Proficient Auto Logistics, Inc (PAL) Business

Business
Overview

We
are a leading specialized freight company focused on providing auto transportation and logistics services. Formed in connection with
the IPO through the combination of five industry-leading operating companies, we operate one of the largest auto transportation fleets
in North America with an operating fleet with approximately 800 owned assets and employing 825 dedicated employees as of December 31,
2025. From our 57 strategically located facilities across the United States, we offer a broad range of auto transportation and logistics
services, primarily focused on transporting finished vehicles from automotive production facilities, marine ports of entry or regional
rail yards to auto dealerships around the country. We have developed a differentiated business model due to our scale, breadth of geographic
coverage and embedded customer relationships with leading auto original equipment manufacturing companies (“OEMs”). Our customers
include nearly all of the global auto manufacturing companies who participate in the North American market. Additional customers include
auto dealers, auto auctions, rental car companies and auto leasing companies.

Description
of the Combinations

On
December 21, 2023, Proficient Auto Logistics, Inc. entered into agreements to acquire in multiple, separate acquisitions, five operating
businesses and their respective affiliated entities, as applicable: (i) Delta, (ii) Deluxe, (iii) Sierra, (iv) Proficient Transport,
and(v) Tribeca. On May 13, 2024, the Company completed the IPO of its common stock, and in connection with the closing of the IPO, the
Company also completed the acquisitions of all of the Founding Companies. Thereafter, on August 16, 2024, the Company acquired Auto Transport
Group, LC, (“ATG,” which was converted to a limited liability company after closing), and on November 1, 2024, the Company
acquired Utah Truck & Trailer Repair, LLC, (“UTT,” which subsequently converted into Proficient Repair Services LLC),a
repair facility located at the ATG headquarters terminal in Ogden, Utah. On April 1, 2025, the Company acquired Brothers Auto Transport,
LLC, (“Brothers”), located in Wind Gap, Pennsylvania and on May 27, 2025, the Company acquired PVT Truck &Trailer Repair,
LLC, (“PVT”) a repair facility located at the Brothers headquarters. These acquisitions expanded the Company’s geographic
presence and services offered. The Combinations and subsequent acquisitions are accounted for as business combinations under ASC 805.
Under this method of accounting, Proficient Auto Logistics, Inc. is treated as the “accounting acquirer”.

Proficient
Auto Logistics, Inc. has been identified as the designated accounting acquirer (“Successor”) of each of the Founding Companies
and Proficient Transport has been identified as the designated accounting predecessor (“Predecessor”) to the Company. As
a result, Management’s Discussion and Analysis of Results of Operations and Financial Condition for the twelve months ended December
31, 2025 and 2024 for each of Proficient and Proficient Transport are included in this Annual Report on Form 10-K. A black-line between
the Successor and Predecessor periods has been placed in the financial tables below to highlight the lack of comparability between these
two periods. Please refer to Note 3 of the Notes to Consolidated Financial Statements — “Business Combinations.”

2

Operations
and Services Provided

We
provide new and used auto transportation and logistics services to automobile manufacturing companies, leasing companies, automobile
dealers, automobile auction companies, long-distance transporters, brokers and individuals. Services typically are provided as needed
by particular customers and charged according to pre-set rates based on auto size, weight and mileage. We transport large numbers of
vehicles from auto manufacturing sites, marine ports and rail hubs to individual auto dealers. On the used car transport side, cars are
picked up and delivered primarily to rental car locations and automobile auctions. In addition, we provide transport services for dealers
that transfer cars from one region to another based on demand.

We
operate a dispatch system to assign individual transport vehicles to particular cars that require delivery. We also have computerized
positioning systems which identify and track vehicle location and status, thereby decreasing response times and increasing asset utilization.

We
have consolidated our dispatch software and accounting systems across the Founding Companies and subsequently acquired companies to improve
route planning and centralize our accounting and financial reporting activities at our headquarters in Jacksonville, Florida.  We
anticipate ongoing technology enhancement as we expand our operations.

Segments

Our
business is organized into two operating segments, Company Drivers and Subhaulers, which represent the Company’s reportable segments.
The Company Drivers segment offers automobile transport and contract services under an asset-based model. The Company’s contract
service offering uses Company-owned equipment to service customers and provides transportation services through long-term contracts.
The Company’s Subhaulers segment offers transportation services utilizing an asset-light model focusing on outsourcing transportation
of loads to independent contractors and third-party carriers.

