Good morning and welcome to Hilton Grand Vacation's third quarter 2025 Earnings Conference call. A telephone replay will be available for seven days following the call. The dial-in number is 844-512-2921 and enter PIN number 137-51068. At this time, all participants have been placed in a listen-only mode and the floor will be open for your questions following the presentation. If you would like to ask a question, please press star 1 on your touchtone phone to enter the queue. If at any point, your questions are star 0. If using a speakerphone, please lift your handset to allow the signal to reach our equipment. Please limit yourself to one question and one follow-up to allow the opportunity for everyone to ask questions. You may then re-enter the queue to ask additional questions. I would now like to turn the call over to Mark Melnick, Senior Vice President.

Please see the risk factor non-GAAP numbers and then hold off on recognition. To help you make more meaningful period-to-period comparisons, you can find details of our conditions on Table T1 of our earnings release and the complete accounting of our historical deferral and recognition activity can also be found in Excel format on the financial reporting section of our investor relations website.

Hello everyone and welcome to our third quarter. strong operational and financial execution this quarter, with 17% growth in our contract sales driving material improvements in our real estate business profitability versus those results enabled a near double-digit growth in our EBITDA for the period, along with maintaining our commitment to returning substantial cashback. I was particularly pleased with how broad-based our sales performance was. We grew our tour flow and BPG in both owner and new buyer channels, All of our domestic geographic regions produced double-digit gains in VPG, and we delivered mid-teens contract sales growth at both our legacy and blue-green businesses. Our teams have been working hard on executing against our strategic initiatives to grow our lead flow, improve our execution, and enhance our value proposition. And those efforts are continuing to produce results. goals. The consumer environment as travel demand continues to be healthy when looking at forward indicators and members. While recent events have highlighted the continued volatility, identified initiatives in highlighting our value proposition in the short term while continuing to invest in building our capability, we still have work to do around growing our new buyer mix and improving our cost efficiencies. But our results reinforce my confidence that we're making progress toward achieving those objectives, and that the investments we're making today will drive sustainable value creation. Looking ahead, we're carrying good momentum into the year-end, and we're reiterating our existing EBITDA guidance for the year, along with our expectation of achieving high single-digit contract sales, were up 17% to $907 million, which was a record for the business on a pro forma basis. Adjusted EBITDA was $302 million with margins extra percent. And as I mentioned, I'm encouraged by the composition of our sales in the quarter. Consolidated tour growth at 2% continued the consistent trend of improvement we've seen this year, with both owner and new buyer channels contributing to the growth. We grew new buyer tours at our legacy and blue-green businesses, and we achieved that growth while executing on our tour efficiency initiatives and improving the overall quality of the tour pipeline. VPG was up 15% against the prior year, with our performance also reflecting broad strength. Both owners and new buyers contributed to the growth. The gains were also relatively well-balanced between our legacy and blue-green businesses, and geographically, we saw double-digit growth across every one of our mainland regions. Looking at our forward demand indicators, which also remain healthy, occupancy in the quarter was equal to the prior year at 83%, consolidated arrivals in the fourth quarter are ahead of prior year, and our marketing and rental arrivals continue to be our strongest channels. Our package sales initiatives also continue to be successful with another quarter of double-digit package sales growth and a pipeline that remains near 750,000 packages. Moving on to our other business unit at the end of the quarter and reflected the last quarter which will support both embedded value creation and improved long-term cash flow generation. Max members are our most engaged and active members and we're maintaining a new buyers and owners 12 months important milestone surpassing a quarter million age 30,000 legacy blue level demand supported growth in much of our portfolio while the Las Vegas FIT rental market remains slow due to visitations and competitive dynamics our Vegas sales teams did a tremendous job in our sales centers during the quarter driving near double-digit contract sales growth despite market challenges. And in our financing business, on a business optimization program that will enhance our cash flow over the long term, $50 million. We're on track to hit our goal of returning $600 million to shareholders. Lead generation initiatives we sold in the first six months of the year are starting to convert into tours, turned to positive new buyer tours, created double-digit growth in the number of packages. Forecasts for the second packages will in turn help us to build out our tour pipeline into 2026 the performance resulted in proportionately elevated marketing spend we view this investment as those packages convert into tours and ultimately indicative new buyers enter in time value hgv and hvc resorts began receiving max members from blue green this month with those members now able to easily use their points for stays at a resorts across all of our brands and we plan to launch additional Hilton benefits for our newest max members from from blue green along with access to travel concierge service to help with the planning and making the most out of their next getaway reach 94 million in our run rate cost synergies this quarter and remain on track with the targeted hundred million dollars in savings we fully rebranded our blue green sales centers and rolled out our envisioned sales technology in each of them pro kiosk rebrands we have great product and service backed by the hilton brand on the property front completed over the technology teams also continuation path while also introducing new enhance we've upgraded our ai power their booking and vacation we've been focused on executive alliances with we reach a broad diverse and growing audience working with those partners to test new marketing programs and increase the efficiency of our funnel to convert leads to new member transactions and drive lifetime value. To sum it up, I'm proud of our performance this quarter, is with how broad-based our performance was across our KPIs, channels, and geographies. Our teams have done a great job executing against the initiatives we laid out, and their hard work is producing results. We're focused on further improving our cost structure and flow-through, along with driving additional new buyer growth, and I believe that the investments we're making in the business are setting us up for long-term value creation. So with that, I'll turn it over to Dan for more details on the numbers.

