Q3 2025 Civeo Corp Earnings Call
Speaker #1: Greetings, and welcome to the Civeo Corporation third quarter 2025 earnings call. At this time, all participants are in a listen-only mode. A question-and-answer session will follow the formal presentation.
Speaker #1: If anyone should require operator assistance during the conference, please press star zero on your telephone keypad. Please note this conference is being recorded. I will now turn the conference over to your host, Mr. Regan Nielsen, Vice President, Corporate Development and Investor Relations.
Speaker #1: Please go ahead.
Speaker #2: Thank you, and welcome to Civeo's third quarter 2025 earnings conference call. Today, our call will be led by Bradley Dodson, Civeo's President and Chief Executive Officer, and Collin Gerry, Civeo's Chief Financial Officer and Treasurer.
Speaker #2: Before we begin, we would like to caution listeners regarding forward-looking statements. To the extent that our remarks today contain anything other than historical information, please note that we're relying on the safe harbor protections afforded by federal law.
Speaker #2: These forward-looking remarks speak only as of the date of our earnings release in this conference call. We undertake no obligation to update or revise these forward-looking statements, except as required by law.
Speaker #2: Any such remarks should be read in the context of the many factors that affect our business, including risks and uncertainties, disclosed in our forms 10-K, 10-Q, and other SEC filings.
Speaker #2: I'll now turn the call over to Bradley.
Speaker #3: Thank you, Regan, and thank you all for joining us today on our third quarter 2025 earnings call. I'll start with some key takeaways for the quarter and then summarize our consolidated and regional performance.
Speaker #3: After that, Collin will provide further financial and segment-level details. And I'll conclude with our prepared remarks. I'll conclude our prepared remarks with our updated 2025 guidance and preliminary outlook qualitative outlook for 2026 by region.
Speaker #3: We'll then open the call up for questions. There are three key takeaways from the third quarter results. One, continued significant progress on the current share repurchase authorization.
Speaker #3: Two, our Australia business continues to grow both in our own villages and in our integrated services business. And three, the Canadian cost-cutting measures bear fruit.
Speaker #3: And our focus now turns to putting our mobile camp assets to work. I'll start with the significant progress we've made toward completing our expanded share repurchase authorization.
Speaker #3: During the quarter, Civeo repurchased approximately 1 million common shares, bringing our year-to-date return of capital to shareholders to 52 million dollars. With this progress, we've completed 69% of our new buyback authorization as of September 30th, 2025.
Speaker #3: We remain confident that share repurchases purchases are a compelling use of capital especially during broad equity market volatility. Given the accelerated buybacks in our recently completed acquisition, our net leverage ratio as of September 30th, 2025, was 2.1 times.
Speaker #3: And we're comfortable with that. Our accelerated repurchase activity is consistent with our prior commitment to completing the current authorization as soon as practicable. As previously stated, we intend to use no less than 100% of annual free cash flow to achieve this goal.
Speaker #3: We've obviously spent more than that, and we'll continue to spend more than that in our 2025 free cash flow buybacks this year. Turning now to the operational results for the quarter, overall, the third quarter results were consistent with our expectations and reflected our outlook conveyed on our prior earnings call.
Speaker #3: In Australia, we remain focused on growing our integrated services business and capitalizing on our newly acquired villages in the Bowen Basin. Revenues in the region increased 7% year over year, and adjusted EBITDA grew 19%.
Speaker #3: Notably, we completed the integration of our recently acquired villages in the bone basin so the third quarter of 2025 was the first full quarter financial impact from these four villages.
Speaker #3: Looking ahead, based on current customer discussions, we expect Australian occupancy in our own villages to soften modestly in the fourth quarter. Due to typical fourth quarter seasonality, with the holidays, and softness in outlook for METCOL pricing and demand, exhibited by recently announced customer headcount reductions.
Speaker #3: Despite these near-term headwinds, we are confident in our Australian business. We have strong contract position in our own villages that will support good continued cash flow.
