Welcome, and thank you for joining us for our call today. We're pleased to report the results of our third quarter fiscal year 2026.

I'll begin with some brief remarks on our insurance business before passing the call to Leah to provide a summary of our financial results. We'll then take your questions.

On our insurance business, first, for the third quarter 2026, our global insurance unit sales declined 2.7%, or 1.9% excluding the effect of catastrophic volumes from a year ago. Our US insurance unit volume for the same period declined 4.2%, or just over 3% excluding the effect of those same catastrophic units.

We believe the long-term growth algorithm for our insurance business remains very much intact, that over many years, we've observed modest, gradual declines in accident frequency, which are then more than offset by increases in total loss frequency. Total loss frequency is, in turn, a function of ever-rising repair costs, but more importantly, the differentiated returns that Copart generates by finding the highest and best use for a car globally, which is often full restoration back to roadworthiness.

Nevertheless, the underlying drivers of near-term volume trends remain consistent with those we've discussed with you in prior quarters. A portion of this volume variance reflects shifts in policy-in-force mix among insurance carriers.

As we indicated previously, these trends tend to have been cyclical historically, and we have observed moderation in some of these trends among large US insurance carriers in recent quarters. Claims activity also remains somewhat softer as consumers continue adjusting their insurance purchasing behavior in response to rising premiums.

As one indicator of this trend from a macro level, earned car years, according to ISS Fast Track, have declined 4% year-over-year in the fourth calendar quarter of 2025, while vehicles in operation grew 1.4%. We believe this divergence, declining insurance coverage against a growing vehicle fleet, is clear evidence of the consumer pullback on insurance coverage.

As one other strong indication of consumers absorbing ever more of the financial burdens of their claims, CCC has published data indicating that 25% of repairs are now self-pay, and that in response, they've actually created a buy now, pay later product to support those consumers. Long-term historical data, though, indicates that this consumer retrenchment phenomenon regarding insurance coverage is cyclical and likely counterinflationary.

When consumers feel pocketbook pressure, especially on a lagged basis regarding their auto insurance rates, they dial back their coverage. The same has been true in reverse.

This softness in claims activity has been partially offset by continued increases in total loss frequency consistent with the very long-term industry trend. The underlying forces here have been remarkably consistent: rising repair costs on the one hand, and on the other, increasing auction returns at Copart.

Total loss frequency for the first calendar quarter 2026 reached 23.6%, an increase of almost five full percentage points over the past four years. Although we always report this metric—it sounds like we describe it as an industry metric—we are very much not passive beneficiaries of an increase in total loss frequency.

We have helped drive it upwards, and we view it as our ongoing responsibility to drive ever-better auction returns, which then increases the attractiveness of the total loss pathway to insurance carriers who are considering various possibilities for resolving their claims. We are focused, as always, on delivering superior outcomes for our clients first and foremost through auction returns, but also, of course, through our differentiated service offerings from vehicle retrieval to title processing.

We continue to invest heavily in our technology platforms, our physical infrastructure, and our global buyer network to enable those outcomes, representing absolute investment levels that substantially exceed the balance of the industry collectively. We do so proudly as stewards of the industry.

On returns specifically, despite the logistical and economic disruptions of global conflict, US insurance ASPs increased 4.1% year-over-year for the quarter, reaching a seasonally adjusted all-time record high for Copart insurance ASPs in the third quarter. Consistent with our prior discussions, international buyers are a critical driver of these auction returns, and today represent more than a third of the volume sold at US Copart auctions and nearly half of our auction proceeds.

In any given month or quarter, the precise mix of participating countries can surely vary. For example, given recent conflicts, direct participation in US auctions from certain Middle Eastern markets has declined year-over-year.

What has sustained overall demand has been the breadth and diversification of this buyer base as certain corridors moderated, others expanded to fill the gap, including parts of Central Europe, West Africa, Central America, and the Caribbean. The virtue of robust auction liquidity is that no single seller or buyer, and in fact no single region, country, or currency, unduly influences the auction outcomes we deliver to our sellers.

The resilience of our marketplace comes from the depth and diversity of a buyer network we have spent decades cultivating, now spanning more than 160 countries worldwide. That network breadth is a meaningful driver of returns for our insurance clients.

