 Joining me today is Ford CFO Bob Schenkes. Thanks for taking the time today, Bob. I appreciate it. That's a pleasure, Brian. Thanks for having us. I have to say, auto sales, they've come off their peak. Wall Street has been very bearish, but you guys came out and beat pretty aggressively today. Has Wall Street just gotten too bearish on the auto sector? Well, what happened today is that we came pretty much in line with what the street had expected relative to our pre-tax profit. What we did is our fantastic tax team had been doing some work in anticipation of a potential corporate tax reform later this year or perhaps next year and identified some foreign tax credits from losses that we had incurred overseas and ways that we could bring them onto the balance sheet and realize them here as deferred tax assets. So we got a really low tax rate in the quarter, about 10%. I think the market was expecting something more towards 30. And then further, what we've done is we've indicated that we have more work in that same space to unfold over the balance of this year, which is going to give us a full year tax rate of about 15%, and which enabled us to provide a range of EPS guidance for the full year that is better than what our prior guidance had been. But it's all around the tax rate. Now, but also too, within the truck segment, it's your highest margin business if I'm correct, but that really did well. Take us through some of the drivers. Is it just the housing market? Is it recovering and just construction more broadly? What are drivers to that? Well, from an external standpoint, certainly the economy continues to be reasonably good. It's been growing for seven, eight years now. It's sort of this two, 2.5% rate. Housing has been progressively improving ever since we came out of the downturn. It has never yet returned to the peak levels that it had been at prior to that. So we think there's still more room to grow there. Certainly the fact that the fracking and some of the oil exploration that had kind of quieted down over the last couple of years as oil prices fell, that seems to be coming back as well. There's more rigs that are in place and they actually use our trucks for those. So I think there's a number of external factors, but then also we've got fabulous products. The Super Duty, the best in its segment and the F-150 as well. And certainly customers love them. We've been gaining share. Transaction prices are increasing. The derivative mixes of those in terms of the series are very, very healthy. So very, very positive right across the board, external and also the products themselves. You know, we've seen that, you know, playing at your point on oil prices. We've seen them come down pretty significantly. Is that a risk to the truck business going forward? Well, I guess it's a positive and a negative, right? I mean, it hasn't come down to the levels that it had been earlier this year. It has certainly backed off of the 50, low 50 price range that it had been at. But as best we can tell, the number of oil rigs that are coming back are continuing to increase. So that's a positive. And certainly the fact that oil prices remain relatively low. Gas prices, therefore, relatively low is good for the consumer, which has also got to be good for us. And we've seen a big push. I remember covering guys at the auto show here in New York. Big push into crossovers, SUVs. What adjustments does Ford have to make in the car segment, given that fundamental shift in consumer demand? Well, you're exactly right. This is what consumers want. It's not something that the industry is driving. This is what the consumers want. I think the industry is providing great products right across the board, certainly Ford is, in terms of crossovers and utilities. But the way that we're addressing that is as we get to new model changeovers in plants that perhaps had been car or parked car, if we need to, what we're doing is sort of from an organic standpoint, just transitioning that capacity with the new product into a crossover or utility, or in some cases a truck. And I think a really good example of that is Michigan Assembly, where today we build the Focus. In the future, the Focus will be built elsewhere and we're going to be bringing in the all-new Ranger pickup and that will be followed by the all-new Bronco. So that's the best example, I think, of how we're going to organically manage this change. Obviously, the shift in management has been a big focus at Ford. When should we hear something from the team, I guess a longer-term, a long-range plan? I believe Jim has a 100-day plan working. Yep, he's got a 100-day reassessment plan that we're all engaged in. It's around unpacking the strategy and then focusing on a revenue, fitness, capital deployment, innovation, and culture. And what you, we're about halfway through that period right now and what you can expect from us is to come back to the street, come back to investors and others later this year with our takeaways from that. Within that, is Ford committed to getting more aggressively in the electric car in the self-driving space? Well, we already are investing pretty heavily in that space. We've announced $4.5 billion of investments between now and 2020 to increasingly electrify our product lineup. But I think you can expect going forward certainly into the next decade that we're going to be investing more and more because that is a transition that the whole industry is going to be going through from internal combustion engines to more electrified products and ultimately more full-battery electric products. So that's a trend that's underway and it's going to continue. Two fun ones. The shot clock, that got a lot of attention. Jim has implemented the shot clock. How does that unfold? How do those meetings look like when he has that working in there? Well, it's interesting. It's around the speed of decision-making and it's also, to do that, you have to have clarity around who owns that decision. And that's one of the fun things that's occurred since the transition to Jim is clarity around decision-making and clarity around a methodology that we'll use to make decisions that makes it very, very clear who owns that decision, what role others have in terms of thinking about the inputs to that decision. But then once that input's in, that decision maker makes that decision off we go. And I'm already seeing improvements in terms of the clarity of decision-making and the speed of decision-making. Well, thanks for coming on today, Bob. I look forward to talking again soon. It's great, Brian. Thank you very much.