Company
Drivers Segment

In
our Company Drivers segment, we generate revenue by transporting autos for customers in our OEM contract and spot arrangements and secondary
market auto moves. Our OEM contract and spot arrangements provide auto transportation and logistics services through movements of autos
over routes across the United States. Secondary market auto moves are for customers other than OEMs. Our contract services offering
uses Company-owned equipment to service customers through long-term contracts.  Our Company Drivers segment provides services
that are geographically diversified but have similar economic and other relevant characteristics, as they all provide Company Drivers
carrier services of automobiles. The main factors that affect operating revenue in the Company Drivers Segment are the average revenue
per unit received from customers and the number of vehicles transported.

We
are typically paid a predetermined rate per unit for our Company Drivers services. Our executed contracts generally contain fixed terms
and rates and are often used by our customers with high-service and high-priority freight. We strive to increase our revenues
derived from contracts by delivering a high-quality service and continuing to build upon our relationships and reputation with OEMs.

Our
contracts with customers generally include a fuel surcharge to account for fluctuating fuel prices. Built into predetermined contract
rates with each customer is a baseline fuel price and when fuel prices rise above this baseline price, our customers compensate us for
the variance in the form of additional revenue. If fuel prices drop below the baseline price, we may in turn owe our customers a variance
and record a discount. This additional revenue/discount is represented on the Fuel Surcharge and Other Reimbursements line in the consolidated
financial statements.

3

In
our Company Drivers segment, our most significant operating expenses vary with miles traveled and include (i) fuel, and (ii) driver-related
expenses, such as wages, benefits, training and recruitment. Expenses that have both fixed and variable components include maintenance
and truck expense and our total cost of insurance and claims. These expenses generally vary with the miles we travel, but also have a
controllable component based on safety, fleet age, efficiency and other factors. Our main fixed costs include depreciation of long-term assets,
such as trucks and trailers (to which we refer as revenue equipment) and service center facilities, the compensation of non-driver personnel
and other general and administrative expenses.

Our
Company Drivers segment requires capital expenditures for the purchase of new and replacement revenue equipment. We use a combination
of financing leases and secured long-term debt to acquire revenue equipment. When we finance revenue equipment acquisitions with
either financing leases or long-term debt, the asset and liability are recorded on our consolidated balance sheet, and we record
expense under “Depreciation” and “Interest expense”. We expect our depreciation and interest expense to increase
by changes in the quality and value of our revenue equipment acquired in any given year.

The primary performance indicator in our Company Drivers segment is
operating margin (Company Driver operating revenue, less Company Driver operating expenses, as a percentage of Company Driver operating
revenue). Operating margin can be impacted by the rates charged to customers, Company Driver pay, fuel, trucking and maintenance expense.

Subhaulers
Segment

In
our Subhaulers segment, we generate revenue by independent owner operators (who run under our U.S. Department of Transportation (“DOT”)
authority) and independent third-party carriers, which assist in transporting autos for customers in our OEM contract and spot arrangements, and
secondary market auto moves. We maintain the customer relationship, including billing and collection, but outsource the transportation
of the loads. The main factors that affect operating revenue in our Subhaulers segment are our customers’ excess inventory needs,
the rates we obtain from customers, the auto volumes we ship through the Subhaulers segment and our ability to secure capacity using
independent contractors and carriers.

The
most significant expense of our Subhaulers segment, which is primarily variable, is the cost of purchased transportation that we pay
to independent contractors and third-party carriers and is included in the “Purchased transportation” line item. This
expense generally varies directly with the amount of Subhauler revenue, rates paid to independent contractors and third party carriers
and current demand and customer shipping needs. Other operating expenses are generally fixed and primarily include the compensation and
benefits of non-driver employee personnel supporting this segment (which are recorded in the “Salaries, wages and benefits”
line item).

The
primary performance indicator in our Subhaulers segment is operating margin (Subhauler operating revenue, less Subhauler operating expenses,
as a percentage of Subhauler operating revenue). Operating margin can be impacted by the rates charged to customers and the rates paid
to third-party carriers.