Speaker #3: And our integrated services business, we remain on track to reach our goal of 500 million dollars Australian of revenue by 2027. And we continue to seek opportunities to expand into non-resource natural resource markets.
Speaker #3: While conditions in Canada and the region remain challenged given oil prices and ongoing macroeconomic headwinds, our ability to drive year-over-year gross profit expansion in the face of continued pressures is a testament to the success of our cost reduction strategy implemented to date.
Speaker #3: We have taken decisive action to position our Canadian business to be more profitable and respond to changes in oil sands customer sentiment and operational strategies.
Speaker #3: We are pleased with the benefits that we're seeing as a result. Initial actions have included an overall headcount reduction of approximately 25%, cold closing certain underutilized lodges to reduce carrying costs, and streamlining field-level operations to align with current demand levels.
Speaker #3: In the third quarter, this work allowed us to bring direct field-level costs in Canada down 29% year over year, reduce indirect operating overhead costs by 23%, and as a result, increase gross profit by 35%.
Speaker #3: From here, for our Canadian business, our key focus is to capture the potential increase in demand for mobile camp assets in support of various Canadian infrastructure projects.
Speaker #3: Overall, we are executing on our strategic priorities in each region. Our Australian business continues to do well with year-over-year growth in both the owned villages and integrated services.
Speaker #3: And while our Canadian headwinds remain, we know this market well. And we're working with our strategic partners to understand how we can continue to support them as they capitalize on evolving opportunities in the country.
Speaker #3: We are taking decisive action to apply our resources where our customers need them in the region. As a result, we're positioning Civeo for long-term resilience and cash generation.
Speaker #3: With that, I'll turn it over to Collin.
Speaker #1: Thank you, Bradley. And thank you all for joining us this morning. Turning to the income statement, today we reported total revenues in the third quarter of 170.5 million, with a net loss of 0.5 million for 4 cents per dividend share.
Speaker #1: During the third quarter, Civeo generated adjusted EBITDA of 28.8 million, and operating cash flow of 13.8 million. The year-over-year increase in adjusted EBITDA was primarily driven by the benefits of cost-cutting in Canada, contributions from the Australian acquisition completed in May of 2025, and higher occupancy and the legacy Australian-owned villages.
Speaker #1: The third quarter revenues from our Australian segment were 124.5 million. Up 7% from 116.6 million, in the third quarter of 2024. Adjusted EBITDA was 26.7 million, up 19% from the 22.5 million in the third quarter of 2025.
Speaker #1: The increase in revenues in adjusted EBITDA was primarily driven by the recently completed acquisition of four owned villages, the year-over-year increase was offset by the impact of a weakened Australian dollar relative to the US dollar, which decreased revenues in adjusted EBITDA by 3 million and 0.6 million respectively.
Speaker #1: Australian-owned village build rooms in the quarter were 763,000 rooms, up 18% from the third quarter of 2024. Primarily due to our recently completed acquisition.
Speaker #1: Our daily room rate for our Australian-owned villages in U.S. dollars was $77, which decreased from $79 in the third quarter of 2024, primarily due to the weakening of the Australian dollar.
Speaker #1: Turning to Canada, we recorded revenues of 46 million. Compared to revenues of 57.7 million, in the third quarter of 2024. Adjusted EBITDA for the segment was 88 million, an increase from 3.4 million in the third quarter of 2024.
Speaker #1: As noted, the year-over-year adjusted EBITDA increase was primarily driven by the implementation of cost reduction measures, offsetting lower build rooms and revenues. During the third quarter, build rooms in our Canadian lodges totaled 383,000, which was down from 484,000 in the third quarter of 2024.
Speaker #1: Our daily room rate for the Canadian segment in US dollars was $100, flat with the third quarter of 2024. Turning—excuse me—turning to our capital structure, Civeo's net debt as of September 30, 2025, was $176 million, a $22 million increase since the June quarter of 2025, attributable to the significant progress made on our share repurchase authorization in the quarter.
