Pursuit Attractions & Hospitality, Inc. (PRSU) Q3 2026 Earnings Call Transcript

It's thoughtful reinvestment to reposition a year-round property with strong returns. Our transformation of Grossmountain Lodge into Hotel Whitefish has entered its second and final phase of renovation, which includes the remaining rooms, dining, and public spaces. We're excited to complete the full transformation ahead of the 2027 peak season, bringing an elevated year-round experience to the vibrant Whitefish Montana market. In Alaska, we're bringing back the world-class Denali Backcountry Adventure attraction next summer, with the reopening of the park road to permit holders. Imagine traveling deep into Denali National Park for a premium bucket list wildlife safari. It will be an unforgettable experience into Denali's scenic and wild backcountry. At the east side of Glacier National Park in St. Mary, Montana, we're adding 41 wildscape cabins in an absolute showstopper of a location, with spectacular views directly into Glacier National Park. It's going to be a really special way to stay near the east entrance of this iconic destination. At Tabacon, we're adding three premium villas for families and multi-generational groups, looking for more space and a truly differentiated guest experience in the Arnal area of Costa Rica. And as the Prince of Wales Hotel approaches its 100th anniversary in 2027, we're refreshing all guest rooms and corridors and making other updates at this historic crown jewel property. Perched high above Waterton Lake with sweeping views, this iconic landmark is one of the most recognizable properties in Canada and an experience that simply cannot be replicated. We're proud to invest in its next century, preserving its legacy while enhancing the guest experience for generations to come. Page 26 highlights several additional organic growth projects in our pipeline that will begin contributing to our growth beyond 2027. In Banff and Jasper, we're expanding capacity at our lake cruise experiences with the addition of a new sightseeing boat to meet strong demand in these two truly iconic locations. The new boat's been ordered and will be ready for guests for the 2028 season. And at Pyramid Lake Lodge, we have plans to enhance landscaping, the level of finish, and add outdoor hot tubs and sauna overlooking the lake and mountains by 2028. This will be a powerful enhancement, bringing wellness, nature, and an already extraordinary property together. And we're excited to kick off transformative multi-year growth projects at Lobstick Lodge in Jasper, the Jasper Sky Tram, and the Banff Gondola. At the Lobstick, we're planning a full transformation that will reposition this year-round property and meaningfully elevate every part of the guest experience. Similar to our renovations at the Forest Park Hotel and Grouse Mountain Lodge, we will be undertaking a phased renovation that keeps rooms online during the peak summer season to minimize revenue disruption. For the Jasper Sky Tram, we're planning a complete replacement of the existing aged infrastructure with a world-class sightseeing gondola experience, including new base and summit facilities that offer dramatically improved and expanded guest amenities. And, as we've continued to work through the construction plans, we've determined the best course of action for both speed and safety will be to take the existing tram offline during construction. We've already placed the lift order with Leitner-Poma and expect to begin construction in 2027, with the new sightseeing gondola complete in 2029. And at the Banff Gondola, we're planning to replace the existing Lyft and four-person gondola cars with a modern, state-of-the-art sightseeing gondola. This necessary replacement presents us with an opportunity for continued improvement of the guest experience and thoughtful year-round growth at this already-must-do attraction in Banff. Although there will be some temporary operational impacts along the way, these investments will create meaningful long-term value through exceptional guest experiences that deliver high returns for decades to come. We couldn't be more excited about what we're building and the growth these projects will unlock. And none of this could happen without our great team and the growth mindset that permeates our culture. Turning to page 27, Tabakon's new private terraces are a textbook example of our growth mindset in action. The team saw an opportunity to make a premium room category even more special by extending the guest experience directly from the room into nature. We're