Strategy

Our
strategy is to be one of the nation’s leading providers of auto transportation and logistics services by focusing on broadening
our platform and expanding our service offerings while maintaining the high quality of our existing services and increasing our
operational efficiency. We intend to achieve this objective by executing the following business strategies:

Operating
Strategy

Drive
Organic Growth by Offering Consistent Capacity and Consistently High-Quality Service to Expand Existing Relationships.
We believe that the ability to supply transportation equipment capacity and timely, professional and dependable service at a reasonable
price are the most important factors in maintaining and expanding customer relationships in the auto transportation and logistics industry.
We intend to use our scale to offer customers consistent transportation equipment capacity and our financial strength to invest ongoing
in our capacity. We are building upon the proven practices of the Founding Companies in areas such as dispatching technology, driver
training and professionalism, preventive maintenance and safety. We cross-sell the consistently high-quality service across
our network to existing customers.

4

Expand
Service Offerings to Further Existing Customer Relationships and Win New Customers. We have strategically identified select customers
looking for additional related services that would expand our relationships with these customers. For example, there is an opportunity
to further expand our operations of regional auto storage yards on behalf of major automotive OEMs, which could lead to future revenue
opportunities. We believe that our expanded scale and other resources will permit us to acquire new customers that require greater auto
transportation and logistics capacity than those possessed by smaller operators. We also intend to utilize our geographic diversity to
pursue additional business from existing customers that operate on a regional or national basis, such as auto OEMs, leasing companies,
insurance companies and automobile auction companies.

Achieve
Operating Efficiencies. We seek to achieve operating efficiencies through improved asset utilization. Increased route density
and backhaul opportunities lead to improved profitability. We operate all operations under an integrated transportation management and
route planning system, allowing us to have enhanced visibility and improve equipment utilization. The integration was completed in 2025.
We have also captured, and will continue to pursue, opportunities to use our purchasing power to seek improved pricing in areas such
as fuel, vehicles parts, and services.

Maintain
Local Expertise. Members of management of our subsidiaries have, and companies to be acquired in the future will, maintain local
expertise in operations and work in coordination with each other, rather than compete, for business opportunities in regional markets.
We believe this approach enables us to take advantage of local and regional market knowledge, name recognition and customer relationships
possessed by each acquired company, while still allowing us to bring greater operating efficiency to the larger platform.

Optimize
Asset Flexibility. We own and operate a meaningful percentage of the tractors and trailers we utilize in our daily operations.
For the years ended December 31, 2025 and December 31, 2024, 36%, and 36%, respectively, of our combined revenue came from
Company-operated vehicles and we expect those percentages to increase in the future. We believe this approach allows us to maximize
our profitability because it permits us to manage underlying operating costs versus paying a higher fixed percentage of revenue to independent
contractors and third-party haulers. This approach also provides more certainty to our customers because of the Company’s
ability to provide capacity in an increasingly complex market. At the same time, we utilize a diversified approach to securing additional
capacity to service our customers where we do not currently possess significant Company driver network density.

5

Acquisition
Strategy

Expand
Within Existing Geographic Markets and Select New Markets. The auto transportation and logistics industry is highly fragmented,
with the majority of the industry represented by smaller, regional providers representing attractive tuck-in acquisition opportunities.
We see opportunity with regional providers that overlap with our geographic footprint that would improve our network density in select
geographies and add new markets and/or customers. We believe there will be significant opportunities to acquire and integrate these smaller
acquisition candidates into our existing infrastructure, providing opportunities for cost synergies and cross-selling. In addition, we
may seek to vertically integrate our operations by acquiring companies that offer complementary services that we do not currently offer.
There are several new geographic regions where we have expanded and can expand our footprint via acquisition of smaller regional providers.
When pursuing an acquisition, we intend to acquire established, high-quality companies in markets where we can establish a leading
market position to serve as core businesses into which additional operations may be consolidated.

Customers

We
believe that the commitment to consistent, high-quality service demonstrated by the Founding Companies and subsequently-acquired entities
has produced long-term relationships with many existing customers and positions us to expand market penetration through the use of enhanced
sales and marketing efforts.

Although
we generally work with customers across the automotive OEM landscape, five OEM customers accounted for roughly 59% of our combined operating
revenue in 2025. Our business with these five OEMs, across several contracts and contracted locations, with varying term dates, generally
run an average of three to five years within a certain geographic region. We currently operate under 129 disparate contracts
with our customers, with no single contract representing more than 7% of our 2025 combined revenue. Generally, contracts have required
re-bidding leading into termination of the contract; however, if the service levels are good, there has been a high likelihood that the
incumbent carrier will retain the business. Many contracts include automatic extensions and OEMs are often open to private negotiations
with incumbent carriers  While the current automotive transportation landscape is highly competitive, in light of tariff and EV
investment right-sizing, combined with an uncertain consumer economy, which challenge automotive customers, we expect that our existing
customers will continue to account for a significant percentage of our revenue for the foreseeable future. The loss of a significant
customer, or multiple contracts within a given customer, could have a material adverse effect on our business, financial condition and
results of operations.