Thank you, Mark, and good morning, everyone. Before we start, note that our reported results for this quarter include $99 million of sales deferrals, which reduced reported gap revenue, and were related to pre-sales of our Kahaku and Kyoto projects. We also recorded $42 million of associated direct expense deferrals. Adjusting for these two items would increase the adjusted EBITDA to shareholders reported in our press release by a net $57 million to $302 million. In my prepared remarks, I'll only refer to metrics excluding net deferrals, which more accurately reflects the cash flow dynamics of our financial performance during the period. Sales performance this quarter reflected across our channels, KPIs, and geographies, leading to contract sales. That fueled an acceleration in both our top line and EBITDA growth with strength in our real estate, financing, and club and resort businesses. Real estate margins had their second consecutive quarter of meaningful expansion and our reoccurring finance and club and resort businesses continue to diminish. While we still have work to do on the rental business and our overall cost efficiency, I think we made solid progress in the quarter overall. We finished the quarter with 69% of our current receivables securitized as we continue to execute against our financing business optimization. While our cash generation was lower this quarter due to the timing of securitization activity, we remain confident in our 65% to 70% cash flow conversion target for the year. Year-to-date, we've produced $342 million in adjusted free cash flow, and we're expecting to generate a material amount of cash in the fourth quarter along with our final securitization deal of the year. Turning to the results for the quarter, total revenue before cost reimbursement in the quarter grew 12% to $1.3 billion, and adjusted EBITDA to shareholders was $302 million, with margins excluding reimbursements of 24%, roughly in line with the prior year. We've recognized $94 million of run rate cost energies from our blue-green acquisition and are within sight of our goal of $100 million of run rate savings. Within our real estate business, contract sales were a record $907 million, up 17% versus the prior year. As Mark mentioned, the composition of our sales performance was encouraging with gains in both our owner and new buyer channels. New buyer mix remained steady at 27% of contract sales during the quarter. Tours were up 2% year-over-year to $232,000, with growth in owner and new buyer channels. We expect to see an acceleration in our fourth quarter tour growth in the first half of the year. Turning to VPG, our tour efficiency initiatives, HDD Max, and Kahaku launches underpinned an acceleration in growth to $3,900, up 15% year-over-year. As was the case with tours, both our owner and new buyer channels saw a step up in growth from the second quarter rate. Cost of product was 12% of net VOI sales in the quarter, in line with the prior year. Real estate sales and marketing expense was 46% of contract sales, a 300 basis point improvement. Similar to last quarter, we outperformed our package sales estimates, which will help support future tour groups. Due to the nature of timeshare marketing, the expenses related to that outperformance are realized up front, and will convert to EBITDA as we tour those package guests in the coming quarters. In Q3, the additional marketing expense was roughly $7 million. Despite the additional expense, however, real estate profit was $178 million in the quarter, with margins of 27%, up 300 basis points over the prior year. In our financing business, third quarter revenue was $128 million and profit was $75 million with margins of 59%. Excluding the amortization items associated with our acquired receivable portfolios, financing margins were 62%. Looking at our portfolio metrics, our originated weighted average interest rate was 14.7%. Combined gross receivables for the quarter were $4.2 billion or $3.1 billion net of allowance. Our total allowance for bad debt was $1.1 billion on that $4.2 billion receivable balance, or 27% of the portfolio. Our annualized default rate for the consolidated portfolios was 10.1% for the quarter, slightly better than our second quarter level. Our third quarter provision was 17% of owned contract sales in the quarter, 100 basis points improvement from the prior year. Delinquency