Thank you for standing by and welcome to the CurbLine Properties fourth quarter 2025 conference call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you'd like to ask a question during this time, simply press star followed by the number one in your telephone keypad. If you would like to withdraw your question, again, press star one. I'd now like to turn the call over to Stephanie Resta-Perez, Vice President of Capital Markets. You may begin.

Thank you. Good morning and welcome to CurbLine Properties Fourth Quarter 2025 Earnings Conference Call. Joining me today are Chief Executive Officer David Lukes and Chief Financial Officer Connor Fenerty. In addition to the press release distributed this morning, we have posted our quarterly financial supplement and slide presentation on our website at CurbLine.com, which are intended to support our prepared remarks during today's call. Please be aware that certain of our statements today may contain forward-looking statements within the meaning of federal securities laws. These forward-looking statements are subject to risks and uncertainties, and actual results may differ materially from our forward-looking statements. Additional information may be found in our earnings press release and our filings with the SEC, including our most recent reports on Forms 10-K and 10-Q. In addition, we will be discussing non-GAAP financial measures on today's call, including FFO, operating FFO, and same property net operating income, Descriptions and reconciliation of these non-GAAP financial measures to the most directly comparable GAAP measures can be found in today's quarterly financial supplement and investor presentation. At this time, it is my pleasure to introduce our Chief Executive Officer, David Lukes.

Good morning, and welcome to CurbLine Properties' fourth quarter conference call. The fourth quarter capped an incredible first year as a public company for CurbLine, and I couldn't be more pleased with our results. Let me start by thanking the entire team for their tireless efforts to position the company for outperformance. We continue to lead in this unique capital-efficient sector with a clear first-mover advantage as the only public company exclusively focused on acquiring top-tier convenience retail assets across the United States. Before Connor walks through the quarterly results and our 2026 guidance in detail, I'd I'd like to take a moment to reflect on our first year as a public company, along with our expectations going forward. In 2025, we acquired just under $800 million of assets through a combination of individual acquisitions and portfolio deals. We signed over 400,000 square feet of new leases and renewals, with new lease spreads averaging 20% and our renewal spreads just under 10%. We generated over 3% same property growth on top of 5.8% growth the prior year. And importantly, our capital expenditures were just 7% of NOI, placing us among the most capital efficient operators in the entire public REIT sector, an important hallmark of the convenience asset class. We believe that these results are not just reflective of a single year, but a representative of the asset class and the opportunities in front of us and help explain our confidence in delivering superior risk-adjusted returns. Specifically, one, we believe that there remains a significant addressable investment market that provides an opportunity to scale this business. Two, we believe that the convenient sector with simple and flexible buildings is aligned with consumer behavior. And three, we believe that we have the team and the balance sheet to support our growth and drive compelling returns. In a little more detail, first, our investments. We believe we currently own the largest high quality portfolio of convenience properties in the U.S., totaling almost 5 million square feet. The total U.S. market for this asset class is 950 million square feet, 190 times larger than our current footprint. Not all of that inventory meets our standards, but our criteria are clear. Primary corridors, strong demographics, high traffic counts, and creditworthy tenants. And our track record demonstrates the liquidity of assets that match those metrics, allowing us to grow via a mixture of one-off deals and portfolios while maintaining our industry leadership by acquiring only the best real estate. Even the top quartile of the convenience sector itself is 50 times larger than our current portfolio, providing a very long runway to grow. To achieve this growth in a highly fragmented sector, the company must build a significant network of relationships with sellers and brokers across our target markets. We've built that organization over the past seven years, and the results are showing. As an example, of the $1 billion of acquisitions we've completed since the spinoff of CurbLine, 27% of those deals were direct and off-market with sellers, and 73% were marketed through the brokerage community. Even within those marketed deals, there were 24 different brokerage companies involved in the listing of individual properties, which highlights not only the highly fractured market, but the importance of a national network of relationships that CurbLine has built. Second, we invest in simple, flexible buildings that are the nexus of consumer behavior. Our strategy is clear. Provide convenient access to customers running errands woven into their daily lives and leads to tenants with strong credit who are willing to pay top rent to access those customers. Unlike traditional shopping centers built for destination retailers, our properties serve customers running daily errands. According to third-party geolocation data, two-thirds of our visitors stay less than seven minutes on our properties, often returning multiple times a day. As a result, rather than purpose-built structures, we favor straightforward rows of shops that support a wide variety of uses. This flexibility drives tenant demand from an extremely wide pool of tenants, rising rents, and minimal capital outlay. On page 13 of our supplemental, you'll notice that we completed a total of 67 new leases over the course of 2025. 64 of those leases were with unique tenants, and 70% were national credit operators, both of which highlight the incredibly deep market for leasing to a wide variety of uses in our simple buildings, and that credit tenants are seeking high-traffic intersections. The result for our portfolio is a highly diversified tenant base with only nine tenants contributing more than 1% of base rent and only one tenant more than 2%. Third, our team and our balance sheet are built to support our growth and structured to scale. CurbLine has all of the pieces on hand to generate double-digit cash flow growth for a number of years to come. Based on our 2026 FFO guidance, we're forecasting 12% year-over-year FFO growth, which is well above the REIT sector average and is driven not just by external growth, but by the capital efficiency of the business, allowing us to reinvest, retain cash flow into additional investments. In summary, I couldn't be more optimistic about the opportunity ahead for CurbLine as as we exclusively focus on scaling the fragmented convenience marketplace and delivering compelling relative and absolute growth for stakeholders. And with that, I'll turn it over to Connor.