Competition

The
provision of auto transportation and logistics services is competitive. Competition for the delivery of auto transportation and logistics
services is based primarily on quality, service, timeliness, price, and geographic proximity. We compete with certain large auto transportation
and logistics companies on a national, regional and/or local basis. We also compete with many smaller regional and local companies, which
may have lower overhead cost structures than us and may, therefore, be able to provide their services at lower rates than us. We believe
that we can compete effectively because of our high-quality service, geographic scope, broad range of services offered, experienced management
and operational economies of scale. We differentiate ourselves from our competition in terms of service and quality by investing in training,
systems and equipment and by offering a broad range of services and capabilities across a national footprint.

We
may also face competition for acquisition candidates from companies which are attempting, or may attempt in the future, to consolidate
towing and transport service providers. Some of our current or future competitors may be better positioned than us to finance acquisitions,
to pay higher prices for acquisition candidates pursued by us, or to finance their internal operations. Despite this, we have shown discipline
through a set of defined acquisition criteria that span strategic and financial attributes to position ourselves for accretive acquisitions
that align with our stated growth plans.

6

Seasonality

We
expect to experience significant fluctuations in quarterly operating results due to a number of factors, including the timing of auto
production and sales and acquisitions and related costs; our success in integrating acquired companies; the gain or loss of significant
customers or contracts; the timing of expenditures for new equipment and the disposition of used equipment; price changes in response
to competitive factors; and general economic conditions. As a result of these fluctuations, results for any one quarter should not be
relied upon as being indicative of performance in future quarters.

Government
Regulation

Auto
transportation and logistics services are subject to various federal, state and local laws and regulations regarding equipment, driver
certification, training and recordkeeping, classification of employees or independent contractors and workplace safety. Our vehicles
and facilities are subject to periodic inspection by the U.S. Department of Transportation and other state and local agencies. Our failure
to comply with such laws and regulations could subject us to substantial fines and could lead to the closure of operations that are not
in compliance. In addition, certain government contracting laws and regulations may impact our ability to acquire complementary businesses
in a given city or county. We have numerous federal, state and local licenses and permits for the conduct of their respective businesses.
Any failure by us to obtain or maintain such licenses and permits or delay in our receipt of such licenses and permits could have a material
adverse effect on our business, financial condition and results of operations.

Our
operations are subject to a number of federal, state and local laws and regulations relating to the storage of petroleum products, hazardous
materials and impounded vehicles, as well as safety regulations relating to the upkeep and maintenance of our vehicles. In particular,
our operations are subject to federal, state and local laws and regulations governing leakage from salvage vehicles, waste disposal,
the handling of hazardous substances, environmental protection, remediation, workplace exposure and other matters. We believe that we
are in substantial compliance with all such laws and regulations and do not currently anticipate that we will be required to expend any
substantial amounts in the foreseeable future in order to meet current environmental or workplace health and safety requirements. It
is possible that an environmental claim could be made against us or one of our affiliated or subsidiary entities or that one or more
of them could be identified by the Environmental Protection Agency, a state agency, or one or more third parties as a potentially responsible
party under federal or state environmental laws. If we or any affiliated or subsidiary entity were to be named a potentially responsible
party, we could be forced to incur substantial investigation, legal and remediation costs, which could have a material adverse effect
on our business, financial condition and results of operations.

Safety
and Training

We
are committed to a strong safety culture, supported by programs, policies and training, and importantly, the active engagement of, and
commitment by, all personnel in safe practices and operations. We utilize a variety of programs to improve safety, including regular
driver training and coaching, a robust compliance program, including drug and alcohol testing, technology monitoring tools and regular
reporting and recognition of safety performance. We utilize these and other proven practices throughout our operations to ensure that
all employees comply with safety standards established by us, our customers, insurance carriers and federal, state and local laws and
regulations. We believe that our emphasis on safety and training, and the continuous improvement thereof, will assist us in attracting
and retaining quality employees.