Our analysis also shows that international buyers, financed buyers, new buyers, and particularly crossover buyers, which I'll describe in greater detail, are critical enablers of the higher auction returns that we generate for our sellers. We call crossover buyers those members who first discover Copart and engage with us in search of a vehicle sold by rental car companies, financial institutions, dealers, and the like, who then discover the wealth of products available from insurance sellers and then engage as buyers there as well.

Looking back over the past three years of the more than 30,000 buyers who first entered the Copart ecosystem by virtue of those non-insurance vehicles, a strong majority would bid on an insurance vehicle within the first 90 days of their engagement. Whatever we or anyone else asserts about their auction liquidity, the best testimony for auction liquidity is your seller participation.

Our sellers vote with their feet by entrusting ever more of their volume to us on a pure sale basis. They know that by virtue of Copart's buyer recruitment, product discovery, and auction management practices, that we will yield the highest and best value the first time through our auction.

In fact, today, for US insurance sellers at Copart, the mix of pure sale units is at all-time highs. We estimate that our pure sale insurance volume is literally an order of magnitude higher than what is available at other similar platforms.

We recently completed our 2026 Insurance Advisory Board meeting, a gathering of our largest US insurance clients together to discuss current and future catalysts of change in our industry, including, of course, very notably artificial intelligence deployment. It marks, though, just one visible moment in our ongoing, day-to-day engagement with our clients to extend and expand our commercial relationships as we handle ever more of the claims processes for them, including providing them the AI-enabled tools to make front-end total loss decisions more quickly and more accurately through to title procurement, loan settlement, and ultimately auction as well.

With that, I'll turn the call over to Leah Stearns.

Thank you, Jeff, and good afternoon to everyone on the call. I'll begin by walking through our financial results for the quarter, beginning with our consolidated performance, followed by a review of our US and international segments.

For the third quarter, consolidated revenue grew to $1.24 billion, up 2.1% year-over-year, driven by strength in both service and purchase vehicle sales. During the quarter, we continued to see expansion in average selling prices, which rose 4.6% and more than offset a modest decline in unit volumes of 2.4%.

On the insurance side, global units were down 2.7%, consistent with the industry dynamics Jeff outlined, while global non-insurance units decreased 1.4%. Notably, while global inventory was down 2% from the prior year, global assignment volumes grew at a low single-digit pace.

From a profitability standpoint, the quarter was strong. Global gross profit increased 3.7% to $572.6 million, with global gross margins increasing 71 basis points to 46.3%.

During the quarter, we continued to invest across our platform to enhance the products and services we offer to participants across our global marketplace. This includes the recent launch of our domestic long-haul delivery services in the US.

Operating income grew 2.8% to $464.3 million. Net income was $402.4 million, and earnings per diluted share increased 2.4% to 43 cents, benefiting in part from our ongoing share repurchase activity.

Turning to our US segment, total units declined 4.2%, or 3.3% excluding Copart Direct units. Insurance volumes decreased 4.2%, which are consistent with the claims frequency trends Jeff described a few moments ago.

Beyond insurance, we are seeing encouraging momentum across our diversified seller base. Our Dealer Services and Powersports businesses grew units by 1%, and our Blue Car commercial consignment channel expanded by over 4% over the prior year.

Combined fleet and finance seller volume grew at a healthy double-digit pace, which was partially offset by the continued impact of higher repair activity we've seen among our rental customers. Our Copart Direct unit volume declined 26.3% as we have continued to strategically shift lower-value units to our Direct Buy channel.

On the inventory side, US inventory was down 4.7% year-over-year, and US assignments declined at a low single-digit pace during the quarter. Shifting to Purple Wave, our focus on organic territory sales expansion continues to yield strong gross transaction value growth, which was more than 25% for the last 12 months.

The momentum we are experiencing is being fueled by strong traction in our expansion markets and deepening relationships with select enterprise accounts, which is a real testament to the progress our team is making to scale their platform. On revenue, the US segment was essentially flat, down 0.4%, as higher revenue per unit largely was offset by volume headwinds.

Insurance ASPs increased 4.1%, non-insurance ASPs increased 3.7%, and purchased unit ASPs increased 23%. US gross profit grew to $484.1 million, up 0.9%, and gross profit margin was 48.3%.