adding outdoor terraces to 77 guest rooms, giving guests their own private space to relax and connect with Tabakon's extraordinary rainforest setting. We completed the first phase of 19 rooms during the 2026 shoulder season, and they look stunning. The remaining rooms will be completed in 2027, positioning Tabakon for strong ADR growth in 2028. And this is a great example of our growth mindset. Start with an irreplaceable asset, understand what matters to the guest, and thoughtfully make the experience better. That creates stronger demand, stronger revenue, and attractive returns, and it's repeatable across all of Pursuit. Turning to page 28 is another growth mindset example, the proposed Glacier View tram near Glacier National Park in Montana. On October 1st, we submitted a proposal to the U.S. Forest Service to create a new world-class sightseeing experience on Columbia Mountain that is accessible to guests of all ages and abilities. If approved, this project would be incremental to our Vision 2030 plans and likely completed after 2030. The concept features two 100-passenger cabins traveling more than 3,000 vertical feet in roughly six minutes. At the top, spectacular views of Glacier National Park, Hungry Horse Reservoir, and the surrounding Flathead Valley. The investment case is very compelling, an iconic location with perennial demand and approximately 3 million visitors traveling by the proposed site each year. It also builds on pursuits more than 60 years of experience operating attractions and allows us to leverage our bed base of over 600 lodge rooms throughout the region to drive attraction visitation. The strategic fit is unmistakable, iconic, accessible, year-round, difficult to replicate, and synergistic within a well-established pursuit market. There's considerable work ahead, but we're excited about the potential to create an unforgettable new way to experience one of the world's most spectacular landscapes. Before wrapping up the call, I want to talk a little bit about AI on page 29 and how we view that as something that benefits pursuit, both as a business and as an investment opportunity. Artificial intelligence is a tremendous enabler for the gathering and acceleration of information. And we know that guest reviews, credible editorial coverage, strong social media influencers, and world-class photography are all important factors in how our guests learn about our destinations and experiences. AI helps guests make important decisions. AI is powerful and is quickly evolving as a planning tool. It's important that our digital infrastructure evolves to connect with the latest technologies. And I'll just share that while I may be looking forward to evolving technology and someday having my own personal robot pull weeds in my garden, I don't want a robot or AI agent to go hiking or whale watching for me. That's something I want to do for myself. As the world transforms, pursuit is well positioned as a counterbalancing investment to the tech sector. We're deeply rooted in iconic places with unforgettable inspiring experiences. Productivity gains in society will lead to more free time and greater interest in searching for authenticity and real connection. Finally, on page 30, we're thrilled to share an important upcoming milestone in Pursuit's digital transformation. We've been working hard to modernize our digital infrastructure, and our new Pursuit.com is expected to go live later this year. This is much more than a new website. It's a scalable digital growth engine. One seamless place to discover, compare, and book every iconic Pursuit experience. It's mobile-first, optimized for modern search and AI discovery, and makes it easier to build itineraries, combine stays and experiences, and book directly in one checkout. For guests, a simpler, richer experience. And for Pursuit, higher direct conversion, stronger cross-selling, and faster speed to market. We'll share more as the platform ramps, but we expect it to support growth in 2027 and beyond. Check out the link on the slide and experience a quick high-level video intro to the new Pursuit.com for yourself. I'm so energized about the strong momentum and progress across Pursuit and our journey. To our incredible team members, thank you for a powerful summer season and record third quarter. Your energy, commitment, and exceptional hospitality bring the magic of Pursuit to life every single day. To our shareholders, thank you for your continued support. We're proud of our progress and even more excited for what's ahead. With that, let's open up the line for questions.