rates across all portfolios are trending at or below last year. We continue to monitor our 31 to 60-day delinquency trends very closely as an early indicator and have not seen any signs of increased stress within our portfolio in recent weeks. In our resort and club business, our consolidated member count was nearly $722,000, reflecting recapture activity during the quarter, and as Mark mentioned, we crossed over 250,000 members in HCV max, which is a great milestone. Revenue grew 8% to $193 million for the quarter due to fee increases and stable member activity rates, and segment profit was $135 million with margins of roughly 70%. Rental and ancillary revenues were up 2% versus the prior year to $186 million, with a loss of $4 million driven by developer maintenance fees. Revenue growth in the period was driven by higher available room nights and relative stability as a whole. The Las Vegas rental market continues to remain soft, although recent trends have shown signs of stabilization. We will continue to leverage our ability to reallocate room nights between marketing and rental in Vegas to adjust to rental demand dynamics. And as Mark mentioned, our team did a great job in that market driving strong contract sales with mid-teams growth in our Vegas VPGs. Bridging the gap between segment-adjusted EBITDA and total-adjusted EBITDA, JV EBITDA was $5 million, license fees were $56 million, and EBITDA attributable to non-controlling interest was $4 million. Corporate G&A was $43 million, or 3% of pre-reimbursement revenue, roughly in line with Q2 and last year. Our adjusted free cash flow in the quarter was $23 million, which included inventory spending of $77 million. Our cash flow was lower this year, owing to the timing of our AVS deals. For the full year, we still anticipate that our conversion rate of adjusted EBITDA into adjusted free cash flow will be in the range of 65 to 70%, which would imply a material amount of adjusted free cash flow generation in the fourth quarter and a conversion rate that will be in excess of 100%. Using our third quarter ending share count of just under 87 million shares, this implies we'll generate $8 to $9 of adjusted free cash flow per share for the year and will continue to return the majority of that cash flow to shareholders. During the quarter, the company repurchased 3.3 million shares of common stock for $150 million. From October 1st through October 23rd we repurchased an additional 1.1 million shares for 47 million dollars including these shares we've repurchased a total of 12.4 million shares year-to-date for 497 million dollars representing nearly 18 of our public float coming into the year we remain committed to capital returns as a primary use of our brief cash flow and believe our shares continue to represent a compelling value. As of October 23rd, we had $531 million of remaining availability under our current share repurchase plan. Starting to our outlook, we are maintaining our 2025 adjusted EBITDA guidance to be in the range of $1.125 billion to $1.165 billion, which assumes that the environment remains consistent with what we see today. Moving on to our liquidity, as of September 30th, our liquidity position consisted of $215 million of unrestricted cash and $632 million of availability under a revolving credit facility. Our debt balance at quarter end was comprised of corporate debt of $4.7 billion and a non-recourse debt balance of approximately $2.5 billion. At quarter end, we had $300 million of remaining capacity in our warehouse facility. We also had $1.1 billion of notes that were current on payments but unsecuritized. Of that figure, approximately $586 million could be monetized through a combination of our warehouse borrowing and securitization. While we anticipate another $358 million will become available following certain customary milestones such as first payment, deeding, and recording. Despite volatility in some portions of the credit market, our ABS market remains open and functioning. This fact, coupled with our $850 million warehouse, gives us confidence we can execute on our previously discussed finance optimization strategy. Turning to our credit metrics, at the end of Q3 and inclusive of all anticipated cost synergies, the company's total net leverage on a TTM basis was 4.0 times. We will now turn the call over to the operator and look forward to your questions.

Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. Again, please limit yourself to one question and one follow-up question. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. And our first question comes from Patrick Scholz with Truist Securities.

Hi, good morning, everyone. I wonder if it's possible you could give us some initial high-level expectations or thoughts for 2026. And then specifically within that, talk about expectations for financing profit. Certainly, we've seen the last couple of years, given the unfavorable direction of interest rates and the net spreads where that margin has been squeezed, given that that seems to be going the other way. I'd like to hear just sort of high level for financing as well. Thank you, if you can.

Sure, yeah. Of course, we're very focused on finishing the year strong, so that's first and foremost. And as usual, we'll provide guidance on our first call next year. But at a high level, I think we're really well set up with momentum heading into 26 and expect to get to the growth a bit differently than we did this year from a top-line standpoint. We're continuing to see solid demand for leisure travel, despite some of the noise out there. And we expect good tour flow growth next year, resulting from the investments we made during the year, which is going to be the primary driver for contract sales growth next year. You have to remember we're lapping, you know, the max launch with Blue Green and the Kahaku property that we opened up or launched in, launched sales in Hawaii. And then, of course, the new buyer tour flow growth is going to weigh a little bit on our VPG, so it'll be less of a driver on contract sales growth next year. But we're going to stay very focused on leverage in our fixed costs and expect some operational cost improvements. All of that said, you know, we believe we're going to be able to continue to drive strong free cash flow, and we're still very committed to returning capital to our shareholders. So, you know, we look forward to sharing more details on our next call. I think I'll let Dan jump in and talk about the financing profitability that you asked on the second part of that question.

Thanks, Mark. And Patrick, yeah, absolutely. I mean, as Mark underscored, I think we're well positioned for 2026. You know, when it comes to the financing business, one element that we will see in 2026 is some headwinds on that front just as we continue to maximize our finance business optimization program. As you recall, we expected that to take about 18 months, so that will run into next year. Now, that will be slightly offset by a growing portfolio. And as you will recall, last quarter we announced the first securitization in the Japanese market. We'll be looking to attack that market again next year, too. So hopefully with a combination of all those things, you'll see margin hold despite the headwind and potentially growth, seeing how rates play out. But you can expect us to take full advantage of all those opportunities.

Okay. And if I could ask just a follow-up question here, actually has to do with the very strong VPG results in 3Q, up 15%. Certainly, I follow a lot of travel and leisure companies, and we don't see much of anything growing 15%. At the moment, if you had to, and you kind of did this in your prepared remarks, but just boil it down and summarize how you're doing something that's growing 15% versus sort of the rest of the travel world not growing much of anything? You know, boil it down for me.

Yeah. So, Patrick, first of all, I'd say, you know, our teams did a great job. And, you know, when you look at, you know, you look at we accomplished this from a geographic perspective, east, west, mid-Atlantic, south, Vegas was even up, you know, 10% in a market that's, you know, struggling from a, you know, FIT standpoint, Orlando, New York, Hawaii, all double-digit gains across the business. And so why do we think we're seeing this? You know, I think it really is a testament to, you know, the new club that we launched. You know, we innovated and launched a brand-new club. And, you know, it was a reinvention of what we've done. and Max is performing extremely well and it's been a catalyst for both owners and new buyers you know we reached 250,000 members in just over four years if you go back and you look at HCV Legacy Club it took us 25 years to reach that mark right so and what's happening is and most importantly is our max owners are reporting higher satisfaction rates and engagement scores and our sales advisors continue to deliver on great vacation solutions so you know owners are upgrading earlier and more frequent than we have in the past and driving record VP G's so and we're seeing that from our legacy club members upgrading into max and we're also seeing existing max members who've joined over the last three to four years upgrade and in fact you know I talked about the 250,000 max members we actually have 360,000 transactions in that so so I really attribute a lot of the performance to the great work our teams did rolling out this new membership program it really has improved our value proposition. We've added a lot more Hilton benefits to connect our members to the broader Hilton ecosystem. And when you look at our base of members in MAX, just above 50% of our MAX members have a tenure in our system of less than five years. So what does that mean? That means that those members that are in our system for less than five years have 90% of their lifetime value sitting ahead of them, and then nearly 70% of our MACS members have a tenure of less than 10 years on our system. So those members have 50% of their lifetime value sitting ahead of them. So anyways, the rapid growth and MACS space really bodes well for our business and just great execution.

