political conditions and regulations, including future changes thereto; changes in tax laws or in their interpretations and changes in tax rates; future insurance and claims experience, including adverse changes in claims experience and loss development factors, or additional changes in management's estimates of liability based upon such experience and development factors that cause our expectations of insurance and claims expense to be inaccurate or

  • therwise impacts our results; impact of pending or future legal proceedings; future market for used revenue equipment and real estate; future revenue equipment prices; future capital

expenditures, including equipment purchasing and leasing plans and equipment turnover (including expected trade-ins); expected fleet age; future depreciation and amortization; changes in management’s estimates of the need for new tractors and trailers; future ability to generate sufficient cash from operations and obtain financing on favorable terms to meet our significant

  • ngoing capital requirements; our ability to maintain compliance with the provisions of our credit agreement; expected freight environment, including freight demand, rates, capacity, and

volumes; future asset utilization; loss of one or more of our major customers; our ability to renew dedicated service offering contracts on the terms and schedule we expect; surplus inventories, recessionary economic cycles, and downturns in customers' business cycles; strikes, work slowdowns, or work stoppages at the Company, customers, ports, or other shipping related facilities; increases or rapid fluctuations in fuel prices, as well as fluctuations in surcharge collection, including, but not limited to, changes in customer fuel surcharge policies and increases in fuel surcharge bases by customers; interest rates, fuel taxes, tolls, and license and registration fees; increases in compensation for and difficulty in attracting and retaining qualified professional drivers and independent contractors; seasonal factors such as harsh weather conditions that increase operating costs; competition from trucking, rail, and intermodal competitors; regulatory requirements that increase costs, decrease efficiency, or reduce the availability of drivers, including revised hours-of-service requirements for drivers and the Federal Motor Carrier Safety Administration’s Compliance, Safety, Accountability program that implemented new driver standards and modified the methodology for determining a carrier’s Department of Transportation safety rating; future safety performance; our ability to reduce, or control increases in, operating costs; future third-party service provider relationships and availability; execution of the Company’s current business strategy or changes in the Company’s business strategy; the ability of the Company’s infrastructure to support future organic or inorganic growth; our ability to identify acceptable acquisition candidates, consummate acquisitions, and integrate acquired operations; and our ability to adapt to changing market conditions and technologies. Readers should review and consider these factors along with the various disclosures by the Company in its press releases, stockholder reports, and filings with the Securities and Exchange Commission. We disclaim any obligation to update or revise any forward-looking statements to reflect actual results or changes in the factors affecting the forward-looking information.

Non-GAAP Financial Measures

This Presentation also contains references to non-GAAP financial measures, including Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest. Management believes the use of non-GAAP measures assists investors and securities analysts in understanding the ongoing operating performance of the Company’s business by allowing more effective comparison between periods. The non-GAAP information provided in this Presentation is used by management and may not be comparable to similar measures disclosed by other companies, because of differing methods used by other companies in calculating Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest. The non-GAAP measures used in this Presentation have limitations as analytical tools, and you should not consider them in isolation or as substitutes for analysis of the Company’s results as reported under GAAP. Management compensates for these limitations by relying primarily on GAAP results and using non-GAAP financial measures on a supplemental basis. Refer to the Appendix section of this Presentation for definitions of Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest and reconciliations of those measures to the most directly comparable GAAP measures.

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U.S. Xpress – Investment Highlights

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Significant Transformation Underway to Drive Accelerated Margin Improvement and Earnings Growth

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Business Model Designed to Take Advantage of All Cycles Complimented By a Diverse Customer Base

1

Leading North American Truckload Player with a Balanced Portfolio Enjoying Benefits of Scale

5

Internal Improvements + Extended Cycle + Strengthening Balance Sheet = A Unique Growth Opportunity

2

Strong Demand Environment Coupled with Significant Supply Constraints Point to a Prolonged Cycle

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  • Fifth-largest asset-based truckload carrier in the U.S.

