Good morning, ladies and gentlemen, and welcome to the Blade Air Mobility First Quarter 2025 Earnings Release Conference Call. At this time, all participants are in a listen-only mode. Later we will conduct a question-and-answer session, and instructions will follow at that time. As a reminder, this call is being recorded. I would like to turn the call over to Matt Schneider, Vice President of Investor Relations and Strategic Finance. Matt, you may begin.

Thank you for standing by and welcome to the Blade Air Mobility conference call and webcast for the quarter ended March 31, 2025. We appreciate everyone joining us today. Before we get started, I would like to remind you of the company's forward-looking statements and safe harbor language. Statements made in this conference call that are not historical facts, including statements about future time periods, may be deemed to constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are subject to risks and uncertainties, and actual future results may differ materially from those expressed or implied by the forward-looking statements. We refer you to our SEC filings, including our annual report on Form 10-K filed with the SEC for more detailed discussion of the risk factors that could cause these differences. Any forward-looking statements provided during this conference call are made only as of the date of this call. As stated in our SEC filings, Blade disclaims any intent or obligation to update or revise these forward-looking statements, except as required by law. During today's call, we will also discuss certain non-GAAP financial measures which we believe may be useful in evaluating our financial performance. A reconciliation of the most directly historical comparable consolidated GAAP financial measures to those historical non-GAAP financial measures is provided in our earnings press release and investor presentation. Our press release, investor presentation Form 10-Q and 10-K filings are available on the investor relations section of our website at ir.blade.com. These non-GAAP financial measures should not be considered in isolation or a substitute for financial results prepared in accordance with GAAP. Hosting today's call are Rob Wiesenthal, Founder and Chief Executive Officer of Blade; and Will Heyburn, Chief Financial Officer. I'll now turn the call over to Rob.

Thank you, Matt, and good morning, everyone. We are pleased to report an excellent start to the year with revenue growth of 11% excluding Canada and a $2.3 million year-over-year improvement in adjusted EBITDA. Our strength in the Passenger segment this quarter was particularly notable with segment revenue growing 42% year-over-year, excluding Canada, which we exited in August 2024. And our very first segment adjusted EBITDA profitable first quarter since going public. Our strong Passenger segment results reflect several factors, including our durable competitive positioning along with the important actions we’ve taken recently to improve profitability, such as our exit from Canada and broad-based cost rationalization initiatives. I’m particularly encouraged by the results in Europe following our restructuring, which led to strong revenue growth and significantly improved profitability this quarter. Passenger segment adjusted EBITDA improved by $2.7 million in the current quarter versus the prior year and on a trailing 12-month basis rose to $6.3 million as of Q1 2025, up from $3.6 million in Q4 2024. We're also happy to deliver Medical results ahead of our guidance this quarter, while we successfully launched service with two new large hospitals on April 1st, as expected, contributing to an all-time record for trip volumes in April. Our Medical business remains well positioned to prosper in the current environment given the strength of our logistics platform, strong underlying transplant volume growth, limited economic sensitivity and insulation from tariffs. We continue to expect improving results throughout the rest of the year in both business lines. In Medical, we are onboarding additional