Our next question comes from Ben Chaikin with Mizuho Securities.

Hey, good morning. We'd love to touch on flow through. You kind of, you touched on it in the prepared remarks, but I wanted to dig in a little further. So top line was strong, but it just feels like there's a couple of things working against you. You mentioned the higher tour packages. I think you said this was worth 7 million. So essentially just to confirm, these are expenses incurred in the quarter of which you get revenue in the future. And this 7 million would be the amount above the normal course of business. I guess, is that fair? And And then it also looks like you had higher rescission and reportability and other adjustments, just anything you would flag in the P&L, and then to the extent you could quantify it, that'd be great.

Yeah, let me touch on some of that, and then I'll let Dan jump into some more detail here. But, you know, there's always a level of investment in the business for growth, right? And we continue to invest in high-tech and high-touch solutions, really, to reach a bigger audience. And, you know, 25 has been a year above average investment in the future customer acquisition. And that was by design. You know, on the high-touch side, we've got great partners, right? We added 41 new marketing sites across Hilton, Great Wolf, and Bass Pro this year. And we continue to invest in our digital channels. So, these initiatives require upfront investment in staffing, technology. So, the results have been great. 10% year-over-year package sales growth for two consecutive quarters. Now, you know, as you alluded to, that growth is still only partially reflected in our tour flow, as it takes sometimes nine to 12 months on average for a package holder to actually travel to one of our properties. And we're going to start seeing that growth in Q4 and beyond. So, anyways, we expect, you know, the upfront investment will bring us some steady level growth in the future. And, you know, most more importantly, as we move more forward out and we go into next year, we want to get on a more consistent cadence between our package sales and tour flow and our expectations next year is that the level of investment will be more closely matched to the revenue and then Dan I think there's probably a couple other yeah no definitely been just to address some of your specific questions to your point the marketing packages activity at six or seven million dollars around to seven million dollars is above the ordinary course of business as you'll recall those are packages that will be traveling in the

future that's when we'll recognize the package revenue but the cost is upfront and obviously as they come to the properties their tour and we will recognize contract sale to the extent we sell them so that's a piece of it to your question on reportability there is a piece associated with reportability it's actually not a bad story. It's a good story. So during the last 10 days, if you look year over year, just from a rescission perspective, we sold more contract sales the last 10 days of this year compared to last year. That's roughly 8 million. So that's really effectively timing, just getting past that rescission period that consumers have. And then in addition to that, and this is part of the investment as well. From an FDI perspective, we have rolled out some of the higher cost FDIs to the entire system. That yielded an elevated level of FDIs in Q3. As you know, it's one of the tools we use to close a transaction. And it's a bit of a balancing act, but I would tell you that this quarter was elevated on an FDI perspective by probably a point to a point and a half. So all All of those things yielded, you know, some compression on the flow through.

Got it. And then the rescission, that 8 million, that basically drops straight to EBITDA. Is that fair, or how do I think about that 8 in the flow through, especially with it?

There's some deferral, but we'll recognize all of that as we flow into Q4.

