Hunt

Lío Mehiel has been working for a moment like “After the Hunt” for a long time.

Directed by Luca Guadagnino, this thorny morality play of a film set at Yale University pits well-liked professor Alma (played by Julia Roberts) against both her protegé, Maggie (Ayo Edebiri), as well as her longtime friend and colleague Hank (Andrew Garfield) during a scandal that risks her entire academic career.

Amid that starry A-list cast, the actor plays Maggie’s partner, Alex. The film, which had its world premiere in August at the Venice Film Festival, is Mehiel’s most high-profile project yet.

“There is so much time as an artist where you are doing the work and nobody cares and you have to find within yourself the motivation and the commitment and the drive to keep going,” Mehiel tells The Times. “Because you know that when you are going to be able to reach people, it will be worth it.”

Such a step has been years in the making. Mehiel, who lived in Puerto Rico until they were 5 years old, began their creative endeavors almost as soon as they arrived in New York City, first as a salsa dancer and later as an actor. By the time they were in fifth grade they were attending Broadway auditions, eventually booking a role in the 2003 revival of “Cat on a Hot Tin Roof” starring Ashley Judd and Jason Patric.

(L to R) Lio Mehiel as Alex and Ayo Edebiri as Maggie in AFTER THE HUNT, from Amazon MGM Studios.

(Yannis Drakoulidis / Yannis Drakoulidis © 2025 Amazon Content Services LLC. All Rights Reserved)

But as they began finding their own sense of self and body, they also found the kind of opportunities that led them to “After the Hunt.” That began in earnest back in 2023, when they starred in Vuk Lungulov-Klotz’s film “Mutt” as Feña, a role they booked after cold-emailing the director and telling them they’d do anything to win that part. The film chronicled a particularly hectic day in the life of a young trans man in New York City, as he struggles to rekindle old relationships he’d severed since he’d transitioned. Mehiel’s soulful performance won them a Special Jury Award for Acting at the 2023 Sundance Film Festival, putting them on the map as a trans Latine performer to watch.

“Moving forward from ‘Mutt,’ I was really interested in building on that momentum to what’s next,” they say. Not just in terms of their career but in the broader cultural conversation around contemporary queer and trans representation. The following year, they returned to Sundance with Alessandra Lacorazza’s “In the Summers,” which walked away from the festival with the U.S. Dramatic Grand Jury prize — the first for a film directed by a Latina director. Like “Mutt,” that sun-dappled film found Mehiel breathing life into a trans character navigating a thorny relationship with their father (played by renowned Puerto Rican rapper Residente).

Mehiel has long been building a body of work that centers on the very work of having a body. Just this past summer, they visited the Salton Sea for a performance installation titled “angels of a drowning myth.” In photos from that day, Mehiel is seen naked and half-submerged into that so-called sea, posing alongside a bust of their own chest made six months after they’d received top surgery. A portrait of a body twice represented, Mehiel’s piece stressed the solidity and malleability of their own body, and the beauty they find within and around it. Their work moves past familiar ideas of the body in transition, gleefully embracing the messiness of the queer experience and refusing the easy siren call of visibility.

“‘After the Hunt,’ is such a beautiful example of that because Alex is a queer and trans character, but we just see them getting home from a run, taking their shirt off, being with their partner, dealing with stuff that has nothing to do with their queerness,” Mehiel says.

That moment Alex first appears on screen is quintessential Mehiel. Not just because of the honeyed intimacy their sweaty, bare chest exudes. But because their appearance immediately reframes everything audiences have heard about this seemingly militant, radical social justice warrior. Alex at first appears as a figure of “woke” culture there to defy the older generation Roberts’ Alma comes to stand for. But there’s more to them than that.

“Alex doesn’t represent all queer people who have a political orientation in the world, all queer people who might attend a protest,” they explain. “I think what Luca did and what Nora did in the script was to give us all an opportunity to move away from identity politics. Instead, they gave each of the characters enough meat on their bones that they get to be complex, messy characters.”

“After the Hunt” may focus on complicated ethical questions surrounding sexual assault allegations at a university, but within that plot, Mehiel sees also a chance for viewers to catch a glimpse of characters like Maggie and Alex who may not otherwise be centered in such stories.

“I’m just excited that there is more exposure that people are having to queer and trans people and to queer relationships, and how that can fit in the context of a ‘normative’ world,” they add. “This is a movie with Julia Roberts, one of our biggest stars and crown jewels of Hollywood and of American cinema. There’s going to be a lot of folks that are going to see it because Julia is in it. And then they’re also going to get to experience a queer and trans person on screen who is likable in some moments and unlikable in others, just as much as every other character.”

That’s been Mehiel’s purpose for years now: to expand what queer and trans characters can look like on stage, on screen and, in turn, in real life. At a time when these communities are vilified by those who wish to harm them, Mehiel insists on the importance of such normalized visibility.

Lio Mehiel seen at the Los Angeles Premiere of Amazon MGM Studios’ “After The Hunt” at Academy Museum of Motion Pictures on October 04, 2025 in Los Angeles, California.

(Photo by Stewart Cook / Amazon MGM Studios via Getty Images)

“Honestly, exposure to these experiences creates connection more than anything and allows people to feel comfortable,” they add. “Because the political climate right now — for the Latine community and for the trans community — is really hard and heartbreaking and challenging. And I think so much of it has to do with people feeling like they don’t know who these people are.”

A central kernel of the premise of “After the Hunt” is that you never know what someone is going through. And, more to the point, that making assumptions about other people’s experience can be extremely dangerous.

“This movie really serves as a mirror to the people that are watching it,” Mehiel insists. The film confronts audiences with their own biases and refuses any tidy conclusions.

But for Mehiel, the film will forever be remembered as a highlight of a career that is only bound to get bigger and more exciting. Just this year, they spent the summer at the Williamstown Theatre Festival starring in Jeremy O. Harris’ new play as well as serving as head of production for “Mother, Daughter, Holy Spirit,” a grassroots fundraiser for the Trans Justice Funding Project, all while continuing to pursue their various interests as artist, writer, and filmmaker. In that context, “After the Hunt” stands now less as a calling card than as a reminder of how far they’ve come and yet how much further they want to go. That film, now playing in theaters and coming soon to Prime Video, will widen the scope and reach of their artistry.

“Watching it, I was like, ‘I fit right into the fabric of the movie,’” they say. “On a personal journey level, I feel confident that I have the skill, the talent and the experience at this point to work with the masters that I dream of working with (if the sexy French filmmaker, Julia Ducournau, ever reads this interview, she should know that I want to work with her).”

Or, in much simpler terms that echo an ethos they’ve brought to bear on and off screen: “I just feel ready and able to actualize the things that I have been dreaming about for a long time.”

Reporting from Washington — President Trump could contain his anger for only so long — about 14 hours — before lashing out on Twitter on Thursday to protest “the single greatest witch hunt of a politician in American history!”

But in attacking Wednesday’s appointment of former FBI Director Robert S. Mueller III as a special counsel to head the investigation into Russian meddling in the 2016 election and any role that Trump’s associates may have played, the president risks alienating potential supporters in his own party.

He could create an enemy out of a prosecutor who commands both a vast army of investigators and bipartisan respect.

And, yet again, he has undercut advice from top Republicans inside and outside the White House who say that an independent investigation could help Trump. If only he could control his evident anxiety about the case, the secrecy of a special counsel investigation could keep the story out of the daily headlines, they say. And Mueller’s credibility could provide exoneration for the president and his aides if the investigation finds that they have done nothing wrong.

The mix of grievance, hyperbole and defiance in Trump’s response, however, was hardly surprising at this point in his public life. His statements fit a pattern he long ago established of fighting back against enemies real or perceived and of seldom letting go of a grudge.

In a second tweet, Trump complained that President Obama and Hillary Clinton had not been subjected to the same treatment.

“With all of the illegal acts that took place in the Clinton campaign & Obama Administration, there was never a special counsel appointed!” he wrote. He initially misspelled counsel as “councel” before sending a corrected tweet.

Trump did not specify what he meant by illegal acts.

During a lunch with television anchors ahead of a nine-day foreign trip that is scheduled to begin Friday, Trump continued to criticize the special counsel appointment.

He called the investigation “a pure excuse for the Democrats” for losing the election. “It hurts our country terribly,” he said. “It shows we’re a divided, mixed-up, not unified country.”

At a joint news conference later in the day with the visiting president of Colombia, Trump took a slightly more muted tone.

“I respect the decision” to appoint Mueller, he said, before adding that he believed the “entire thing” was “a witch hunt.”

“There’s no collusion between, certainly, myself and my campaign — but I can always speak for myself — and the Russians — zero,” he said. He appeared to mean that he could “only” speak for himself.

“There is no collusion,” he repeated several times.

He also emphatically said, “No, no,” when asked whether he had urged then-FBI Director James B. Comey to back off an investigation of Michael Flynn, Trump’s former national security advisor. Comey, in a memo reportedly written for his files, said that Trump had made such a request at a meeting in the Oval Office on Feb. 14.

Trump’s lashing out is not unique. President Clinton, for example, was known to rage about what he saw as the unfairness of the long-running special prosecutor investigations his administration faced. Clinton, however, kept his red-faced fury to private conversations, and, of course, Twitter didn’t exist.

But neither is Trump’s very public display of anger a completely irrational move. Trump and some of his advisors clearly see anger over the investigation as a way to unite his core supporters against a common enemy at a time when at least some of his voters have begun showing signs, in polls, of wavering.

In fundraising emails Thursday, Trump boasted that he had set a new postelection high for his campaign in online money raising despite “unrelenting and unprecedented political attacks against a sitting president” by the media and political establishment.

“The American people sent President Trump to Washington not to get along with the establishment but to repair the damage done to our economy and our prestige around the world by their policies and practices,” he wrote.

Trump’s instinct to battle, however, and the political desire to use the fight to unite his supporters is at odds with the strategy that many of his advisors would prefer — one closer to the approach other administrations have used of trying to insulate the White House’s daily functions from scandal.

Clinton’s press office hired an outside agency to handle questions about the investigation that eventually led to his impeachment over the Monica Lewinsky affair. Although it did not end the saga for him, it did take some of the pressure off his White House staff, allowing them to speak more about policy during public briefings.

Wednesday night, the White House seemed to be inching toward a similar goal, issuing a statement that offered muted approval of the investigation and urged a speedy conclusion.

Congressional Republican leaders appeared to be following that playbook Thursday.

After Deputy Atty. Gen. Rod Rosenstein briefed senators on the investigation, several Republican lawmakers suggested that with Mueller in place, the time had come for congressional committees to scale back their investigations, which involve highly public hearings, and allow the special counsel to carry out his probe, which can be expected to offer fewer headlines until it reaches a conclusion.

The appointment of Mueller “has really limited what Congress can do,” said Sen. Lindsey Graham (R-S.C.). “This was a counter-intelligence investigation. It is now a criminal investigation.”

Trump’s advisors have been frustrated that he has so often failed to stick to such strategies.

“Clearly they’re not on the same page, but I don’t know why,” said Barry Bennett, a former advisor to Trump’s campaign who has friends serving in the White House.

Bennett said Trump continues to rely mostly on advice from “his New York buddies” — friends closer to his age and wealth whom he respects more, but who lack experience in politics and communications. Like others, Bennett expects Trump to shake up his staff, dispensing with Chief of Staff Reince Priebus, upon his return from the foreign trip.

Anxiety over a potential staff shakeup, Bennett said, has left those inside with even less clout to advise the president.

“It’s a combination of his frustration and people’s exhaustion,” he said.

But another person in close contact with White House staff, who requested anonymity to discuss the issue, said many of Trump’s aides remain devoted and united behind the task of defending him. The stress staffers are feeling is endemic to any White House, the person said.