I'll start with fourth quarter earnings and operating metrics before shifting to the company's 2026 guidance and then concluding with the balance sheet. Fourth quarter results were ahead of budget, largely due to higher than forecast NLI, driven driven in part by rent commencement timing, along with higher acquisition volume and lease termination fees, partially offset by G&A. NOI was up 16% sequentially and almost 60% year-over-year, driven by acquisitions along with organic growth. Outside of the quarterly operational outperformance, there are no other material variances for the quarter, highlighting the simplicity of the curb-line income statement and business You will note that in the fourth quarter, we recorded a gross-up of $1 million of non-cash G&A expense, which was offset by $1 million of non-cash other income. This gross-up, which is a function of the shared services agreement, and that's the zero net income, will continue as long as the agreement is in place and is excluded from any G&A figures or targets. In terms of other operating metrics, the lease rate was unchanged from the third quarter at 96.7%, with occupancy up 20 basis points. Leasing volume in the fourth quarter decelerated from the third quarter, but that is simply a function of less available space, as overall leasing activity remains elevated. We remain encouraged by the depth of demand and the economics for available space, which we believe is a differentiator for curb line as compared compared to other property types. Same property NOI was up 3.3% for the full year and 1.5% for the fourth quarter, despite a 50 basis point headwind from uncollectible revenue. Importantly, this growth was generated by limited capital expenditures with fourth quarter CapEx as a percentage of NOI of 8.9% and full year CapEx as percentage of NOI of just under 7%. Moving to our outlook for 2026, we are introducing FFO guidance in a range between $1.17 and $1.21 per share, which at the midpoint represents 12% growth. We believe that this level of growth will be the highest, certainly in the retail space and amongst the highest in the entire REIT sector. Underpinning the midpoint of the range is, one, roughly $700 million of full-year investments. Two, a 3.25% return on cash, with interest income declining over the course of the year as cash is invested. Three, CapEx as a percentage of NOI of less than 10%, and four, G&A of roughly $32 million, which includes fees paid to site centers as part of the shared services agreement. Those fees totaled $970,000 in the fourth quarter. In terms of same property NOI, we are forecasting growth of 3% at the midpoint in 2026. As I have noted previously, the same property pool is growing but small, and it includes only assets owned for at least 12 months as of December 31st, 2025, resulting in a large non-same property pool. That said, we don't expect as large of a gap in terms of relative growth between the two pools in 2026, though uncollectible revenue will remain a year-over-year headwind at the same property pool despite limited forecast bad debt activity. For moving pieces between the fourth quarter of 2025 and the first quarter of 2026, as a result of the funding of the private placement offering in January, interest expense is set to increase to about $8 million in the first quarter. Additionally, we do not expect the $1.3 million of lease termination fees recorded in the in the fourth quarter to reoccur in the first quarter. G&A is also expected to remain roughly flat quarter over quarter. Details on 2026 guidance and expectations can be found on page 11 of the earnings slides. Ending on the balance sheet, CurbWide was spun off with a unique capital structure aligned with the company's business plan. In the fourth quarter, CurbWide closed on the first tranche of a $200 million private placement offering with the balance funding in January. The offering brings total debt capital raised since formation to $600 million at a weighted average rate of roughly 5%. Additionally, in the fourth quarter and first quarter to date, the company sold 5.2 million shares on a forward basis with $120 million of expected gross proceeds, which we expect to settle in 2026. Including cash on hand at year end of $290 million, along with the debt and equity proceeds, CurbLine had 582 million dollars of immediate liquidity available to fund investments leaving a balance of less than a hundred million dollars to fund the investments included in guidance after taking the account retained cash flow. CurbLine's proven access to unsecured fixed-rate debt and now the ATM is a key differentiator from the largely private buyer universe acquiring convenience properties. The net result of the capital markets activity since formation, is at the company end of the year with a leverage ratio less than 20%, providing substantial dry powder and liquidity to continue to acquire assets and scale, resulting in significant earnings and cash flow growth while in excess of the REIT average. With that, I'll turn it back to David.