Speaker #1: Our net leverage ratio for the quarter was 2.1 times, as of September 30th, , 2025, with total liquidity of approximately 70 million dollars. We have allocated 48.7 million to share repurchases year-to-date.
Speaker #1: We remain comfortable maintaining a net leverage ratio in the two times range on a go-forward basis. As we look at capital allocation, on a consolidated basis, CapEx or capital expenditures for the third quarter of 2025 were 5.6 million.
Speaker #1: Down from 7.5 million during the third quarter of 2024. Capital expenditures in both periods were predominantly related to maintenance spending on our lodges and villages.
Speaker #1: As noted, during the third quarter of 2025, we repurchased approximately 1 million shares through our share repurchase program. We continue to believe that repurchasing Civeo shares presents a value-enhancing opportunity.
Speaker #1: We've made great progress on our current share repurchase authorization, and we will continue to significantly execute on our plan moving forward. With that, I'll turn it back over to Bradley.
Speaker #2: Thank you, Collin. I would now like to turn to a discussion of our full year 2025 guidance on consolidated basis. Including the underlying macro and regional assumptions.
Speaker #2: We are tightening our full-year 2025 revenue and adjusted EBITDA guidance. Updated 2025 revenue guidance is $640 million to $655 million, and adjusted EBITDA guidance is $86 million to $91 million.
Speaker #2: We are maintaining our full-year 2025 capital expenditure guidance of $20 million to $25 million. I'll now provide the regional outlooks and corresponding underlying assumptions.
Speaker #2: In Australia, occupancy in our own villages remains strong. Three of our bone-based villages continue to be effectively operating at full capacity. We're seeing strong occupancy across the remainder of our own village portfolio.
Speaker #2: Even when accounting for the expected impacts of weakening net coal prices and recent customer layoff announcements, we expect healthy, albeit modestly, softer occupancy in our own villages in the fourth quarter.
Speaker #2: As it relates to our integrated services business, we are encouraged by the strong margin performance we have delivered throughout the year, and we'll continue to focus on cost-effective execution.
Speaker #2: We expect to continue bidding building on our strong momentum for the remainder of 2025 and beyond, as we work towards our goal of achieving 500 million dollars Australian of integrated services revenue by 2027.
Speaker #2: In Canada, we continue to navigate the difficult operating environment in the oil sands region, which is exacerbated by lower oil prices and broader macroeconomic uncertainty.
Speaker #2: As a result, expected build rooms in the fourth quarter of the year is expected to be relatively in line with the third quarter. That said, we remain encouraged by the results of our Canadian cost-cutting initiatives to date and expect to continue to benefit from these going forward.
Speaker #2: I'll now provide a preliminary outlook for 2026. In Australia, our outlook for 2026 is relatively similar to what we experienced in 2025. With the potential for modest softness in our own village occupancy, due to commodity price volatility and customer layoff announcements.
Speaker #2: That said, we expect that any softness in our legacy owned villages will be largely offset by the full-year impact of our May 2025 village acquisition.
Speaker #2: In our integrated services business, we expect to continue advancing towards our 500 million dollar revenue goal for 2027 through our strong sales pipeline. In Canada, we expect the aforementioned headwinds in the oil sands region to continue to negatively impact lodge occupancy.
Speaker #2: However, at this point, it feels like occupancy is stabilizing such that we expect next year's lodge occupancy to be flat, or slightly up in 2026 when compared to the full year of 2025.
Speaker #2: In the near term, our focus is on mobile camp deployment. We are optimistic that we will see increased utilization of our mobile camps in North America towards the end of 2026.
Speaker #2: Our optimism is underpinned by strong bidding activity, tied to continued public support at both the federal and provincial levels for infrastructure projects in Canada, and increased demand in the US for a wide range of infrastructure projects.
Speaker #2: Civeo's attractive asset base, demonstrated capabilities, and strong relationships position us well to capture these growth opportunities as final investment decisions are made by our customers.
Speaker #2: While several of these projects we are bidding on have estimated project approvals scheduled for 2026, we would not expect to see a material financial impact from these projects until 2027.