new hospitals and expect continued growth with existing hospitals, particularly given the strong industry transplant volume numbers we've been seeing. In Passenger, while the economic outlook may be uncertain, we still expect ongoing year-over-year benefits from cost and restructuring actions as we will not anniversary our implementation of most items until the fourth quarter of this year. On the supply side, having now completed a rapid period of aircraft acquisitions, we are focused on improving the operational and financial performance of the fleet. Following a period of unusually heavy scheduled aircraft maintenance and associated downtime during the first half of 2025, we expect a significant improvement in the second half of the year through 2026, resulting in reduced capital expenditures and improved Medical segment adjusted EBITDA margins. Passenger had a very strong start to the year, as we previously covered, exceeding our internal projections. While we are not changing our guidance for the Passenger segment, we are very focused on a potential impact of economic uncertainty along with the impact of the recent helicopter tour incident. I would like to take a moment to address this event. Blade does not offer tourist flights in the United States and this incident highlights the importance of our safety team and related parameters, restrictions and audits they require of our dedicated operators. Beyond our regular audits, Blade requires our operators to maintain numerous standards that exceed the requirements of the FAA. For example, the minimum number of pilot flight hours for tours can be as little as 150 hours. To fly for Blade, our minimum pilot hours are 800 or 1,000 hours depending on the type of rotorcraft flown during those hours. We also have a minimum number of hours pilots must fly in the New York area airspace before flying for Blade. Our full-time five-member safety team works with our operators in both our Passenger and Medical businesses every day. Turning to the macro outlook, though we are mindful that several airlines have highlighted softening travel fundamentals, airlines have also reported continued growth in premium seat sales, which is particularly relevant for Blade’s higher-end flyer base. Given the seasonal nature of the Passenger business, volumes are typically low in April and start to pick up in May, so we'll have much greater visibility into underlying demand over the coming weeks and months. Regarding the helicopter tourism incident, past experience leads us to believe that this will have a transitory impact on demand for our New York area services. We have seen a moderate impact on the incident in April, but as mentioned, this is on a seasonally low short distance revenue base and we are already seeing improvement. Lastly, in Passenger, it's important to note the actions we've taken to improve profitability across the Passenger segment. Our restructuring in Europe, our exit from Canada, and cost efficiency initiatives remain a key driver of Passenger segment adjusted EBITDA results in 2025, as we will not anniversary our implementation of most of these items until the fourth quarter of this year. Despite any short-term variability, it is now more clear that our Passenger segment is very well positioned for the transition from helicopters to eVTOL over the midterm due to our scale, strong brand, technology stack, and proprietary infrastructure in the key vertical transportation markets we serve. We remain excited about the future for Blade Passenger and believe it serves a growing and economically resilient customer base. We continue to focus on the disciplined allocation of our shareholders' capital, evaluating additional investments in aircraft and vehicles in the Medical business along with acquisitions in Medical that can strengthen our competitive position or expand our logistics platform. With $120 million in cash and short-term investments at the end of Q1, we believe we are well-positioned to capitalize on such opportunities. With that, I'll turn it over to Will.