“Anybody that’s surprised by” Trump’s disdain for listening to his press team and political advisors “should have been paying attention to the campaign,” the person said. “To think it would be any different in the White House makes you dumb.”

With the rush of events at home, Trump’s overseas trip now promises to be even more fraught for the new president.

Trump would like the trip to be shorter, a White House official said. His son-in-law and close advisor, Jared Kushner, orchestrated the stops in Saudi Arabia and Israel, which lengthened a trip that originally was designed to go only to Italy and NATO headquarters in Brussels.

Trump liked the broader mission, but being away from a familiar bed for more than a week is difficult for him. He is often teased by his children as being a “homebody,” the official said.

One person who will be staying behind is Trump’s strategic advisor Stephen K. Bannon. He has stepped back from foreign policy in the last two months as Kushner showed he had more influence with the president in that arena.

The last several days offered a preview of how the current distractions, combined with Trump’s disdain for scripted protocols, could leave the president ill-prepared for his debut abroad.

On Tuesday, Trump repeatedly mispronounced the name of Recep Tayyip Erdogan as the Turkish president stood beside him. He also appeared bored or distracted when Erdogan spoke, coming to life when the Turkish president injected some fulsome praise for Trump and his election victory.

On Thursday, he appeared to struggle to keep focus while Colombia’s president, Juan Manuel Santos, was speaking.

Over the last two weeks, Trump’s official schedule was relatively light as aides made time for him to cram on geopolitics for a trip that will take him from the complexities of the Middle East to summit meetings with skeptical-to-hostile leaders in Europe.

Presidents usually sit through “pre-trip briefings galore” before foreign visits, said Michael Allen, who was an advisor to President George W. Bush.

Before Bush traveled, his White House chief of staff would carve out extensive time for senior directors on the National Security Council and other experts to brief the president. Allen said the briefings could get quite precise: “This is what you will see, what they will say, what you might discuss, what you need to know.”

But with Trump, said a Republican who formerly worked in the White House, “the trouble will be if he goes off script. Trump can’t control himself.”

At the same time, the official said, everywhere “he will be treated to respect and pageantry. Trump will eat of lot of that up.”

[email protected]

Twitter: @noahbierman

Times staff writer Michael Memoli contributed to this article

ALSO:

Arrests on civil immigration charges go up 38% in the first 100 days since Trump’s executive order

Meet Robert Mueller, the former San Francisco lawyer chosen to lead the Trump-Russia investigation

Rod Rosenstein heads to Capitol Hill after appointing special counsel

UPDATES:

2:45 p.m.: This article was updated with quotes from President Trump’s news conference and other additional details.

This article was first published at 7:30 a.m.

Image source: The Motley Fool.

DATE

Wednesday, October 15, 2025 at 5:00 p.m. ET

CALL PARTICIPANTS

Chief Executive Officer — Shelley Simpson

Chief Financial Officer — Brad Delco

Executive Vice President, Commercial — Spencer Frazier

Chief Operating Officer — Nick Hobbs

President, Highway Services — Brad Hicks

President, Intermodal — Darren Field

Need a quote from a Motley Fool analyst? Email [email protected]

TAKEAWAYS

Revenue — Roughly flat year over year, indicating limited top-line growth in a soft freight demand environment.

Operating income — Operating income improved 8% compared to the prior year period, reflecting successful cost discipline and margin repair efforts.

Diluted earnings per share — Diluted earnings per share increased 18% compared to the prior year period, despite inflationary headwinds in insurance, wages, and equipment costs.

Share repurchases — Over $780 million used to buy back 5.4 million shares year to date, maintaining balance sheet leverage around one times trailing twelve-month EBITDA.

Cost reduction initiative — More than $20 million of structural costs eliminated, with the majority of the $100 million target expected to be realized in 2026.

Intermodal volume — Decreased 1% year over year, with monthly trends of -3% in July, -2% in August, and flat in September.

Dedicated Contract Services (DCS) sales — Approximately 280 trucks sold, with ongoing visibility to fleet losses resulting in a truck count decline of about 85 units sequentially.

DCS margins — Maintained double-digit margins despite mature location losses and startup costs for new business.

ICS (Brokerage) rates — Reflecting improved new customer wins during the bid season.

Net Promoter Score (NPS) — Achieved a score of 53 in Intermodal.

Final Mile Services — Ongoing demand weakness for furniture, exercise equipment, and appliances, with challenged market conditions expected through year-end and anticipated legacy appliance business losses in 2026.

Safety performance — Achieved record-low DOT preventable accidents per million miles for the third consecutive year, improving further through the current period.

Regulatory impact — Recent U.S. regulations, such as English language proficiency and non-domiciled CDL, are reducing industry capacity but are not materially affecting the company’s own operations.

Technology & automation — Deployed 50 AI agents, automated 60% of third-party check calls, more than 73% of orders are auto-accepted, automated 80% of paper invoice payments, and saved about 100,000 hours annually across highway, dedicated, and CE teams.

Capital allocation priorities — Investment in the business is prioritized over buybacks and dividends, with an emphasis on maintaining investment-grade leverage.

SUMMARY

Management of J.B. Hunt Transport Services (JBHT -0.53%) reiterated strategic clarity on long-term operational excellence, pursuing aggressive cost reductions and process automation to strengthen margins in challenging market conditions. Executive commentary directly addressed the implications of rail industry consolidation, emphasizing the company’s experience in prior mergers and robust long-term agreements with key rail providers. Sequential volume trends in Intermodal highlighted ongoing softness offset by service-driven share gains. Technology deployment and automation initiatives were positioned as critical levers for future efficiency gains and margin sustainability. Near-term expectations for DCS and Final Mile Services included persistent end-market headwinds but pointed to a return to modest fleet growth and targeted business mix shifts in 2025 and 2026. The company explicitly reaffirmed its balanced capital allocation strategy focused on core investment.

Simpson stated, “we are making good progress towards reaching our $100 million savings goal and advancing towards our long-term margin target.”

Delco highlighted, “productivity and cost management efforts more than offset those headwinds to drive our improved results.”

Frazier noted, “truckload capacity continued to exit the market, and the pace of exits is accelerating,” though soft demand is limiting immediate pricing effects.

Spencer Frazier explained that intermodal volumes benefited from conversions “primarily because more customers are converting freight to intermodal from the highway as they see our commitment to operational excellence differentiating J.B. Hunt Transport Services, Inc.”

Brad Delco directly attributed recent improvements to “service efficiencies, balancing our networks, dynamically serving customers to meet their needs, focusing even more on discretionary spending, and driving greater asset utilization.”

Hicks indicated DCS expects “operating income to be approximately flat compared to 2024,” with potential for further growth in 2026 driven by new business startups.

Simpson emphasized strategic adaptability to rail consolidation: “our scale and influence allow us to coordinate complex intermodal moves and deliver unique solutions for our customers.”

INDUSTRY GLOSSARY

Drayage: The movement of freight over a short distance, typically as part of an intermodal shipment within a port or between rail terminals and customer locations.

DOT preventable accident rate: A safety performance measure calculated as the number of Department of Transportation (DOT)-recordable, preventable accidents per million miles driven.

Steel wheel interchange: The movement of an intermodal rail container car between two railroads without unloading the cargo, typically using physical rail routing connections.

Headhaul/Backhaul: ‘Headhaul’ refers to high-demand freight moves in a preferred direction, often at higher rates; ‘Backhaul’ refers to return moves that typically have lower rates or less freight volume.

IMC: Intermodal Marketing Company — a non-asset third-party intermediary arranging intermodal freight movement between shippers and railroads/trucking firms.

Full Conference Call Transcript

Shelley Simpson: Thank you, Andrew, and good afternoon. Throughout the year, our focus has been on three clear priorities: operational excellence, scaling into our investments, and continuing to repair our margins to drive stronger financial performance. We are executing these priorities with discipline and determination, guided by a strategy designed to strengthen our competitive position and unlock long-term value for our shareholders. I am highly confident that our approach is building a stronger company, one that is fully equipped to capitalize on meaningful growth opportunities ahead while driving stronger financial performance. Across our businesses, service levels remain excellent. We have systemically elevated our service standards to drive disciplined profitable growth with both new and existing customers.

Even as overall freight demand softened during the quarter, our unwavering commitment to service enabled our intermodal and highway businesses to capture additional volume and outperform the market. Operational excellence is now synonymous with J.B. Hunt Transport Services, Inc., and we are leveraging this reputation to drive strategic growth and maximize returns on our investments to match the unique value and strong service levels we provide for customers. We remain focused on controlling what we can, optimizing costs in the near term without sacrificing our future earnings power potential. In addition, we are placing a heightened emphasis on operational efficiency throughout the organization.

By streamlining processes, adopting best practices, and leveraging technology, we aim to utilize every resource as effectively as possible to maximize productivity and performance. Our initiative to lower our cost to serve, announced last quarter, is focused on removing structural costs from our business. The organization’s collaborative efforts continue to gain momentum, and Brad will share more details on our progress. This initiative marks our latest evolution in expense discipline, and we are making good progress towards reaching our $100 million savings goal and advancing towards our long-term margin target. Now, let me address the elephant in the room: rail consolidation. J.B.

Hunt Transport Services, Inc.’s position is rooted in our commitment to delivering exceptional intermodal service and creating long-term value for our customers and shareholders. We recognize both the opportunities and risks that consolidation presents. But our decades of experience, including navigating seven prior Class I railroad mergers, and our thoughtfully developed long-term agreements and strong relationships with NS, CSX, and BNSF should provide the basis for us to adapt to any changes in the industry. As the largest domestic intermodal provider, our scale and influence allow us to coordinate complex intermodal moves and deliver unique solutions for our customers. We are consistently rated best in class by third-party industry surveys of intermodal customers.

And our ability to deliver seamless, differentiated service across the entire North American intermodal network is a key competitive advantage. Our focus remains on providing reliable, efficient, and innovative service that benefits our customers now and into the future. As the rail industry evolves, we expect our proven adaptability and unwavering dedication to service will not only safeguard our leadership position but should also continuously set higher standards of excellence for our customers. I want to close by recognizing the entire organization for their hard work and progress across many areas of focus. The third quarter is extra special at J.B. Hunt Transport Services, Inc. as it includes National Truck Driver and National Technician Appreciation Week.

Our professional drivers and maintenance teams are the backbone of our success. And their record-breaking safety performance is a testament to their skill, dedication, and attention to safety every day. We appreciate all they do to keep our company, our customers, and our communities safe. With that, I’d like to turn the call over to our newly appointed CFO, Brad Delco.

Brad Delco: Thanks, Shelley, and good afternoon. I will hit on some highlights of the quarter, review our capital allocation plan, and give an update on the lowering our cost to serve initiative. Let me start with the quarter. As you have already seen from our release, revenue was roughly flat year over year while operating income improved 8% and diluted earnings per share improved 18% versus the prior year period. While inflation in insurance, wages, and employee benefits and equipment costs were all up, our productivity and cost management efforts more than offset those headwinds to drive our improved results.

Over the years, you have heard us talk about investing in our long-term growth, maintaining cost discipline without jeopardizing our future earnings power, and creating operating leverage when the market returns. Well, it’s no secret the market hasn’t returned yet, but the notable improvement in our financial performance this quarter should serve as a true testament to the talent and capabilities of the people throughout our organization and the execution of our strategy towards operational excellence in safety, service, and lowering our cost to serve. On capital allocation, our balance sheet remains healthy, maintaining leverage around our target of one times trailing twelve-month EBITDA while purchasing over $780 million or 5.4 million shares of our stock year to date.