At this time, I would like to remind everyone in order to ask a question, press star, then the number one on your telephone keypad. We'll pause for just a moment to compile the Q&A roster. Your first question comes from the line of Tyler Battori with Oppenheimer. Your line is open.

Hey, good afternoon. Thanks for taking my questions here. First one for me on the results in the quarter, obviously some weather disruption, but the 9% growth in ETP was certainly a standout. How much was mix or the weather disrupting that compared with light for light pricing? Is there a way to segment out or split out price increases versus maybe some other items that might be impacting that metric?

Yeah. Hi, Tyler. Thanks for the question. On the yield side, honestly, almost all of it is really about just what we do best, which is focusing on the guest experience and continuing to make improvements along that. It always helps the markets that we operate in and the demand that we're seeing consistently in those markets. I wouldn't point to weather as a unique variable that's distorting yields on this one.

And then follow up on the 2027 commentary and some of the building blocks that you provided there. Is there any way to size or give us some more detail on the incremental contribution you're expecting from some of your CapEx projects? And then from a visitation perspective, again, back to the weather, you did call it out. So should we be thinking about perhaps a favorable comp next year because of that dynamic?

Sure. So I can take those. So on the capital side, the reality is we're right in the throes of our business planning. So we'll put out more color around our plans for 27 next quarter on this. We do have a number of projects that we highlighted coming online in 2027 on growth capital that we're really excited about. The thing that we wanted to just point out today is that there are a few discrete projects that will have some temporary impacts next year as we work through construction. Jasper SkyTram is one that I would draw your attention to, but there's also a few lodging properties around it. As we said, I'm still expecting a net benefit from all of the growth capital projects combined, but not quantifying at this point how much. On the visitation side, you know, 2026, you're right, it had a number of weather-impacted days in Q2, and really in the first half of Q3. The good news is we then had a really strong end of the season into September and October. And so that combined then with, you know, you have to remember this is a seasonal business, and we... Our team really appreciates that fact. And so we spend a lot of time as things are coming together to pull levers like on the revenue side, but also on the cost side as we see things play out. And so when you take a step back and look at 2026, we're still right at the midpoint of our guidance range. And so, yes, I think it's fair to say that there's some weather impacts that will factor in as we get into 27, but there's also some offsets that we'll be planning around too.

And Tyler, I'll just add, super tough to predict weather patterns, when you might have, you know, smoke related disturbance, when you might have heavy rainfall, etc. So we try to plan for normal as normal can be. And then as we get closer to the year, we'll be able to give everyone a clear view to what our expectations are.

Okay. Last question for me. Bigger picture, the Glacier View tram, obviously you mentioned that that's not something that's going to be completed until after 2030, but just help us think about what are some of the milestones needed to get that going? I would assume if you get some approvals that maybe there could be some CapEx dollars. Going out the door before 2030. So how do you think about spending for a project like that and advancing that project versus allocating that capital towards M&A or some of the other capital projects that you have on the schedule here?

Well, first, I would say that the Glacier View tram in itself as a concept is separate from whatever we've articulated for 2030. So we're able to pursue all opportunities, including the Glacier View tram, without slowing down some other project or not concluding an acquisition. So think of those as disparate projects completely. And obviously, we're at the beginning of a process with the U.S. Forest Service. So for those on the call that are familiar with, say, the ski areas of the United States, most of them operate, the vast majority, on public land that is administered by the U.S. Forest Service. The Forest Service has three vocations, timber harvesting. Wild land fire mitigation and developed recreation on public lands. So over the last, gosh, I would say seven or eight years, you know, as I've been driving around Montana, we've been looking for the great location and we've worked hard on this submittal. So the process is a long one. We submit an idea, and then the Forest Service reviews that at the very beginning of the process, which is where we are today. They then weigh in and consider whether they will accept the application more fully. So that's the process stage we're at now. Now, if they view this as favorable, they would then, we would enter into what's called the NEPA process, which is part of the National Environmental Protection Act, and then that would go through a period of public consultation, planning, working with various groups, whether it's, you know, supportive wildlife and habitat to forestry to water, etc. So it's a long process, but it's something that over the coming two years or so, we'll have a much greater view as to the planning window and when we would move to more of an execution stage. So stay tuned. There's a really compelling video link that I encourage everybody to click on. You can go see the website that we've done. And we're in a very transparent and public process with the Forest Service in the Flathead National Forest. Today, the land on Columbia Mountain is used for mechanized recreation, so motocross riding and mountain biking. Also, there's hunting, both with firearms, but also bow hunting on Columbia Mountain. And into the future, this would be something that would create tremendous attraction. Three million folks drive by on the road right at the base of where Columbia Mountain is on their way into Glacier National Park. And when you understand the success we've had with the Vamp Gondola and upcoming with the Jasper Sky Tram, this is a dead fit for pursuit strategy. And so we're really excited about the opportunity, but it's very early days. We have a super working relationship with the Forest Service and working through that process now. So more to come. Fantastic. Good detail.

I appreciate it. I'll pass it on. Thank you.

Your next question comes from the line of Eric Delorier with Craig Hallam. Your line is open.

Great. Thank you for taking my questions. First one on the Jasper SkyTram investment. I believe this was the first time you provided details around the 2029 GoLive, so nice to see you. for the launch date expected here. I know having to take down the existing tram or not was sort of a big factor. What else, if anything, needs to be done, you know, regulatory wise or I guess otherwise before construction can start here? Just want to kind of level set the outlook for for that investment here.