Speaker #2: In the immediate term, our focus remains squarely on managing what we can control: executing on our cost reduction initiatives, enhancing operational efficiencies, and aligning our resource base with demand.
Speaker #2: We are confident that we have the right plan in place to continue mitigating these headwinds while orienting the business to capitalize on growth opportunities to drive increased cash flow from our Canadian operations.
Speaker #2: Regarding capital allocation, we continue to—we will continue to opportunistically repurchase shares and use no less than 100% of our annual free cash flow to complete our current share repurchase authorization.
Speaker #2: After the—this authorization is complete, we intend to use no less than 75% of annual free cash flow to buy back shares. We remain comfortable with our net leverage ratio in the two times range moving forward.
Speaker #2: With that, we're happy to take questions.
Speaker #3: Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press star one on your telephone keypad.
Speaker #3: A confirmation tone will indicate your line is in the question queue. You may press star two if you would like to remove your question from the queue.
Speaker #3: For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. In our first question, we'll come from Steven Gengarro with Stifel.
Speaker #4: Thanks. Good morning, everybody.
Speaker #5: Good morning, Steven.
Speaker #4: So, Bradley, you might get mad at me for asking this, but when you package the guidance you gave for 26 together, it feels like it all sort of equates to something that's kind of flattish year over year.
Speaker #4: I mean, is that in the ballpark of what you're saying?
Speaker #5: No. I think it'll be up year over year. Still working through the budgeting process. Obviously, it remains dynamic in both markets. In Australia, there have been customer announcements of headcount reductions, and that—excuse me—has impacted our outlook for some of our occupancy in our own villages.
Speaker #5: But we have a very strong contract position. And so, while we do see some softness in occupancy in our own villages, as I've said to investors, previously, I think Australian-owned villages' occupancy is modestly softer to flat year over year, with the benefit of the full benefit of the four villages we acquired in May.
Speaker #5: So, another four months of contribution from that. We expect that integrated services will show top-line growth 25 to 26 and continue strong margin performance.
Speaker #5: In Canada, as I mentioned, we expect lodge occupancy—it feels like it’s stabilizing—but it’s pretty dynamic right now. We’ll certainly give an update in February when we do full year results.
Speaker #5: On the fourth quarter call, but right now, as we sit here today on Halloween, I expect Canadian lodge occupancy to be flat to up 25 to 26.
Speaker #5: And then the key will be if some of these infrastructure projects—and these are pipelines, LNG facilities, pipeline transmission projects—and some infrastructure projects in the US, if these get—if the projects get greenlighted by our customers, and then we win the work, there's opportunity to put our mobile camps to work, which right now are really not contributing to the 2025 results.
Speaker #5: So, overall, I expect 26 to be up and still trying to quantify how much it will be up.
Speaker #4: Great. No, thanks for that color. Any other question I had, and you touched on this a little bit. When you talk about the mobile camp assets and the ability to redeploy, are you talking about Canada and the US, and are you looking at things in the US that are connected to some of these newer energy opportunities around lithium mining and maybe data center-related?
Speaker #4: Are any of those things in your opportunity set?
Speaker #5: Yeah. You highlighted it, Steven, and thank you for doing that. I would say that this is the busiest that I can remember in recent history, in terms of our bidding activity in North America.
Speaker #5: We have approximately 2,500 mobile camp rooms that are readily deployable, and another roughly 1,000 that are currently attached to our oil sands lodges that we could redeploy anywhere in North America.
Speaker #5: In Canada, it's mostly LNG-related, pipeline-related, and infrastructure-related. In Western Canada, we are also looking to deploy them in Eastern Canada. We can also deploy them into the U.S., and the team is actively pursuing opportunities like those you mentioned, such as data centers.
Speaker #4: Great. Thanks. And just one final one. When you think about capital allocation, longer term, right? And you've done a great job of turning a lot of capital.
