Life Time Group Q2 2025 Earnings Call Transcript

Quartr
Provided by Quartr
August 5, 2025

Key Takeaways

  • Positive Sentiment: In Q2, total revenue rose 14% to $761 M, driven by a 14% gain in membership dues and 11.2% comparable center revenue, leading to an uplift in full-year comparable center revenue guidance to 9.5–10%.
  • Positive Sentiment: Adjusted net income climbed 60.5% to $84.1 M, adjusted EBITDA increased 21.6% to $211 M with margin expansion of 170 bps to 27.7%, and free cash flow was $112 M for the fifth straight quarter of positive FCF.
  • Positive Sentiment: The company achieved a BB credit rating, closed $149 M in sale-leasebacks, ended the quarter with $175 M cash, zero revolver balance, and expects another $100 M of sale-leasebacks in H2.
  • Positive Sentiment: Shifting focus to growth, Lifetime is accelerating new club development with a target of 12–14 ground-up 100,000 sq ft clubs in 2026, supported by an 85–100 deal real estate pipeline.
  • Positive Sentiment: Digital and ancillary initiatives are scaling, with Lifetime Digital accounts up 216% to 2.3 M, AI health companion Lacey launched, LTH supplement revenue up 31%, and Miura subscription locations expanding.
AI Generated. May Contain Errors.
Earnings Conference Call
Life Time Group Q2 2025
00:00 / 00:00

There are 9 speakers on the call.

Speaker 7

Greetings. Welcome to Life Time Group Holdings, Inc., second quarter 2025 earnings conference call. At this time, all participants are in a listen-only mode. A question and answer session will follow the formal presentation. If anyone should require operator assistance, please press star zero on your telephone keypad. As a reminder, this conference is being recorded. It is now my pleasure to introduce Connor Wienberg, Vice President of Capital Markets and Investor Relations. Thank you. You may begin.

Speaker 4

Good morning, and thank you for joining us for the second quarter 2025 Life Time Group Holdings earnings conference call. With me today are Bahram Akradi, Founder, Chairman, and CEO, and Eric Weaver, Executive Vice President and CFO. During the call, we will make forward-looking statements, which involve a number of risks and uncertainties that may cause actual results to differ materially from those forward-looking statements made today. There is a comprehensive discussion of risk factors in the company's SEC filings, which you are encouraged to review. The company will also discuss certain non-GAAP financial measures, including adjusted net income, adjusted EBITDA, adjusted diluted EPS, net debt to adjusted EBITDA, or what we refer to as net debt leverage ratio, and free cash flow.

Speaker 4

This information, along with the reconciliations to the most directly comparable GAAP measures, are included, when applicable, in the company's earnings release issued this morning, our 8-K filed with the SEC, and on the Investor Relations section of our website. With that, I will turn the call over to Eric.

Speaker 8

Thank you, Connor, and thank you all for joining us this morning. Let me begin with our second quarter results. Total revenue increased 14% to $761 million, driven by a 14% increase in membership dues and enrollment fees and a 14.4% increase in incentive revenue. Comparable center revenue grew 11.2%. Given continued strong performance in both dues and incentive businesses, we are raising our full-year comparable center revenue guidance to be between 9.5% and 10%. We ended the quarter with more than 849,000 center memberships. Including on-hold memberships, total memberships reached approximately 899,000. Average monthly dues grew 10.6% year-over-year to $219. Average revenue per center membership was $888, an increase of 11.8% from the prior year quarter. Net income for the quarter was $72.1 million, an increase of 36.5%, and includes approximately $9 million of tax-effective losses on sale-leaseback.

Speaker 8

This compares to a $6 million tax-effective gain in the prior year quarter. More importantly, adjusted net income, which excludes the impact of gains and losses on sale-leasebacks, was $84.1 million, up 60.5% year-over-year. Adjusted EBITDA was $211 million, an increase of 21.6%, and our adjusted EBITDA margin improved by 170 basis points to 27.7%. Net cash provided by operating activities rose approximately 15% to $196 million compared to the prior year quarter. Free cash flow was $112 million for the second quarter, marking our fifth consecutive quarter of delivering positive free cash flow. We remain committed to funding our growth through net cash from operations and sale-leasebacks, with a target of sustaining annual positive free cash flow. In Q2, we closed on the sale-leaseback of three properties, generating net proceeds of approximately $149 million.