Well, great question, Eric, and thank you for that. So a couple of things just to confirm to everyone. We've placed an order for the lift, the new lift with Leitner-Poma, and there's really two manufacturers in the world, Doppelmayr and Leitner-Poma. So we've placed an order which signals that the lift has begun its manufacturing process. As you can imagine, those things don't sit on a shelf ready to ship, right? So it takes a while for them to be built. In the meantime, we're working super closely with Parks Canada on the final details around exactly what we're doing. Our leasehold gives us the privilege to continue and to replace the existing facilities that are there. And so that's what we're working with Parks Canada on. And so both alignment of the lift, positioning of buildings at the base and the summit, how far from the edge of the mountain they might sit, and so on and so on. And you can imagine that that's a fairly detailed process, but we have strong confidence in the outcome, which is a positive thing. And then we will begin construction, we expect, within 27. And that, we expect, will take somewhere around 2018 to 24 months, and have targeted 29 as an opening to the public. Of our follow-up call in February, we talk about our final earnings for the 26th year, and also give you guidance for 27. And still finalizing some of those details and how you might.

That's very helpful. And my second question is, you know, basically quite similar, but just as it relates to the Banff Gondola investments. How should we be thinking about potential timing here? I think this is a little bit earlier stage, so I understand that this could be a wider sort of outlook here, but just how should we be thinking about timing and sort of what steps remain for this and whether this would sort of come offline as well?

Think about your best exercise for building patience. That's what I would suggest, is that it will take some amount of time in the planning cycle with Parks Canada, and that obviously a lift replacement is due for the Banff Gondola, and then the opportunities that we have are to make the guest experience better, you know, and we've got an entire season. And that's a 12 month of year operation. And so it's really about thoughtful growth at times of the year that we'll support that. And so when you have white space, say in, you know, February or January, those are great opportunities as we as we move forward. So still much to come. And we're in a process with Parks Canada. So again, I'm not trying to put you off in terms of an answer, but I don't have much to give you, certainly until we get into the February.

Yeah, that's certainly understandable. I appreciate the call you're able to give. Thank you. You're welcome.

Your next question comes from the line of Chad Bynon with Macquarie Capital. Your line is open.

David Bow, team. Good afternoon. Thanks for taking my question. I wanted to start with the hospitality metrics, occupancies up, you know, 200 basis points, as you mentioned. There was really good compression, so you saw ADRs increase. Could you provide just a little bit more color in terms of how you're getting there? You know, obviously, there's low supply in these markets. Was it a mix? Uh, product from the trade business and FIT or just, you know, higher visitation in these areas. Thanks.

You bet. Thanks, Chad. I'll give you just my view and then welcome my colleagues to jump in. So it's a combination of factors that each of our channels of distribution, if you think broadly, we have our tour and travel partners that create the foundation and the base for our business, then obviously work with the OTAs and Consumer Direct. And so as we work through and build, there are times of the year, obviously, that we're maximizing utilization of inventory, allocations, how we're balancing those. If we see one channel perhaps is slowing, we pull inventory back and put it into the other channel. Also, I would say that the team, we experienced a terrific September and October, and as we expected what happened, it turned out to be the case that our tour and travel partners who were facing some challenges in the major urban markets in Canada, just based on World Cup and FIFA, where hotels had taken prices very high, that didn't affect us except to push business into the fall period. So we saw some good growth there, and also extending the season in a variety of locations. We had terrific weather through the fall season, and so we extended, whether it be the Prince of Wales or a few other spots, that we were able to prolong the season. So I would say just good old-fashioned inventory allocation, strong performance on managing revenue and yield, and just being attentive to maximizing the opportunities every single day in the season.

Great. Thank you. And then next, in terms of the M&A environment, I know the assets that you've acquired are very unique, and it's more of a handshake relationship that you evolve over time with the seller. But with the elevated interest rates right now, Does this help or hurt you, given that you have a strong balance sheet and maybe, you know, some others might not have access to capital, or could this potentially, you know, delay some of the potential M&A for you and others in the industry? Thank you.

You bet. We do not believe that interest rates will have any sort of delaying factor to any of our M&A. We have a robust pipeline. We have identified some terrific opportunities. Everyone knows we can't share anything until things become, you know, really locked in. So, you know, we'll share as soon as we can on the exciting things that we're working on behind the scenes. But I would say that we see opportunity broadly across all of Pursuit. And forgive the pun, but we're pursuing those opportunities with vigor and energy and look forward to bringing things forward. And it's one of the nice things about the position that we're in. We're able to really work our four levers of growth simultaneously and concurrently. We don't have to slow down on an organic growth investment in order to do an acquisition, and we remain quite focused on actively working each of our four growth levers.

Thanks, David. Appreciate it.

Your next question comes from the line of Jordan Bender with Citizens. Your line is open.