Thank you, Connor. Operator, we are now ready to take questions.

Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star 1 in your telephone keypad. If you'd like to withdraw your question, simply press star 1 again. Your first question today comes from the line of Ronald Camden from Morgan Stanley. Your line is open.

Hey, thanks so much. Can you talk about the acquisition pipeline, how it's building, and I know you mentioned 700 million and the guidance. What sort of cap rate is assumed into that, and how has that been trending?

Good morning, Ron. but I'll let Connor talk about the pipeline. But I would say cap rates have remained averaging just north of 6% as they have the last couple of quarters. I'll remind you, as we've said in previous quarters, that the range can actually be quite wide between mid-fives to high-sixes. That really depends a lot on occupancy, the rent roll, mark-to-market, and so forth. But when you blend all these deals together, we're still in the low-sixes.

And, Ron, just on the pipeline, as you know, our initial expectations prior to the spinoff were to acquire about $500 million of assets on an annual basis. Obviously, we've ramped that up quite a bit to $700 million this year. And at this point, for what we've either closed under contract or have been awarded, it's about half, or we have visibility about half of that pipeline today. So there's quite a bit of visibility on closings for 2026 already. The only thing I would just caveat is there's risk to that, right, until we get through diligence on each of those assets. But, again, I just would frame it versus either even a year ago, So we have a much higher level of visibility on the pipeline today than we did at any point.

My second question was just I think the same story on why I had a tough comp, and it looks like leasing spreads decelerated a little bit. Maybe can you just talk a little bit more about what happened in the quarter and then looking forward on the 3% same story on why guidance, presumably that's all sort of based on renewals and no occupancy gains, but any sort of other details was baked into that in terms of bad debt. and so forth. Thanks. Sure.