Thank you, Rob. I'll now walk through the financial highlights from the quarter, starting with Passenger. Excluding Canada, which we exited in August 2024, short distance revenue increased 28.1% year-over-year, driven primarily by growth in Europe. We view the European improvement as being a direct result of our restructuring, which not only reduced costs significantly, but also streamlined operations, leading to a better and more efficient experience for our customers, particularly to the hotel concierges and travel agents who make up a large portion of our European bookings. In Jet and Other revenue increased 60% year-over-year, driven by strength in both flight volume and revenue per flight. We saw another quarter of significant Passenger segment profitability improvement in Q1 2025, as we achieved the segment's first adjusted EBITDA profitable first quarter since going public. This was driven by an 840 basis point improvement in flight margin, along with a 16% reduction in Passenger segment adjusted SG&A. This profitability improvement in Passenger was broad-based, driven by improvements in short distance, the restructuring in Europe, growth in Jet and Other, our exit from Canada and SG&A cost efficiencies. Turning to our Medical business. Medical revenue came in roughly flat year-over-year at $35.9 million. As we discussed on our Q4 2024 earnings call in March, there are several factors impacting air revenue in the first half of 2025. We saw heightened variability in monthly Medical revenue growth trends during Q1 with low single-digit year-over-year growth in January, followed by a year-over-year decline in February. Medical revenue growth resumed in March and we're happy to report that in April, we set an all-time monthly volume record, partially driven by the launch of two new customers on April 1st, as expected. We expect to build on this momentum with additional customer onboarding in the back half of the year. Our strategy, executed throughout 2024, is to increase the size of our dedicated fleet and position aircraft closer to our customers. We are more confident today that this is the right strategy that results in lower costs and shorter call-out times for our customers and enables a meaningful pricing advantage versus our competition. A natural result of this strategy is a reduction in block hours per trip until we anniversary the increased dedicated fleet size in the second half of 2025. And we saw this negative impact in Q1 2025. It's important to note that while there is a modest revenue impact from this strategy, there is an improvement in average profitability per trip along with the competitive benefits referenced earlier. Finally, ground and TOPS revenue continue their strong growth this quarter compared to the prior year period. Medical segment profitability declined on a year-over-year basis primarily due to elevated scheduled maintenance downtime on our own fleet during the quarter as expected and discussed on last quarter's call. Our own fleet generally provides us with the best unit economics on both the P&L and cash basis. When we experience above-average downtime, there are two primary negative impacts in the period. One, though we continue to perform all trips for our customers as contracted, we substitute higher-cost non-dedicated aircraft from our network. Two, we are unable to amortize the fixed cost of our owned fleet, like pilots, on as many flight hours, resulting in a higher fully loaded average cost per flight hour on the owned fleet during periods of elevated maintenance downtime. As a result, Medical segment adjusted EBITDA margin fell 80 basis points year-over-year to 11.4%. The year-over-year increase in Medical segment adjusted SG&A is related to our own fleet, which did not exist in the prior year period. As previously communicated, we expect reduced schedules of maintenance in the second half of 2025 and 2026 to result in reduced capital expenditures and improved adjusted EBITDA margins. Moving to unallocated corporate expense and software development, we continue to focus on cost efficiencies across the business, and during the quarter, our expenses rose just modestly about 1.6% year-over-year. On the cash flow front, the difference between our Q1 adjusted EBITDA of negative $1.2 million and cash from operations of negative $0.2 million in the quarter was primarily driven by an increase in deferred revenue, partially offset by working capital builds. Capital expenditures inclusive of capitalized software development costs were $3.2 million in the quarter, driven primarily by capitalized aircraft maintenance of approximately $1.5 million and $0.7 million of aircraft acquisition payments. We currently have 10 aircraft in operation and continue to focus on optimizing the financial and operational performance of the fleet. Given the significant strategic and financial benefits of our owned aircraft, we expect to add a low single-digit number of aircraft to the fleet over the next year or two, but are not currently in the process of buying any aircraft. As previously discussed, we now use the withhold-to-cover method for taxes due on employee stock-based compensation. With this method, we pay taxes due on employee shares off the balance sheet, and then withhold the equivalent number of shares, reducing the number of shares to become outstanding. Given a large number of expiring employee options, we were able to deploy $4.3 million during the quarter, which resulted in withholding approximately $1.5 million shares at an average price of approximately $2.91. We ended the quarter with no debt and $120 million in cash and short-term investments, providing flexibility for strategic investments in aircraft and acquisitions in Medical. Turning to the 2025 outlook, we are reiterating our revenue and adjusted EBITDA guidance for the year. Starting with Medical, we continue to expect double-digit revenue growth for the year following a tough comp here in Q1. After moderating throughout 2024, heart, liver, and lung industry transplant volume growth has been strong year-to-date, rising 7% year-over-year. As we mentioned previously, 2025 new customer starts are weighted towards the second half of the year for us, and we've had a strong start this quarter with two new customers driving great results in April. After a flattish result in Q1 2025, we expect single-digit Medical revenue growth in Q2 2025, with strong growth in the second half of the year, driven by the ramp-up of new customers and an easing comparison base. We continue to expect Medical segment-adjusted EBITDA margins to be approximately 15% for the year, along with the risk that margins could come in slightly below our full-year target due to the timing of maintenance completed during the year. As we discussed last year, we expect maintenance downtime to remain elevated in Q2 2025 and moderate in the second half of the year. As such, Medical segment adjusted EBITDA margins are expected to improve versus Q1 2025, but remain below our full-year target in Q2 2025, with margins rising above our full-year target in the second half of the year. Rob addressed the heightened level of macro uncertainty in passenger earlier. Though it's too early to tell if this will have any discernible impact on our higher-end consumer, we are confident in the flexibility of our asset-light model to quickly respond to any variations in demand while maintaining flight profit margins. Moving on, we continue to expect adjusted unallocated corporate expenses and software development to decline slightly year-over-year in 2025, and we continue to expect to generate positive free cash flow before aircraft acquisitions barring any large unforeseen nonrecurring items. With that, I'll turn it back over to the operator for Q&A.