Hi, everyone. Good afternoon, and thank you for the question. You highlighted strong early 27 booking momentum. Can you just kind of shed some light on how does that current booking pace maybe compare to the same point last year in terms of occupancy and rate? And are you seeing that pretty broad-based across the portfolio, or are you seeing particular strength in certain experiences or customer channels? Anything there would be helpful. Thank you.

Yeah, sure. I can take that one. I will start with the same caveat David provided earlier, which is that it is really early days in our booking curve. With that said, Early booking pace is strong for 2027, and really tracking ahead of prior year at this point. Very strong in the U.S., on the Canadian side. The only nuance is adjusting for the ongoing room renovations that we have, but when we take that into account, we're tracking well ahead of prior year. And then the other piece that we talk often about at this time of year, but... Doesn't show up in the booking pacing specifically yet, but we are getting strong demand from our tour and travel partners as they're, you know, pushing to get more and more allocations heading into 2027 itineraries.

And Jordan, for your benefit. One of the things we've learned over history is not to over allocate to one country specifically. So working with our tour and travel partners is to allocate space based on their consumption and historical patterns, but also to keep the ability that as markets recover, China is a really good example. China was shut down through COVID, took a much longer time to recover. But now we're seeing signs of life from China. It's early days, so I can't give any more color than that. But just that growing enthusiasm. For instance, there are Chinese flights heading directly from mainland China to Iceland, as an example, in the winter season, looking to experience Icelandic winter. And that looks favorable for Sky Lagoon and, you know, the Icelandic market in its entirety. So, summer patterns are what they are, and we see that early booking pace is favorable. I'm also excited about the benefits that we expect to get from Pursuit.com. Again, that will take some time as that builds, but it really is a big shift to the quality of our digital. And I think that will lend itself to greater conversion and ease of booking, better information for guests, helping their searches, etc.

I appreciate that. Thank you. And then, just on the follow-up, in some of the CapEx that's going to be happening over the next year, the next couple years, through wording so far, some other consumer companies have talked about cost inflation starting to creep back in. I guess I'm just curious, are you guys starting to see that at all, or as you look out to some of these projects, is the spend or return dynamics changing under the current inflationary pressure?

Yeah, we've been smart in how we've planned projects. So we have a very clear view to the supply chain, how we're going to execute on these projects. So we're not anticipating, nor are we being surprised by changes in cost. And one of the interesting things with this whole tariff situation back and forth is it's given us really robust supply chains, no matter what happens. So, historically, we might have used one cabinetmaker for North America, but the whole tariff situation forced us to evolve. So, we've gotten really good at managing supply chain, and I think that helps keep, you know, downward pressure on costs, keeps things competitive, and then just the strength of the project planning by the team. They're doing a terrific job with the implementation of the capital expansion projects, and yeah, so I think we're in a good spot, and we're not surprised. Thank you very much. You're so welcome. Thank you.

Your next question comes from the line of Jeff Stanchel with Stiefel. Your line is open. Please go ahead.

Hey, good afternoon, everyone. Thanks for taking our questions. Maybe just starting off on the quarter, you know, we did hear from some destination leisure operators this earning cycle that demand started to weaken quite materially later in the summer just as higher airfare and gas prices seem to finally start to eat into consumer travel budgets. David or Beau, whoever wants to take this, like, obviously... The metrics you gave are all, you know, headline are all very strong, but I'm wondering if you sort of peel back the onion a bit, if you saw any signs of this sort of impact looking across your various footprint or across the different customer segments.

Jeff, we must be the beneficiary of them not visiting those other businesses because they must all come to us. I mean, we had a terrific September and October, saw no signs of any sort of weakening demand, and in fact, saw the opposite. So we had a terrific fall.

That's great. Thanks for that color, David. And then if I'm turning to the AI and the website initiative, I think the intuition you laid out earlier of your markets being really well set up here for Muse and these agents that are trying to find, I would imagine, trying to find good value and great trips. That all makes a lot of sense to me. My question is more sort of like how you position yourself accordingly to be picked up best by these agents. Are there any sort of investments in marketing that need to be made to improve your authority, whether that's into, you know, influencers or anything like that, anything material on the cost side? And then from a labor perspective, you know, have you hired or is there anything going on sort of to familiarize yourself with how these agents work and, you know, make sure you're sort of gaming the system, so to speak?