It's Connor again, Ron. So on the leasing spreads first, you know, as I always caveat, I encourage folks to look at trailing 12 months just given how small our denominator is. And if we look at the pipeline for leasing activity in the first quarter and second quarter of this year, we would expect our newly spreads to be right back in the low 20s, which was where they were for the full year. And I would say a similar comment on renewals, you know, look at TTM as opposed to just one quarter. For same property, similar response, very small pool, we've got 50% of the assets are in the non-same sort of pool, so a couple shops moving out can create some volatility. It's clear that if you look at our lease rate, it's up year over year and it's effectively unchanged quarter over quarter, so the fewer spaces we got back in the fourth quarter, we have already leased and we expect to rent commence in the second, third quarter for 2026. The only other thing I would just say on 2026 same property in Hawaii, it's a pretty wide range for all the reasons I just laid out of two to four percent. We do expect a pretty big acceleration over the course of the year because of the leased occupied gap compressing and again that speaks to the fact that these are leases just signed over the last couple months. It doesn't take a lot of, it's a tighter timeline than a larger format center to get those leases rent paying which speaks to the property type which is one of the reasons we love it. And that, sorry. Oh yeah, of course, sorry. Bad debt, we've got about a 60 basis point bogey for the midpoint of guidance for the year. To put that in contrast or compare it to 2025, we had about 30 basis points of bad debt and 2025 the same property pool. So we are expecting a normalization. We're not seeing anything that would cause us to expect year-over-year uptick, but it feels just a prudent base case for now, and we'll update that obviously over the course of the year. Helpful. That's it for me. Thank you. You're welcome.

Your next question comes from a line of Flores Van Dishkem from Leidenberg Thalman. Your line is open.

Hey, morning, guys. My question is maybe if you can talk a little bit about, you know, the operations. Your portfolio is big enough now where, you know, you've got some skill. Are you guys seeing any operating synergies by having multiple properties in single markets? I know you're big in Atlanta and Miami, for example. Let me talk a little bit about how – if there's any additional synergies that you can squeeze out of having more assets in single markets.

Hi. Good morning, Flores. Thanks for the question. I would say that the synergies – I would put them in two buckets. One is G&A and the expense to run a property, and the second is the more you have in a certain market, the more it allows you to have a little bit of a tighter cam pool. In both of those cases, there is some truth that, you know, scaling in certain markets does give you a little bit of leverage on both of those costs. But I will say that the recovery rate on this asset class is so high that it doesn't really flow through to same-store NOI or total property performance as much. So I would say that the synergies are a nice to have, but they're not a must to have with how this property type operates.

Yeah, it feels like the synergies are much more corporate focused in the sense that you're leveraging public company costs, and you're seeing that already as you look at just G&A as a percentage of GAV or G&A as a percentage of revenue.

Maybe my follow-up in terms of capital allocation, have you considered going I guess maybe there hasn't been a need to, but going into more value-add assets with higher vacancies, or are you sticking to your knitting because, frankly, the market is telling you go ahead and keep acquiring?

It's a great question, Flores. I'll probably back up by saying that it is interesting to see in the entire unanchored strip category, that there are different strategies that are emerging. You know, some folks focus on value add, other folks focus on secondary markets, some people like short wealth, no credit. I think you see that in other property types like, you know, student housing as a part of multifamily, you know, there's lots of examples you can point to. For us, if you think about where we are in the real estate cycle right now for retail, leasing demand is high, occupancy is high, and rents are growing. And so when we look at our strategy of scaling convenience, I think the three risks that we really don't want to take are execution risk, credit risk, and capital risk. And if you add those three together, it just tells you that the returns we can get on an unlevered IRR basis for buying high-quality real estate that's very well leased with high credit tenants, it doesn't feel worth the risk to take in order to generate slightly higher IRRs. And so that strategy for us is allowing us to be very specific about which pieces of real estate we buy. And said differently, if you're buying high quality real estate, it's most likely to outperform in a recession. That's probably a strategy that I think investors would want to see us pursue.

Thanks, David.

Your next question comes from a line of Craig Mailman from Citigroup. Your line is open.

Hey, good morning, guys. I guess just the first one, on the 1.3 million lease guarantees, could you just talk about that and just in general kind of how much we should think about lease guarantees in a given year, just giving you that kind of smaller spaces and, you know, good credit at this point?

It's really hard to hear you. Can you try that one more time?

Sorry, can you hear me now?

It's marginally better. I think it was about term fees, Craig, and stop me there if you wouldn't mind repeating the question, though.

Yeah, just term fees, can you just tell us what drove the $1.3 million in the quarter and how would you think about kind of your least term fees on a recurrent basis? Just give us a little bit of a small portfolio and just in general, our sense, did you guys have better credit? Like, was this driven by you guys or was this a tenant-driven move?