Operating income is $390.4 million, reflecting a 38.9% operating margin. Internationally, the story is one of continued momentum.

Total units sold increased 5.9%, with insurance units up 4.6% and non-insurance units growing at an impressive 11.2% in the quarter. Inventory in our international segment increased over 10% from a year ago period, and international assignments increased at a low teens pace.

These trends reflect the broad-based growth that we are seeing across our diversified international footprint, with particularly strong contributions from the UK, Germany, and Canada. For the quarter, international revenue grew 14.1%, or 7.9% excluding the positive impact of foreign currency fluctuations, to $234.2 million.

The primary source of growth internationally came from service revenues, which were up 17.9%, which was driven by 10.5% increase in fee revenue per unit and strong volume growth. Revenue per unit was positively impacted by strong ASP growth, with insurance ASPs increasing 8.4% and non-insurance ASPs growing 16.7%.

The profit picture was equally compelling, with gross profit increasing 21.9% and operating income reaching $73.8 million, representing a 31.5% operating margin. Finally, turning to our capital structure and liquidity.

Copart remains in an exceptionally strong financial position. We ended the quarter with liquidity of approximately $5.5 billion, which includes $4.2 billion in cash and equivalents and held-to-maturity securities and no debt.

Our balance sheet gives us tremendous flexibility to be opportunistic investors throughout business and credit cycles. We continue to generate robust free cash flow, which has increased 12% year-to-date, supported by disciplined capital allocation into land, facilities, and technology, which positions us to efficiently serve both insurance and non-insurance clients while delivering strong operating efficiency.

On the capital return front, we continued to repurchase shares during the third quarter through a combination of 10b5-1 and open market transactions. Fiscal year-to-date, we have repurchased over 43.4 million shares for an aggregate amount of over $1.6 billion, underscoring our confidence in the future growth prospects for Copart and the long-term value of our business.

Thank you, and with that, we'll open up the call for questions.

Good afternoon. Thanks for taking our questions.

Hey, Bob.

Hey. I wanted to start on fuel.

Fuel prices, transportation costs are up across the economy and talked about a lot in general. Was wondering if you could remind us how it flows through for Copart now.

I think years ago it was all company fleet, then you outsourced your fleet. I think you kind of have a hybrid towing fleet now.

If you could give us color on the impact and do you charge pricing to your customers or how do you mitigate fuel as well?

Great. Thanks for your question, Bob.

We are, as you noted, a hybrid. We do manage our own in-house truck fleet.

We do have a substantial program that we call Truck-in-a-Box in which we help contractors and help support their businesses with a structured lease program and a structured tow program with us as well. We have cultivated liquidity on the towing side with some mix of our owned assets as well as the supported third parties as well.

Then, as for many years, we have leveraged a large third-party subcontractor network as well. All three of the above.

Not surprisingly, fuel is very relevant to all of them. We have been thoughtfully responsive with them as necessary

to adjust rates to ensure ongoing service and to ensure that they also can long-term prosperously support us, our business, as well as the business of our clients. It's a microeconomic decision market by market, but we do have to account, of course, for that input cost in our business.

Okay. Understood.

Great. Then, I guess one bigger-picture question in terms of the decline in new car sales and SAAR, kind of started in 2020 from COVID, and is there an impact on expected salvage volumes in 2027 and beyond as those cohorts start hitting the sweet spot for total loss frequency?

I know there's lots of other variables you talked about: insurance affordability, claims, earned car years, etc., which can be offsetting. I guess if I drive it down to one thing, you talk about kind of the macro drivers and that one in particular, the decline in SAAR, and then more so just the biggest Copart-specific growth drivers over the next five years, noting that macro is a little bit tough.

A very good question. Bob, just conjecture on my part, but I think in your mind, you may be thinking there are some auction houses, for example, who sell vehicles on behalf of OEMs at the end of a lease.

If in one year there are very very few lease originations, then 3, 5, 7 years hence, perhaps there are fewer vehicles to sell then. For us, the catalyst is much less when the cars enter the ecosystem in the first place, whether the car was sold originally in '18, '19, '20, or '21 is not especially of consequence to us.

