Hello, everyone. Thank you for joining us and welcome to Sonita Senior Living Q1 2026 Earnings Call. After today's prepared remarks, we will host a question and answer session. If you would like to ask a question, please press star one to raise your hand. To withdraw your question, please press star one again. I will now hand the conference over to Megan Caldwell, VP of Investor Relations. Megan, please go ahead.

Thank you, Operator. All statements made today, May 11, 2026, which are not historical facts, are forward-looking statements within the meaning of federal securities laws. The company expressly disclaims any obligation to update these statements in the future except as required by law. Actual results or performance may differ materially from forward-looking statements. Certain factors that could cause actual results to differ are detailed in the earnings release that the company issued earlier today, as well as in the reports that the company files with the SEC, including the risk factors contained in the annual report on Form 10-K and quarterly reports on the Form 10-Q. Please see today's press release for the full safe harbor and forward-looking statements, which may be found in the Form 8-K filing from this morning or at the company's investor relations page found at investors.sunitaseniorliving.com. As further described in the company's current report on Form 8-K filed with the SEC this morning, the company completed its previously announced acquisition of CNL Healthcare Properties, Inc., or CHP, on March 11, 2026. The transaction was completed through a series of steps, ending with a forward merger of CHP with and into a subsidiary of Zanita. And as a result, the company now directly owns all of the assets of CHP. Unless otherwise specifically noted or the context otherwise requires, the financial results we are discussing today and that are included in our presentation reflect the combined company on a pro forma basis for the full quarters, including CHP for the entire reporting period. These pro forma metrics giving effect to the CHP acquisition are preliminary and subject to change, and we have provided estimated ranges in our earnings release. For the sake of clarity, during this earnings call, we will discuss our pro forma results based on the midpoint of the range presented, but we refer you to our earnings release for the ranges and more information. Please note that our GAAP financials reflect CHP's results from the closing date only. References to pro forma metrics, including those presented in the investor presentation, reflect a full quarter of CHP activity. Please note that during this call, the company will present non-GAAP financial measures. For reconciliations of these non-GAAP measures to the most comparable GAAP measure, please see today's earnings release. If you'd like to follow along during today's call, you can find Sunita's first quarter 2026 earnings presentation in the Investor Relations section of the company's website. In addition, we have included supplemental earnings information within our presentation consistent with prior quarter releases. I would now like to turn the call over to Sunita President and CEO, Brandon Rebar.