Craig, okay, I'll take a stab at it and just let me know if I'm answering the questions. So if you look at the last two years, we had just over $2 million in 2025 and just over $4 million in 2024. It does feel like, and again, if you look back in 2023 from our SEC filings pre-spinoff, that there have been some quarters where we've had chunky term fees. Some of those have been one tenant driving the entirety of the fee. Other times, they've been more fragmented. It does feel like it's a pretty, I don't want to say recurring part of business because of how chunky they are, but we do expect there to be kind of a normal level of term fees over the course of any particular year, and I would expect that number to grow as the portfolio grows. To what's driving those, it could be a function of a number of different things. One, a tenant just deciding a space or a market doesn't work for them. others where they go dark and pang and we come to agreement. The best thing about it, though, is, to David's point, just given the economics of our business, more often than not, we wouldn't consider a term fee until it pays for the capex, the downtime, and more often than not, we're actually making money when we get those spaces back. And then the only thing I'd add is, unlike a larger format or purpose of building, where we've got to tear that down or spend a year repurposing that space, we generally can get a tenant back in between three and nine months. So, for us, we think of it as almost like gravy, but, again, it's – there's generally just a pretty wide range of reasons that drive them. It doesn't feel like it's one specific reason or one specific tenet that drives the vote. Let me know if I answered your question, though, because, again, it's challenging to hear you.

Is this better? I switched microphones. Yes. Okay. Sorry about that, but you did answer my question. I guess on the second question, just on kind of sources of capital, you guys are sitting on a good amount of cushion here, and net debt to even without the forward is around one times. Could you just talk about going forward the thought process on incremental equity issuance versus kind of building out your ladder, becoming a more seasoned issuer, or potentially setting yourself up to become a more seasoned issuer to lower your cost of debt here. And just the decision to use the forward, I guess, versus shot, you know, and that's a – it's always good in hindsight, but the stock is, you know, close to 8%, 9% higher than what you guys issued the forward earlier this quarter. So just thoughts in general on that. I know you guys are issuing at least above my NEB, so it's hard to complain, but it It feels like speculating on this document, you left a little bit on the table.

Sure, Craig. Well, a lot there to unpack. So I would just say, starting with liquidity on hand, we have about $580 million of cash in unsettled equity versus our target of $700 million investment. So to my comments from the transcript or from the opening remarks, excuse me, we only have about a $100 million funding gap for the remainder of the year, which is pretty insignificant. Again, we think about the enterprise value and the fact that we've got an undrawn line of credit behind that. So the question is, how do we think about, you know, sources and uses to kind of fill that gap? To your point, we now are a seasoned private placement issuer. We've got access to the bank market. We have a 0% secure debt ratio, and we now have access on the ATM. It's a pretty wide range or a pretty broad menu we now have of options as we think through. And I would just tell you, the way we think about it is consistent with the way we thought about at site centers and the way we thought about last year plus where if equity at one point in time was a creative to the business plan we would consider it but we also like to your point to start to build up a market and build up a nice ladder on a private placement market which we're already seeing a compression spread as we continue to have that market so I would just tell you it's a really wide range of menus of options which is a fantastic spot to be and over the course of the year we'll decide what's the best path But we just have, you know, I would just say dramatic optionality, just given where we are from a leverage perspective, which is fantastic. You're welcome.

Your next question comes from a line of Todd Thomas from KeyBank Capital Markets. Your line is open.

Hi, thanks. I wanted to go back to acquisitions and some of the comments that you made about having disability on, you know, around half of the $700 million factored into guidance. Are these all single, you know, single-off deals, or are you seeing any portfolios included in the pipeline? And then is there a limit on the amount of volume that you can do in any given year? Are there any constraints, you know, either around your appetite or the amount that you might be able to achieve in terms of acquisitions?