Thank you. Our first question comes from Jason Helfstein with Oppenheimer. Your line is open.

Thanks. Good morning, everyone. To summarize the key themes for this year regarding Passenger, we are focusing on improved profitability. The incident that occurred in April in New York was unfortunate, but we can observe the trends surrounding it. In terms of Medical mobility, we are managing unplanned maintenance and its impact, looking to see positive outcomes in the latter half of the year. Stepping back, I’d like to get insights on what investors should consider as we progress through the year, particularly with changes in strategic direction regarding New York Airport or potential partnerships. How should investors view Blade, especially with an eye toward 2026 and potential upcoming opportunities, assuming we navigate the current economic landscape relatively smoothly? Thank you.

Thank you, Jason. It's great to hear from you. I'll start with the Passenger segment, while Will will cover the Medical aspect. This year is definitely going to be fueled by improved performance and activity in Europe. It has taken longer than we anticipated, but we feel like we are fully operational now. For instance, I’m optimistic about the upcoming Monaco Grand Prix based on strong pre-sales, even though it's still early. The bookings in the south of France appear solid, as do the leisure markets in the US, particularly in places like the Hamptons, which also show positive pre-sales. We believe there will be economic resilience within the market segments we serve across these leisure areas. We're also looking forward to potential new airline partnerships both domestically and internationally, which will enhance our visibility and allow for reward points usage and credit card integrations. We've introduced various passes, whether labeled as memberships or otherwise, which have been well-received and encourage greater engagement. Additionally, we are offering many value-added services to simplify processes like booking cars and managing baggage. We're increasingly utilizing data for price management, which will lead to more dynamic pricing strategies this year. I anticipate a significant focus on dynamic pricing, leveraging tools like AI to optimize flight utilization. Those are the main points, and I'll now turn it over to Will for the Medical side.

Thanks, Jason. A couple of thoughts on the Medical side of things. First, to your comment on maintenance, it's time-based and we talked about it on the last quarter call that we expected to see elevated levels there. So in a way, we can be a little bit of a victim of our own success. The more we fly, the quicker that maintenance comes. And it's all overlapping, which we try to avoid as much as possible, but sometimes just the patterns of flying are such that you have a number of aircraft down all at once. So we talked about in the last quarter, this is about double the amount of maintenance downtime that you would expect if you just took the linear distribution of when it should be across the 10 aircraft that we own. And so we'll be through the woods on that once we get into the second half of next year. The other thing as it relates specifically to 2025 is the strategy that we started on last year to get more dedicated aircraft closer to our customers. If you compare Q1 2025 to Q1 2024, we have 50% more dedicated aircraft in this period versus last period. And so we think we've delivered a lot better service to our customers. We've reduced the repositioning. We've shortened the call-out times. But as we've talked about, you eliminate some repositioning that creates somewhat of a revenue headwind for us. It's absolutely strategically the right move. And we're actually making more profit dollars per trip this way while saving our customers money, but we lap that starting when we get into the second half of this year. And then when we kind of think into the longer term into this year going into next year and even the year after, we continue to see more competition in the perfusion space that's bringing down the costs for hospitals to go after more organs. We think that's been a driver of some of the strong growth you've seen in the industry transplant volumes. And it really points to the long-term viability and really security of our strategy to be completely agnostic as to what clinical decisions our customers might make in terms of using this perfusion device or that perfusion device, or choosing to use NRP, Normothermic Regional Perfusion, to go and recover a DCD organ. So we want to be the best partner for our customer irrespective of what they use. And we're about to enter into a world where there's a lot more options for our customers on the medical side, which we think will both increase volumes, increase trip lengths, and put us in a stronger competitive position.

Jason, just two things I was remiss in mentioning. This fall, we are the official helicopter company of the Ryder Cup, which as you may know, is probably one of the biggest golf events in the industry. It's going to be in Bethpage, Long Island. We're going to have actually eight helipads there. And it's something that's not only going to generate revenue but also significant awareness for our products, especially as you think about our urban air mobility strategy. You also may know that we in cooperation with Oceans Casino in Atlantic City, opened the helipad there, and we renewed our partnership for other stuff there to get people to a lot of very neat live events there. So a lot more of those kinds of strategic partnerships with events and hotels and such, I think, are also going to be a little bit of a driver going forward. And again, really good to get people on aircraft who've never been on before.

Thanks. Appreciate the call.

Thank you. Our next question comes from Lauren Lee with Deutsche Bank. Your line is open.

Hey, thank you for taking my question and congrats on a strong quarter. So I guess, my first question is about the passenger segment. I think you mentioned strong results in Europe. So I was assuming like the restructure earlier like benefits more on profitability, but seems it helps the top line too. So I guess my question is like, what's the revenue contribution for Blade Europe in this quarter? And is this more of seasonality or is it sustainable growth after the rework?