Speaker 8

$139 million of these proceeds were reported in the investing section of our cash flow statement, and the remaining $10 million was reported in the financing section. With that, I will now turn the call over to Bahram. Bahram?

Speaker 1

Thank you, Eric. We had a great quarter, thanks to the efforts of our entire team. As a result of that, we're once again in a position to raise our full-year revenue and adjusted EBITDA guidance. Visits remain at all-time high, with visits per membership up 5.7% versus the same quarter last year. Retention continues to stay at record levels as well, with Q2 improving over the prior year quarter. We accomplished all of this while strengthening our balance sheet and achieving a double B credit rating, a critical milestone that provides us the opportunity to lower interest costs and increase earnings. As to liquidity, at the end of Q2, we had no balance on our revolver and more than $175 million in cash on hand, following our most recent sale-leaseback.

Speaker 1

The sale-leaseback market remains open and attractive, and we expect to close on another $100 million in transactions in the second half of the year. With the methodical and sequential progress we have made over the past four years, we're now perfectly positioned to shift our focus a bit. Growth is now our top priority. To that end, we're modestly accelerating the development of our new club openings from our robust pipeline and are now targeting 12 to 14 club openings in 2026. These new clubs will average nearly 100,000 square feet and will primarily be ground-up developments compared to the 78,000 square feet average of clubs opened in 2024 and 2025. We're excited about our continued strong performance and the significant growth opportunities ahead, including several high-potential accelerators. Life Time Digital now has 2.3 million accounts, up 216% year-over-year.

Speaker 1

We recently launched Lacy, our AI-powered personal health companion, to digital and center access members. Our LTH nutritional supplement line continues to grow, with revenues up 31% versus the prior year quarter. Our first two Miura locations continue to perform well, with subscription and revenues growing month over month. Several additional locations are slated to open in the second half of the year. In short, we are pleased with our current momentum. We are laser-focused on accelerating club growth and capitalizing on our asset-light, high-margin expansion opportunities to drive sustained revenue and adjusted EBITDA growth. With that, we will open the call for questions.

Speaker 7

Thank you. If you would like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your headset before pressing the star keys. One moment while we poll for questions. Our first question is from Brian Nagel with Oppenheimer. Please proceed.

Speaker 7

Hey, guys. Good morning.

Speaker 8

Good morning.

Speaker 8

Very nice quarter. Congratulations.

Speaker 8

Thank you.

Speaker 8

The question I want to ask, and I know it's been a topic that a lot of us have been discussing here for a bit now, going back to the first quarter conference call, we discussed what may have been a softer initial trend in new member signups as we headed into the summer pool season. We obviously got the numbers today. I guess one of the questions I'm asking is how, from your perspective, did new membership signups track through the quarter? Did they perform in line with your expectations? Did you see some type of recovery as the quarter progressed?

Speaker 1

Yeah. Brian, good to hear from you. This is Bahram. As I mentioned during the last call, a single month is really no indication of anything. I just had to emphasize that. I covered that with you guys. The back half of the quarter, basically, it was just timing. The members that planned to come, maybe a slightly slower, the first half of the quarter to come in, but they came back in. We were able to finish the month, the quarter super strong, and make up for the little slow, that membership signups in the first, you know, 40 days of the quarter. It just all made it up naturally. We didn't have to do anything in particular to do that.

Speaker 1

That's very helpful, Bahram. Thank you. My follow-up question, you know, again, we're seeing the numbers today, but just any further commentary on your efforts or your abilities to further monetize that membership? We talk, you know, kind of quarter in, quarter out about, you know, selectively lifting dues, you know, versus rat rates and such. Are you seeing anything change in that dynamic whatsoever?

Speaker 1

No. I think the business, as I mentioned, is very, very solid. Memberships are strong. The customers are using the club a lot. They are engaging in all incentives. At this point, we're cautious the first half of the year, as I mentioned to you guys, because of the macro picture, not because of tariffs or anything like that. We just wanted to know that there isn't going to be a sort of a meltdown. We also were focused on getting our double B credit rating and getting a strong balance sheet so the company can really bulldoze through any condition. If it's great, we'll go faster. If it's tough conditions, we're going to do great in that condition as well. That's been the strategy. Now we have the strength in the balance sheet. We have the double B.