‒ $1.5bn total operating revenue in FY 2017 ‒ ~6,900 tractors and ~16,000 trailers

  • Complementary asset-based and brokerage service
  • fferings with an allocation strategy designed to

maximize profitability

  • Fully invested platform with terminal networks and

scalable IT infrastructure in place

  • Modern tractor fleet with advanced safety & efficiency

features ‒ Approximate 2.5 year average tractor age

  • Diversified end markets and blue-chip customer

base of Fortune 500 companies

  • Rapidly improving financial performance

Leading Truckload Operator Scaled for Success

U.S. Xpress is a Leading Truckload Carrier... …Scaled for Success with Network Breadth & Depth…

Terminal (13) Drop Yard (35) Brokerage (5)

1000+ 500 - 1000 200 - 500 100 - 200 50 - 100 20 - 50 0 - 20 Population per Square Mile by State

  • 1. U.S. Xpress Adjusted Operating Ratio. See appendix of this presentation for Adjusted OR reconciliation

96.8% 98.2% 94.5% 94.6% 9ME’17 9ME’18 3Q’17 3Q’18

…and Continued Financial Improvement

Adjusted Operating Ratio (1) (%)

USX Adjusted Operating Ratio

230 bps improvement 360 bps improvement

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Robust Supply & Demand Dynamics …

Source: Federal Reserve, U.S. Census Bureau, Consumer Confidence, ISM Manufacturing Index

  • 1. The Washington Post Headline – May 28, 2018

Despite output growth held back by Hurricane Florence, Industrial Production increased 0.3% in September

0.3%

Robust Macro Economic Drivers Support Freight Demand Momentum … Activity in the manufacturing sector remains strong in September per PMI index

59.8%

Strong U.S. retail sales YoY growth in September

4.7%

Consumer Confidence Index for September (+ 3.7pts MoM) … Coupled with Significant Supply Constraints Shippers’ increasing reliance on carriers of scale

  • ELD regulation has gone into full effect
  • Increasing pressure on smaller carriers
  • “America has a massive truck driver shortage” (1)
  • 3.7% unemployment rate: lowest in 15+ years
  • Increased job competition from other

industries

  • Retirement of experienced drivers
  • New orders driven by need for fleet replacements
  • Decelerating rate of new-orders and accelerating

rate of order cancellations

138.4

Tight supply environment expected to prolong the cycle

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  • Longer-term contracts with

committed rates, lanes and volumes

  • High renewal rate of ~97% of all

contracts after the initial contract term

  • Limited competition with the

scale to compete for larger contracts

  • Earnings resilience

Over-the-Road (“OTR”) U.S. Xpress Able to Flex Business Mix to Take Advantage of All Cycles

  • Short-term customer contracts

without volume or capacity guarantees

  • Benefit from supply / demand

imbalance and price volatility

  • Upside potential in strong

market environments

  • Provides services in both

contractual and spot markets

  • “Oversell” asset-based capacity

and broker excess freight to third-party carriers to provide customers with more solutions

  • Select best loads from

aggregate volume to prioritize company margins

  • Minimal capital investment with

high ROIC

  • Consistent gross margin

Dedicated Brokerage

Complementary Portfolio Balances Market Cycles

2017 Revenue (Ex. FSC) Breakdown by Division (1) (%)

  • 1. Approximately 1% of revenue is attributable to detention and other ancillary services
  • 2. Represents Q3 2018 vs. Q3 2017 year over year growth

Benefit to Portfolio Recent Trends

54% 33% 12%

+5.0% YoY increase in revenue per tractor per week Q3(2)

+54.0% YoY revenue increase(2)

+12.0% YoY increase in revenue per tractor per week Q3(2)

Utilization was essentially flat despite continued support to Dedicated Division and Hurricane Florence.

Sequential increase in utilization and tractor count as initiatives grain traction with driver retention percentage.

Revenue increase was primarily the result of a rise in load count and higher fuel prices.

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Retail 34% Food & Beverage 18% E-Commerce and Packages 14% Manufacturing 10% Consumer Products 9% 3PL 5% Chemical 3% Paper & Packaging 3% Automotive 3% Other 1%

Long-Standing, Diverse Customer Base

Customer Mix Relatively Balanced Through Seasonal and Cyclical Swings Long-Standing Blue Chip Customer Base Utilizing Multiple Service Offerings

2017 Customer Mix 8 of our Top 10 Customers use all 3 of our service offerings

Relationships with 8 of our Top 10 Customers exceed 15 years

Recognized service commitment including Procter & Gamble’s 2017 Carrier of the Year

Retail mix is weighted towards discount retail and consumer products

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Our OTR Service Offerings Over-the-Road Overview