Good morning, Ty. I would say that the first part of your question is that to date, our pipeline is almost exclusively, actually it is exclusively single asset acquisitions, so I would say this is the one-at-a-time baseline. And I think, as you know, when we went public, we did have a question mark as to how much of our deal flow was going to be portfolios versus individual assets. I think what we found is the more of our G&A that we've allocated towards the transaction side of the business and the more people we've been able to move into the field and build relationships, the more deal flow has come to us. And I would say every quarter that goes by, we're starting to see more inventory that fits our criteria as opposed to simply sifting through all of the inventory that's on the It is a very, very large asset class. And the addressable market for us, even if you look at the top quartile, is still a significant amount of deal volume. So I would say our confidence that we can achieve a baseline of our budget simply doing one-off deals is pretty high. If portfolios do come up, I think it's great. I would say that so far portfolios have been episodic as opposed to kind of a normal quarterly run rate. and given the fact that there's so much inventory on the one-offs that fit all of our filters in terms of quality I think we're less aggressive with having the stretch for portfolios that might have assets in them that we don't want so I think that probably answers your question but our confidence is really high that the individual brokerage community and the sellers are starting to approach us with deals that we really find attractive okay that's helpful and And I wanted to just ask, it looked like there was perhaps a disposition in the quarter,

perhaps something small. I'm just curious if you can discuss that. And it seems like there would not be, you know, really much in the way of dispositions, you know, just given you're, you know, sort of designing and constructing the portfolio from scratch in some sense. But any sort of dispositions or, you know, kind of asset management, you know, sort of associated activity that you're, you know, sort of anticipating in 26?

Yeah, Todd, as David again, as we've said prior, you know, one of the benefits of building a portfolio one at a time is that you don't really have the need to recycle. We don't have in our budget any dispositions plan. Our business plan is not about recycling. We're purely based on buying things that we want to own over the long term. Every now and then, from an asset management perspective, something might come up where it simply is better to sell it. In particular, the asset this last quarter, which was very small, happened to be adjacent to a property that site centers owned. They offered us a price to buy that asset that we thought was attractive because the cost to change out a tenant and do some work on it was such that we felt it was better to exit and sell to site centers. Site centers, on the other hand, felt like they got more liquidity from owning an adjacent parcel with a property that they're trying to sell. Again, it was quite small. it went to both boards for approval, which are separate boards, as you know, but I don't expect this to be a recurring issue.

Todd, I just explained that it was a vacant piece of land, so today's point is sub $2 million, and there's nothing in the 2026 budget for the disposition.

Okay, great, thank you. Thanks Todd.

Your next question comes from a line of Hong Zhang from JP Morgan. Your line is open.

Yeah. Hey, I guess I was wondering if you could talk a little bit about your expectations for the cadence of lease commencements this year.

Sure, Hong. I guess I would respond by kind of giving the framework of same property and OI, because they should go hand in hand. We do expect an acceleration in the first quarter from the fourth quarter on same property, and then a modest deceleration in the second quarter, which is a comp on uncollectible revenue and just on some CapEx recovery items. And then to my response, I think it was to – we do expect a pretty big pickup in the back half of the year from commencements of the spaces recapture in the fourth quarter. So I would expect that gap to compress in the same property to accelerate in the third and the fourth quarter.

Your next question comes from a line of Alexander Goldfarb from Piper Sandler. Your line is open.

Hey. Good morning. So just following up on the capital questions, you know, David, you've been speaking for some time about the growth profile, the double-digit growth profile over a number of years. Your acquisition pace has been tremendous, and as Connor pointed out, there's no slowdown in deal flow. Does your, like, trajectory as you think about debt normalization, has that accelerated, meaning that instead previously, if you thought, I think maybe you had five years of runway before you get to debt normalization, maybe that's sooner, in which case that double-digit growth profile that you guys outlined may actually truncate, or the way you see it, you still are fine for the next, I think you talked about five years, where you can grow, you know, sort of in this double-digit way without, you know, capital events slowing that down?