Speaker 1

Leverage is low, and we can see continued opportunity to grow the business faster and faster while we maintain the leverage or even have it go lower. We really don't have anything to look at and be concerned about. Just day-to-day operation and take advantage of all the growth opportunities ahead.

Speaker 8

To kind of maybe put a quantitative point on that, Brian, if you look at our revenue per membership for Q2, it's up nearly 12%. I think our ability to monetize that has been very effective.

Speaker 8

Great, guys. It's very helpful. Thanks for all the color and congrats again.

Speaker 8

Thank you.

Speaker 7

Our next question is from Alex Perry with Bank of America. Please proceed.

Speaker 7

Hi. Thanks for taking my questions here and congrats on a strong quarter. I just wanted to talk a little bit more about the unit guide commentary. I think you sort of narrowed the unit guide from 10 to 12 units this year to 10. Was there a timing shift into next year that leads you to accelerate the growth next year? Did the timeline of opening get elongated based on build schedules? Just trying to square up the unit guide this year versus next year. Thanks.

Speaker 1

Yeah. I think, as we mentioned, the 2024 to 2025 was more of a collection of, you know, some of the clubs that they're going into existing spaces. Great locations, opportunistic, but not, you know, sometimes in markets like New York, Florida, they're a little smaller than 100,000 square feet because they're more urban, and then some conversion clubs. We were also focused on really watching the spend and the balance sheet to make sure we sort of get to that exact level that we wanted to make sure the company sits financially. All of those were secondary, resulted in the number of clubs that they're coming up being closer to that 10 number, and sometimes they just shift a little bit. Construction takes a little longer.

Speaker 1

We also have spent quite a bit of time over this past four or five months on construction to make sure we get better bids, better construction numbers, which we have been getting them now, which is super important. With all of those things set, we are aiming to deliver, like I said, 12 to 14, and obviously, we're hoping to get the 14 clubs open for the next year. I think that's really the key. We have a huge pipeline. There's more deals coming in, so we should be able to continue to grow. As I mentioned earlier, the balance sheet also points out to the fact that we can do this growth and continue keeping this low leverage point that we have achieved now.

Speaker 1

That's really helpful. Just my follow-up is on memberships. What is sort of the expectation for the back half in terms of membership? Should it sort of follow the normal seasonality curve that we see? Have you seen the really strong, what it sounds like, good strong exit rate out of the quarter in terms of gross ads continue here as we move through July? Thanks.

Speaker 8

Yeah. We're going to continue, obviously, at Q3. We've got our typical seasonality. If you look back at last year, you know, memberships went down 6,000. If you look at last year, there was a little bit of some of our new builds kind of masking maybe a little bit of that seasonality. In 2023, we had seven clubs, 600,000 square feet. They would have been in year two of their ramp last year. Last year, we opened up four clubs with about 300,000 square feet. Last year was maybe a little bit light because we had more clubs in their second year of ramp. The expectation is that, yes, Q3 will come down. We won't have the benefit of having as many clubs in Q3 this year, maybe 50% less square feet. You need to take that into account.

Speaker 1

Yeah. To respond clearly, we're not seeing anything that shows any sign of weakness. All we see is the seasonality of execution. It's just a normal seasonal ups and downs. In fact, things are going extremely well. You asked about this quarter. I want to make it clear that we do not want to make a practice of commenting on mid-quarter things going forward, like I did last quarter. I'm going to make a comment now, but I hope that in the future, nobody asks mid-quarter questions. The first part of this quarter is following the same trends of the last half of the quarter before. Things are very, very good. I want to make sure we are very clear. We don't want to get into Q&A about the mid-quarter stuff, if it's okay with you guys.

Speaker 1

Perfect. No, that's incredibly helpful and makes a lot of sense. Thanks for that. Best luck going forward.

Speaker 1

Thank you, Alex.

Speaker 7

Our next question is from John Heinbockel with Guggenheim. Please proceed.

