comes up just given the fact that you're saying that there's going to be upper pressure on rental rates. It seems like the fleet is not over fleeted. There's still some tightness in the chain. How do you think about that as we think about modeling out the end of this year?
Great question. Mark, you want to take that? Thanks for the question, Ken.
To remind you how the process works, this is a third-party appraised value of the fleet. And what we're seeing in the actual kind of appraisal numbers is lagging the total market dynamics that we're seeing as well. So there's just normal depreciation in there first, which was a little bit higher than regular, but it wasn't really out of control. And then what we do expect is given the supply chain constraints, given the demand environment, that you'll start seeing the appraiser, the fleet, go the opposite direction as the market dynamics change. And so, but yeah, there's just normal depreciation built in there, plus a little bit of ads, obviously, in the new old program. And there's a lagging, we see right now that the Equipment v. Police valuations are a lagging indicator compared to what we're seeing in the market. But from a four-year perspective, we expect there to be some offsetting trends in terms of their appraisals picking up with the market dynamics over time.
Understood. Very helpful. Thanks.
Operator
Your next question comes from the line of Seth Weber with BNP Paribas. Seth, your line is open. Please go ahead.
Hi, you guys. Good morning. Thanks for taking the question. I guess the CapEx raise that you announced last month, can you just talk to, is that all, you know, is that kind of consistent with your rental fleet mix or are you starting to ramp up and add more specialty equipment um as you're you know catering to these bigger projects i mean i saw specialty ticked up just a little bit as a percentage of mix but do you think that specialty will get a larger portion of your capex going forward thank you yeah i think it's consistent with the cohorts we're seeing significant demand across our core fleets our advanced solution which we call our specialty our site solutions um so we're seeing very very good growth across all
of segments. We have one of the fastest growing specialty business in the world, but that is paired up very closely with one of the fastest growing core business in the world in the rental space. So we do that, see that being somewhat consistent because the demand is very consistent as far as a high demand environment. And then again, we talk about that increase in pricing on the fleet, and that is consistent across core and specialty as well.
So absolutely, you will see some growth especially but it will be relatively consistent across the board thanks and then um i just wanted to go back to your comments about the mega projects you know you're and asking about your comments around share gains i mean can you just sort of uh frame that like do you feel like um you're taking share on the mega projects from other national operators or is it more, you know, just the local regional operators that are seeding share here to all of the bigger national players on these big mega projects. Thanks.
You know, great question. What we're doing now, and this was not true a decade ago when we started, but these customers that have been with us for years and years and years are awarding us at the outset. So it's not that we're taking it from somebody else. And just to put in context, there's really only four companies in the world that can deploy in the United States markets 3,000 to 4,000 machines in a six-day week period. That's it. So that's in that 91% or the vast majority of what we're doing. It's a very limited cohort of actual companies that provide it. So we're winning an outside share of these projects on national and regional. And it's because of everything we talked about. I know we haven't talked about as much in this call, but it's going to the core of what these customers need it's that transparency it's that technology it's the basics like getting billing right doing the right thing giving visibility on who's using the machine what they're doing and that translates you've heard us talk about a lot to us winning more jobs it's not necessarily taking from somebody else it's winning day one i talked about one of the projects which is one of many projects that we have this is not necessarily we talk about data centers we talk about power but This is healthcare. This is our sports stadiums. They need the same transparency, and we're winning on those projects as well. And again, that's 91% is that regional and national cohort.
Got it. Thank you, guys. Appreciate the color.
Operator
Your next question comes from the line of Scott Schneeberger with Oppenheimer. Scott, your line is now open. Please go ahead.
Thanks very much, and good morning, everyone. I wanted to ask around mature location, adjusted EBITDA margins, 55% in the first half of 26, and that's up from end of last year. Long-term guide, greater than 50. Are we seeing the potential to hit new levels given this demand? How long sustained do we need to see this demand to maybe think about a new level there being achieved? Mark, do you want to dig in one more time?
Yeah, Scott, thanks for the question. Yeah, so like you mentioned, trailing 12 months at 630, 55% mature site rental segment, EBITDA margins, which we're happy to see. We think that there is obviously a strong environment. Some of the things we've mentioned today give us an opportunity to outperform against that. And as you mentioned, our long-term goal is that 50%, I would pair that with our over 20% RLIC target. The reality is that we put 50% on there because if we decide to go into these sort of ancillary and other services mixes that might have a little bit of a margin mix based on the nature of the services, the high ROIC, that gives us the ability to continue to manage in that over 50% zone, but doing so would be on a higher revenue, higher bottom line contribution and a higher ROIC basis. And so that's kind of how we think about being a full-service provider, especially with the site solutions and advanced solutions business that we have as well. But on the basis that you're talking about for the 55, we see that it's a sustainable opportunity to outperform, and we think that'll be stable over these next couple years.
Thanks, Mark. And for a follow-up, it's smaller but rapidly growing. Six building material locations in the start of the year and other revenue growing rapidly. Just curious, how is that being rolled out and scaled? Is that just attachment to mega projects that you're working on, or is that strategic locations? and I'm just curious where that, you know, updated thoughts on where that might go over the next few years.