Speaker #4: Is there a preference for incremental expansion/acquisitions versus buybacks, or is it just going to be kind of on a project-by-project basis?
Speaker #5: Well, we've committed to completing the current authorization to buy back 20% of the shares. There are about 2.6 million shares. As soon as practicable, and using no less than 100% of annual free cash flow to do so.
Speaker #5: That being said, if there are opportunities that are economic, that are supported by customer contracts, and if they're attractive bolt-on acquisitions, we'll continue to look at that.
Speaker #5: Obviously, continuing to weigh the fact that we want to stay around two times levered or no more than that. And so, right now, there are opportunities to deploy incremental capital.
Speaker #5: For growth purposes, but nothing that will overextend the balance sheet.
Speaker #4: Great. Thank you for all the color.
Speaker #5: Thank you.
Speaker #3: And our next question comes from Steve Ferrazzani with Sedotien Company.
Speaker #6: Morning, Bradley. Morning, Collin. I appreciate the detail on the call. I want to ask about the growth opportunities in Australia because you noted the softening of met coal prices and some of the—I think you highlighted chances to build out integrated services beyond the natural resources market.
Speaker #6: Can you talk a little bit about the opportunities and challenges in that market to hit that 500 million dollar mark? Seems more difficult than it might have seemed a year ago.
Speaker #6: And does that need to include M&A, or are there ways to do it outside of your more traditional met coal or iron ore markets?
Speaker #5: Well, I didn't mean to leave you with the impression that it was more difficult. I feel as good about our ability to hit the $500 million target by 2027 today.
Speaker #5: In fact, I feel better about it today than I did a year ago. The team has
Speaker #6: Really? Okay.
Speaker #5: done an amazing job of capturing new work with customers, capturing market share in some cases, expanding our customer base, expanding our geographic footprint within Australia in integrated services.
Speaker #5: Originally, when we bought the Action Catering business, they were in Western Australia. We've now expanded that into South Australia, and most recently, expanded it into Queensland.
Speaker #5: Where the vast majority of our own villages exist, so the ability to leverage that infrastructure is nice and important and to better serve existing Queensland customers.
Speaker #5: So I believe that we can hit the $500 million target with the kind of funnel of sales opportunities that the team has. We can hit that target by 2027 in the resources market.
Speaker #5: Right now, I think we can do it organically. Could it be enhanced by acquisitions? Possibly. But in terms of—we're going to face more difficulty in winning additional resources work because we're on the radar screen of bigger competitors now.
Speaker #5: Plain and simple. What we're trying to do is take what we believe to be our core competency, which is that we think we take care of people well.
Speaker #5: We make sure that they're safe, that they're well-fed, and well-rested and ready for the workday. So, are there other verticals that we can do that in?
Speaker #5: And we're in the early stages of evaluating that. We've got the team looking at it, and hope that in, let's say, the next year or 18 months, we'll have some progress there.
Speaker #6: Excellent. Thanks for that. On the mobile camp side, we can certainly see plenty of opportunities that appear to be out there, particularly in Canada, and I'm sure there's a lot we don't see that you're pursuing.
Speaker #6: The timing of it is always—I know really challenging, particularly for the larger projects. Realistically, is this probably more of a 2027, 2028, and beyond story, or are there real chances in 2026?
Speaker #5: It'll all depend on our customers getting the final positive investment decisions sooner rather than later. Are some of them still striving to get to a positive FID by year-end 2025?
Speaker #5: Yes. Do you handicap and say that it probably slips into early '26 or the first half of '26? That's probably pretty reasonable. So, it depends on when the projects get approved.
Speaker #5: Sooner is better. While I am confident in our competitive positioning, we still have to win the work, and then thereafter. I think that right now, there will be some contribution from increased mobile camp work in 2026.
Speaker #5: It's likely second-half weighted. And even if you handicap some of the expected timing of project approvals, 2027 looks like a good year. And to your point, beyond this, these are largely construction projects.
Speaker #5: They're expected to take two to four years to complete, and that would be a good utilization opportunity for our mobile camps.