This aligns with our messaging around prefunding our long-term future growth during the downturn and having the flexibility with the strong cash flow generation of the business to be opportunistic with share repurchases as a way to return value to our shareholders. We will be disciplined in our capital allocation approach with investing in the business as priority number one, sustaining our investment-grade balance sheet, supporting future dividend growth, and finally continuing our opportunistic repurchases. Last quarter, we outlined our lowering our cost serve initiative to remove $100 million of structural costs from the business. I’m happy to share we are off to a good start, having eliminated greater than $20 million in the quarter.

Examples of our success are in service efficiencies, balancing our networks, dynamically serving customers to meet their needs, focusing even more on discretionary spending, and driving greater asset utilization. We remain committed to updating you on our progress going forward. But our intent is to demonstrate our progress in our reported results rather than just speak to them. As we noted last quarter, we will realize a portion of these benefits this year, with the majority of the impact realized in 2026. Let me close with this and what I hope you take away from our quarter. First, our company continues to execute from a position of strength.

We have been transparent with our strategy, our investments to be best prepared to service our customers’ future capacity needs. Second, we also continue to remove structural costs from the business. We are off to a good start and have more work to do. Third, our business continues to generate a significant amount of cash, and we remain focused on generating strong returns with our deployed capital. We have been opportunistic with our share repurchases, all while maintaining modest leverage on our balance sheet. That concludes my remarks. Now I’d like to turn it over to Spencer.

Spencer Frazier: Thank you, Brad, and good afternoon. I’ll provide an update on our view of the market and some feedback we are hearing from our customers. Overall demand trended below normal seasonality for much of the quarter outside of the seasonal lift we saw at quarter-end. On the supply side, truckload capacity continued to exit the market, and the pace of exits is accelerating. But the soft demand environment is likely muting the market impact of capacity attrition. Outside of recent weeks, truckload spot rates remained under pressure in the quarter. More recent regulatory developments and, more importantly, regulatory enforcement is having an impact on capacity.

While this industry may have a chicken little reputation when it comes to predicting capacity changes, the capacity bubble may be deflating as we speak. In the near term, customers will remain skeptical of any predicted change, only believing it when they experience it. Shifting to intermodal, volumes declined 1% year over year. We believe our volumes held up better relative to the broader truckload market decline, primarily because more customers are converting freight to intermodal from the highway as they see our commitment to operational excellence differentiating J.B. Hunt Transport Services, Inc. Intermodal from the competition.

The service we provide ranks us at the top of our customer scorecards, and we continue to be ranked at the top of industry surveys as well, with a Net Promoter Score of 53. When we go to market, we work with customers to dynamically solve their supply chain needs by designing and executing our operations to meet their requirements. For example, in our intermodal business, customers trust us to select the most efficient service regardless of the rail provider to seamlessly move their freight throughout North America. Today, roughly half of our interchange volume on transcontinental shipments occurs through a steel wheel interchange.

This ratio can change dynamically and demonstrates our ability to be agile at scale to execute and meet our customer expectations. Regardless of how the rail landscape and operating scenarios might change over the next couple of years, we remain committed to delivering exceptional service and growing with our customers. Regarding the current peak season, the strong container volume into the West Coast in July generated headlines regarding a potential pull forward. Ocean peak season came early. That said, it is important to disconnect the timing of peak season on the water from the peak season of the inland supply chain. Our customers are still expecting a peak season, although the magnitude and duration of peak volumes will vary.

Our conversations indicate there is a large amount of freight that was imported early that hasn’t moved through the inland supply chain yet. No one has canceled Christmas. I’ll close with some customer feedback. Our customers realize the financial health of the transportation industry is not great. And as a result, they are choosing to do more with the best carriers and more with fewer carriers. Shippers are focused on creating efficiencies in their supply chains by working with providers who are safe and financially sound and who execute with agility and predictability. Our scroll of services continues to operate from a position of strength, creating value as the go-to transportation provider for our customers.

I would now like to turn the call over to Nick.

Nick Hobbs: Thanks, Spencer, and good afternoon. I’ll provide an update on our areas of focus across our operations, followed by an update on our Final Mile, truckload, and brokerage businesses. I’ll start on our safety performance. Safety is a core piece of our culture and a key differentiator of our value proposition in the market. We are coming off of two consecutive years of record performance measured by DOT preventable accidents per million miles, and our safety results through the third quarter are performing even better than these record performances. This performance is a testament to our people and the attention to detail they bring to the job every day, as well as our focus on proper training and technology.

Our safety performance is a key piece of driving out cost and will continue to be an area of focus. While the ultimate impact on industry capacity is hard to pinpoint, we believe the recent developments on regulations and enforcement, when taken together, could have a noticeable impact on available industry capacity. These include new regulations around English language proficiency, B1 Visas, FMCSA, biometric ID verification, and non-domiciled CDLs. Importantly, for J.B. Hunt Transport Services, Inc., we do not expect to see any material impact on our capacity. There have been some signs based on what we are seeing in our truck and brokerage operations that it could have a broader industry impact.

Moving to the business, let’s start with the final mile. As we said last quarter, business conditions in our end markets remain challenged with soft demand for furniture, exercise equipment, and appliances. We continue to see positive demand in our fulfillment network driven by off-price retail. Going forward, we expect market conditions to remain challenged through at least year-end. Our focus remains on providing the highest service levels, being safe and secure, ensuring that the value we provide in the market is realized to drive appropriate returns. In 2026, we do anticipate losing some legacy appliance-related business, but we will be working diligently on backfilling with other brands and service offerings in this segment of our business.

Moving to JBT, our focus in this business hasn’t changed, and we are winning business with strong service from both new and existing customers, leading to our highest quarterly volume in over a decade. We are remaining disciplined with our growth to ensure our network remains balanced in order to drive the best utilization of our trailing assets. Going forward, we are pleased with the direction of this business in this soft demand environment and the progress we are making on lowering our cost to serve. We see an opportunity for further efficiency and automation gains in the future as we continue to leverage our 360 platform.

That said, meaningful improvements in our profitability in this business will be driven by greater levels of rate improvement and overall demand for truckload drop trailing solutions. I’ll close with ICS. During the third quarter, volumes modestly improved sequentially as new volume from recent bid wins was partially offset by soft demand in the overall truckload market. Truckload spot rates remained depressed throughout the quarter, but we saw gross margins remain healthy. We are almost through bid season and are pleased with the awards we have received, with rates up low to mid-single digits, winning volume with new customers. Our focus here remains on profitable growth with the right customers where we can differentiate ourselves with service.

Going forward, we will remain focused on scaling into our while continuing to make improvements to our cost structure and leveraging our 360 platform to drive greater efficiency and automation, which will help lower our cost to serve. With that, I’d now like to turn the call over to Brad.

Brad Hicks: Thanks, Nick, and good afternoon everybody. I’ll provide an update on our dedicated results. Starting with the quarter, at a high level, our third quarter results were very strong, particularly in light of this challenging freight environment. We believe our results are a testament to the strength and diversification of our model, the value we create for our customers, and how we drive accountability at each site and customer location. As a result, we continue to see good demand for our professional outsourced private fleet solutions. During the third quarter, we sold approximately 280 trucks of new deals.

As a reminder, our annual net sales target is for 800 to 1,000 new trucks per year, and we would be on pace with this target absent the known losses disclosed almost two years ago. Encouragingly, our overall sales pipeline remains strong as our value proposition in the market remains differentiated. Our sales cycle in dedicated is typically eighteen months from start to finish, and our pipeline includes both large and small fleets at various stages of completion, all underwritten to our return targets. Overall, I remain pleased with the momentum and activity in the pipeline.

As I just mentioned and as we have communicated over the past eighteen months, we have had visibility to fleet losses that wrapped up in early July, which negatively impacted our third quarter ’25 truck count by about 85 trucks versus our second quarter results. Navigating through these losses, in addition to call outs we’ve had related to some customer bankruptcies and the overall market dynamics, demonstrates our discipline and strong execution. While we were losing locations that had historically delivered mature margins, we were simultaneously absorbing startup costs from onboarding new business. Despite facing these two margin pressures, we still maintain double-digit margins during this period. I am extremely proud of all of our teams for their effort.

Hope going forward, knowing that most of our fleet losses are behind us, is that we are back on track with our net fleet growth plan moving forward. We believe the performance of our dedicated business has been a standout not only for our company but also the industry. We have great visibility into the financial performance of each account, which provides a high level of accountability at each location and a diversified customer base with our managers on-site with our customers, which we believe creates unique value that is a differentiator for us. Going forward, with our known losses behind us, our expectation for modest fleet growth in 2025 has not changed.

As we have said previously, when we sell new truck deals, and that business starts up, we do incur some expenses as that business is onboarded. That said, this isn’t new for us. We are starting up new customer locations each quarter. Given our progress with respect to lowering our cost to serve, we expect our 2025 operating income to be approximately flat compared to 2024. The magnitude of any potential variance higher or lower to this outlook will be driven by the number of locations we start up during the quarter. We believe the setup is favorable for us to continue our growth trajectory in 2026 and beyond.

Our business model and value proposition are differentiated in the market and continue to attract new customers. We remain confident in our ability to compound our growth over many years to further penetrate our large addressable market. With that, I’d like to turn it over to Darren.

Darren Field: Thank you, Brad. Thank you to everyone for joining us this afternoon. I’d like to start by saying I feel really good about our performance and how our strategy and solid execution drove meaningful improvements in our results. I believe this is a true testament to our focus on operational excellence, cost discipline, and progress on lowering our cost serve initiative. Before we get into more detail on the results, I want to follow up on some of Shelley’s comments regarding the potential for Class I rail consolidation. First, there are still a lot of unknowns. But I am confident J.B.

Hunt Transport Services, Inc. should be a primary consideration and actively engaged in all discussions involving the future of the intermodal industry as well as the execution of all Class one’s desire to take share from the highway to grow their intermodal service offering. We have offered seamless transcontinental intermodal services for decades, connecting BNSF with both Eastern railroads, and believe that opportunity could exist well into the future regardless of the various outcomes we know are either announced or speculated in the market.

We continue to see a large opportunity to convert highway shipments to intermodal, and if the motivation for consolidation is to compete more with trucks, we believe this will present our industry-leading intermodal franchise additional growth opportunities. We are one of the largest purchasers of rail capacity in North America, and we will engage in discussions with all rail providers to execute on a strategy and plan that we think is in the best interest of our shareholders. Turning to the quarter, demand for our domestic intermodal service wasn’t all that strong, but nonetheless, we saw sequential improvement in volumes and executed some of the most efficient dray service in our history, particularly in September.

As Spencer mentioned, we still expect the peak season as lots of volume that moved on the water earlier this year will still need to advance in the inland supply chain ahead of the holidays. Volumes in the quarter were down 1% year over year and by month were down 3% in July, down 2% in August, and flat in September. After seeing unique strength off the West Coast last year due to the threat of the East Coast port labor disruption, TransCon volumes were down percent in the quarter, while Eastern loads were up 6%.

As we’ve communicated all year, we had a bid season strategy focused on getting better balance in our network to grow volumes and repair our margins with more price, particularly in our headhaul lanes. Last quarter, we talked about our success in the bid season, particularly around balance, and we think that success combined with our lowering our cost to serve initiatives were key contributors to our year-over-year and sequential performance improvement. Our service performance remains strong. Our primary rail providers BNSF, NS, and CSX continue to deliver excellent service, which we believe is taking share from Highway. I am confident our service offering is being recognized in the market.

Customers are reengaging with us with additional opportunities largely driven by our differentiated service and value compared to both highway and IMCs. As you all are keenly aware, we have the capacity and ability to execute on a meaningful growth plan over the coming years based on investments we’ve already made. In closing, we remain very confident in our intermodal franchise and the value we provide for our customers. We have shown the ability to grow and generate strong returns through many rail consolidation events over the past few decades and look forward to the opportunities we have in front of us. With that, I’d like to turn it back to the operator to open the call for questions.