Thanks so much, Megan, and we are excited to welcome you to the Sunita leadership team. Good morning, and thank you for joining us on our first quarter 2026 earnings call. This quarter marks an important milestone for Sunita as we report results following a period of transformational expansion. With platform integration underway and on track and our operating foundation firmly in place, we are entering what we described in our recently published shareholder letter as phase three, compounding. In phase one survival and phase two stabilization, our team focused on strengthening the foundation of the business, stabilizing operations, repairing and fortifying the balance sheet, upgrading portfolio quality, and investing in the operating capabilities required to compete effectively at scale. Today, we are shifting from building that foundation to now leveraging it to compound value for our shareholders. As a scale, pure play, senior housing owner and operator, we enter this next phase supported by a stronger balance sheet, expanded liquidity, and a differentiated operating platform. Performance for the company continues to trend positively, supported by our constructive early momentum in 2026. Leveraging that stable operating foundation, we are heavily focused on a smooth integration of recently added communities into the Sonita platform and unlocking a defined set of unmodeled synergies across our cost structure and operating model. These initiatives span asset management and community-level operations and are designed to support margin expansion and cash flow growth over time. Equally important, we are reinforcing performance through clearly defined incentive structures tied to community-level outcomes and dedicated operational support to sustain results while minimizing disruption as operational integration progresses underpinning all of this is the quality of our people we entered phase three with a meaningfully strengthened leadership team across operations leaders who have deep experience at driving performance at scale that investment in talent is not incidental to our growth strategy it is the foundation on which phase three is built the chp transaction was not simply an owner operator combination We acquired a REIT, and with it, a network of third-party manager relationships that preserves institutional knowledge and operational continuity across the portfolio. Those relationships are key to the performance trajectory of these communities, whether or not they ultimately move to Sunita operations. And as some of those relationships mature in the long-term strategic partnerships, they are a growing source of deal flow. Our recent preferred equity investment is a good example. Through one of these managers, we invested capital to support the refinancing of a high-end, full-continuum community in Texas while earning an attractive risk-adjusted return. This is the kind of bespoke, relationship-driven investment Sunita is built for and will continue to pursue. Executing across a larger, more complex portfolio requires the right operating infrastructure, and that is precisely what we have built. A central component of that work is the rollout of SPIN, our Sunita Performance Insight Navigator. SPIN is our proprietary technology infrastructure that integrates resident care data, workforce information, and operational metrics into a single, actionable framework, giving community leaders the real-time visibility to act decisively as occupancy and acuity evolve. The platform optimizes both labor and non-labor costs against relative occupancy, acuity, and care levels to enhance unit economics and drive incremental margin expansion. SPIN provides the framework for decentralized decision-making without sacrificing accountability, enabling our local leaders to drive community performance with owner-operator urgency and without bureaucratic lag. Importantly, we view SPIN as a foundational operating platform rather than a finished product. We are continuously improving its capabilities and refining usage. As our platform scales across a larger and more diverse portfolio, it generates a richer dataset further strengthening timely insights, improved decision-making, and compounding margin expansion. Each community and portfolio acquisition added to SPIN accelerates asset level visibility and tied to performance through a standardized data infrastructure, which protects NOI from day one. This scalable foundation is central to our growth strategy and our ability to drive sustainable margin expansion across our growing portfolio. As SPIN becomes more deeply embedded, early feedback and performance indicators have been encouraging, and we believe there remains significant opportunity to further refine and leverage the system as the business continues to scale. As part of Phase 3, we are also introducing our Refined Capital Allocation Framework, first outlined in our shareholder letter and included in today's earnings presentation. This framework establishes a clear and disciplined approach for how we will evaluate and deploy capital as we move into the next phase of growth. Following Kevin's remarks, I'll expand on the strategy and its core principles. Turning to our performance for the first quarter, we are pleased with both the results we delivered and the momentum we are building. As previewed on our fourth quarter earnings call, this quarter reflects our new reporting buckets, same-store, non-same-store, and triple net lease. The portfolio delivered solid year-over-year growth across our same-store communities, highlighted by continued occupancy expansion, sustained pricing power, and meaningful NOI margin improvement. On a same-store basis, weighted average occupancy increased 220 basis points year-over-year to 87.2%, reflecting steady improvements in move-in volume, stable length of stay trends, and continued execution by our sales, operations, and clinical teams. This occupancy growth, combined with significant annual rate increases, drove a 7.6% increase in resident revenue and a 5% increase in Rev. 4, demonstrating our ability to capture value while maintaining a high-quality resident experience. Sunita's shop portfolio is concentrated in markets projected to outpace the national average for 75-plus population growth by approximately 300 basis points over the next five years, positioning the portfolio at the intersection of demographic demand. Importantly, this revenue growth translated efficiently to the bottom line. Same-store community NOI increased 14% year-over-year to $48 million, and NOI margins expanded 170 basis points to 31.2%. Based on early operational indicators across the portfolio, the performance we saw in the first quarter has continued into the second quarter. Last week, we completed the first operational transition following the CHP acquisition, bringing six communities from two third-party operators onto the Sunita platform. these communities represent an important value creation opportunity for the company and we are initially encouraged by the immediate feedback and smooth execution by our operational excellence team we expect to transition an additional 11 communities from four third-party operators this summer while developing strategic growth partnerships with a select group of in-place third-party operators. Our first quarter results reinforce the core tenets of our strategy, driving organic growth through consistent operational execution, leveraging pricing power responsibly, and deploying capital in ways that enhance long-term earnings power. The scale achieved through the CHP acquisition further strengthens this approach by expanding our regional density, improving purchasing and operating leverage, and increasing flexibility to allocate capital toward the highest return opportunities across the portfolio. Our team remains intensely focused on execution, both within the stabilized portfolio and across communities that are still rampant. We are encouraged by the momentum we are carrying into 2026 and confident in the durability of the operating trends taking shape across the portfolio. With that, I'll turn the call over to Kevin to walk through the financial results and balance sheet in more detail. Thanks, Brandon.