Speaker #6: Yep. Great. This looks like it'll be your second year in a row where CapEx comes down. That being said, now that you've cold-closed some of the Canadian lodges, and you've had some larger investments like adding IFI accessibility, when we think about CapEx moving forward, outside of winning some large project awards, should this be a high?
Speaker #6: Should this be the high level moving forward that you're investing this year?
Speaker #5: No. I think it's always reasonable to think that CapEx is around 25 million US on a consolidated basis. And to your point, because there's always—we did some Wi-Fi upgrades in Australia this year.
Speaker #5: There's still some work to be done there. In terms of upgrading our Wi-Fi, there's always one-off projects. I think the team globally is very pragmatic about deploying capital and CapEx.
Speaker #5: We go through a process that's kind of, "Here's what the have-to-haves are. Here's what are the good-to-have, and here's what are the nice-to-have." Items.
Speaker #5: And we prioritize those, both looking first and foremost on maintaining safe operating locations, and then enhancing guest experience. So I think 25 is a safe number to use year in, year out.
Speaker #5: It would include some discretionary items in that number, usually. But from there, higher numbers than that would be dependent on customer commitments and growth projects.
Speaker #3: And if I could just supplement on that, when Bradley mentions the nice-to-haves, I just want to remind the audience the way that we think about that is today's nice-to-haves are tomorrow's have-to-haves.
Speaker #3: And they could be a little bit more expensive if you wait. And so, that's the balance.
Speaker #5: Great point. Yeah. That's a very good point.
Speaker #6: When we think about those mobile camp opportunities, particularly if they're two to four years, does that require a significant CapEx?
Speaker #5: Great Great question. To put some numbers around it, we've got, as I mentioned, 2,500 mobile camp rooms readily deployable, another 1,000 that we can pull off that are currently on our oil sands lodges.
Speaker #5: So of those 35, roughly 3,500 rooms, our bidding activity, we've bid out those four-fold. Now, we don't expect to win all of that work.
Speaker #5: But we're exceedingly busy. Now, there are probably half a dozen to a dozen infrastructure projects that we're tracking that could kick off in the next 12 to 18 months.
Speaker #5: It all depends on how those get sequenced. If they all hit at the exact same time, yes, we'll need some more CapEx. Will it be warranted?
Speaker #5: Absolutely. It'll be just.
Speaker #6: Don't think anyone will complain about that.
Speaker #5: No, I don't think they will. So to put kind of if things are evenly spaced, it's probably—let's call it 5 to 10 million dollars of incremental CapEx.
Speaker #5: If everything hits at once, it's probably $25 to $30 million. But I think I am confident that if everything hit at once, people will be more excited about that than worried about the CapEx.
Speaker #3: Yeah, Steve, we went on a project. There's going to be a de minimis amount of capital but it's marginal relative to the project. The real capital outlet would be required if we had to start going out and buying new rooms in excess of the 25 to 3,500 that Bradley quoted.
Speaker #6: Which would be a great problem. Okay.
Speaker #5: Yeah, we would like to be.
Speaker #6: Thanks, guys. Appreciate it.
Speaker #5: able to tell you about that. Thank
Speaker #6: Got it. Thank you.
Speaker #5: you.
Speaker #1: And as a reminder, if you'd like to ask a question, it is star one. And we'll go next to Dave Storms with Stonegate.
Speaker #7: Good Good morning.
Speaker #2: It is.
Speaker #7: Good morning. Just thinking through your goal of 500 integrated services in Australia, how do you feel about your current staffing levels there? Just trying to think through what might be the bottlenecks as you march towards that goal.
Speaker #5: Good question. I would say that staffing in Australia continues to be a challenge. Is it better than it was a couple of years ago?
Speaker #5: Absolutely. I think that's a combination of a general recovery in the country from COVID and the efforts of our team—our people and culture team—in terms of recruitment.
Speaker #5: We're the biggest issue in, for us, is around chefs, but it's around labor in general. And we've had a program for the better part of five years to recruit international chefs to come in to Australia.