What really matters to us is that the vehicles are on the road, period, right, that there are cars being driven, miles being traversed in the cars themselves, and then, of course, collision rates, total loss rates as well. At least in theory, even at the extremes, if you completely eliminated all new cars sold in 2021 altogether, which is not that far from the truth given what we now know of the semiconductor crisis at the time, that doesn't have any real pronounced effects given the way our supply is a layer cake of more than a decade's worth of new car shipments.

Right, any given one or two or three years of disruption, so long as it doesn't coincide with a dramatic decline in miles driven, which in turn would really be the independent variable of consequence, not the new cars to begin with.

Got it. Understood.

Then just the primary drivers, I guess would be my last one, I'll get back in queue, for your growth over the next five years.

Sure. I think you heard me walk through principally the insurance side of the house, which is to say that the insurance industry has been a strong growth lever for us for decades, even on a same-client basis, to speak, as accident frequency has historically been very much more than offset by rising total loss frequency.

The catalysts for that phenomenon, we think, largely remain true. That's the insurance business, part one, in all the markets in which we already do business today.

Lever number two, you heard Leah and I both talk about some, which is the liquidity that we are pursuing and succeeding in obtaining in non-insurance markets. These are the rental car companies, dealers, corporate fleets, and financial institutions who are increasingly entrusting us with their vehicles as well.

As you know from our prior discussions, Bob, the nature of rising total loss frequency means that we are ever more selling actual cars and not selling baskets of parts or not selling baskets of raw materials. To the extent that we're selling vehicles that are drivable, that are worth $5,000, $10,000, $15,000, $20,000-plus, we become, with each passing day and year, the more appropriate forum for a growing variety of vehicles, including those vehicles from the aforementioned institutions.

That has been a meaningful growth lever for the past five years. With the confluence of total loss frequency and the natural flywheel effect of earning more of those cars, we expect more liquidity to come from those sources as well.

We have expanded globally, as perhaps most notably in 2007, almost 20 years ago. We're approaching the anniversary soon of our entry into the United Kingdom.

We now also operate and operate profitably in Spain and Germany, Finland, the Middle East, Canada, Brazil, etc. International expansion has historically been a part of our playbook as well.

There are some countries that still share many of the characteristics that make total loss so compelling in the markets I just mentioned. There are other markets that will no doubt emerge over the course of the next 20 years, 10 or 20 years as well.

International expansion also relevant. The one thing I glossed over briefly was the total loss frequency when I mentioned at the outset that we view it as our responsibility to help drive total loss frequency upwards, right?

Insofar as we play an affirmative role in enhancing the economics of total loss, we can help insurance carriers literally save money, right, every time they choose to total a car instead of repairing it because we could generate a better return by selling the car to Poland or Central America. We are helping them.

We're helping preserve their P&Ls. We're helping them keep their rates lower to their policyholders as well.

That sounds esoteric, but it's a very real part of what we do day to day is to build the tools to enable them to make that decision, partner with them to incorporate it more and more upstream, the earlier the better, right? As in the United States, at the scene of the accident, those tows typically are directed not by the insurance carriers or even by the policyholders.

Those typically happen on police rotation, so that's a difficult moment of which to intercept the vehicle. We are moving upstream.

The closer to that moment, the better in terms of arresting depreciation, arresting the accumulation of advance charges, and equipping the insurance carriers to make a better and faster total loss decision. Those are the big levers.

You've heard also talk about the ecosystem that we serve. You heard Leah talk today some about logistics and long-haul towing.

We are pursuing those initiatives both because they can be profit streams for us, but also because they reduce friction, right? The better that logistics and financing and warranty and so forth can be for our buyers, the greater the breadth of buyers who can reasonably participate on any given car that is sold at a Copart auction.

Wonderful. That's great.

Thank you so much for all the detail.

Yeah.

Hey, good afternoon. Thanks for taking my questions as well.

Jeff, it sounds like you hosted a forum for your insurance partners. I'm just curious, first, what are those insurance partners saying about the outlook for claims in 2026, 2027?

Then you had also mentioned some catalysts for change in the industry, and I wondered if you would elaborate on some of those catalysts.

Sure. Appreciate the question, Craig.

This is an annual gathering we have of our major insurance clients here in the US. In some respects, it's a big deal because we're gathered face-to-face for several days in a row and talking about some really meaty matters together.