8 New culture focused on profitability & accountability Service Offering Diversification Era Transformation Era

2015 and On

Our History & Transformation

1985 1994 2004 2007 2015 2016

Celebrated 30 years in business

Completed go private transaction

IPO ($254mm Total Revenue for FY 1995)

Deregulation & Market Share Era

Eric Fuller becomes President

Achieved $1.0bn in Total Revenue for FY 2004

Founded by Max Fuller and Pat Quinn (50 trucks)

Total Revenue grew from $11mm in 1986 to $758mm in 2000 Average Adj. OR: 93%

  • Gained critical mass / scale through

internal growth and acquisitions 1985–2000 Total Revenue grew from $772mm in 2001 to $1.4bn in 2015 Average Adj. OR: 98%

  • Rapidly expanded service offerings

2000–2015

2017

Three key tactical initiatives commence

Total Revenue grew to $1.5bn in 2017 Q3 2018 Adj. OR: 94.5%

  • New management to implement

transformational initiatives

Entrepreneurial & “siloed” culture focused on top line growth

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Strategic Initiatives Fueling Improvement

Fleet Renewal and Maintenance Redesign Program Customer Service Leadership and Culture Transformation Pre- Transformation Freight Selection to Prioritize Our Assets Load Planning Fleet Management

Fleet Quality & Productivity Culture Tactical Execution

2014 2015 2016 2017 2018

1 2 3

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Our Transformation Began with New Leadership and A Cultural Shift …

Title Industry Experience (yrs) Year Assumed Current Role Eric Fuller CEO & President 18 2015 (President) 2017 (CEO) Eric Peterson CFO 15 2015 Max Fuller Founder, Executive Chairman 46 1985

1

  • Over 70% of our 94 senior positions were upgraded by

both promoting internal high performers and drawing tenured industry experience from respected peers.

Experienced Executive Management Team … … Supported by a Deep Bench of Top Talent “Win the Week”

Culture of Enterprise-level Profitability

Foundation for Key Tactical Initiatives

Key Actions Key Actions

 Initiated a major shift in culture  Focus on managing by core metrics:  Rate, Truck Count, Utilization, and Cost  Reconfigured daily operations to hold all employees accountable for metrics within their control  Linked compensation to core metrics

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… … Continued with a Focus on Fleet Quality and Productivity …

Aligned tractor specifications and financing for 475,000 mile trade cycle and operational application

Brought maintenance in-house to improve repair time, reduce downtime and minimize future maintenance issues

Eliminated “silo” approach to our Brokerage platform to increase visibility between segments

Redesigned freight flow between Truckload and Brokerage with proprietary optimization system

Freight Selection to Prioritize Our Assets Fleet Renewal and Maintenance Redesign Program

Our Previous Freight Strategy Our Freight Allocation Redesign

Third-Party Carriers Our Assets Third-Party Carriers Our Assets 1 2

2

Almost none of our tractors need maintenance repairs between regular preventative maintenance intervals

Maintenance cost per mile down vs. 2015

Reduced fleet downtime improves driver experience and opportunity for utilization

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… And Our Current Tactical Initiatives Are Accelerating Our Performance

Load Planning

Key Actions

Decreased Driver Turnover

Fleet Management Customer Service

Increased Network Visibility and Balance

Increased Driver Take- Home Pay

3

Initiated in September 2017 for OTR fleet

Instituted an approach that plans loads by drivers’ hours

Extensive process & systems changes

Leveraged trailer-tracking technology  Initiated pilot program in October 2017; rolling out to the remainder of the Solo and Team fleets during 2018  Redesigned workflow  Emphasize proactive interactions to anticipate and fix issues for drivers  Initiated in January 2018  Redesigned customer service model  Assigned experts in managing freight flows in and out of regions  One responsible party per market Average Revenue Miles per Tractor per Week (%)

Results

Ability to Increase Utilization While Industry Utilization Decreased

  • 1. Industry group includes Werner Enterprises, Inc., Covenant Transportation Group, Inc. and USA Truck, Inc. Does not include peers that do not report utilization metrics

USX OTR Utilization YoY Growth Industry Utilization YoY Growth (1) Pre-Initiatives Early Results of Initiatives

(1.0%) 5.9% 4.7% 5.8% 0.60% (1.4%) (2.6%) (2.7%) (1.8%) Q1 - Q3 '17 vs. Q1 - Q3 '16 Q4 '17 vs. Q4 '16 Q1 '18 vs. Q1 '17 Q2 '18 vs. Q2 '17 Q3 '18 vs. Q3 '17 (5.8%)