Environment
and Sustainability

The
Company recognizes that climate change presents both risks and opportunities for its auto transport operations. To address these, the
Company utilizes an Enterprise Risk Management (“ERM”) framework and related processes to guide environmental and sustainability
decisions. Under this framework, climate-related and other sustainability risks are identified, assessed, prioritized, managed, and monitored
by functional senior leaders, with periodic reporting to the Nominating and Governance Committee of the Board of Directors.

Day-to-day
leadership of the Company’s sustainability initiatives is provided by the Vice President of Maintenance and Equipment and the Vice
President of Safety and Risk Management. These senior leaders oversee key operational functions relevant to these efforts, including
equipment management, maintenance practices, physical facilities, driver development, safety, compliance, and risk management.

7

The
Company integrates climate considerations into its operational strategy through targeted initiatives designed to reduce greenhouse gas
(“GHG”) emissions, enhance fuel efficiency, and mitigate environmental impact. Primary areas of focus include:

These
efforts address transition risks (e.g., evolving regulations) and physical risks (e.g., severe weather), while supporting long-term operational
resilience and stakeholder value.

The
Company monitors certain key performance indicators related to fuel efficiency, GHG emissions intensity, and environmental impact, such
as fuel consumption per vehicle-mile traveled, recycling quantification and equipment emission controls.

Data
is derived from internal sources (e.g., telematics, fuel cards, maintenance records). The Company may refine or expand its KPIs in future
periods to align with evolving sustainability objectives, regulatory developments, and industry benchmarks, such as Environmental Protection
Agency (“EPA”) SmartWay performance metrics. No assurances are provided regarding achievement of specific outcomes, as results
depend on factors including fuel availability, operational conditions, and external influences.

Ongoing
initiatives, including testing new equipment, leveraging alternative fuel technologies, and implementing consistent equipment maintenance
practices, are designed to contribute to emissions reductions and enhance operational efficiencies.

Fuel
Management

The
Company manages fuel purchasing to optimize supply security and cost. Our fleet exclusively utilizes renewable diesel and biodiesel blends,
with biodiesel content up to 20% (“B20”), maintaining compatibility with existing equipment and infrastructure. As a participant
in the EPA SmartWay program, we leverage verified efficiency technologies and best practices—such as tire pressure management,
speed management, driver training, vehicle maintenance, and route optimization initiatives—to further reduce fuel consumption,
lower operating costs, and minimize emissions.

In
2025, we strategically sourced bulk volumes for an on-site California terminal for reliability, while securing discounts on the majority
of purchases at retail truck stops. Fuel purchased and stored at our dedicated California facility remains fully compliant with applicable
regulations, including California Air Resources Board (“CARB”) diesel fuel standards and approved pathways for renewable
diesel and biodiesel blends. Recent 2025 amendments to the Advanced Clean Fleets (“ACF”) regulation have limited its zero-emission
vehicle (“ZEV”) purchase mandates primarily to state and local government fleets, eliminating near-term transition requirements
or alternative fuel restrictions for private fleet operations like ours.

In
2026, all operating companies are expected to complete the transition to a centralized contracted fuel purchasing program. This initiative
enables precise tracking and reporting of cost savings achieved through negotiated preferential rates at designated fueling sites, further
enhancing our fuel cost management and operational efficiency.

The
majority of our customer contracts include fuel surcharge provisions that reimburse the Company for fuel costs incurred in operations,
providing additional protection against price volatility and reinforcing our overall cost-control framework.

8

Facilities
and Vehicles

We
operate out of 57 facilities, where we park, repair and maintain transport vehicles, conduct local operations and/or originate/load vehicles
for transport. Our facilities are generally leased from other parties and, in three cases, those parties are former owners or affiliates
of the Founding Companies. See Note 17 “Related Party Transactions.” Many of our facilities are capable of being utilized
at higher capacities, as market conditions change. We have consolidated certain facilities as common geographies have presented opportunities,
and we will seek to be efficient in balancing coverage versus growth capacity at facilities in the future.

We own a fleet of roughly 800 auto transport vehicles and trailers
as of December 31, 2025. Our available truck capacity consists both of Company-owned tractors and trailers, operated by Company drivers,
and owned equipment leased to independent contractors and third parties. We intend to own and operate a significant percentage of the
tractors and trailers we utilize in our daily operations, as opposed to primarily leasing equipment to owner-operators or sub-haulers.
When needed, we have access to a vast network of sub-haulers who own their own equipment to support fulfillment of client needs. Company-owned
tractors and trailers are well-maintained, and equipment that operates on behalf of our customers is required to meet equipment and maintenance
standards and applicable laws and regulations. We believe that the fleet we own, as well as the subhaul fleet that operates to support
our business, is adequate for our current operations. In addition, at December 31, 2025 we had 113 owner operators who own their own equipment
who run under our DOT authorities.