Then on the other hand, it's also overstating it a bit because we talk to these clients all the time, day to day, week to week. It does become a forum to tackle issues that are beyond the day to day, beyond resolving individual claims, beyond figuring out how to succeed in X geography or Y geography.

In this case, when it comes to claims frequency, I think we'll hear a variety of perspectives on it. I think everyone recognizes that, yes, many consumers, we've seen some research that indicates as many as 1 in every 6 policyholders in the auto space has pulled back on their insurance coverage in one way or the other, meaning they've moved from collision to liability only or they have increased their deductibles, etc., etc.

Right, that's survey done in the middle of 2025 or so, and we do hear insurance carriers echoing those statements. They see claims frequency down.

They know that consumers are swallowing hard in some cases and eating minor repairs on their own, either because economically they wouldn't clear the deductible or even if they did, that they fear the rate increase that might come with an actual economic claim as well. That's what we're hearing from the insurance industry.

I think they also recognize these trends tend to be cyclical, not secular, right, that eventually folks are rational about the coverage they need and want to pay for, and folks should ultimately pay for the insurance they need. That has proven true over a multiple decade-long horizon.

When it comes to catalysts for change in the future, definitely some discussion of near-term trends, like the conflict that we in the world find ourselves in. We do talk about artificial intelligence and what it means for claims, what it means for insurance companies.

As you might imagine, they are both excited and terrified of it, right? In an insurance company, by its nature, have to be very thoughtful and rigorous about new tools that it deploys.

In many cases, the decisions they make or their service providers make have to be thoughtful and auditable and trackable and accountable, right? It can't be black box decision-making either.

We talked at great length about artificial intelligence, how we're deploying it at Copart in support of their outcomes and how we can support them in deploying it as well. I think the insurance industry broadly speaking, I would say, is exploring AI certainly across the multiple dimensions of its industry, but if anything, we understand it on the claims side as well as anyone, right?

They will consider it for marketing certainly, underwriting certainly, pricing, and the like, and CRM and so forth. On the claims end, if anything, that's a language we may speak more fluently than they do as institutions.

Thank you. Then either Jeff or Leah, I'm just looking at that international service revenue line, up, I think, 18%.

Maybe could you just shed some light on what exactly is driving that? To what extent is the market performing, the underlying markets in which you participate, is that performing well?

To what extent is that a representation of traction you're getting, especially I'm curious about in Germany, as I know you're flipping that market towards a Copart-style remarketing service?

Craig. The growth internationally that we saw on the revenue side was, as I mentioned in my prepared remarks, there was contribution across many markets.

The UK was particularly strong in the quarter. Germany followed it up, as well as Canada.

We've seen really strong demand across all three markets, both on the insurance side as well as the non-insurance business. Germany continues to perform incredibly well on a relative basis to where it was several years ago.

We continue to see carriers be open-minded about how they're approaching the total loss process, and that's a market where we've seen some meaningful progress from a unit volume as well as a profitability perspective. We're really pleased with that performance.

Thank you.

Thanks, Craig.

Hi, good evening and thanks for taking my questions. Could you just give us an update on the size of the non-insurance or whole car business?

It would be really helpful to get a sense of the typical profile of a crossover buyer. How does their wallet share with Copart tend to evolve over time?

If possible, it would be helpful to hear an example or anecdote of how a dealer maybe initially engages with Copart and what that early exploration phase looks like and how that activity typically ramps up as the relationship develops. Thanks, and I have a follow-up.

Fair question.

I'll start with your second question on the nature of the crossover buyer. These are both domestic buyers and international buyers as well who will first discover Copart through some mix of SEM or SEO.

Literally a Google search for a given vehicle may lead them to Copart for the first time. It can also be via social media.

If you will check us on the YouTubes and TikToks and Instagrams and such, not even just our content alone, but you'll find third parties posting about the vehicles they bought and transformed from Copart. They'll discover us in a range of different ways.

Naturally, it's often the first car you explore at Copart is one that could theoretically be driven off a Copart lot or close to it. Those are the cars that most intrigued them at the outset.

Then when they begin bidding, when they begin engaging on the platform, they discover that there's an insurance vehicle that was a theft recovery. Perhaps it was never damaged at all that might be in their sweet spot as well.