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0.2% 0.5% 1.8% (0.1%) (2.0%) (2.3%) (1.0%) (0.9%) Q4 '17 vs. Q4 '16 Q1 '18 vs. Q1 '17 Q2 '18 vs. Q2 '17 Q3 '18 vs. Q3 '17

Our Platform and Initiatives are Focused on Our Drivers

What’s To Come

… Has Enabled us to Grow Our Seated Truck Count While Industry Tractor Count Decreased Our Commitment to What Matters to Our Drivers …

Maximize Take-Home Pay Optimize Available Hours Full Ride Scholarship Dedicated & Attractive Lanes Robust Training Platform

  • 1. Industry group includes Werner Enterprises, Inc. Truckload Transportation Segment, Schneider National, Inc. Truckload Segment, Covenant Transportation Group, Inc., USA

Truck, Inc., Marten Transport, Ltd. and Knight Transportation, Inc. Trucking Segment (prior to 2017, the year of its merger with Swift Transportation Company)

  • 2. CVTI tractor count excludes the 428 average trucks that were contributed by the Landair acquisition

USX Average Tractor YoY Growth Industry Average Tractor YoY Growth

… And Maximizing Their Take-Home Pay …

Average Tractors YoY Growth (%)

(1)

Load planning initiative has increased OTR utilization

Increased utilization increases a driver’s take- home pay without increasing cost per mile

Safe & Efficient Fleet

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97.5% 95.6% 97.4% 97.4% 94.6% 85.0% 90.0% 95.0% 100.0% 2014 2015 2016 2017 YTD 18 Continuing Financial Improvement

Poised to Benefit Further from Ongoing Transformation in Addition to Cycle Upside

Adjusted Operating Ratio (1) (%) Upside Potential From Ongoing Transformation Initiatives and Extended Freight Market Strength 1 …With Additional Upside Opportunity 2 500+ bps Industry Operating Ratios expected to return to ~2015-cycle levels in the next ~18 months (2) ~89%

  • 1. Adjusted Operating Ratio. See appendix of this presentation for U.S. Xpress’ Adjusted OR reconciliation
  • 2. Based on U.S. Xpress 3Q 2018 Adjusted Operating Ratio of 94.6% less Bloomberg 2019 weighted average consensus estimates for the group of publicly traded truckload companies listed
  • above. Assumes a 100 basis point adjustment to weighted average consensus gross Operating Ratio in order to adjust Bloomberg’s Operating Ratio to be in line with the calculation used in

the Adjusted Operating Ratios represented in the chart

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Third Quarter Financial Highlights

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Growing Revenue & Improved Profitability

Total Revenue (Excl. Fuel Surcharge) Adjusted Operating Income1 Adjusted Operating Ratio1 Adjusted Net Income1

1See GAAP to non-GAAP reconciliation in the Appendix

331,842 382,858 338,463 402,808 356,379 413,887 1,026,684 1,199,553

Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18

1,928 14,854 5,050 26,455 11,534 22,892 18,512 64,201

Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18

99.4% 96.1% 98.5% 93.4% 96.8% 94.5% 98.2% 94.6%

Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17YTD 18 330 bps 510 bps 230 bps 360 bps

(4,432) 1,159 (6,977) 11,285 (675) 16,129 (12,084) 28,573

Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18

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Average Revenue per Loaded Mile ($)

$1.94

Q2 2017 Q2 2018

$2.16 6,205 6,201

Average Revenue Miles per Tractor per Week (#)

1,802 1,839

Average Tractors (#)

Continued Momentum

Driven by Momentum in our Core Metrics

Rate Tractor Count Utilization

Recent Operating Metrics Illustrative Sensitivity

Each 1% movement in rate per mile ($0.02) will have a ~$10 million impact on annual net income(1) Each 1% movement in average tractors (~65 tractors) will have a ~$3 million impact on annual net income(2) Each 1% movement in revenue miles per tractor per week will have a ~$3 million impact on annual net income(3)  Rate environment is robust and expected to persist  Full roll-out of our Fleet Management initiative  Marginal reduction in driver turnover has material impact on seated tractor growth  Utilization impacted by a change in customer shipping patterns in the Dedicated Division  Rate increases negotiated July 2018 3Q’17 3Q’18 3Q’17 3Q’18 3Q’17 3Q’18