Got it. And the one to two points on the FDI, sorry, is that one to two million, or when you say points i didn't totally follow that that's fbi as a percentage of uh contract though call it uh that would between nine and uh on the higher end 15 million for the quarter okay that's that's meaningful okay got it and then switching gears a little bit as we think about free cash flow conversion in 26 can you help us think about the puts and takes um i think we've talked about in the past maybe reducing some inventory spend um which obviously is a good guy for a free cash flow conversion, and then I'm not sure if you have any big, beautiful bill benefits, but just, again, as a percentage of EBITDA, so EBITDA free cash flow conversion at 26, what's kind of, like, is there a good ballpark?

Look, I'll start with the taxes. You know, obviously like every other operator out there, we're trying to take full advantage of what's in the big, beautiful bill, but I think generally speaking, I would look for cash taxes to be roughly in that mid-team level as a percentage of EBITDA, so call it 13% to 16%, somewhere in that realm. To the degree we can take advantage, we will. From a cash flow and an investment perspective on inventory, last time I think we talked about this, it's worth highlighting again, right after the blue-green acquisition, we expected to be in a position where we would need to invest between $350 million and $450 million in inventory on an annualized basis. Since then, we're obviously capitalizing to a great degree on recaptured inventory, and that's going to allow us to lower that long-term level investment from $350 million to $450 million down to roughly $300 million. Now, we've been talking about this for a few years because we did push off inventory investments during COVID, so we're still wrapping up some of those larger investments, most notably Kahaku and Maui in Hawaii. So this year, we will spend just under $400 million.

That will be a similar level next year, and then you'll get to that average run rate of roughly $300 million on an annual basis, which includes new projects as well as recaptured And moving on to our next question, Chris Wuronka with Deutsche Bank. um hey guys um good morning i was hoping we could uh maybe talk for a minute about your first time buyers and not sure if you want to maybe segment them across the different brands or some other way but just how they're performing i know you said that all the metrics are up for first timers but you know is there any difference you see between maybe a you know a blue green

sourced first-time buyer and hgb depending on how you source them just thinking about in terms of close rate or vpg or things like that is there any way to segment any kind of trends for a first-time buyer versus an existing buyer thanks yeah so uh i've got a few data points here i'll share with you that you know we're as you know we're fully committed to new buyers right and uh really pleased with the progress the teams are making you know on absolute basis we're sourcing more new buyer tours to our sales centers and driving more transactions than than anybody in our sector and that's that's really been the case for the last 15 years uh so we continue to be very very focused and we talked about you know the investment i talked earlier about the investments we've made this year to even bolster that going into 26. And so what I'd say is, number one, on the BPG front, new buyer close rate reached its highest level since Q2 of 23, and we're really pleased to see that movement there. From a generational standpoint, Gen X, Millennials, and Gen Z made up 70% of our tour flow and close rate improved across all of those generations and then when you look at it from an income tier standpoint uh close rates uh were steady in the low net worth tier and they increase in the middle and high tier net worth customers so you know as we're seeing it right now the consumer is stable and we're very focused on execution executing on all the things that we can control.

Okay. Thanks, Mark. Very helpful. And then follow-up question. How should we think about kind of getting that rental business back to zero or better from a EBITDA standpoint?

I know some of the challenges and unsold inventory, maybe you could give us a little bit of a walkthrough in terms of what has to happen and timing and how we should think about that for the next couple years it's a step function or more of a grind thanks yeah no absolutely so a lot of the a lot of the momentum that we need to do is really driven off of contract sales so as we sell more and we get through the recapture bubble that will allow us to lower the developer maintenance fee that will contribute heavily to improvement on the rental side now we talked about this last quarter to some degree you know from from a recaptured inventory standpoint that is going to yield you know lower uh net owner growth over the next 24 to even 36 months as you as you saw this quarter it's relatively flat and it will go negative uh but that's that's a big component of it um the other component that should help drive margin improvement holding all else equal which i know is a big a big assumption especially when you think about adr rates but it's converting properties over to the Hilton brand. We do realize ADR benefits from that standpoint, and we also realize cost benefits from an OTA perspective. But it's really a combination of all those components, and it is a long-term process to get there.