Their business is in transforming Lexus SUVs, and they discover a Lexus SUV with hail damage or theft recovery. That wets their appetite for an insurance car.

Then they discover that there's a vehicle with light flood damage or rear-end damage, and it's just the camera that's knocked out, the car is otherwise intact, and the drivetrain is fine. You can imagine that a given buyer comes for one type of car, and then once he or she realizes the breadth of inventory available to him or her, they migrate outward in concentric circles, right, from that Lexus to other insurance Lexuses, then to Toyotas, then to BMWs, then to cars further away geographically from where they originated.

That tends to be the discovery journey. The member universe for us is very dynamic, right?

We have many tens of thousands of new members every year. There's tremendous creative destruction in the automotive rebuilding business, to speak.

In every country, there are new folks in business every year, folks who go out of business every year. Replenishing that buyer universe is critical, but we have generally found that folks come to pursue very excellent-conditioned vehicles, and then they tend to expand their aperture from there.

Got it. Thanks a lot, Jeff.

That's very helpful. Just as a follow-up, could we double-click on the pure sale mix with US insurance sellers?

I just wanted to understand if this is more contractual in nature or something more dynamic that can be toggled up or down, and whether a higher mix of pure sale units has positive implications for Copart's earnings profile. Thank you.

Fair question. It's not contractual, our insurance carrier maintained the discretion to manage the auctions as they see fit.

Though in comparison to say where we were even seven or eight years ago, many more insurance carriers have moved to effectively a nearly 100% pure sale approach, and a handful of carriers have moved from 100% down very meaningfully as well. Effectively nobody has increased their portion of managed sale auctions at Copart.

The reason that's true is because they know, and they can literally physically attend—and not physically, but virtually on their computers attend a Copart auction—and they see the thousands of attendees at a given auction. They see the bidders.

If you were to watch one car transact at Copart, you'll see buyers in Poland bidding against buyers in Oklahoma and then Maine and then Canada and then Ecuador. You'll see it happen in real time.

They recognize that there is no real way to escape the liquidity at Copart. A vehicle that is sold at Copart will find its highest and best use worldwide, and so the insurance carriers have voted with their feet.

They could, in theory, impose high reserve prices on every car. I think they, at this point, recognize that that's counterproductive as well, right?

That'll merely chill buyer participation. If you have ever bought anything at auction—and I myself have silly things, musical instruments or collectibles that I'll buy at the eBays and elsewhere—buyers tend to gravitate to pure sale items, and you tend to generate better outcomes and faster outcomes when buyers are excited to participate.

That pure sale mix has increased very steadily and very meaningfully really through Copart's entire history, but in particular over the past five to seven years.

Understood. Great color.

If I could just sneak one more in, on RPU, continued strong growth here despite having fully lapped prior pricing actions. Could you maybe unpack the drivers of this strength, maybe break it down between contribution from pure ASP expansion versus other vectors like mix and initiatives like Title Express?

Thank you.

Just directionally speaking, we definitely, as I noted, have provided more services. The Title Express offering here at Copart, we would estimate we are processing volume 6, 7, 8x more than anyone else in the industry.

That particular product offering has penetrated more accounts, so that's a portion of it. As you noted, a portion is simply by virtue of the higher selling prices we're generating at auction.

The mechanism of our economics are such that as we deliver higher sale prices to our sellers, we also share in a very small portion of that incremental proceeds as well. Those are the big drivers.

Certainly volume growth, certainly growth among those non-insurance sellers that we noted earlier. Those cars tend to sell for even more still than the average insurance car as well.

Those are all of the underlying drivers.

Terrific, and good luck.

Thank you.

Thanks for taking the question. Jeff, I appreciate the comments on the whole car side.

Frankly, that's kind of one of the areas we're getting most questions about from investors. Would love to spend a couple more minutes there.

Can you just remind us again just the size of the business, maybe either in terms of dollars or units again? When you look at kind of the whole car business, I think there's different definitions that probably different folks in the industry use.

When I talk to people in the industry, they seem to tell me that you guys are selling a lot of hail damage type vehicles. Would love to know from a consignor standpoint, not necessarily the demand side that you talked about in the last question, but from a seller standpoint, where those whole car units are coming from.