Operator: Thank you. We will now begin the question and answer session. The first question comes from Chris Wetherbee with Wells Fargo. Please go ahead.

Chris Wetherbee: Hey, thanks. Good afternoon, guys. Hey, good afternoon. I guess maybe if we could start on the cost side and maybe unpack, I think you said $20 million in the quarter, I think $100 million is the total program. Can you give us a little sense maybe by segment how that played out? Any examples that you can provide in terms of detail would be great too. And then I guess as you think forward, is it sort of progressive from the 20 to the 100 over the several quarters? Any sort of insight there? And I guess in that context, boxes were down sequentially for the first time in quite some time.

So just kind of curious how that is sort of part of the plan if it is?

Brad Delco: Chris, I’ll try to address the first part and I’ll pass it over to Darren to address the second part. Really there’s progress across all areas of the business. And so when we think about, as we laid out last quarter, what are the three buckets that we were targeting for this initiative? It was around efficiency and productivity. That’s not just in the business, that’s also in back office and how all that gets allocated to businesses. Driving better asset utilization, I mean, saw that in intermodal. We certainly saw that and you heard some comments about almost record performance in our tractor utilization in our dray operations. You saw good improvement in productivity in Dedicated.

I wouldn’t want to say one segment versus the other, but I think you’ve seen it in the results across the board. In terms of how we’re going to progress going forward, I said in my comments, we’re going to give you an update each quarter. We said we think most of this will reveal itself next year. Listen, we’re off to a good start. We wanted to share that and I think you see it in the results. And while we do speak to it and we will speak to it each quarter, really the intent here is for you guys to see it in the results.

And I’m glad that you guys can see it in the results we printed this afternoon. So I’m going to pass it over to Darren and let him address maybe the container count question and appreciate the question, Chris.

Darren Field: Yes. I mean, the container count isn’t down. We have equipment that reaches useful life every quarter. It’s a small amount. Sometimes there’s a repair bill that may be greater than what the book value of that piece of equipment is, and we’ll retire it. The other component is we’ve worked closely with Dedicated in a few examples where we found what had been leased trailers in an account, we were able to use containers instead. It’s a pretty small number, but those would be the kind of moving pieces there. Nothing significant in terms of a real change in direction on container equipment.

Operator: The next question comes from Brian Ossenbeck with JPMorgan. Please go ahead.

Brian Ossenbeck: Hey, good evening. Thanks for taking the question. I think Mike was giving some commentary about pricing for next year. I think it was in ICS low to mid-single. So hoping you can kind of run through what you’re expecting across the different modes. And if I’m hearing you correctly, lowering the cost to serve, if rates do stay flat or don’t move a whole lot for next year, it sounds like the structural reductions here mean that the performance like this can be more durable and perhaps even better whenever we do get to that long-awaited upcycle? Thank you.

Nick Hobbs: Yes. Thank you. I was really talking about what we’ve seen in recent bids and the awards that we’ve seen, not really what we thought next year was going to be on rates. But we’ve seen in ICS in particular, we’ve seen some success and growth in the amount of loads and in our pricing as we kind of focus on the more difficult challenging business that’s not as commoditized, and so I think you see that in our gross margin. So it’s just the type of business that we’re working on that we saw that.

And then Brian, to the second part of your question, I mean, clearly, the rate environment has been challenged now for quite some time for our industry. This initiative, again, that we launched, you really dig in on the deep into all the details, we have a spreadsheet that has over 100 lines of things that we’re going to attack. And we’ve had very healthy debates around our executive table about what’s structural, what’s temporary, what we think are just cost avoidance versus are things that we’re removing. And the numbers we’re sharing, I mean, I think we said last quarter, our goal is and what we’ve identified as something far greater than $100 million.

We’ve always been, I believe we’ve always been a fairly conservative company. We have a very strong say-do culture. If we say something, we’re really setting out to do it. And so we’re comfortable sharing the $100 million. Again, we’re off to a good start. Our hope is while we’ve had tremendous headwinds in this industry, at some point headwinds will turn to tailwinds. And I think it will make it, it’ll make the work we’re doing look even stronger. Again, in my comments, you heard us say, we really are trying to set this business up to drive stronger incrementals when the market is more in our favor.

And I think some of the discipline we have around cost is setting us up very nicely for that.

Operator: The next question comes from Jonathan Chappell with Evercore ISI. Please go ahead.

Jonathan Chappell: Thank you. Good afternoon. Don’t know who wants to answer this, maybe Darren or Spencer or even Brad, but you’ve talked about the demand challenges. We all know about that. Pricing in the spot market doesn’t seem to have done very much from three months ago either. But if you look at revenue per load in both intermodal and you had a pretty nice sequential improvement. So I’m trying to understand is that a decision you have to make versus volume, volume versus pricing? Is that a mix situation? Is that surcharges? And is that now the starting point? You always talk about like the cake being baked into the next year.

Given that sequential increase down to 3Q, is this the starting point of which the cake is baked? Or is there a risk that could actually move backward closer to the 2Q levels?

Darren Field: Okay. This is Darren. I’ll try to tackle at least part of that. If Spencer has anything to add, he can certainly jump in. So we’ve often talked about we implement about 30% of prices in the first quarter, thirty percent second quarter, 30% third quarter, and call it 10% in the fourth quarter. I have long said the third quarter is the best time to see the results of the previous bid cycle. And I think that’s what we did just show in terms of the results is that’s a fully implemented bid season. What is washed in the results is there is some good pricing movement in the headhauls. There is some negative pricing in backhauls.

And when you combine them, it looks relatively muted in terms of price per load. We reported minus 1%. And so I don’t know that the sequential change did that come from some sort of a mix shift? It could have probably has some element of mix in there. I would say while our transcon volumes weren’t up year over year, I do believe our transcon volumes were up sequentially. And so that can play a role in terms of what happens sequentially from a revenue per load position.

Nick Hobbs: Yes. And Jonathan, this is Nick. I’ll talk about ICS. I would just say it’s really mix in ours and type of business from just think about team or hazmat, just various different things that we’re going after. It’s a little bit more difficult, multi-stop. So those carry a little higher rate. So it’s the type of business that we’re targeting in ICS.

Operator: The next question comes from Scott Group with Wolfe Research. Please go ahead.

Scott Group: Hey, thanks. Afternoon. So I want to follow-up maybe similar to that last question. So obviously, very good sequential margin improvement from Q2 to Q3 in intermodal. Like how much of that do you think is the cost side of what you’re talking about versus the yield side? I know we had earlier peak season surcharges this year. Ultimately, I’m trying to just figure out like the sustainability of this and as costs continue to ramp, should we be expecting further sort of sequential improvement off of this trough?

Q2 to Q3, further improvement in Q3 to Q4, or is it not necessarily going to play out that way given some of the puts and takes with timing of peak surcharges and things like that?

Darren Field: Well, clearly, peak season surcharges got a lot of press. We went early because a lot of customers had believed that they needed extra capacity. I wouldn’t say that the third quarter was a particularly strong peak season surcharge quarter. Frankly, we were disappointed in demand off the West Coast during the quarter and even adjusted our peak program in the middle of the quarter as an example. So I wouldn’t want our analysts to believe that’s driven largely by peak season charges. Really when we set out with our bid strategy a year ago, we wanted to grow clearly. We wanted to improve price and we wanted to improve balance.

And the improvement in balance, whether that be from growth westbound or an improvement in some price eastbound in the headhauls. I mean, of that result is driving improvements that we feel confident we can continue to sustain as we move forward. The cost side, we did, we were able to implement some small technology enhancements during the summer that really began at the end of the second quarter that helped define for our entire operations planning team some new flexibility that our customers had given us in some cases. And from that, we were able to drive real efficiency in our driver base. We were able to drive out some empty miles on the drayage system.

So these are areas that we feel are sustainable. And as we continue to look for opportunities to grow, what I don’t want anyone to hear is that growing in imbalanced lanes is a bad thing. It doesn’t have to be bad. It just ultimately the pricing on those loads has to cover the cost of positioning empties. And in a lot of cases, I think our customers are beginning to look hard at their supply chains, what’s happening with them, and can we look into the future and find a way to get back growing in markets that maybe are in balance that doesn’t have to be a bad thing for us.

But I believe the cost improvements that we made during the quarter, we must sustain those moving forward.

Operator: The next question comes from Brady Lares with Stephens. Please go ahead.

Brady Lares: Hey, great. Thanks. I wanted to touch on DCS for just a moment. Sales have continued to be pretty strong over the last few quarters despite trade uncertainty and a tough freight backdrop. Can you talk about what’s driving these wins at this point? Four years into a freight recession? And despite the strength in sales, you mentioned in your prepared remarks, you saw a pretty meaningful improvement in margins. Can you think of help us think about how much of that was just an improvement in your cost to serve versus kind of a maturation of these earlier sales?

Brad Hicks: Yes. Thanks, Brady. This is Brad. First, let me say just how remarkably proud I am of our entire team in DCS. The effort, the service, our drivers, maintenance teams, all the support personnel, our operators, just fantastic results in the quarter, both from an execution standpoint, from a safety standpoint, and certainly from a value creation and value delivery to our customers. And I think that the reason I say that is, I think that is one of the differentiations for J.B. Hunt Transport Services, Inc. is really our CVD program, customer value delivery.

And so when I think about the value that we can create for our customers, both through creative solutions, but also just our density and our ability to leverage and share our resources across multiple customers and multiple business types to really drive and create valuable solutions. The second part of that is, yes, we have worked hard and similar to Darren, there’s a variety of initiatives that we’ve kicked off. Some earlier in the year, some more recent. There’s been great work done by our maintenance teams helping lower our cost to serve, both by creating more uptime for our equipment and also lowering the cost of the actual maintenance program that we have.

And then lastly, risk is a critical component of private fleet, and the environment we’re in and what insurance has done the last several years that we’ve talked about often. And we’re doing a fantastic job there, as Shelley mentioned and Nick did as well in the prepared comments. And so can’t really say it’s one thing. It’s all those things together that makes our program different, we believe. And I think that’s why we’ve continued to have success even though the backdrop of this market has been pretty terrible as we all know.

Operator: The next question comes from Ken Hoexter with Bank of America. Please go ahead.

Ken Hoexter: Great. Good afternoon. Nick, you mentioned kind of seeing signs of impacts of ELP and the P1 visas. Is that what’s driving kind of spot rates up the last few weeks? Is that capacity removal already being seen in the market? Not the demand side, but the supply side? And then Shelley or Darren, I think you mentioned about the state of the potential rail mergers, but have you had conversations with UNP or Norfolk on sustaining your access or anything? Is that a discussion you’ve had at this point? Ahead of their filing?

Nick Hobbs: Yes. Well, Ken, I’ll start with one and let Darren get over to question two here in a second. So question one, yes, that’s the reason you’ve seen spot rates up in the last couple of weeks. It’s been because of enforcement activity and when you see the pockets, I would say it’s been able to cover freight, it’s just tightened it up and so we’ve seen a little tightness in probably eight to 10 markets and I think you can kind of follow the news around and see where ICE is active and in big metropolitan areas. And so it’s a combination of non-domicile. It’s also some cabotage. It’s also some fear factors.

But we’re prepared for that for whatever happens. We’re set up with intermodal, dedicated, our brokerage, just like when we went through COVID. We will be able to get the capacity no matter what happens in the market. So but we are seeing it in some spots, just a little notice, nothing extreme.

Darren Field: And for your second question there, Ken, clearly got two questions in there, very different subject. I don’t know how that slipped by the new IR guy. So I’m not going to talk through any kind of rail conversations. I think it is important that all of our shareholders and all of our customers hear any future merger that would be approved for whatever reason has been perceived that J.B. Hunt Transport Services, Inc. would have to move our traffic to CSX. And that’s not accurate at all. There’s nothing about a future state new railroad that would mean our current Norfolk Southern footprint that we have today would be required to change.