Risk
Management, Insurance and Litigation

The primary risks in our operations include bodily injury, property
damage, workers’ compensation claims and, potentially, environmental and land use claims. Following the Combinations, we began consolidating
insurance coverage on a Company-wide basis, subject to customary deductibles. We have been, from time to time, parties to litigation arising
in the ordinary course business, most of which involve claims for personal injury or property damage. The Company is not currently involved
in any litigation that the Company believes will have a material adverse effect on our business, financial condition or results of operations.
See Note 18 of the accompanying consolidated financial statements of the Company, “Commitments and Contingencies”.

Employees

As
of December 31, 2025, we had approximately 825 employees. None of our employees are subject to collective bargaining agreements.

We
recognize that our continued ability to attract, retain and motivate exceptional employees is vital to ensuring our long-term competitive
advantage. Our employees are critical to our long-term success and are essential to helping us meet our goals. Among other things, we
support and incentivize our employees in the following ways:

9

Information
about our Executive Officers

The
following table summarizes information about each one of our executive officers as of December 31, 2025.

Richard
D. O’Dell — Mr. O’Dell has served as our Chief Executive Officer and a member of our Board of Directors since our
IPO. Mr. O’Dell has served as the Non-Executive Chairman of the Board of Directors of Saia since April 2020. Mr. O’Dell served
as Chief Executive Officer of Saia from December 2006 until his retirement in April 2020. Mr. O’Dell joined Saia in 1997 and served
in various executive and financial positions until his appointment as Chief Executive Officer. Mr. O’Dell also has experience in
public accounting as a certified public accountant. Mr. O’Dell graduated with a bachelor’s degree in Accounting from the
University of Kansas.

Amy
Rice — Ms. Rice has served as our President and Chief Operating Officer since August 2024. Ms. Rice served in various
roles at CSX, a Class I freight railroad and transportation provider, from 2011 – 2019, including as Vice President, Coal and Intermodal
Operations from 2018 – 2019, Vice President, Strategic Planning from 2017-2018, Vice President of Operations Planning and Performance
in 2017 and Vice President of Finance in 2017. More recently, Ms. Rice served as the chief executive officer of Sy-Klone International,
a private manufacturer of fine dust filtration systems, from 2019 to 2023. Ms. Rice was a board member of Firan Technology Group Corporation
(TSX) from 2022 to 2025. Ms. Rice has a Masters of Business Administration from the Ross School of Business of the University of Michigan
and an undergraduate business degree from Emory University.

Brad
Wright — Mr. Wright has served as our Chief Financial Officer and Secretary since our IPO. Mr. Wright was most recently
the Chief Financial Officer and a member of the Board of Directors of PMC Consolidated Holdings, LLC, the parent company of Protect My
Car, a Crestview Partners portfolio company (until its sale that closed in August 2023) providing extended auto warranty plans to consumers,
since September 2018. From September 2017 through March 2018, Mr. Wright was the interim Chief Financial Officer of Eurasia Group, a
global consultancy firm. From February 2008 through July 2017, Mr. Wright served as Executive Vice President, Chief Financial Officer
and Chief Administrative Officer of FBR & Co., the NASDAQ-listed parent company of Friedman, Billings Ramsey Capital Markets &
Co., an investment banking and institutional brokerage firm. Mr. Wright earned a bachelor’s degree in Business Administration with
an emphasis in Accounting from Nebraska Wesleyan University (1982).

Available
Information

The
Company maintains a website at the following address: http://www.proficientautologistics.com. The information on the Company’s
website is not incorporated by reference in this Annual Report.

We
make available on or through our website reports and amendments to those reports that we file with, or furnish to, the SEC in accordance
with the Securities Exchange Act of 1934, as amended (the “Exchange Act”). These include our Annual Reports on Form 10-K,
our Quarterly Reports on Form 10-Q, our Current Reports on Form 8-K and amendments to these reports. We make this information available
on our website free of charge as soon as reasonably practicable after we electronically file the information with, or furnish it to,
the SEC. The SEC also maintains a website at the following address, through which this information is available: http://www.sec.gov.