Before jumping into our results, I'd like to start on slide 15 with a brief overview of our new reporting framework, how we're segmenting the portfolio, and why this structure is important for the company. Beginning with the first quarter of 2026, we're reporting results across three portfolio groupings, same store, non-same store, and triple net lease. This structure better reflects differences in asset maturity across the portfolio and provides clear transparency into stabilization dynamics and capital allocation decisions. As Brandon discussed earlier, a core element of our phase three strategy is the continued evolution of the portfolio toward communities with more durable long-term growth characteristics. To support that objective, we will be deliberate in recycling capital out of select lower growth or non-core communities over time. Based on current visibility, this represents approximately 10% of the portfolio by community count. Importantly, these communities represent significantly less than 10% of total NOI for the quarter ended March 31st, 2026, reflecting their lower relative margin and growth profile. The non-same store portfolio captures these non-core assets being ready for disposition alongside recently acquired and stabilizing communities. as well as communities undergoing targeted reinvestments or care model conversions. By separating these assets from our stabilized same-store base, we provide a clearer view of the portfolio's core earnings power while highlighting areas of active optimization and integration. Over time, this framework allows us to more clearly demonstrate how disciplined portfolio management and capital deployment are contributing to margin expansion and long-term per-share value creation. The net lease portfolio includes the 15 communities we own that have operating leases in place. The initial lease maturities are between May 2030 and July 2032 and include tenant renewal options. Turning to slide 16. And as a reminder, all metrics referenced reflect a full quarter on a pro forma basis. Our same store portfolio delivered strong year-over-year growth across all key operating metrics. Red 4 increased 5% as a direct result of another strong annual rate renewal campaign. Its continued rate trajectory, along with a 220 basis point increase in occupancy, yielded a 7.6% increase in same-store resident revenue. Importantly, more than half of this revenue growth flowed through to NOI over the same period. Same-store community NOI increased 14% year-over-year to $48 million, dollars while NOI margins expanded 170 basis points to 31.2 percent supported by a strong contribution from our 2024 acquisition cohort as those communities continue to progress towards stabilization. These same store results reflect effective labor management, disciplined control of non-labor operating costs, and the operating leverage we continue to generate as occupancy ramps up across a still maturing same store portfolio. With enhanced visibility into our revised same-store portfolio, we believe our ability to deliver on outsized resident rate increases commensurate with our elevated resident service offerings, combined with a now stable operating cost profile, should result in wider incremental margin gains as occupancy continues to climb. Moving to total portfolio results on slide 17, total shop NOI grew 11.3%, supported by steady same-store performance. Weighted average occupancy increased 100 basis points year-over-year to 85.7%, reflecting continued strength across stabilized core portfolio while incorporating acquired communities with lower starting occupancy basis and assets still in transition. Additionally, as seemed on slide 37, the percentage of communities with occupancy above 90% grew from 39% to 52%. Conversely, the percentage of communities below 80% decreased from 28% to 20%. In addition to the occupancy gains, the total shop REVCOR increase of 4.9% was consistent with the same store portfolios increase of 5%, supporting the quality of the underlying geographical submarkets, with broader occupancy upside realizable upon community stabilization and or transition. Resident revenue increased 8.5% year-over-year, and community NOI reached $51.3 million, with NOI margin expanding 70 basis points year-over-year, despite the near-term dilution associated with bringing newly acquired, non-core, and transitioning communities into the platform. I'll now spend some time diving deeper into our same-store portfolio and what's driving performance turning to slide 18 we continue to see strong pricing fundamentals across the portfolio underlying rep for growth remains strong as occupancy continues to ramp in the first quarter our resident lease renewal rate averaged 6.5 percent additionally within the same store portfolio there are several legacy chp communities that utilize a