So I think we talked a little bit about this. Lauren, thanks for the question and the script. Just that we really think the restructuring helped provide better service for those travel agents and concierges in Europe that generate a significant portion of the revenues there by connecting them much closer to the operational decision makers and just allowing them to confirm trips more quickly. While still maintaining our great technology and app and customer service, they focus more on the consumer as well. So we kind of through the restructuring created two channels and we're getting really, really strong positive feedback from those corporate accounts over in Europe. And the second part of your question on just the scale of Europe in this quarter, about $6 million of revenue in Q1 and seasonally, as you know, the European business is heavily weighted towards Q3 into a lesser degree Q2.

Okay, got you. Yes, my second question is about like the capital allocation. So given the $120 million in cash, so how would you prioritize the capital allocation among all those, organic growth initiatives and buybacks and maybe potential M&A? So any interesting points you're looking at now?

It's Rob speaking. Our focus on mergers and acquisitions is centered on both tactical and strategic medical acquisitions. We aim to provide services to our existing customers with whom we already have relationships, enhancing those acquisitions. We're also looking to establish relationships with hospitals that some of our targets may have. We're focusing on single-digit multiples and ideally looking for deals that are immediately accretive. That's the main focus of our acquisition strategy, while we also emphasize organic growth, with our sales team actively visiting hospitals, and I'm pleased with the increased market share they've achieved. Regarding buybacks, we have authorization in place. Additionally, through our withhold to cover program, we withhold shares to assist employees in paying their taxes, using that cash to help with tax payments while also reducing shares, which effectively has the same impact as a buyback. You'll notice this in our performance for the past quarter as well.

Okay, got you. Appreciate the call.

Thank you. Our next question comes from Bill Peterson with JPMorgan. Your line is open.

Hi, good morning. This is Mihima on for Bill. I'm kind of curious how are bookings trending in May versus a year ago on the Passenger side, given all of the uncertainties you discussed? And then have you begun to see any type of downtick in the number of trips being taken to Newark from Blade Airport given some recent issues there as well? Thanks.

I think, as Will said, it's kind of early days. I think that Newark is actually something we're watching carefully. We obviously hope it's transient. There are positive and negatives to that. On one hand, yes, you have less traffic to Newark and we reduce schedule there, but what it's also done is help utilization of JFK by pushing more people to the JFK product and also given that our flagship lounge and terminal where we have both arrivals and departures is on the west side. The greatest value for a Blade airport product are people departing the west side going to JFK as opposed to the west side going to Newark. So I think you put all those in a blender, hopefully, it maintains where it's been overall for Blade Airport. But again, we'll see how it goes. Hopefully it's transient. And also hopefully that people are not flying less because they're concerned about just airports in general.

And then on your bookings question, we don't get a lot of month-in-advance bookings for this business. It's an on-demand product. So they look a little better than last year in terms of summer bookings, but I really don't think that's a hugely meaningful statistic.

Okay. Appreciate that color. Maybe also on your strategy to reposition aircraft closer to customers even more this year, can you talk about what specifically allows you to do that relative to peers? Is it maybe the size of your fleet between the owned and also contracted aircraft or is it something else?

That's exactly what it is, Mihima. We've talked about it; we added 50% more dedicated aircraft this period versus the same period last year. So 10 additional dedicated aircraft between both our owned fleet and the contracted fleet. So those are four-walled aircraft that we can position wherever we need for the customer. And also when you think about having 10 fewer in the prior year period, they were also stretched and sometimes maybe positioned in between two customers to be able to serve multiple customers. So even on the dedicated aircraft we had, they themselves were repositioning more. It works; we can deliver the service either way, but we think it's a much better value proposition for our customer if we're able to put the aircraft close to where they're going to be departing for the vast majority of their trips, which is their home base.

Great. Thank you so much for taking our questions. Thanks, Mihima.

Thank you. Our next question comes from Jon R Hickman with Ladenburg Thalmann. Your line is open.

Thanks for answering my question. I was hoping you could provide more details about the electric vehicles and their arrival. What is the timing you're anticipating? Additionally, are there plans for any route extensions on the passenger side as these vehicles start to arrive?