Yeah, and then I just add on to that that, you know, I think our teams have done a really thorough job this year in the resort operations side, really looking for improved efficiencies in our operations. And I think we're going to see our members are going to see that the increases that we're looking for next year are by, you know, excuse me, by average standards are going to be below what we've historically seen. And then I'd also say, look, we picked up a lot of good inventory in the acquisition, but we do have some of that inventory that's non-branded, and quite frankly, there's just not an investment case of putting the dollars in to get them to the standard we want. And so there may be some inorganic options here, and what I mean by that, where we have, you know, maybe oversupply or a product that doesn't really fit the portfolio, where in the future we can figure out a way to move that inventory off our balance sheet and move it along to somebody else that can better utilize it.

And moving next to Brant Montour with Barclays.

Good morning, everybody. thanks for taking my question. So, you know, there's been a lot of talk across consumer land this earning season, as well as in travel, right, about the high end versus low end, and you're seeing it on the strip, and you're seeing it in elsewhere, and different travel verticals. You know, Mark, you gave some great stats, and you kind of cut it up a bunch of different ways. It doesn't sound like you're seeing anything, but if you just look at close rates for new owner new owner sales across your properties and you look at the smaller properties a lot of those were legacy diamond versus maybe some of the bigger ones and you know in Orlando or other markets do you see any divergence base that that would sort of track that theme at all well you know I think I think that divergence it really is more execution than it is from a consumer standpoint, like I said, our new buyer close rate reached its highest, you know, amounts or highest rate since the second quarter of 23.

So, and, you know, I talked about it a number of quarters ago around the low network tier of customers. That tier is really stabilized. It really hasn't come back to the historical levels, but what we've seen, Brad, is that middle to higher net worth tier really improve so and and you know we have spent a lot of time this year on optimizing our tour and we continue to evolve you know how we use our data and analytics and our marketing to drive new buyers and really sharpening our qualifications and the discovery process to just gather better information early on so so at the end of the day you know we're trying to be much more effective in sourcing our customers. And so, you know, we're really focused on, you know, trying to steer our – trying to put our money and our focus to that mid-to-net-worth customer than the lower tier right now. And like I said, they've stabilized, but they really haven't recovered to the levels.

And, you know, the only thing I'd add to that just from a performance standpoint is When we look at our portfolio, as you can imagine, one of the things that we look at on an almost daily basis is delinquency rates between 31 and 60 days is a leading indicator from a performance standpoint, and, you know, we slide that data to the nth degree, but just to oversimplify it to some extent, if we look at those with FICO scores greater than 650 versus those with lower than 650, what I can tell you is sequentially and generally it's been trending actually positive, greater than 650, and below 650 has been very stable. So even on that front, we see positive trends in totality.

Okay. Thank you very much.

David Katz with Jefferies has our next question.

Hi, everybody. Thanks for taking my question. I appreciate all the detail around some of the momentary or pedestrian investments and growth, as well as some of the timing issues, you know, that seem a bit more momentary also. How do we think about, in a general sense, 2026, right? Is that an investment year to some degree also? Or, you know, should we think about, you know, modeling this as kind of a year to reap what you've invested here?

Yeah, David, I think, as I mentioned just a few minutes ago, I think what you're going to see next year is the big lift in investment for really broadening and building out our new buyer marketing channels and on the digital side. There'll be some investment there, but it won't be at the same level that we push into our next year. We're going to be looking at tour flow growth that exceeds what we had this year, more in that kind of low to mid single digit tour flow growth and with a little bit more moderated BPG next year. And so the investments on the package side is going to really – we're going to get into a cadence where the growth on the package side is going to align much better to the growth on the Torflow side. So we start seeing the revenue generation more closely matched up to the expense side. And so that's our expectation next year. And our goal, you know, for next year is, our goal is to see, you know, is to be able to exceed bottom line growth rate or grow the bottom line at a faster rate than our top line.

Yeah, I mean, another way to think about it is just, you know, from 25 to 26, it's kind of bridging to that long-term algorithm that we've historically talked about. low single-digit tour flow growth, low single-digit growth in BPG, translating into mid-single growth in contract sales, and then a focus on leveraging costs to drive hopefully higher EBITDA growth.

Very helpful. Thank you.