Speaker 7

Hey, Bahram. I wanted to start off with how you think about managing the pipeline, right? I think that would be helpful for everybody, right? When you look out to 2026 or even now, maybe thinking about 2027, you know, how many projects are kind of in the pipeline? You think about doing 12 to 14, you know, there's sort of 15 to 20 or 20-plus candidates or maybe more than that, you know, kind of floating around in case some slip. When you think about the timing of that and what you can do with, let's say, takeovers, malls, right, stuff that has a shorter time horizon, you know, how quickly can you move on that if you wanted to, you know, move up a couple of projects?

Speaker 1

I love this, John. I think this is the constant challenge that you have in a public world is getting chasing your tail. We have always done the right thing for the company. The right thing for this company is use a strong cash flow that we're generating and put it to work. We have, at all times, the real estate team is working to have between 85 to 100 deals in the pipeline. That's the number that we are managing. We can step on the gas, try to expedite startups and constructions when all things make sense, when just like right now, you know, the business is strong, incentive is strong, dues are strong, ramp is strong in the new clubs, and the balance sheet is strong.

Speaker 1

Now is the time you basically say, "Okay, now can we expedite, you know, some of these deals in the pipeline?" At no time, John, are we going to risk just trying to push a number out, just because then you end up doing things that are not long-term benefit of the company. I do not see a reason why we can't continue to deliver the growth, you know, growth year numbers that we have guided you guys to, that, you know, light double-digit top-line revenue is what our target is, and we see a clear path to delivering that.

Speaker 1

Maybe as a follow-up, when you think about the maturation of, and I know every club is different, but a maturation sort of process here, I think the idea, wasn't it, you want to sort of start out with, I don't know, 2,200, 2,300 members, right? The staff is new, the members are new, they got to kind of feel it out. Then you grow from there pretty rapidly over a couple-year period. Is that still the idea? The brand awareness is larger, the wait lists are bigger. You could certainly open up stronger than that. Are you still significantly restraining your membership acquisition for the sake of experience?

Speaker 1

You have to because it's when you open a brand new club with 50% memberships on that first call at three to six months, as the natural capacity of the club, just with 50% more membership, the club feels as busy as a couple of years down the road when you have twice as many members. Now, why is that? Because the members are all new. They are using the club, not as efficiently for themselves. I mean, as time goes on, the members dissipate themselves accordingly. Some like to go in the busy times of the club. They like that busy. They like the social aspects of the club being busy. They come at that time and they're okay with the club being busy. Some don't like it. They start finding shoulder times where the club is less busy.

Speaker 1

It's just a natural process that will take place in a club, with one. The worst thing you can do is just get greedy and try to open a club with too many members and make that initial experience be awkward and strange. We don't want to do that. We don't need to. We're delivering the numbers that we're telling you we're going to guide you to by just managing the experience at all times.

Speaker 1

Okay. Thank you.

Speaker 7

Our next question is from Chris Warranca with Deutsche Bank. Please proceed.

Speaker 7

Hey, guys. Morning. Thanks for taking the question. Bahram, maybe you can add a little bit of color here. This is somewhat of a follow-on to the last question. I think one of the things that sometimes folks get confused about or lose sight of is the effect that the wait lists have on your member growth. Maybe you can add a little bit of color on, I don't know if you want to give us a number, what you would look at on a member growth outside of clubs with wait lists or how that impacts things. I think that would be super helpful to put things in perspective. Thanks.

Speaker 8

Yeah. I can take that and Bahram can add to it. We look at wait lists similar to how we look at enrollment fees. Wait list is, just to be clear, not intended to be really a KPI. It is one of the tools that we use to manage the member experience. We do that by looking at traffic and hours of the day for a particular club. A club may come on a wait list or it may come off a wait list. It is a means for us to be able to manage that member experience. Look at it more that way as opposed to, similar to IF and even in some ways similar to price. Just one of the tools that we leverage, if that's helpful.

Speaker 1

Yeah. We don't want that to become a KPI for you guys. I think it's a mistake to chase that. I have been probably redundant, and maybe I hope I don't want to sound disrespectful in any shape or form, but I do want to be clear. The reason we have built such a strong brand over 30-some years is because we have focused on the customer experience at all times, right? Our focus is to create a brand that is cool, a brand that is the place people want to go to, a brand that the experience is coveted. That is our key focus on execution. Sometimes we need to implement a wait list to make sure that it doesn't get out of control.