I think we referenced that we would intend to speak to all of the railroads to make sure that we can solve for our customers’ networks and continue to be what we’ve been to the market for decades now. And that’s just drive home the ability to take a customer’s needs, translate that into what the railroad capacity and capabilities are, combine it with our world-class drayage system, and provide intermodal solutions for those customers using the best solution available. And that will be our approach for as long as I’m here.

Operator: The next question comes from Jordan Alliger with Goldman Sachs. Please go ahead.

Jordan Alliger: Yes, hi. So given sort of the color and commentary on customers still expect peak season and load still to advance inland against the pull forward, is there any way you could sort of put that together a little bit and think through sort of loads and volumes for you guys relative to what we just saw in the third quarter as we look out the next quarter or so? Just from a high-level perspective, thanks.

Spencer Frazier: Yes. Hey, John, this is Spencer. Thanks for the question. The main point that I really wanted to make there, there’s been quite a few headlines that come out and say, hey, peak is over. There’s not going to be a peak. And I totally agree with that from an ocean perspective. But we always have to remember that domestic, that inland supply chain, the timing of that is really driven by actual consumer and customer demand. And that’s going to take place at the same time it does every year, associated with the holidays. So that was kind of point number one. And then back to our customers are expecting a peak season.

I think even the NRS came out with their retail sales number or retail sales for September being up 5.7%. Our customers are working to keep their consumers, to keep all of us engaged and make sure that they can hit their sales targets and goals for the holiday season. And that they’re expecting to do that. Now for us, definitely the deals and agreements and support that we have for our customers is unique. And each one of our customers is unique on how they’re executing their peak volume.

But the big thing when you think about going forward to your question, you look at last year, last year was artificially inflated due to the East Coast strike concerns and other issues. And that really started in the ‘4. And carried through to really where West Coast port volumes were up 20% significantly all the way through the year. I expect the comps associated with that change and really the current import volumes to really be challenged all the way through March ‘6. So I think that where we’re at today and what we’ve done and what we’re going to do to help our customers through peak, we’re looking forward to doing that.

And working with those customers that have provided us with the forecast and what their needs are.

Operator: The next question comes from Ravi Shanker with Morgan Stanley. Please go ahead.

Ravi Shanker: Great, thanks. I’m going to throw in a long-term question here and maybe sharing this topic close to your heart. Just kind of given you guys probably led peers on JV360 and all the tech investments kind of many years ago, can you talk about kind of what you guys are working on right now? What that technology capital envelope looks like? Key initiatives there and kind of how the ICS business would look like from a tech and automation perspective maybe three, four years from now? Thank you.

Shelley Simpson: Thank you, Ravi. And love to talk about technology. Our strategy is rooted in how we transform our logistics. We want to be smarter, more predictive, and automated through JBM360. And if you just think about what our platform does, it supports $2 billion in carrier freight transactions, and that gives us scale to innovate. And we could do that quickly and effectively. As I think about what we’re working on, we’ve deployed 50 AI agents. That’s across the business. We’re trying to automate tasks, streamline our operations. And maybe just a few examples. Today, 60% of our third-party care check calls, those are automated.

More than 73% of our orders are auto accepted, 80% of our paper invoices are paid without a manual touch. Our dynamic quote API responds to 2 million quotes a year. And we’ve automated about 100,000 or a little more than one hundred thousand hours annually across our highway, dedicated, and CE teams. And so it’s not just about AI for us, it is about how we think about technology, but how does it empower our people. And so whether that’s engineering better processes or using robotic automation, leveraging AI, we’re focused on helping our teams work smarter and become more efficient. And that’s going to improve our operational performance and enhance our customers’ visibility and their experience.

So as we continue to refine our technology strategy, our goal remains very clear to us. We’re going to deliver measurable gains in cost savings, we’re going to increase our customer satisfaction, and we want to gain market share as a result. Now as I think about ICS, they have a great opportunity to do even more work when it comes to automation because the nature of the new customers they’re onboarding are less sophisticated from a technology perspective. So it’s really a new for them. If you think about our overall company, our company and the percentage of customers that we have that are large shippers, we’re heavily distorted to.

And so I would say that’s our opportunity to really grow with those small to midsized customers and that’s where automation will help significantly. We’ve got a clear path of things that we’re working on. And then I want to make sure that I do mention we did talk about Up Labs, which is a company that we’ve partnered with and really having them attack two of our areas that we believe need rewritten from a process and even more importantly technology where they’re integrating AI into those processes. Those two areas I would say, we’re in the middle of, really investigating and determining next path forward. But for us, all of this is about efficiency across our entire system.

And so that’s part of our lowering our cost to serve. It’s part of our transformation work. And I don’t think it just has to be AI that makes that happen. It could be a combination of processes, robotics, and AI.

Operator: The next question comes from Bascome Majors with SIG. Please go ahead.

Bascome Majors: Brad, as you get into the planning period for next year, can you talk a little bit about some of the higher visibility big-ticket cost items in the budget, be it health and welfare or insurance? Just what is the inflationary backdrop you’re continuing with now? And how do you think shifts into next year? And you put it on the blender with the $50 million plus incremental cost savings, how much do you really need to get from pricing and growth to offset that? Thank you.

Brad Delco: Well, Bascome, the way you started with that question, I was just going to say yes, yes, yes, and yes. I would say the big areas where we’re seeing inflationary pressure always on our people and wages but in particular around benefits. Group medical healthcare costs are, I don’t think it’s unique to J.B. Hunt Transport Services, Inc. I think it’s a challenge for any and all businesses. So that’s certainly an area that I think is a hot topic as we’re thinking about planning for 2026. Insurance, yes, we’re in the renewal process now. It’s probably too early to comment on that.

But particularly as you get into certain layers or areas of coverage, we’re seeing greater cost and largely because of how and how these claims are settling. And I think it’s again, it’s not that’s not unique to J.B. Hunt Transport Services, Inc. The thing that I’m really proud of is, and you heard Shelley and Nick both talk to it and our whole company should be proud of, is our safety performance. I mean, we’re coming off of a very strong year last year, which was best, which bested the prior year.

And year to date, I’ll knock on wood here, our performance is better than last year and the best way to reduce our cost on claims and insurance items is to really to avoid any incidents. And so that’s the goal. The goal is zero and we got a long ways to go to get there. In terms of what do we need, our customers I know are going to push hard unless there is a meaningful change or a change in the supply-demand balance. I think Nick alluded to the fact that there are maybe some things that are starting to pop up that might be reasons for more concern about what the capacity situation looks like going forward.

But we got to at least get above inflation. And if inflation is running 3%, I feel like our industry needs something better than that to get into a healthier spot. And our industry is not in a healthy spot. And I think most of you who have covered this for a long time know that. So our goal and we had a lot of follow-up conversations after our last earnings call about is $100 million net or gross, and I jokingly will say this here, I’ve asked each of those investors to define it for me and they all gave me a different example.

At the end of the day, lowering our cost to serve of $100 million, we want that to show up and be very visible to our owners. And we want to be obviously visible to you as well. But I would say we need something mid-single digits next year for our to at least get back on a healthier path to margin recovery and particularly for some of these transportation providers to reinvest or be at reinvestable levels. So that’s a long answer. I know I didn’t answer it specifically because I don’t want to give guidance as to what our rate expectations might be next year.

But I would hope the value that we’re providing customers will allow us to earn an appropriate return on the investments and the risk we’re taking serving those customers.

Operator: The next question comes from Tom Wadewitz with UBS. Please go ahead.

Tom Wadewitz: Yes, good afternoon. Want to give Shelley a shot at a question here if she wants to take it or I guess could pass along certainly. But when I think about coming out of a downturn in the industry, it seems like there we look for kind of a catalyst to change the shipper mindset. And I know you’ve got tons of experience working with shippers over time. So do you think this the DOT efforts that you listed a number of them, I think there’s a lot of focus on the non-domiciled CDL issue right now. But do you think that those DOT efforts are really causing a lot of concern in the mindset?

And there’s potentially a shift in that mindset that seems important to pricing. And then I guess within that is the 200,000 number DOT talked about, is that you think that sounds right? Or does that not sound right? Thank you.

Shelley Simpson: Yes. Thank you, Tom. And let me start and I’ll have the team kind of jump in here. Overall. When I think about how our shippers are viewing the market, it has been a surprise to all of us. So to J.B. Hunt Transport Services, Inc. and our shippers, how this market still is in the same place it’s been over the more than three years. And so I would tell you, our customers a year ago they were prepared and understood the why. That we would need more price.

It’s not that our customers are unsympathetic to our position, but they’re managing their costs based on what they see from a bid perspective and what they see from a cost perspective. And so, I think it’s incumbent on us. One of the things I think is important is we are a growth company, but we’re a disciplined growth company. We can’t just grow. We have to be disciplined in our growth strategy. And making sure we articulate that.

I’ll tell you this Tom, as much as Darren’s talked about our pricing change, although that might seem really simple to do, in this environment, those were very difficult discussions, but they were really fueled by our operational excellence and being able to talk to our customers about what great work we’re doing and they saw value in that. I’ve not seen us have to fight so hard for 12% before. When you know inflation is so much more than that overall. So I would tell you, I think customers want to help us. We need the market to change in order to do that. Do I think that non-domicile CDL could be a catalyst? Sure.

It would at least make a little more sense to me why there’s so much capacity in the market versus just our statistics say today. But I would tell you things have to change from here. If that’s one of the things that happens, then does that happen in the next twelve months? Does that take twenty-four months for it to happen? But let me just take a pause there and let Nick maybe you want to jump in on the non-doms.

Nick Hobbs: No, yes. And I might just add a couple of quick things here, Shelley. I totally agree. Our customers really the last two years have been planning for changes in cost that really didn’t materialize because they didn’t have to. I think some of the things that we’re seeing right now with a little bit of a disconnect in spot price rates going up versus volumes going down, the first time we’ve seen that. Maybe in the history of some of the data. Our customers look at macro data and spot pricing and volumes. Let me go back to until they actually experience it or feel it at the dock level, until freight is not picked up.

They won’t make a meaningful change. So that’s the area where we’ve got to give them confidence and predictability of our capacity and service, which we’ve done through operational excellence. That as this thing does change, whether it’s near term or over time, they can count on us to take care of their business. Nick?

Nick Hobbs: I’ll just add a couple of things. On the non-dom, I think the $200,000 is fairly legit. But I think there’s a lot of other factors of drivers that’s coming across the border, call it, cabotage. It should only be in the border zone. Is some good data out there. From a couple of sources that’s come out recently to talk about that. And so I just think there’s other factors that’s going to continue to impact that. But really to see any impact in the speed, it’s going to take the economic side along with the regulation side and that’s what’s going to drive the timing is those two. In my opinion.

Operator: The last question comes from Brandon Oglenski with Barclays. Please go ahead.

Eric Morgan: Hey, good afternoon. This is Eric Morgan on for Brandon actually. Thanks for taking the question. Just a quick one on intermodal growth in the East. I think you referenced in the prepared remarks having the labor port issue kind of playing in there. So I’m just wondering how sustainable that level of growth is moving forward and maybe in the context of some of this different seasonality you’re seeing this year would be helpful. Thanks.

Darren Field: Sure. So I think in reference to the labor situation, that had more to do with last year’s comps on the West Coast. Volumes being strong. Our Eastern network volume really doesn’t have a lot of interaction with the import economy a ton. I think that the Eastern network continues to be where we see the best highway to rail conversion opportunity. Our East network also includes Mexico as an example. And so we have really nice solid growth coming northbound out of Mexico as part of that. We think that the vast majority of the millions of loads that remain to be converted from highway to intermodal are in the East.