  • 1. Assumes 1% increase on Q3 2018 average revenue per loaded mile of $2.15. Based on 590,713K total revenue miles (FY 2017)
  • 2. Assumes 1% increase on Q3 2018 total tractors. Assumes $3,885 average revenue per tractor per week (Q3 2018) and a 1/3 contribution margin
  • 3. Assumes 1% increase on Q3 2018 average miles per tractor. Assumes 6,201 average tractors (Q3 2018), $2.15 average revenue per loaded mile (Q3 2018) and 1/3

contribution margin

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 Increased utilization improves driver

take-home pay without increased driver wage per mile

 Hired a VP of Procurement and launched

a formal program in Q2 2018

 Recent 7% headcount reduction of non-

driving personnel created efficiencies

 To complete installation of event recorders

in Q2 2018

 Expected to reduce insurance costs and

litigation fees

Maintenance

 Stringent preventative maintenance

program

 Zero tolerance for exceptions

Driver Wages

Enhanced Profitability with Cost Discipline & De-leveraging

Procurement Overhead Efficiencies

 Effective fuel surcharge program in place  Recent elimination of fuel hedging

program & costs

Fuel Enhanced Safety / Insurance

The Company Is Focused On Managing Its Fixed And Variable Costs

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Strengthened Balance Sheet & Significant Interest Savings

Debt reduction as result of IPO proceeds combined with June 2018 refinancing decreased annual interest expense by approximately $30.0 million(3)

Focused on continuing to strengthen our balance sheet and reducing our leverage ratio which will further position us for future opportunities as they arise

  • 3. Based on 9/28/2018 closing share price of $13.80 and approximate shares outstanding of 49.6 million

Capitalization Table with Cost of Debt Capitalization September 30, 2018 Cost of Debt

($ in thousands)

Balance Percent of Capitalization Interest Rate

  • Wt. Avg Interest Rate

Cash and cash equivalents $ 6,110 Funded Debt Credit Facility - Term Loan1 197,500 18.2% 4.34% 2.14% Credit Facility - Revolver1

  • 0.0%

4.34% 0.00% Equipment debt2 173,371 16.0% 4.68% 2.03% Real estate debt 19,349 1.8% 6.81% 0.35% Miscellaneous debt2 10,207 0.9% 3.25% 0.08% Total Funded Debt $ 400,427 36.9% 4.60% Stockholders Equity3 $ 684,439 63.1% Total Capitalization $ 1,084,866 100.0%

  • 1. Pricing is subject to changes in the Consolidated Net Leverage Ratio and LIBOR

margins range from 1.75-2.50%. As of 9/30/18 the margin is 2.25%.

  • 2. Includes Capital Leases
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  • Scaled for success
  • Fully invested

platform

  • Modern tractor

fleet

  • Balanced portfolio

Leading Truckload Carrier

  • Benefit from

supply / demand imbalance and price volatility

  • Manage spot

exposure to ~10%

  • Carrier’s market
  • Upside expected to

persist

Portfolio Mix & Industry Tailwinds

  • Strong momentum

in core metrics

  • Continued upside

from full roll-out of tactical initiatives

  • Incremental upside

from increased driver retention

  • Additional cost

savings

  • pportunities

Transformation Initiatives

  • Maintain a

conservative leverage profile

  • Significant interest

savings

  • Prudent capex

strategy

  • Flexibility through

long-term planning

Balance Sheet Strength

Investment Opportunity with Multiple Drivers of Profitably Growth

Accelerating Profitability Growth

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Appendix

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Dedicated Average revenue per tractor per week1 $ 3,791 $ 3,612 $ 179 Average revenue per mile $ 2.281 $ 2.068 $ 0.213

  • Avg. revenue miles per tractor per week1

1,662 1,747 (85) Average tractors2 2,690 2,440 250

Segment Performance

Commentary Operating Statistics

Consolidated Average revenue per tractor per week1 $ 3,885 $ 3,564 $ 321 Average revenue per mile $ 2.156 $ 1.938 $ 0.218

  • Avg. revenue miles per tractor per week1

1,802 1,839 (37) Average tractors2 6,201 6,205 (4) Three Months Ended September 30, Over the road 2018 2017 Change Average revenue per tractor per week1 $ 3,957 $ 3,533 $ 424 Average revenue per mile $ 2.072 $ 1.861 $ 0.211