rolling anniversary convention for annual resident rate increases that should provide opportunity to further capture additional rate increases throughout the year. Finally, as we progress towards near-term management transitions that we referenced earlier in the call, there should be ancillary opportunities associated with the overlay of our clinical platform and the potential capture of incremental level of care revenue. I'll now turn briefly to our year-over-year expense trends on slide 19. Our same-store labor efficiency continued to improve in the first quarter total labor costs declined approximately 100 basis points as a percentage of revenue on a year-over-year basis driven primarily by improved direct labor productivity while both contract and other labor remain minimal and stable the significant decrease in direct labor reflects our targeted pay for performance initiative implemented in early 2025 and referenced in our recent shareholder letter specifically spin allowed us to more precisely measure job function productivity and invest in our top performers through above market pay increases. This in turn resulted in fewer but more impactful labor hours required to serve our residents while significantly increasing retention and morale. These total labor results also reflect the durability of the more tactical labor initiatives we implemented in the second half of last year, all supported by SPID. This included more informed and tighter scheduling discipline daily staffing kpi dashboard and ongoing oversight and training from our corporate support center as occupancy continues to scale on the non-labor side expenses remained well controlled while export increased modestly year over year it grew meaningfully below rev4 resulting in a 320 basis point expansion and the rev poor to export spread on a year-over-year basis This reflects procurement efficiencies, discipline cost management, and the benefits of increased scale across the combined platform. Turning the balance sheet on slide 20, our balance sheet remains well positioned as we continue to make progress toward our targeted leverage range of six to six and a half times. As of March 31st, 2026, the company's capitalization includes two term loans totaling 550 million dollars priced at SOFR plus 195 basis points with step downs that allow pricing to compress to as low as SOFR plus 130 basis points as leverage is reduced. These facilities provide attractive economics and meaningful flexibility as we continue to execute on our operating and growth initiatives. Since quarter end we have further strengthened our capital structure through an additional 50 million dollar upsizing to corporate debt facilities which allowed us to reduce our bridge financing dollar for dollar to 170 million dollars and increase capacity within our permanent facilities with no change of net debt as a result our capital stack is now even more weighted toward longer duration lower cost financing in addition as of today our secured revolving credit facility now carries a $455 million total commitment, inclusive of the additional post-quarter commitment, and continues to feature an accordion that provides significant incremental borrowing capacity to support future growth. Taken together, our bank facilities represent $1.2 billion of committed capital, underwritten by a single borrowing base and supported by a strong diversified lender group That includes both new relationships and our long-standing partners, BMO and RBC. We remain very pleased with the quality, flexibility, and scalability of this capital structure as we execute on our growth and deleverage strategy. Lastly, we expect the outstanding bridge load of $170 million to be refinanced with new mortgage debt in the coming months. On the asset side, our approximate cash balance as of April 30th sits slightly above $50 million. Subsequent to quarter end, we paid down $17 million on a revolver and closed two small investments, buying out a JV partner's interest in a high-performing 2024 acquisition cohort community for $3.6 million and investing $2.9 million in preferred equity that was referenced by Brandon earlier in the call. The balance of the cash was used to settle post-closed transaction expenses. As of April 30th, we have over $100 million in availability under our revolving credit facility, which we expect to increase based on our NOI growth. Overall, our first quarter results reflect the earnings power of a maturing same-store portfolio, strong rate growth, disciplined cost management, and expanding margins. They also demonstrate our ability to absorb near-term dilution from newly acquired and transitioning communities as they progress along the stabilization curve. With that, I'll hand things over to Brandon to close out the call by walking through our new capital allocation framework.