Good morning, Alex. It's David. I can turn it over to Connor for the long-term business plan, but I think the short story is accurate in that when we went public, we had a five-year business plan, and we had a $500 million a year guidance for what we thought we could do in the first year, and we obviously exceeded that last year, and I think our budget for this year is certainly higher as well. So I think by definition, that five-year business plan has compressed. On the other hand, I feel like the addressable market has also revealed itself to be surprisingly strong and I think our reliance on portfolio deals has certainly gone down in our own minds. So the confidence that that cadence will continue is equally as high, but there's no question that the business plan has been pulled forward a little bit.

Yeah, I was just expanding on that. I would say the two other significant variances would be, one, we've outperformed dramatically on operations versus our initial expectations. That obviously has driven a higher level of EBITDA, more retained cash flow, which extends the timeline to David's point we've bought more quickly, which compresses it. And then the second thing is we've already issued some equity. And just given how small our denominator is, that equity issuance expands the pipeline. So whether the five-year business plan is now four and a half or four and a quarter, I'm not sure, but there are other factors that have limited our near-term needs for equity, and again, we just have so much optionality with the balance sheet that that runway is still pretty long today.

Okay, and then the second question is, Connor, it seems like SITE is, you know, could well end up, you know, coming to an end, I guess, this year. That's our map.

I don't want to put words in their company's face or name, but your 26 guidance, does that contemplate sort of a complete wind-down separation payment settlement whatever resolution from site or if something happens there there would be some update to your guidance yeah that's a good question Alex so we have assumed the status quo and guidance with no changes the shared service agreement in 2026 now as you know though if it's terminated by site on the two-year anniversary which you October 1st of 2026 there would be a pretty significant fee paid by site to curb which would more than offset in our view any expenses associated with transition so it would be a good guy of sorts if it did occur in 2026 given that to your point it's a decision by

independent board of sight and curve to terminate it we didn't feel as appropriate to put in our budget but it would be a good guy in any scenario okay and just if I could just follow up that I know you're not giving 27 guidance but as we think about our 27 is there something that you would tell us to think about as we model 27 or you would just say hey leave everything status quo right now and you know we'll deal with that a year from now in the February call.

It would be the latter in my opinion.

Okay. Thank you.

You're welcome. Thanks, Alex. Your next question comes from a line of Flores Vandishkem from Leidenberg-Thalman. Your line is open.

Hey, guys. A quick follow-up question, if you don't mind. I was just, the site prompted something about your G&A. And maybe if you can talk a little bit about what you think your G&A is going to be on a going forward basis once the agreement is settled down and what needs to happen internally to make sure you're properly aligned.

Sure, Flores. It's Connor. So we mentioned prior to the spinoff that we felt that CURB could be as, if not more, efficient in sight as it relates to G&A as percentage G of E, which is how we look at expenses. That was about 1.1% or 1% of GAV. To Alex's question from a moment ago, what are some factors or things that have changed? And I would just tell you, one is operational performance, two, we realized we could run this business more efficiently. And so, as I mentioned in my prepared remarks, we're paying about $1 million per quarter to site. Effectively, what we've said to folks is that fee would essentially be replaced by the cost that would come over from site once that agreement is terminated. So, it's a long, inelegant way of saying we feel like we've got great visibility. We spend an inordinate amount of time on the expense structure of CURB, and I would just tell you if we look back to versus two years ago, it is extremely – it's more efficient – our expectations will be more efficient today than it was pre-spinoff. Other than that, to Alex's point, once we have clarity on the exact timing of the resolution and termination SSA, we'll provide the specifics, but I would just tell you we expect to run really efficiently pro forma for the termination.

So, but one to one and a half percent of GAV is sort of a good benchmark?

No, what I said was one to 1.1% of GAV. And what we're saying is, Curb, we expect to be more efficient than that. Got it. That was just after we deployed the $2.5 billion initial business plan. Once you get through that, then you really start to scale the expense. Coming back to your first question from the start of the call, then you really start to scale the corporate expenses. and that's where you start to generate pretty significant EBITDA growth.

Thanks, Colin.

And we have reached the end of our question and answer session. I will now turn the call back over to David Lukes for closing remarks.

Thank you all very much for joining our call, and we look forward to speaking with you next quarter.

This concludes today's conference call. Thank you for your participation. You may now disconnect.