Thank you for your question. The rollout of eVTOL technology has been an evolving situation. However, I anticipate that by late 2025 or early 2026, we will have strong relationships with all the manufacturers. We are particularly impressed with the advancements Joby is making, both domestically and internationally. These aircraft are exceptional. Initially, the range may be limited and passenger capacity might be around four. In response to your question about new routes, as we've mentioned before, eVTOLs like Joby are quiet, which allows communities to establish new landing zones in quieter, emission-free environments. Most heliports and airports we currently operate are located in relatively remote areas near water, which limits access. This will enable us to create more convenient landing zones for a larger number of people, as each pair of landing zones represents a distinct business opportunity. We are very excited about the growth potential we foresee once eVTOLs are implemented, particularly in the U.S., especially as people recognize their emission-free nature. Additionally, we hope to gain the support of local and state legislators, along with the FAA, for the establishment of these new landing zones. We are eager for this transition from traditional rotorcraft to eVTOLs, which was one of the key reasons we went public.

Okay. And one last question. Could you update us on what's going on in the New Jersey site?

Anything particularly about New Jersey?

Are you operating now?

Are you referring to the new heliport in New Jersey, Jon? Are you talking about the new port? Our strategy has focused on managing or relighting any available heliport in our service area. The new port is particularly noteworthy as it is the closest heliport to Manhattan that has been relit in many years. Currently, it is mainly used for charter services by companies and executives living nearby, and it operates at minimal cost to us. We intend to continue this approach, similar to our work with the Oceans Casino heliport and other potential locations in the outer boroughs, where we've engaged with borough presidents. Expect to see more of these initiatives in the future. However, as I mentioned earlier, the significant breakthrough will come from eVTOL technology.

Okay. Thank you.

Thank you. Our next question comes from Ben Klieve with Lake Street Capital Markets. Your line is open.

Thanks for taking my questions and congratulations on a good start to the year here. First, a couple of questions piggybacking on the repositioning conversation. Given the significance that it seems to be having here, I'm wondering if you can help us quantify the repositioning impact. Also, once your owned fleet is fully operational and out of maintenance and utilized to the best of its abilities, is that repositioning revenue going to be effectively de minimis or is it still going to be kind of a sizable portion of your revenue base?

Hey, Ben, you cut out there for a second, but I think you were asking kind of to quantify the impact of repositioning. Is that right?

Yes, and sorry about that. I hope this is better. Quantifying the year-over-year repositioning dynamic and then also once your owned fleet is out of maintenance and that kind of the level of utilization that you intend for it to have, is repositioning revenue going to be de minimis or is it still going to be kind of a healthy percentage of your revenue base in the Medical segment?

Yes, I mean, I think it's been an ongoing part of life in our business. So there's always going to be an element of it. What we're trying to do is strategically move the aircraft so that the most likely trip profile, which for most of our customers is a round trip, sending their own staff to go pick up an organ and then return with it to the hospital, the transplant center that's our customer, but there's still going to be a lot of situations where you're using a third-party recovery group and so you're doing a one-way and hopefully we have an airplane in that location. Given our very significant scale, much of the time we do, either to service a different customer or through our third-party network. But oftentimes, if you're in a remote location, you're going to have to reposition for that one-way. So it's always going to be a part of it. In terms of the current headwinds that we're seeing year-over-year, it's probably like a low to mid-single-digit headwind, but there are a number of other factors in terms of just the flying patterns of our customers that are ever-changing. It can be different month to month. So hard to really put a firm number in terms of exactly what it is, but what we do know is that we're going to lack the period of time when we made most of these strategic moves once we get to the second half of this year. Does that help?

Yes, absolutely. Thanks for that, Will. My other question is about the discussion regarding new owned aircraft entering your fleet this year, which seems to remain consistent with your previous comments over the last couple of quarters. I'm curious if you can share how the current economic conditions, especially concerning tariffs, are influencing your considerations on acquiring more owned aircraft later this year.

No impact to our thought process here. One of the things we appreciate about this business is that it is not correlated with the macro environment or events like this. Our perspective on aircraft acquisitions remains unchanged. We believe it’s likely that we will see a single-digit number of acquisitions over the next 12 to 18 months. However, there is nothing currently in process, although we remain optimistic. If opportunities arise, similar to those we encountered starting April 1st, where acquiring an aircraft can quickly result in a large new customer and a rapid payback, we will act swiftly.

Very good. That's helpful. Thanks for taking my questions. I'll get back in the queue.

Thanks, Ben.

Thank you. I'm showing no further questions at this time. This concludes the question-and-answer session, and you may now disconnect. Everyone, have a great day.

Thank you.

You're welcome.