You bet. I'll give you a couple of points of view, and then again, encourage my colleagues to jump in with what I miss. First, we welcome Scott Eller, who's joining us as our new chief commercial officer, you know, with overall responsibilities for marketing, sales, communications, guest analytics, web and digital, all of those things. And Scott, joining us from Ticketmaster, has a really fantastic set of experiences that lend itself well to pursuit as we modernize and get better at communicating. Second lesson, or I would say great benefit that we've learned, is that over time we've... Really paid a lot of attention to the power of perennial demand and how people are searching for a particular destination. And I'll use, say, Alaska as an example. So you're searching for Alaska. What drives a model's compilation of results for Alaska? Well, first, it's guest reviews are more important and more powerful than ever. That's the first one. And so we work really hard at getting great guest reviews. The second is the power of influencers, where, you know, working with influencers broadly, both those that approach us and those that we approach, to tell a story and to bring it in a very human way for folks that are paying attention and follow specifically those influencers. The third one is when really credible publications write stories that tell our story. And so if you're Condé Nast or Afar or Travel and Leisure, and there's been a wide range of stories, and our communications team does a terrific job, you know, out there working with travel writers to represent pursuit. And the final one that was surprising to me, but it's really powerful, is having the absolute best photography that... You know, agents, language models that are building and searching and scraping through all kinds of data. Photography has a big impact. So that's one. Then go to our investment in the new pursuit.com, which again, as I mentioned in the in the. The call itself is more than simply a new website. It is an investment in a digital infrastructure because, obviously, digital revenue continues to grow, and we've worked hard to create an ecosystem that gives us what we think is a real advantage. Historically, you visited, say, you know, Talkeetan Alaskan Lodge and then the Alaska Collection, and then you found yourself to the rest of Pursuit or your way to the rest of Pursuit. The new Pursuit.com gives you a view to the company at large, and I think that's going to do a couple of things. One, really improve the platform for the gathering of information and the execution of bookings. Second, helps the process of migration, because perhaps you went on the website to learn about Alaska, but you ended up learning about other destinations that we have within Pursuit, and that's really powerful. So all of those, and we'll be able to share more as we get into 2027, but those are the types of things and the focus that we have on evolving technology.

That's great. Thanks very much.

Again, if you would like to ask a question, press star, then the number one on your telephone keypad. Your next question comes from the line of Anthony Burney with Jeffries. Your line is open.

Good afternoon, and thanks for taking our questions. Going back to the ETP, based on the disclosures you provided, it seems like flyover was a lower average ETP than the rest of your system. Is it fair to assume a bit of a makeshift benefit to ETP going forward? And any color you can give on the same store ETP growth that you're expecting as well? Thanks.

Yeah, so... Anthony, you're absolutely right that flyover had a lower ETP than pursuit overall. So you'll see that increase in the go forward of this. I would direct you and anyone else to, we have a detailed page in the earnings presentation in the appendix. I believe it's page 40, and it shows all of our key revenue and KPI disclosures excluding flyover by quarter for a couple of years. That should give you a good sense of the visitation and yield dynamics. We're not guiding forward looking at this point in terms of the improvement in those metrics over time, but that at least gives you the right foundation to build off of.

Got it. That makes a lot of sense. Thank you. And last one from me. Your margin expansion was solid this quarter. Can you talk a little bit about what worked, how we should think about margin expansion going forward, where should we see the biggest benefits, and are there any items to be aware of as headwinds? Thank you.

Thanks. Yeah, no, we're feeling really good about the margin expansion that we had in Q3, which was about one point of margin expansion. I would call out that there is a little extra benefit going on there with the sale of flyover. That was a lower margin business. So it did result in some pretty strong flow through for the quarter. That said, even when you exclude flyover, it ends up being You know, in terms of revenue to EBITDA flow through about 56% X flyover. So we view that as really strong. And, you know, that speaks to when you're in a period like Q3, that's a peak period. There's a relatively fixed cost base that we operate on. And so we can generate some some great returns on that. You know, you always have to take a step back looking at the full year and that we are always investing in our. You know, Q1, Q4s to then help support that, you know, what we can generate in terms of margin expansion in our peak summer season. But I feel like that's a pretty healthy mix of flow through that we were able to achieve.

Perfect. Thank you.

There are no further questions at this time. David Berry, I turn the call back over to you.

Well, thank you, everyone, for joining us. We appreciate you joining and listening to our third quarter earnings call. Look forward to follow up after the call. Have a great rest of the afternoon.

This concludes today's conference call. You may now disconnect.