Are they still largely attached to some sort of, what I would say, damaged vehicle, not necessarily a complete salvage? Would just kind of love for you to kind of dive into help us think about your definition of whole car.

Secondly, as you think about growing that business and aspirations to be more on the dealer side, I know you've had Copart Dealer Services for a number of years. Is that a strong enough brand to do what you want to accomplish there?

I know you've kind of toyed around with Blue Car for the last couple years, but what's your level of satisfaction with Blue Car, and do you think you maybe need a different tool, different platform, or maybe just a brand that doesn't say Copart to be as successful there as you want it to be? Thanks.

It's a very fair question. I think underlying it, John, you've got the intuition that every car somewhere on a spectrum from a total burn that's almost unrecognizable as a vehicle at all all the way to a brand-new Bentley that is just off the dealer lot, right, and there's the spectrum of vehicles in between.

Assuredly, when we talk about vehicles we are sourcing from institutions other than insurance companies, we start at one end of the spectrum. For sure, we are the obvious marketplace for a damaged rental car or a heavily beaten-up repo vehicle.

From there, we earn the right to sell the three-year-old car that is being defleeted by one of the major rental car companies. We earn the right to sell a repo vehicle that is actually in excellent condition, right, that was a voluntary repo of a car that's four years old with very light mileage on it.

We, just as we described the concentric circles earlier, we have our foot in the door and we earn the right to sell, quote, better and better cars over time. That is reflected in part in our average selling prices.

We tend to talk about insurance in isolation, but it's reflected in the average selling prices of the cars we sell for financial institutions as well. Eventually the TAM, when you consider all of the auction-mediated vehicles that are not from insurance companies in the United States, that's 15 million-plus, right?

Not all of them are day-one addressable for us. As total loss frequency rises, as we earn the right to sell more of those cars from the non-insurance sellers with each passing year, we earn the right to sell more of those cars as well.

I think you're right. It is a spectrum and we are moving up and to the right on that spectrum.

Great. Then just you might have mentioned it and I missed it, maybe talk a little bit about the industrial side of the business, maybe where you're at as you think about investments there.

Maybe I don't know if you mentioned how the GTV performed, any call-outs for us to think about how Purple Wave's performing. Thanks.

Sure, John. I'll take that.

Just in terms of GTV, we look at it on an LTM basis and GTV's grown over 25% year-over-year. We're very pleased with that.

The majority of the growth is coming from territory expansion. We started out the business with a principally Central time zone-focused territory sales force, and have expanded out to the coasts.

The majority of our investment in Purple Wave has been in headcount in that territory sales force, as well as some very focused enterprise-level accounts that are focused on building relationships with large, nationwide sellers. The GTV growth that we're seeing is a result of the success that we've had with that territory expansion and the enterprise relationships.

We're pleased with that. I'd say, in terms of overall size, the team is about 2.5 to 3x the size it was when we acquired Purple Wave.

We still have some ways to go in terms of achieving full nationwide coverage, but we've certainly hit the top areas that are most important for Copart to penetrate from a territory presence perspective, and we're pleased with the progress we're seeing so far.

Great. Thank you, and good luck.

Great. Thanks for taking my questions.

Actually, John got most of them on the whole car side, but I was wondering if you could talk a little bit on the recent long-haul that you referenced, what exactly you're doing there and how's that impacting how you're adding that into your business?

Sure, Jeff. On the long-haul side, that's a additional product that we have really always offered to our members.

However, we shifted our product offering a little over 12 months ago. We've seen rapid adoption of it and are quite pleased with the level of buyer participation that we've seen effectively procure long-haul delivery through the Copart Delivered product.

We believe it reduces friction, it gives our buyers certainty in terms of cost upfront, and, like I said, we're pleased with how that's progressing. Just in terms of overall impact for the quarter, we saw about $15 million of year-over-year increase in cost on the facility ops line related to our long-haul delivery product, and that product is generating a nice margin for us as well at the revenue line.

So...

Just a quick point of clarification, on pure sale units, is that just analogous to non-reserve sale, or is there any nuance there?

That's it. That is correct.

Yeah. Thank you.

Best of luck on next quarter.

Thank you.

Great. Thank you, everybody.

We'll talk to you next quarter.