Yeah, thanks for the question on that side. Really, when you're starting a new division, you're starting in the middle market and then you go both up mega projects and down to smaller customers. So when you see that the verticals that we're starting that are very supportive of our customers, We're starting very strategically within that middle market and then growing from there. You see that in the building materials. The difference there is probably the other divisions when you think of T3 and the technology. That's really the core of what the largest companies in the world utilize. And then it gives them that transparency, the things we've talked about, the details that they actually need. So that would be a little bit of a diversion. The other verticals you see as we add on throughout that wheel, those are going to start within the middle market.
Operator
Your next question comes from the line of Stephen Fisher with UBS. Stephen, your line is now open. Please go ahead.
Good morning. Just wanted to follow up on Seth's question before. In terms of the market share on these mega projects, how do you see your role on these large projects involving? We understand that on these really big mega projects, there's often a primary and then a secondary rental provider, sometimes more. Just curious, how many primary assignments have you gotten recently? Are you seeing that pick up and kind of where are you best positioned for those primary assignments?
Yeah, the vast majority that we talk about, we are the primary. We're the primary. And I think, as you know, in the industry, when you have 3,000 classes, it's rare they're going to provide 100% of every single class of equipment. So when we discuss primary, you're usually ranging from 85% to 95% of every single machine in that project. And on the vast majority, very close to all, but the vast majority of the project.
Okay, that's helpful. And then on the OWN program, I think the activity tends to be higher in Q2 and Q4. You can correct me on that if that's not right. This quarter, the gains on sales to the own program contributed about 20 percent of your gross profit for the quarter. And it sounds like demand was maybe more than you expected. So I would think generally you'd see a bit of a reduction in that activity and contribution in Q3. but given that it remains-demand remains pretty strong and elevated, how should we frame the expectations for those contributions from the OWN program in Q3? Thank you.
You're right about that. So in Q2 and Q4 is when we typically concentrate the sales. We had a lot of strong demand for institutional channel. Q3, we would expect, especially given prior years and this year as well, less contribution margin in Q3 and then a step up in Q4 because we like to concentrate those sales in Q2 and Q4 to create kind of the competition that drives down the price and gives us good allocation. And then on the actual own program pacing, we are slightly ahead of the total program contribution for the year. We've raised the guide by about $11 million since the beginning of the year. So we call ourselves slightly ahead, but kind of right on schedule from the Q2 and Q4 perspective.
Operator
Your next question comes from the line of Aaron Kimson with Citizens LLC. Aaron, your line is open. Please go ahead.
Great. Thank you. I consistently get investor questions on how equipment share would manage in a potential downturn. I think slide 50 in the deck does a good job showing how two peers cut CapEx amidst lower demand to produce more cash in the great financial crisis before reinvesting into the recovery. But where a lot of investors get hung up is on the own program, given its novelty in the industry. So to build on Mark's prepared remarks, can you walk us through whether you think the own program would be a net positive or negative relative to peers in a macro downturn? And who ultimately has recourse on the own equipment if home program participants default, and you may have to try and collect the early removal fees?
Hey, Mark, do you want to give a call?
Yeah, thanks, Aaron, for the question. So, on a broader perspective, we have all the levers that traditional rental companies have, plus a few that are specific to us. So, because we're an organic grower, we stop our site openings in a downturn, we reduce our growth capex. Our equipment age is significantly younger than the rest of the industry and our target, and so we have more time to age the fleet, which is obviously cash flow positive, which are all positive. And then also we can still sell our on-balance sheet fleet to generate cash flow. And so in our models at a downturn, we generate significant free cash flow quite quickly within a couple months if we stop our growth. On the own program dynamics specifically, we are not at recourse in any macro environment for the equipment. And so what happens, these are variable payments. And so if there's less revenue to share, there's less payments to make. And then for the actual participants themselves, they are the at-risk capital owners of the equipment. They have UCC filings. That's their title. And we are the managers of the equipment. I also mentioned in the prepared remarks that the actual voluntary removal penalties are so high that we consider those possibilities remote and even if they did, it would be an economic advantage for equipment insurance, so we're all aligning from that perspective. But we see the OWN program as giving us additional protections and a downside, while also giving – we also have the traditional levers to produce free cash flow to downturn that the other rental companies would have as well.
Got it. That's really helpful. And then as a follow-up, it seems like at least once a week, there's a headline on potential data center moratoriums or restrictions at the state or local level. The governor here in New York just signed an executive order last month, putting moratorium on new data center builds for hyperscalers. I know equipment share is under-indexed in the Northeast and has a diversified pipeline beyond data centers. But given that you specialize in megaprojects and data centers constitute a lot of those projects right now, how closely do you consider potential state and local data center attitudes when prioritizing branch expansion locations today, if at all?
Yeah, that's a great question. So the one thing I'd like to point out is we talk a lot about data centers, but this is really a very, very diverse environment from a tailwind perspective. You've got stadiums, healthcare, things we talk about, power infrastructure. Even without data centers, there's a huge, huge demand for a company like Equipment Share in our sector. With that said, the comment on data centers, I think it's really important to understand the permitting process around this. Many of these are four or five-year permitting process and have already been in place. And you're not pulling a permit that has already been issued, it's already been approved. So the projects that we're being awarded, these sole source projects that we're seeing all over the country, those are not going away anytime soon. And as we know, regulatory environments change. We have visibility years and years and years in the future because that permitting is already done.
Operator
There are no further questions at this time. I will now turn the call back to Javik Schlacks for closing remarks.
Yeah, thank you, everyone.