Thanks, Kevin. As I noted earlier, today we formally introduced our refined capital allocation framework, which is a core pillar of Sunita's Phase 3 strategy. This framework reflects a simple but powerful belief that long-term value creation in seniors' housing comes from the combination of disciplined capital allocation and exceptional operating execution, and every investment decision we make in Phase 3 will be measured against that standard. Our approach is grounded in three core principles. First, we will continue to enhance the quality and strategic positioning of our portfolio by investing in assets, markets, and operating initiatives that strengthen the durability and long-term earnings power of the platform, while actively recycling capital out of lower growth or non-core assets. Second, we will deploy capital only where we believe returns meaningfully exceed our cost of capital and drive accretion to free cash flow and net asset value per share. Scale alone is not the objective. Compounding per share value is. Importantly, our framework is return-driven, not category-driven. We will pursue stabilized assets when price, structure, and fit meet our return thresholds. And third, we will maintain disciplined, risk-adjusted execution, preserving balance sheet flexibility so we can reach our near-term leverage target in the mid-six times range. with a longer-term goal of an even lower level that allows us to play offense through any future market volatility and act decisively as the opportunity set evolves. In practice, we deploy capital in a deliberate sequence. First priority is the highest conviction internal opportunities, optimizing occupancy, rev4, and margins, and investing in selective CapEx with the clearest return visibility across the existing portfolio. From there, we pursue accretive external growth, targeting acquisitions with operational upside, strategic fit, and disciplined underwriting, where returns are driven primarily by operational improvement and platform integration, not cap rate compression. And we maintain a strong focus on top MSA densification, building regional clustering that compounds operating leverage over time. Underpinning this framework is what we call our Sunita growth flywheel. Each acquisition makes the platform more powerful, broadening deal flow, deepening operator relationships, and enriching the data sets that powers SPIN, enabling sharper benchmarking and performance improvement across a larger, more diversified asset base. This reinforcing cycle is a structural advantage that compounds over time. That flywheel also expands the aperture of investable opportunities available to us. As our platform scales and our operating track record deepens, we are increasingly well-positioned to pursue higher-quality assets with stable operating characteristics, provided they are located in strategic growth markets and can be acquired in a basis aligned with our cost of capital. For those opportunities, our underwriting discipline remains consistent. We require a clear line of sight to FFO for share accretion based on the underwritten growth profile of the asset, supported by the demographic tailwinds of the market, and our demonstrated ability to drive performance through the Sunita platform. This is not a theoretical framework. Our 2024 acquisition cohort, 19 assets acquired at an attractive basis and underwritten to a 10% plus stabilized yield on cost over an 18 to 24 month horizon, is tracking ahead of plan. As of the first quarter, that cohort is running at an 11.5% yield on cost on an annualized basis, with meaningful gains across occupancy, NOI margin, and absolute NOI. That track record gives us confidence in our underwriting discipline and the further refined operating model behind it. With an operational foundation firmly in place, a scaled and integrated platform, and a sector backdrop that we believe is increasingly favorable, we are focused on deliberately compounding value over time and delivering durable, long-term returns for our shareholders. Central to that execution is a people-centered culture and a leadership team with deep experience scaling senior living platforms, a combination that reinforces our confidence in the strategy and our ability to deliver on it. Thank you to everyone for joining our call today. This concludes our prepared remarks. Operator, please open the line for any questions.

Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star one to raise your hand. To withdraw your question, please press star one again. We ask that you pick up your handset when asking a question to allow for optimum sound quality. And if you are muted locally, please remember to unmute your device. Please stand by while we compile the Q&A roster. Our first question comes from the line of Ronald Camden from Morgan Stanley. Ronald, your line is now open.

Good morning. This is Derek Metzler on 4Run. Thanks for the question. I guess you guys have been growing at an impressive rate, expanding the portfolio. And I know the dust has barely settled for the acquisition, but I guess looking forward, how should we think about the rate that you'll continue to deploy additional capital, continue to grow the portfolio? And are there other large portfolios similar to this that might be in your pipeline in the next couple of years? Or should we be looking at more like one-off assets and community acquisitions? Thanks.

Hey, Derek. Good morning. Thanks so much for your question. So I'd say a couple things. One is we remain very active in the acquisition market that not only the work we're doing to integrate the assets that we just completed the purchase of in March, but also identifying opportunities to continue growing, building density in similar and some new markets as well. I'd say that we're targeting across the board opportunities both on the enterprise side as well as the individual asset basis, we've set up the company to be able to continue to purchase as we are integrating the CHP portfolio. And so we are engaging on both fronts. And I think in terms of just size of our pipeline, you know, feel really good that it's at a robust level and, you know, believe that we can continue to acquire if you kind of remove the CHP acquisition from the last couple of years, continue to acquire at a consistent pace as we did in 24 and 2025.

Great. That's really helpful. As is the capital allocation plan that you guys published, I guess you got really good returns on your 24 acquisitions. Is that a similar range that you're targeting going forward, or have you put out a different set of yield or IRR hurdles that you're targeting as part of this plan?

I'd say that we're in a position to continue to target opportunities of similar quality as what we bought in 2024. It's fair to say that the returns may have tightened just a bit because the market's, you know, I think heated up since 2024. We feel confident that our operating capabilities, when applied to, you know, kind of portfolio level or or smaller acquisition types of opportunities can continue to drive yields that are really strong and in the, you know, high single, low double digits. So we also believe there's good opportunity in those 2024 assets to continue growing. So that 11.5% yield that we referenced in our deck, that number will continue to improve as operational performance in that cohort stabilizes as well. Great. That's it for me.

Your next question comes from the line of Wes Goloday from Baird. Wes, your line is now open.

Hey, good morning, everyone. Can you talk about the spin? Is it something you're using and underwriting right now, or will it be a big part going forward? And do you have any incremental spend to build out the spin platform?

Hey, Wes, good morning. Thanks so much for the question. So, twofold. twofold. One is we are using it currently in our underwriting process as we think about where assets are located and how they compare to any of our existing portfolio across the 153 communities. And so we can look at margin trends. We can look at occupancy and rate profile of our existing communities to help us in underwriting assets in markets where we are today. I'd say that the big things we think about in terms of the benefit of SPIN is the timeliness of information that our communities are receiving on a real-time basis and then the granularity of the information that when we combine what we can now see across our various systems helps people in decision making around deploying labor that's in line with the needs of our residents. It also helps us to identify how residents are trending from a clinical perspective on the kind of call it their their wellness timeline and then it also helps us with identifying opportunities on the rate front both in capturing the rate requirements for the services we're providing but also we can identify you know when occupancy is getting even higher where we have areas that we can we can grow rate and improve market rate so we use it not only for acquisitions but kind of the real-time decision making for our local and regional leadership teams and we'll continue to invest in it. Sorry, I wanted to answer your last question, but we do have investments as opportunities in AI continue to unfold that will allow for, again, more informed decision-making and advanced analytics. We'll keep investing on the AI front.

Okay, thanks for that. And then you did mention unmodeled synergies. Do you expect to see any of that this year? Can you quantify any of it at this point?

I'd say that we will see it this year. You know, we're already seeing opportunities. We referenced that we transitioned the first six communities into the Sunita management portfolio here just last week. And so the communities that we've identified for transition in 2026, you know, in a various phased approach, each of those we do think that there's benefits from our operational platform that we'll see. Now, we're always thoughtful around potential kind of immediate term disruption as you're transitioning into our management platform, but we do see towards the back of the year we'll begin to realize some of those benefits and we'll provide additional color as we go throughout the year on exactly what those numbers look like and how they're progressing from the communities we are bringing internal. I'd say that, you know, opportunities on the labor front that we've talked about, as well as procurement and insurance and just kind of the overall Sunita program are still things we're optimistic. We'll see.

And, Wes, beyond that, thanks for the questions, too. But beyond that, there's also the internalization of management. So right now we're generally paying 5% of revenues to the third-party operators. And to the extent that we internalize those upon transition, that number should ramp down significantly later on slide 30, so that the cost to serve and operate those communities would be something south of 5%.