So we’re encouraged by our growth in the East, and we expect and anticipate we can continue to grow in the East for years to come.

Operator: This concludes the question and answer session. I would like to turn the conference back over to Mrs. Shelley Simpson for any closing remarks. Please go ahead.

Shelley Simpson: Hey, thanks everyone for joining. Hey, we’re pleased with our results in the short term, especially considering this environment. But we have more work to do and we’re not satisfied. We’re going to continue to remain focused on our priorities of operational excellence in both service and safety. We’re going to scale into our investments through disciplined growth, and then we’re going to keep repairing our margins, and that will drive stronger financial performance. We’re a growth company. It’s important, and we have the highest service across all five of our business units. I think the highest since I’ve been with the company from a consistency across the segments.

We see that metric as a key enabler to execute on our strategy and maintain our say-do culture on delivering what we say and what we expect from ourselves. Thanks for your interest, and we’ll see you next quarter.

Operator: The conference is now concluded. Thank you for attending today’s presentation. You may now disconnect.

AMY HUNT is prioritising “medals over men” as she adapts to life as a superstar athlete.

The 23-year-old shot to fame last month after claiming a silver medal at the World Championships in Tokyo.

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Following her achievement, Hunt claimed that she would celebrate with some karaoke.

Quizzed what she’d be singing, the confident star said: “Probably Maneater.

“That’s really boring but I feel like that was the vibe tonight, just sexy and aggressive.”

Hunt, who has a degree in English Literature from Cambridge, continues to have her eyes firmly set on further prizes.

Speaking to The Times, the 200m specialist said: “Obviously, as a female athlete, you also have to plan when you think motherhood is a feasible thing for you.

“But the world is very open to me and I will get a sense of what I want to do when the moment is right.

“I actually always joke to my coach, ‘medals before men’, that’s the quote of the day!”

Hunt has not ruled out balancing her blossoming athletics career with further studies.

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She added: “I change my mind on it every year. Immediately after coming out of university I thought about the V&A and doing a Masters — with the hope of maybe going on to do a PhD, because I always thought being ‘Dr Amy’ would be pretty cool.

“But then my mind changed and I think I’d want to actually work at a museum or gallery and curate.

“But then I’m like, no, maybe I’d do a law conversion because a lot of my friends did a law conversion out of English.

“And then maybe I’d do that, or maybe an Amal Clooney kind of thing.

“So my mind is always changing on that and I think I’ll only decide when I get to the end.”

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AN URGENT hunt for a 15-year-old girl is underway after she went missing last week.

The girl was last seen in Flintshire but is now believed to be 120 miles away in South Wales, police said.

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Shyla has been missing for a week with and was last spotted in the village of Drury, Flintshire, last Saturday, September 13.

She is described as around 5ft tall with an average build and her hair dyed red.

When she was last seen she was wearing grey jogging bottoms, a brown woolen hoodie and white trainers.

It’s also believed that she has connections to Barry, Penarth and Cardiff Bay.

South Wales Police are now urging anyone with information on her whereabouts to come forwards.

They also want to talk to anyone who may have seen her in recent days.

Defending champion Katarina Johnson-Thompson remains in heptathlon medal contention with just two events remaining in Tokyo – but rival Nafi Thiam withdrew on Saturday.

Johnson-Thompson, bidding for a third world title, will begin the final session of the competition in third place, 167 points behind American leader Anna Hall and 59 behind Taliyah Brooks.

The 32-year-old recorded a long jump best of 6.42m on Saturday, after marginally fouling on a much bigger leap with her third and final attempt, to reach 4,874 points before the javelin (11:00 BST) and 800m events (13:11).

Ireland’s Kate O’Connor dropped to fourth, 50 points outside the podium places, while GB’s Jade O’Dowda is sixth.

Belgium’s Olympic champion Thiam ended the penultimate session in eighth place – however her coach later confirmed that she would not continue.

“I withdrew her from the competition,” said Michael van der Plaetsen, according to Belgium’s national press agency, external.

Thiam, who has split the past four world golds with Johnson-Thompson, had a disrupted build-up to the championships amid a disagreement with Belgian Athletics.

The 31-year-old’s federation have rejected her claims that she was blocked from joining the team camp before the championships for refusing to sign its code of conduct, relating to a sponsor conflict.

Prior to her withdrawal, Thiam told Belgian newspaper DH Les Sports+, external: “It was difficult from the beginning. I tried to fight, to go through these difficulties, but clearly it does not follow. I have trouble explaining it myself.

“Clearly my body is not happy. I don’t want to do anything stupid, because I think that now, finishing would be for the principle.”

THE world’s best snooker players are in Essex for the English Open.

It is the fourth ranking event of the season and defending champion Neil Robertson is OUT after a shock defeat to Jackson Page in round four.

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The Aussie potter beat Wu Yize 9-7 to take home the Steve Davis Trophy in last year’s Home Nations showpiece.

Robertson was seeded No1 for this event after his stunning win over Ronnie O’Sullivan in the Saudi Arabia Snooker Masters final last month.

The Rocket decided to sit out of this tournament and will also miss the upcoming British Open.

That is despite a £100,000 cheque being handed to the winner and all the action being played just a few miles up the road from where he grew up.

When is the English Open Snooker 2025?

• The English Open got underway on Thursday, September 11, with the seeds entering on Monday, September 15.
• It concludes with the final on Sunday, September 21.
• The Brentwood Centre in Essex is the venue for this competition.

What TV channel is the English Open Snooker 2025 on and can it be live streamed?

• The English Open Snooker 2025 is being broadcast LIVE on TNT Sports in the UK.
• Fans can also live stream the action on Discovery+.
• Alternatively, you won’t miss a frame or any match reaction by following SunSport’s LIVE blog.

English Open Snooker 2025 schedule & results

Thursday, September 11
Round One

• Cheung Ka Wai 3-4 Jimmy White
• Sunny Akani 4-2 Oliver Brown
• Zhao Hanyang 4-2 Connor Benzey
• Huang Jiahao 4-0 Oliver Sykes
• Liam Highfield 4-2 Onyee Ng
• Wang Yuchen 4-3 Florian Nuessle
• Marco Fu 4-0 Gao Yang
• Antoni Kowalski 1-4 Liam Graham
• Amir Sarkhosh 4-2 Sahil Nayyar
• Louis Heathcote 4-1 Mahmoud El Hareedy
• Duane Jones 4-1 Patrick Whelan
• David Grace 4-0 Jonas Luz
• Harris Tahir 4-0 Michal Szubarczyk
• Sam Craigie 4-0 Chatchapong Nasa
• Julien Leclercq 4-0 Aidan Murphy
• Reanne Evans 2-4 Jiang Jun

Friday, September 12
Round One

• Artemijs Zizins 3-4 Yao Pengcheng
• Chang Bingyu 4-0 Leone Crowley
• Lan Yuhao 1-4 Liam Pullen
• Bai Yulu 4-3 Liu Wenwei
• Iulian Boiko 4-0 Xu Yichen
• Robbie McGuigan 2-4 Mink Nutcharut
• Chris Totten 1-4 Ross Muir
• Farakh Ajaib 4-1 Kreishh Gurbaxani
• Haydon Pinhey 4-1 Ryan Davies
• Bulcsu Revesz 3-4 Alexander Ursenbacher
• Steven Hallworth vs Mateusz Baranowski
• Mitchell Mann vs Ian Burns
• Dylan Emery vs Fergal Quinn
• Ben Mertens vs Ashley Hugill
• Liam Davies vs Hatem Yassem
• Allan Taylor vs Umut Dikme

Saturday, September 13
Round Two

• Fan Zhengyi 4-2 Julien Leclercq
• Long Zehuang 2-4 Amir Sarkhosh
• Luca Brecel 4-1 Jimmy White
• Xu Si 4-2 David Grace
• Noppon Saengkham 2-4 Zhao Hanyang
• Liu Hongyu 4-0 Sam Craigie
• Mark Davis 0-4 Marco Fu
• Jimmy Robertson 4-3 Wang Yuchen
• David Lilley 3-4 Sunny Akani
• Zak Surety 4-3 Haris Tahir
• Oliver Lines 3-4 Liam Highfield
• Ryan Day 4-0 Liam Graham
• Jordan Brown 3-4 Louis Heathcote
• Martin O’Donnell 4-0 Duane Jones
• Robbie Williams 4-1 Huang Jiahao
• Daniel Wells 4-2 Jiang Jun

Sunday, September 14
Round Two

• Lyu Haotian 2-4 Liam Davies
• Gong Chenzhi 4-2 Chang Bingyu
• He Guoqiang 4-3 Farakh Ajaib
• Thepchaiya Un-Nooh 4-1 Haydon Pinhey
• Matthew Stevens 3-4 Dylan Emery
• Stan Moody 1-4 Liam Pullen
• Sanderson Lam 4-3 Mitchell Mann
• Robert Milkins 1-4 Ross Muir
• Ricky Walden 4-1 Bai Yulu
• Michael Holt 4-0 Mink Nutcharut
• Ben Woollaston 4-2 Alexander Ursenbacher
• Anthony McGill 4-1 Mateusz Baranowski
• Ishpreet Singh Chadha 4-1 Ben Mertens
• Jamie Jones 4-3 Iulian Boiko
• Aaron Hill 4-2 Yao Pengcheng
• Scott Donaldson 4-3 Allan Taylor

Monday, September 15
Round Three

• Ding Junhui 4-1 Liam Pullen
• Si Jiahui 4-2 Liu Hongyu
• Kyren Wilson 2-4 Robbie Williams
• David Gilbert 2-4 Fan Zhengyi
• Barry Hawkins 4-2 Louis Heathcote
• Matthew Selt 4-2 Liam Davies
• Mark Selby 4-1 Liam Highfield
• Lei Peifan 4-1 Ryan Day
• Wu Yize 4-1 He Guoqiang
• Junxu Pang 4-3 Daniel Wells
• Mark Williams 4-0 Amir Sarkhosh
• Tom Ford 4-3 Martin O’Donnell
• Hossein Vafaei 3-4 Luca Brecel
• Zhou Yuelong 4-1 Xu Si
• Chris Wakelin 4-1 Ross Muir
• Shaun Murphy 4-0 Zak Surety

Tuesday, September 16
Round Three

• Zhang Anda 4-0 Anthony McGill
• Xiao Guodong 4-1 Gong Chenzhi
• Joe O’Connor 1-4 Ricky Walden
• Judd Trump 4-0 Michael Holt
• Gary Wilson 4-2 Sanderson Lam
• Yuan Sijun 4-3 Ben Woollaston
• Mark Allen 4-1 Scott Donaldson
• Elliot Slessor 4-2 Jimmy Robertson
• Jak Jones 4-3 Jamie Jones
• Stuart Bingham 4-0 Dylan Emery
• Neil Robertson 4-1 Sunny Akani
• Jack Lisowski 4-2 Thepchaiya Un-Nooh
• Ali Carter 4-2 Marco Fu
• Jackson Page 4-1 Zhao Hanyang
• Stephen Maguire 2-4 Aaron Hill
• Zhao Xintong 4-0 Ishpreet Singh Chadha

Wednesday, September 17
Round Four

• Matthew Selt 1-4 Ding Junhui
• Wu Yize 4-2 Chris Wakelin
• Junxu Pang 0-4 Robbie Williams
• Lei Peifan 1-4 Mark Selby
• Judd Trump 4-1 Yuan Sijun
• Gary Wilson 0-4 Elliot Slessor
• Mark Williams 1-4 Zhou Yuelong
• Xiao Guodong 3-4 Ricky Walden
• Zhang Anda 1-4 Jamie Jones
• Barry Hawkins 4-0 Tom Ford
• Luca Brecel 4-2 Si Jiahui
• Aaron Hill 4-3 Ali Carter
• Shaun Murphy 4-1 Fan Zhengyi
• Neil Robertson 1-4 Jackson Page
• Stuart Bingham 3-4 Mark Allen
• Jack Lisowski 4-1 Zhao Xintong

Thursday, September 18
Round Five

• Zhou Yuelong 4-2 Barry Hawkins
• Judd Trump 3-4 Elliot Slessor
• Luca Brecel 4-3 Robbie Williams
• Jackson Page 4-3 Shaun Murphy
• Mark Allen 4-3 Ding Junhui
• Wu Yize 2-4 Mark Selby
• Ricky Walden 3-4 Jak Jones
• Aaron Hill 4-1 Jack Lisowski

Friday, September 19
Quarter-finals

• Zhou Yuelong 5-4 Luca Brecel
• Jackson Page 4-5 Mark Selby
• Elliot Slessor vs Mark Allen
• Jak Jones vs Aaron Hill

Saturday, September 20
Semi-finals

1pm:

• Mark Selby vs Zhou Yuelong

7pm:

Sunday, September 21: Final 

AMY HUNT is sprinting herself to the top of the athletics charts after putting on a scintillating display in Tokyo.