Speaker #5: We're making some progress there. So I would say that it is—continues to be a challenge, but one that is not getting necessarily worse. But it's still not back to pre-COVID levels.
Speaker #5: So we've made some adjustments. Our rosters and our travel allowances that have helped with attracting and retaining people. But it remains a focus for our team.
Speaker #5: But I don't believe that it would be—if we win work, we'll find the people.
Speaker #7: Understood. That's a great call. Thank you. Thinking about the cost-cutting in Canada, specifically the field-level streamlining, how much of this could maybe be applicable to Australia?
Speaker #7: Could we see a similar margin expansion there if some of that was more plug-and-play? Or is that more specific to Canada, the cost-cutting part?
Speaker #5: It's more specific to Canada. A lot of it is we made some big strides with closed-closing a couple of locations, which helps carrying costs there.
Speaker #5: There has been some streamlining of the operating level headcounts. So this is something, quite frankly, that we started executing on this time last year.
Speaker #5: You know us well. Dave, I mean, we started to see occupancing in Canada in the second half of last year just start dropping. As customers look to reduce maintenance work, overall cut headcounts, and try and localize people as opposed to have them be fly in, fly out.
Speaker #5: As I mentioned in our prepared comments, that feels like it's stabilizing at this point. Again, as we sit here today, we think Canadian lodge occupancy will be flat to up 20, 25 to 20, 26.
Speaker #5: And I think Australia there, it's a different cost structure. Obviously, the climate is very different between Northern Canada and Australia, particularly Queensland. And that presents a different cost structure.
Speaker #5: So always looking for efficiencies in our operations. And that is just always ongoing. It's not a one-and-done type thing. And but I don't think it's analogous between what we've done in Canada and what we could do in Australia.
Speaker #7: Understood. That makes perfect sense. And that does kind of just bring me to my last question here. With you mentioning in your prepared marks that it feels like Canada is stabilizing, how much more cost-cutting initiatives should we expect there?
Speaker #7: And is there—I guess—a potential for any of that margin to be given back as you maybe start getting a little busier in Canada?
Speaker #5: Well, being tied to commodities, and having cyclical upturns and downturns, s, cost-cutting is something that our team is very—it's just part of our DNA.
Speaker #5: You have to be able to make cost-cutting decisions. I think we moved quickly in the last half of last year and early part of this year.
Speaker #5: You saw how that bore fruit in the third quarter results. We will continue to work on our cost structure. But the easier things to get accomplished have been done.
Speaker #5: Are there other things that take more work to implement? Yes. And we're working on those. I would hope we get them done by year-end or close to it.
Speaker #5: But this is an effort that there is a new reality in the Canadian oil sands in terms of activity levels, spending levels, occupancy levels.
Speaker #5: And we're adjusting to that. We're not expecting that this is going to be a temporary change. Customers are operating in a different fashion. They're getting rewarded by their investors for cutting costs and reducing CapEx.
Speaker #5: And ultimately, that means fewer people and fewer opportunities for occupancy in our lodges.
Speaker #2: And if I could supplement, the focus for the last roughly year, maybe nine months, has absolutely been on the cost-cutting side. And Bradley said, "We're not done." But we are shifting focus.
Speaker #2: I mean, the fundamental best thing we can do for our Canadian business is grow revenue. On a go-forward basis. And so we do see opportunities, and we are pushing the team to focus on that bid pipeline that we have in place with—while we round out our cost-cutting initiatives.
Speaker #5: Very good point.
Speaker #7: Understood. Thank you for the color. And good luck in Q4.
Speaker #5: Thank you.
Speaker #1: And this now concludes our question-and-answer session. I would like to turn the floor back over to Bradley Dodson for closing comments.
Speaker #5: Thank you. And thank you, everyone, for joining the call today. We appreciate your interest in this video. And we'll look forward to speaking with you on our fourth quarter earnings call, which we expect to happen at the end of February.
Speaker #2: Thank you.