Speaker 1

Sometimes we need to pull it off the wait list, not because the demand is different, but we may have execution issues on responding to the people, and the experience actually gets worse because the particular club isn't executing on addressing the people on the wait list correctly. We are managing a lot of things. If you, the analyst, buy side or sell side, are trying to take cues out of that, it honestly can just mislead the group. We are focused on being cautious right now with you guys, not giving you responses that create unwanted KPIs. This is not, it should not be a KPI.

Speaker 8

Yeah. What I would point you back to is two things. You know, we said visits per membership, 12.7. That's the highest it's been. If you look at just total swipes across the system, they're up 7.9% versus prior year quarter. The clubs are busy.

Speaker 1

Yeah, and really feel right. That's the most important thing.

Speaker 1

Yeah, understood. That's super helpful. Thanks, guys.

Speaker 7

Our next question is from Eric Buss with Craig-Hallum Capital Group. Please proceed.

Speaker 7

Great. Thank you for taking my questions, and congrats on a very strong quarter here. First one for me, just on the average revenue per membership, obviously continues to demonstrate very robust growth, approaching $900 a quarter. Just curious how much room you see for this figure to continue increasing without materially impacting retention. You guys seeing any signs of fatigue among any demographics or geographies? Just overall, how do you assess whether you're kind of approaching a wall of share limit with members?

Speaker 1

Yeah, I mean, based on the results that we just posted, both in swipes, as Eric just mentioned, dues revenue, and incentive execution, we are not seeing any weakness in any part of our business or anything with the customer at this point.

Speaker 1

All right. That's great. I guess just kind of as a follow-up there, you called out incentive, personal training, obviously cited as one of the drivers of that growth. Just curious if this was sort of typical seasonality where personal training kind of picks up heading into summer, or is there something structurally, you know, something structural that you see kind of causing the increased utilization of personal training or perhaps other incentive offerings?

Speaker 1

It's the fundamental of the programming and the creation of dynamic personal training and the execution of our team. There is constant, methodical planning of programs, and it is not a seasonal thing. In fact, summer months typically aren't necessarily the big months for people coming inside. Our swipes are strong, which is really an indication of the clubs working the way we want it to work. The personal training is strong, and that's due to the programs that our team are executing. It's not seasonal.

Speaker 1

That's all great to hear.

Speaker 1

Thanks.

Speaker 1

That's great. Thank you for taking my question. Congrats again.

Speaker 7

Our next question is from Owen Rickert with Northland Securities. Please proceed.

Speaker 7

Hey, Bahram. Hey, Eric. Thanks for taking my question. Can you guys, kind of building off the last question, comment on some of the incentive revenue trends and initiatives that are going on? I know DPT and some other membership engagement events like the pool parties are crushing it. What else is working well? Are there some areas you can see some improvement with going forward?

Speaker 1

Look, the couple of areas that we have been working on is LTH. Clearly, we are focused on building the absolute best nutritional lines, a line of products for everything from AM, PM, men, women, multivitamins, performance vitamins to everything that has to do with, you know, hydration or sleep or proteins, different kinds of protein isolates, etc. We're working on that. We have always been focused on building the best product. As you guys know, we don't cut corners. We don't deliver second best. We are making sure the product is sound from a science standpoint. It is exactly what the people need. It doesn't have anything that they don't need, they shouldn't have in it. It tastes good and performs well.

Speaker 1

All of our indication right now is that this LTH line can continue to grow, and it has been growing in the clubs substantially, as I mentioned in my remarks year on year. Miura is one that, you know, we have taken two locations. We've been seeing month over month sequential growth. We see that business model maturing to exactly what we hoped it to be. Therefore, right now, we are hustling to get at least four to six additional Miura locations launched this year and then gradually grow that business. That's going well.

Speaker 1

The spa and the F&B both have quite a bit of additional opportunities, and we're working on execution on both of those to make sure that we continue to get the extra growth that we can get out of those businesses and deliver the right experiences for our customers so when they come to the clubs, they get what they want. We are working on Lacy. Lacy is really a big vision. It's a vision of bringing to the customer a whole picture of their health rather than just workout or just nutrition or just sleep. The vision of Lacy is to bring in, just like a Life Time club, the whole ecosystem of health and well-being rather than just a club, like a studio of some sort.