The Team GB star secured a silver medal in the Women’s 200m final at the 2025 World Athletics Championship.

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And it was a result that reduced Hunt to tears with her podium finish being so unexpected.

SunSport can bring fans up to speed on the British sprinter’s background.

Who is Amy Hunt?

Born on May 15, 2002, Amy Hunt is a British sprinting sensation who was raised in Newark, Nottinghamshire.

Hunt rose to prominence when she set a new world record of 22.24 seconds in the Under-18 women’s 200m race in Mannheim, Berlin during the summer of 2019.

The talented Brit then went on to win gold medals in both the 200m and 4x100m at the European Under-20 Championships.

But then sadly, her transition into senior athletics was disrupted by COVID-19 before a serious leg injury in 2022 put her out of action for several months.

However, Hunt returned to the track late in 2022 and by 2024, the super sprinter found herself securing a bronze medal at the 2024 Diamond League in Stockholm.

She then went on to picking up her first title as part of GB women’s 4x100m team that took gold at the European Championships in Rome before finishing second in the 100m at the 2024 British Ahtletics Championships in Manchester.

All of the above helped Hunt deservedly earn a spot for Team GB at the 2024 Paris Olympic Games and her spectacular leg saw the Brits win a second medal in the 4x100m relay.

Now fast forward a year later, Hunt stunned the world by coming second in the 200m women’s final at the World Athletics Championships.

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What did Amy Hunt study at Cambridge University?

In 2020, Hunt started an undergraduate degree at Cambridge University.

She went on to graduate with a degree in English in 2023, where she was a Corpus Christi Alumna.

This delayed Hunt’s sprinting training as it only allowed her to start practicing in early June 2023.

However, she came fifth 5th in the 100m final at the British Championships and was part of the winning U23 British 4x100m relay squad in Espoo, Finland.

COPS are desperately hunting a woman and an eight-year-old girl who vanished more than three weeks ago.

Sally-Jean, 37, was last seen with eight-year-old Ava in Tilehurst, Reading on August 25.

The pair were reported missing on Monday with a frantic search for them launched immediately.

Police said they are “extremely concerned” for the safety of the woman and the youngster and are appealing for the public’s help finding them.

Ava is described as black with an afro hairstyle while Sally-Jean is white, about 5ft 4in tall, with long brown hair, green eyes and tattoos.

Sally-Jean has links to Reading, Caversham and Tilehurst and has one large and distinctive tattoo on her right lower arm, cops said.

Anyone with information on the whereabouts of either Sally-Jean or Ava is asked to contact Thames Valley Police as a matter of urgency.

Inspector Iain Watkinson said: “We are extremely concerned for the welfare of Sally-Jean and Ava and we have been working hard to find them since they were reported missing on Monday.

“We are now appealing for the public’s help.

“Anyone with information on their whereabouts should call 101 or make a report on our website.”

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COPS have released CCTV footage as part of an urgent hunt to help find a missing 18-year-old girl.

Concerns are growing for Lily Higgins, who was last seen leaving her home in Leicester, Leicestershire, yesterday afternoon.

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Video taken from her doorbell camera shows the teenager leaving her address in Torridon Close at around 2.30pm.

She was reported missing by her concerned family just before 8pm.

Drones have been deployed in the area as officers urgently search for the missing teen.

The youngster is described as being 5ft 2in, of a slim build with long blonde hair.

She was last seen wearing a black puffer coat, black jogging bottoms, a checked scarf and black trainers.

Leicestershire Police confirmed specialist teams were hunting for Lily.

The force said: “Police have released an image take from the home doorbell camera that shows Lily leaving the home address.

“A specialist search team are currently out looking for Lily.

“The police drone has also been used to assist with searching.

“Anyone who has seen her or has information that could assist in the police search, call 101, quoting incident number 621 of 17 September.”

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COPS are frantically searching for a man after a 12-year-old girl, walking with her mother, was reportedly sexually assaulted twice on a train.

The despicable crime is alleged to have occurred on a train between Birmingham and Hereford on Saturday, August 16.

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As the young girl was walking to the toilets with her mother the man is said to have sexually assaulted her.

He then waited outside the toilets and sexually assaulted her again as she left, cops said.

The British Transport Police have now released an image of a man they would like to speak to in connection with the incident.

Cops said the man may have valuable information that could help their investigation into the horrific crime.

Detective Sergeant Matthew Grieve said: “This is a deeply distressing incident which has shocked and impacted the family.

“We would like to speak to the man pictured, as we believe he may have valuable information that would help our investigation.”

Anyone who recognises the man or has info about the harrowing incident is asked to contact BTP as a matter of urgency.

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With the current growing tensions between Venezuela and the United States, it’s worth recalling a little-known aerial mission that the U.S. military launched to interdict narcotics coming out of Central and South America back in the 1990s. Most notably, the announcement earlier this week that 10 F-35s will deploy to Puerto Rico startled some, but it is actually far from unprecedented. In fact, something similar was happening for years, decades ago. This was Coronet Nighthawk, which employed U.S. Air Force fighters to patrol against suspected drug traffickers.

Starting with the current situation, the deployment of F-35s has been taken by some as evidence that the United States is planning to go to war directly with Venezuela. However, as we have previously pointed out, these stealth jets could also be used for a range of other relevant tasks. In particular, their advanced sensors make them ideal intelligence-gathering platforms. You can read more about that here.

We are still waiting to hear more about the F-35 deployment. Currently, it remains unclear where they will come from, when they arrive, and what they will do once they get there.

However, the deployment does have some parallels with Coronet Nighthawk, a counterdrug operation that began in the early 1990s and employed fighter aircraft to patrol the skies of Central America and the Caribbean and detect suspected drug-running aircraft. This was at a time of huge concern around drug trafficking and smuggling into the United States, which had begun to peak during the era of the Reagan administration in the mid-1980s.

The main facility for Coronet Nighthawk was Howard Air Force Base in Panama, although assets would eventually also be rotated into other airfields in the Caribbean and Central America.

This mission was initially undertaken by Air Combat Command before transitioning from the active-duty component to the Air National Guard. Fighters were on 24/7 alert to intercept possible drug-trafficking aircraft and to provide overwatch to dissuade such flights. On receiving coordinates of a suspect flight, fighters were expected to scramble within 15 minutes and would then go and investigate them.

F-15s and F-16s were involved, with an example of the former pictured at the top of this story. Dated 1993, the original caption describes it as an F-15 sent to identify an aircraft that was possibly hauling drugs as detected by the Southern Regional Operations Center.

A Washington Post article from 2000, detailing the 113th Wing’s activities in Curaçao provides an idea of how the mission worked:

“The fast, agile F-16s would quickly intercept the suspect planes in international airspace as they flew over open water. The aircraft would be identified and tracked along their route and then followed again after making suspected deliveries. Information on the planes’ actions and location would be passed on to law enforcement agencies and local civil authorities for possible arrests and seizures.”

It appears the U.S. Air Force fighters flew their missions unarmed, serving as the ‘eyes in the sky’ to locate suspect aircraft as well as to dissuade them from being in the airspace in the first instance.

However, intercepting ‘slow-movers’ was and remains a challenge for a jet fighter.

“The drug runners aren’t running at high noon,” Col. Mike Redman, the 113th Wing vice commander, told the Washington Post. “They’re doing it very early in the morning, and they’re flying low over the water.” Typically, the drug-runners would try and fly at low speed, just below the clouds.

The Coronet Nighthawk mission was wound up in 2001, due to the implementation of the Panama Canal Treaty, which handed the canal back to the Panamanian government at the end of December 1999, together with U.S. military bases in the country. (In 2002, the Coronet Nighthawk name would be resurrected for the deployment to Europe of Air Force F-117 stealth fighters).

Clearly, however, the mission had been successful in terms of its original remit.

As of the early 1990s, 75 percent of the drugs in the region were assessed to be transported by air, according to an official history from the 142nd Wing, one of the units that provided fighter jets. By the time the mission ended, the percentage of drugs transported in the region by air had been reduced to 25 percent, as the drug traffickers changed their approach accordingly.

According to one publicly available account, between September 1994 and the end of the decade, Coronet Nighthawk fighters were credited with ensuring the disruption or seizure of over 33,000 metric tons of cocaine.

“We didn’t go over there expecting to completely stop the flow of cocaine coming into the country,” Maj. Conal J. Brady III, a 199th Fighter Squadron F-15 pilot, said in one contemporary account. “But we did make a dent in it and made it a lot harder for the drug runners.”

As far as the 142nd Wing and its F-15s were concerned, they made six deployments to Panama for Coronet Nighthawk, first in 1992, twice in 1993, again in 1994, over the New Year 1995–96, and lastly in 1999. A typical deployment involved five F-15s and around 50 airmen, with personnel rotating every two weeks.

“It’s a real-world mission, but at least the weather’s nice and you’re working under the palm trees near white sand beaches,” Redman explained to the Washington Post.

It should be recalled that, during the same timeframe, an overseas F-16 assignment might otherwise take airmen to a desert base in the Middle East, to fly long-duration ‘no-fly’ zone missions over Iraq.

The current F-35 deployment is a fairly clear indication that the situation in the region is currently heating up.

Back in the 1990s, most of the narcotics traffic was underway in the air. The pulse-Doppler lookdown radars on the F-15s and F-16s were key to finding aerial targets, which were mainly active at night.

Now, most of the drugs in the region are moved on the surface of the water. Modern fighters have even more powerful radars paired with electro-optical systems that can detect and investigate targets on the surface and do so very quickly. With the U.S. military now also engaging suspected drug traffickers at sea, fighters would also be able to attack those targets themselves. The air threat from Venezuela is also not nonexistent. While the token fleet of aging F-16s is not a huge concern, Venezuela does have 21 more potent Su-30MK2V Flanker multirole fighters.

For the time being, at least, it seems that the favored option for counter-narcotics missions involves the MQ-9 Reaper drone, at least two of which have recently been noted in Puerto Rico. Although these are among a number of different aircraft now involved, MQ-9s can carry a variety of missiles as well as sensors for surveillance and can loiter for more than 24 hours over a target, making them an ideal platform for these missions. What they cannot do is respond anywhere near as rapidly as a fighter.

Meanwhile, although Coronet Nighthawk was just one of many military efforts by the U.S. government to try to stop the flow of drugs into the country from Central and South America, it appears to have been one of the more successful ones.

Contact the author: [email protected]

POLICE are hunting a man after another man was tragically found dead in a seaside town.

The public have been warned not to approach Taylor Mitten, 22, following the death of a man, 25, at a home in Worthing, West Sussex.