  • Avg. revenue miles per tractor per week1

1,910 1,898 12 Average tractors2 3,511 3,765 (254) Brokerage Brokerage revenue $ 65,060 $ 42,255 $ 22,805 Gross margin % 13.6% 13.7% (0.1%) Load count 42,891 36,929 5,962

1.Excluding fuel surcharge revenue 2.Average tractors exclude tractors in Mexico

Over the Road

  • Average revenue per tractor up 12.0% from prior

year as a result of an 11.3% increase in rate per mile Dedicated

  • Average revenue per mile up 10.3% from prior year

as result of contract rate increases and freight mix changes which lowered utilization Consolidated

  • Market conditions remain strong without expected

changes in the near term Brokerage

  • Rise in load count and higher revenue on a per load

basis drove revenues

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Non-GAAP Reconciliation

Non-GAAP Reconciliation – Adjusted Operating Income and Adjusted Operating Ratio (unaudited) Twelve Months Ended December 31, Three Months Ended September 30, Nine Months Ended September 30, (in thousands) 2017 2016 2015 2018 2017 2018 2017 GAAP Presentation: Total revenue $ 1,555,385 $ 1,451,205 $ 1,541,103 $ 460,227 $ 390,126 $ 1,335,693 $ 1,124,152 Total operating expenses (1,526,777) (1,423,474) (1,493,490) (437,335) (378,592) (1,277,929) (1,108,001) Income from operations $ 28,608 $ 27,731 $ 47,613 $ 22,892 $ 11,534 $ 57,764 $ 16,151 Operating ratio 98.2% 98.1% 96.9% 95.0% 97.0% 95.7% 98.6% Non-GAAP Presentation Total revenue $ 1,555,385 $ 1,451,205 $ 1,541,103 $ 460,227 $ 390,126 $ 1,335,693 $ 1,124,152 Fuel surcharge (138,212) (103,182) (144,668) (46,340) (33,747) (136,140) (97,468) Revenue, net of fuel surcharge 1,417,173 1,348,023 1,396,435 413,887 356,379 1,199,553 1,026,684 Total operating expenses 1,526,777 1,423,474 1,493,490 437,335 378,592 1,277,929 1,108,001 Adjusted for: Fuel surcharge (138,212) (103,182) (144,668) (46,340) (33,747) (136,140) (97,468) Fuel purchase arrangements (8,424) (7,983) (13,369)

  • (2,361)

IPO-related costs1

  • (6,437)
  • Adjusted operating expenses

1,380,141 1,312,309 1,335,453 390,995 344,845 1,135,352 1,008,172 Adjusted operating income $ 37,032 $ 35,714 $ 60,982 $ 22,892 $ 11,534 $ 64,201 $ 18,512 Adjusted operating ratio 97.4% 97.4% 95.6% 94.5% 96.8% 94.6% 98.2%

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Non-GAAP Reconciliation

Non-GAAP Reconciliation - Adjusted Net Income (unaudited) Twelve Months Ended December 31, Three Months Ended September 30, Nine Months Ended September 30, (in thousands, except per share data) 2017 2016 2015 2018 2017 2018 2017 GAAP: Net (loss) income attributable to controlling interest $ (4,060) $ (16,524) $ 4,102

$ 16,129 $ (675) $ 17,903 $ (13,559)

Adjusted for: Income tax benefit (17,187) (8,448) (209)

1,679 (1,008) 1,081 (7,203)

Income before income taxes attributable to controlling interest $ (21,247) $ (24,972) $ 3,893

$ 17,808 $ (1,683) $ 18,984 $ (20,762)

Fuel purchase arrangements 8,424 7,983 13,369

  • 2,361

Debt extinguishment costs in conjunction with IPO1

  • 7,753
  • IPO-related costs2
  • 6,437
  • Adjusted income (loss) before income taxes

(12,823) (16,989) 17,262

17,808 (1,683) 33,174 (18,401)

Adjusted income tax provision (benefit) (14,028) (5,438) 4,791

1,679 (1,008) 4,601 (6,317)

Non-GAAP: Adjusted net income (loss) attributable to controlling interest $ 1,205 $ (11,551) $ 12,471

$ 16,129 $ (675) $ 28,573 $ (12,084)

1 In connection with the IPO, we paid off our existing term debt and recognized early extinguishment of debt and certain prepayment penalties.