Our next question comes from Stephen Grambling with Morgan Stanley.

Hey, thanks. Just wanted to follow up on some of the inventory and sales. details and specifically maybe digging into hawaii um and some of that that inventory specifically i guess how would you compare and contrast the mix of you know the inventory that's left to kind of sell specifically in hawaii and and when you think you'd be kind of sold through that over the rest of you know as we think about next year and even maybe beyond thank you yeah As far as a mixed standpoint, we have been doing this for a long time, and we're very, very focused on a balance.

So, we think about it, we're very much on track to be able to utilize the benefit of Kahaku for a number of years. And I'd say the same thing around Maui and also on the Big Island. And, you know, we're still converting parts of that hotel into units. So we're in a really good position from a deeded standpoint. You know, ideally, on a long-term basis, we want to be at about two and a half years of deeded inventory. And right now we're running a little bit over that, so we're in a good position there. You know, in the long run, you know, our goal is to bring our COP down and bring our balances down. and as Dan alluded to earlier, that'll benefit our rental segment. So all in all, I think we're in a really good position from an inventory standpoint, and especially that high-end inventory that has a lot of demand across the whole network. We're very measured in how we release that inventory to make sure it's...

That's great. That's it for me. Thank you.

Moving on to Danny Asad with Bank of America. hey good morning guys um dan and i think it was to brant's question you uh you called out uh or you mentioned that the uh delinquencies when it comes to you know the ficos that are below 650 have been stable um look at the same time we're reading about you know subprime auto delinquencies ratcheting up and and like brant to brant's point you know other pockets of the consumer struggling um so i guess how do you square you know specifically how like you know the sub 650 bands um of of of you know timeshare loans are are stable here and there's no

from a delinquency standpoint and and then you know other places where it's kind of not yeah no look that's a great question i think there's a two-fold answer there first and foremost I would say we are very focused on when it comes to the consumer's mindset on the design maximizing their desire to pay right and that comes down to how we interact with them from the starting point at the sales table actually from selling them a package to the sales table and the experience they receive at that property so there is a certain you know emotional attachment to timeshare and vacationing so i think that element holds strong and then you know to be you know quite blunt uh you know the subprime ficos are not our core either so we probably have just to a degree uh lesser exposure than some of the some of our counterparties who are having a larger problem with it but um you know sequentially we've we've held up well uh and the trending is positive on that below 650. And then even when I think about annualized default rates, again, in total, but annualized default rates sequentially have improved from even last quarter. And year over year, they've actually improved more than they improved sequentially. So we're seeing, as we sit here today, we're seeing everything holds stable to positive.

Yeah, Danny, I'd just add, too, I think Dan touched on this a little bit, and I mentioned it earlier. Look, our max owners are reporting much higher satisfaction rates and engagement scores. And, you know, I think it's a testament to our club team and all of those that are touching our customers across the network, not just the, you know, the upfront sales process. And as I mentioned, I gave some stats on, you know, the tenure within the MAX program, and it's pretty impressive how young a base we have in the MAX program. And I think you can't, you know, you can't, I can't underestimate or overstate the fact that high satisfaction and engagement scores are super important in people's willingness to want to pay.

Got it. And just as a follow-up, in the past, you've talked about a mid-teens expectation for loan loss provisions. Based on what you're looking at and those trends, is that still where we're trending right now for either Q4 or 2026?

Yeah, no, I think that's accurate, and I think we're effectively there at this point.

Got it. Thank you very much. And that does conclude our question and answer session. Before we end, I will turn the call back over to Mark Wang for any closing remarks. Mr. Wang?

All right, thank you, Carrie, and thanks everyone for joining us today. I want to thank all of our team members, but a special shout out to our resort operations teams at our 200 resorts for delivering heartfelt hospitality and elevated experiences to our members and guests, and to our members for trusting HEV with what matters most, moments with friends and family and experiences designed to inspire and connect you to the world. Thank you everyone.

Ladies and gentlemen, thank you for your participation. This does conclude today's teleconference. You may disconnect your lines and have a wonderful day.