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Police were alerted to an “incident” at the property at around 4.05pm on Wednesday, where they discovered the 25-year-old.

Despite the best efforts of paramedics to save his life, he was tragically declared dead at the scene.

Detective Chief Inspector Mark Cullimore, leading the investigation, said: “Firstly, I’d like to express my sincere condolences to the family of the victim.

“They continue to be supported by specialist officers as our enquiries continue.

“While the exact circumstances remain under investigation, I’d like to reassure the community that we are treating this as an isolated incident and the suspect is believed to have been known to the victim.”

DCI Cullimore added: “I would urge anyone who sees Taylor Mitten not to approach him, but to please dial 999 immediately, quoting Operation Duxford.

“We are not seeking anyone else in connection with the incident at this time.

“Our officers will remain in the area for high visibility reassurance, and anyone with any information can either approach them, dial 101 or report it online.

“I would also like to directly appeal to Taylor to make himself known to police.”

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Sept. 4 (UPI) — The body of man found in a pool of blood Saturday in Nevada’s Black Rock City during the Burning Man alternative art scene festival has been identified, authorities said, as they continue to search for a suspect.

The Pershing County Sheriff’s Office said Wednesday that the Washoe Medical Examiner’s Office has identified the victim of the Burning Man homicide as Vadim Kruglov, 37, of Washington State.

“Our sincerest condolences form the Pershing County Sheriff’s Office go out to Vadim Kruglov’s family for this tragic loss,” it said in a statement, adding the deceased’s family have been notified.

Police were notified at about 9:14 p.m. PDT Saturday of “a male subject lying in a pool of blood” at a Black Rock City campsite, according to the sheriff’s office, which said that when deputies arrived to the scene they “found a single White adult male lying on the ground, obviously deceased.”

Black Rock City is a temporary settlement in the Back Rock Desert area in northwest Nevada, about 90 miles north of Reno, which exists for only one week during the Burning Man festival. Tens of thousands attend every year.

Authorities continue to search for Kruglov’s killer, and has called on the public for assistance, asking anyone with information regarding the homicide to contact them immediately.

“At this time, no information is too small to disregard, so do not hesitate to contact my office,” Pershing County Sheriff Jerry Allen said in a statement.

Burning Man said Kruglov was a Russian national, and that it is doing everything it can to help the sheriff’s office investigation.

“Burning Man Project extends our deepest condolences to Mr. Kruglov’s loved ones as they prepare to return him home to Russia,” Marian Goodell, CEO of the Burning Man Project, said in a statement.

“We also extend our compassion to our wider community of participants, volunteers and staff alike. Together, we strive to uphold the values at the heart of the Burning Man community.”

A MAN in his 30s was stabbed eight times in a park attack with police still urgently hunting the knifeman.

The victim was assaulted at Leigh Park in Havant around midday on Tuesday, September 2.

His attacker is still at large as police are yet to arrest anyone in relation to the attack.

An air ambulance attended the scene to provide emergency treatment, and the man was taken to hospital.

He is said to be in a serious but stable condition despite injuries, according to police.

The man’s sister shared on social media that he was stabbed “eight times” and suffered a punctured lung, but was “currently stable”.

The Sparks won a critical game Sunday, defeating the Washington Mystics 81-78 to keep their slim playoff hopes alive heading into the final two weeks of the regular season.

Washington hit a trio of three-pointers in the final minute, but Dearica Hamby‘s jumper in the paint and Kelsey Plum‘s two free throws in the final 20 seconds were enough to seal a Sparks win.

Hamby led the Sparks with 20 points and 12 rebounds, recording her 11th double-double of the season. Plum added 18 points, four rebounds and six assists. Rickea Jackson contributed 16 points and Azurá Stevens had 12 rebounds.

“Dearica was just a beast on the boards and finishing in traffic with those-and-ones,” Sparks coach Lynne Roberts said. “She’s just so strong and athletic,”

It was a critical win for a ninth-place Sparks team that is three wins behind the Indiana Fever for the final playoff spot.

The Sparks (18-20) likely will need to win a majority of their remaining games to have a chance at the postseason. Their final six-game slate includes two tests against Atlanta this week and games against Phoenix and Las Vegas to close the regular season.

They also need the Valkyries, Fever and Seattle Storm to lose. Golden State, which beat Indiana on Sunday night to move ahead of Seattle and into sixth, also owns the playoff tiebreaker after winning the season series against the Sparks.

The Sparks could help their cause with a road win over Seattle (22-19) on Monday night.

Before Sunday’s win, Roberts wanted to see better pacing from her team. She got that, along with better shot execution. Unfortunately, 13 turnovers allowed the Mystics to stay on the Sparks’ heels most of the game.

The Sparks came out strong in the first quarter, building a double-digit lead of 13 points.

Washington (16-25) responded in the second quarter and tied the game 24-24. Plum then split a pair of free throws to put the Sparks ahead and they pulled away to take a 40-31 lead by halftime.

The Sparks continued to stay ahead in the third quarter, but six points from Kiki Iriafen coupled with a Stefanie Dolson three-pointer gave Washington a 56-55 lead with 8:21 left. The Sparks retook the lead before a Sonia Citron three-pointer tied the score at 61-61 with 5:35 remaining.

Hamby then made a couple of free throws and scored on a two-foot layup to put the Sparks ahead for good.

Iriafren finished with 22 points and 13 rebounds, securing her 15th double-double of the season. Shakira Austin added 11 points and seven rebounds. Citron chipped in 12 points.

With some much at stake in days ahead, Stevens knows the Sparks can’t afford to lose their focus.

“We know the circumstances, but all we can control is the next possession.” Stevens said, “Just taking it day by day and really focusing on us, our defense, our rebounding, our pace on offense.”

Roberts also would like to see more from her players Monday night against Seattle.

“We’ve got to be better at putting teams away and not making it a close game, but we took care of business [tonight],” Roberts said.

While first-hand accounts of the air war over Ukraine have been previously provided by some of its fast-jet aviators, we now have new insight from the pilot and gunner of a Ukrainian Army Aviation Yak-52 prop trainer. The Soviet-era aircraft has been used to hunt Russian drones for some time now, with signs of success, but few details of its missions have been published.

In a recent article published by the Wall Street Journal, a Yak-52 pilot, a 56-year-old with the callsign “Maestro,” and his 38-year-old gunner, “Ninja,” describe their mission. Of the two, Maestro learned to fly before Russia’s full-scale invasion, as a hobby, while Ninja first went aloft in a plane after the current conflict began.

We now also know that the Yak-52s are assigned to the 11th Army Aviation Brigade, a unit within Ukrainian Army Aviation, rather than the Ukrainian Air Force. The Army Aviation branch is otherwise responsible for rotorcraft. Previously, the Yaks were understood to be operated by a Tactical Aviation Group from Ukraine’s Civil Air Patrol, a civilian organization that consists mainly of amateur aviators and private aircraft owners.

An earlier video of a Yak-52 apparently operated by the Tactical Aviation Group of Ukraine’s Civil Air Patrol:

Regardless, the drone-killing Yaks and their crews are being kept busy by relentless Russian attacks. According to the brigade’s deputy commander, Col. Mykola Lykhatskiy, Maestro and Ninja have flown around 300 combat missions in the last year, downing “almost half” the unit’s total claimed tally of 120 drones.

On a daily basis, various Army Aviation light aircraft and helicopters are responsible for downing between 10-12 percent of all drones claimed by Ukrainian air defenses of all kinds, Lykhatskiy said. Interestingly, the deputy commander also claims that the agile Yak-52 is considered more survivable than helicopters, allowing it to roam closer to the front lines.

According to the Center for Information Resilience, a U.K.-based open-source organization, around 11 percent of all Russian long-range one-way attack drones made it to their targets last month, highlighting the broad success of Ukraine’s different counter-drone efforts.

According to the WSJ article, as well as Shahed/Geran-type long-range one-way attack drones, the Yak-52 is mainly used to tackle Russian Orlan and ZALA surveillance drones. These propeller-driven types fly at around 115 miles an hour, well within the performance envelope of the Yak, which tops out at more than 180 miles an hour.

The ZALA 421-16E is a flying-wing type, weighing around 20 pounds and used primarily for surveillance near the front line of the battlefield. The Orlan-10/30 series is among the most widely used Russian drones in Ukraine, the smaller Orlan-10 weighing around 35 pounds, while the larger Orlan-30 tips the scales at around 90 pounds. It’s also primarily used for surveillance and targeting, equipped with an electro-optical sensor and laser designator.

The interception process involves the crew waiting close to their Yak-52 while awaiting the order to scramble. Once a Russian drone is spotted on air defense sensors, the Yak is normally airborne within 15 minutes.

With no radar and apparently no other onboard sensors, the Yak-52 crew relies on radio commands from the ground to get close to the drone. From the open rear cockpit, the gunner then gets the drone in their sights, wielding a handheld gun. Typically, engagements are made from a distance of 200 to 300 feet.

Both rifles and shotguns have been tested, with Ninja currently preferring a German-made “MK55 automatic rifle,” apparently a reference to the Haenel MK556 that was selected as the German military’s new assault rifle, before later being rejected.

Ninja likened the process of aiming against a drone from the Yak-52 to “shooting a gun while riding a horse.”

Other tactics include using the wingtip of the Yak-52 to tip over the drone, sending it out of control. This mirrors a maneuver that the U.K. Royal Air Force employed in World War II to defeat Nazi Germany’s V-1 flying bombs.

On one occasion last year, it took Maestro and Ninja 40 minutes to destroy an Orlan drone that began maneuvering in tight circles once they arrived. Eventually, it was brought down by a shot from directly below. Increasingly, Russian drones are fitted with rear-facing cameras to help evade interception by aircraft.

Videos show a Ukrainian Yak-52 attacking a Russian Orlan-10 drone, reportedly in the Odesa region of southwest Ukraine, in April 2024:

Russia is also apparently making direct efforts to counter the Yak-52s.

At least once, Maestro and Ninja have been forced to evade a Russian air defense missile that was targeting them. A high-speed descent saw them shake off the missile, they say.

Their base has also been attacked. One Yak-52 was destroyed on the ground in a raid last month that also claimed the life of the brigade commander, Kostyantyn Oborin. Reportedly, the hangar was struck by a Russian ballistic missile.

The latest details of the Ukrainian Army Aviation’s exploits with its drone-hunting Yak-52 indicate that the prop trainer is now a more formalized part of the country’s air defenses.

With Russian drones being very much a priority target, Ukraine has assembled a multi-layered air defense network that includes advanced Western-supplied Patriot surface-to-air missiles and F-16 fighters at one end, via Soviet-era systems and hastily developed “FrankenSAMs,” all the way down to light aircraft and mobile fire teams equipped with machine guns and searchlights. In addition, there are a growing number of non-kinetic options, such as electronic warfare, too. A network of acoustic sensors all over the country and an app that ties this information with spotter reports are also key elements of Ukraine’s unique air defense network.

On the other side, as we have previously noted, Russia now produces Shahed/Geran drones at the rate of 2,000 per month with plans to nearly triple that in the not-too-distant future. It is by far the primary method by which Russia launches long-range strikes into Ukraine.

It is worth noting that Russia, too, has attempted to develop a counter-drone solution, also based on the Yak-52, to help thwart Ukrainian long-range drone attacks. You can read more about that in our past story on the matter linked here.

A Russian design bureau has developed modernized Yak-52 into the Yak-52B2 for countering UAVs. The aircraft are equipped with 12 gauge shotguns, a radar, and a computer for targeting information and day / night operations.https://t.co/bPOyrB9UMz pic.twitter.com/dT9UHlOyLq

— Rob Lee (@RALee85) May 18, 2025

Meanwhile, the continued scale of Russian drone activity over Ukraine means that the Yak-52 fleet and the crews that operate them will only become busier.

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