Okay, fantastic. Last one for me, on the disposition front, do you think that's going to be more of a 3Q, 4Q thing, or are you going to start to see some already in the second quarter?

I think 3Q, 4Q is a good way to think about that.

Thank you.

Your next question comes from the line of Ben Hendricks from RBC Capital Markets. Ben, your line is now open.

Thank you. I just wanted to follow up on some of that last line of questioning regarding the third-party operators and bringing those over under internal management. You also noted that you had some strategic investments with some of your operators in certain markets. I'm just wondering if that is changing in any way the longer-term opportunity to bring down that $19 million in management fee, and if you think that there could be maybe additional synergies with some of those relationships going forward.

Thanks for the question, Ben. Yeah, I'd say that we're really optimistic about the relationships, you know, that we'll have for, you know, potentially longer-term strategic opportunities. We also feel that, you know, the $19 million management fee number that, you know, that we'll be able to significantly reduce, you know, as we've learned more and more of that number, you know, we'll be right on kind of our internal expectations of being able to, we've talked about being able to save significant dollars against that 19 million. So no change in, in our approach. And I would still expect that, you know, over the longterm, we will internalize the significant majority of, of all those 54 shop communities. And then we'll, you know, know, hold on to relationships that are strategic in nature with, you know, a small but meaningful number of the other managers, you know, should opportunities arise.

Great. Thanks for that. And then just in terms of the pacing of, you know, of, I guess, dispositions you're planning through the rest of the year and any incremental M&A, and then also your just thoughts on the efficiencies that you've gained thus far, any color with all those moving parts, any color on kind of pacings and earnings and cash flow? With cash flow, I know we had refinancings, we had some working capital movements just in the closing of the acquisition, but any thoughts on pacing of earnings and cash flow through the balance of the year would be very helpful.

Sure, Ben. I'd say that, you know, in our remarks, we are optimistic of, you know, seeing, you know, at or above continued improvement in terms of year-over-year NOI growth, you know, feel like there's additional earnings potential in the communities that we have internalized. We were really pleased with the rate growth that we saw in terms of the in-place resident rate increases, as well as good trends on the occupancy front. So I think it's incumbent upon us to minimize disruption in the portfolio of new assets and then to continue to aggressively move forward on the dispositions that have already been identified. We've talked about kind of 10% plus or minus on the total community count that we're targeting, and those are inactive processes. And then on the acquisition side, again, we're out there and we are aggressively looking to acquire in what is a competitive landscape, I'd say that on the acquisition front, one aspect of our business that is, you know, we feel like can be differentiated is the opportunity to, you know, invest in owner-operators because we are not a REIT and, you know, we're a C-Corp. We are having discussions, you know, with a number of different owner-operators where there's opportunity to consolidate those into the Sunita platform, both, you know, within our existing manager base, but also outside of that. So we want to be, you know, continuing to aggressively grow and feel good about the trajectory of improvement in our earnings.

Just a last quick one for me. I just wanted to confirm. It sounds like you, with some of the refinancing or the additional bank group members that you've brought on, it sounds like the bank loan piece and the revolver piece of your financing is kind of where you want it. There's a remaining 170 agency and mortgage exclusively, or is there opportunities to continue to expand the bank piece?

Hey, good morning, Ben. Yeah, we've gotten a lot of good feedback from lots of groups that want to participate, so we feel like we'll be in a position to take out the bridge at the end of the second quarter or early Q3 at the latest, just based on the demand and the pricing that's coming back and the overall participation in our cap stack.

Thanks, guys. your final question comes from the line of rich anderson from cantor fitzgerald your line is now open a reminder to mute yourself to unmute yourself locally if you are we have reached the end of the question and answer session and i will now turn the call back to brandon rebar president and chief executive officer for closing remarks thank you all for participating this morning.

Have a great week.

This concludes today's call. Thank you for attending. You may now disconnect.