Speaker 1

Lacy is the AI companion for you, with the vision for it to help you, assist you with all aspects of your health and well-being. Where are we at with it? We just launched Lacy. The first, what I would call, version is going to do maybe two or three of the 30 things extremely well. Over the next couple of years, we continue to expand on what Lacy can do for you exceptionally well. Ultimately, it will deliver a whole picture of health viewpoint for you if it's personalized for you, based on your past, based on all the reservoir of information that Life Time has put together over the last 32, 33 years. It's something really special. It takes a lot of work.

Speaker 1

It takes a big vision, takes a long time for it to get there, but we're making solid progress with that literally every 30 to 90 days. That will actually help LTH, will help Miura, will help the clubs. It literally will help the whole ecosystem. The vision for that is millions and millions, not 2 million, but tens of millions of people using Life Time Digital and Lacy, whether they're members or just simply subscribers. Those are all the extra things we're working on in addition to adding, ramping up the club opening and square footage growth. There's lots of work, and it's all working pretty well at this point.

Speaker 1

Awesome. That was beyond helpful. Thanks, Bahram, and congrats on another excellent quarter.

Speaker 1

Thank you so much.

Speaker 7

Our next question is from Logan Reich with RBC Capital Markets. Please proceed.

Speaker 7

Hey. Morning, guys. Thanks for taking the question. Congrats on the strong results. I wanted to ask one on pricing. I mean, your retention is at all-time highs. Swipes continue to improve. I know you sort of all take that all into account when you're looking at pricing. Can you just give any sort of color on what pricing you took on legacy members in Q2? What's sort of your outlook for the rest of the year? I think the implied same-source sales for the second half of the year is around a 350-bps deceleration. I'm just wondering if there's anything specific we should be looking at, in terms of the deceleration, or is there just some conservatism baked into the guidance? Thanks.

Speaker 8

Yeah. As you know, we always have some level of conservatism baked into the guidance. We did raise the comp sales from 9.5% to 10%. It certainly wouldn't be unrealistic for us to hit or go north of that. As it relates to pricing, we typically do take legacy pricing Q2, Q4. Consistent with our strategy around pricing, we did do that in Q2. I would still point you to the fact that we still have quite a bit of embedded pricing in our legacy. We've talked about that before. Nothing really, I guess, what I would call different or unusual that wasn't really aligned with how we were thinking about our pricing strategy. Again, related to comps, we feel great about the raise and our ability to hit that.

Speaker 8

Great. Super helpful. Just to follow up, it's sort of been asked a couple of different ways. Maybe I'll take a different approach at it. On the unit growth pipeline beyond 2026, I appreciate the color on the 12 to 14 for next year. I recognize you guys are very careful around making sure the new centers open successfully. What are the sort of things you guys need to do to continue accelerating the pipeline maybe beyond the 12 to 14 range in 2027 and the years beyond?

Speaker 1

Yeah. Look, as the company gets bigger, to maintain that 10%+ top-line growth, we also need to continue to deliver more growth, more new club growth. There are many ways that that can manifest itself. We have a pipeline so solid right now, and the real estate team is just adding to it, not losing any sort of esteem on that. It's hard to just come and give you guys a number for 2027. You got to expect that it's at least 10 to 12 clubs a year as we've said before. When we can deliver more, we deliver more than that.

Speaker 1

Great. Thanks, guys.

Speaker 7

Our next question is from John Baumgartner with Morgan Stanley. Please proceed.

Speaker 7

Hi. Thanks for taking my question. This is Molly for Steven. I know you talked a little bit about the maturation process of new stores, but I just wanted to ask a follow-up to that one. Can you talk a little bit more about how the same-store sales compare in your most mature markets versus those that have maybe been open for less than three years? Do you expect that new club waterfall to change at all given the opening of larger stores or just any detail about your expectations going forward? Thank you.

Speaker 1

Look, once again, we are seeing growth across the board with our programming and with our dues growth. It's not isolated to any group. It's across the board. The overperformance is across the board in the system. That's pretty much the level of color that I like to provide. We don't want to get into additional metrics. I can tell you it's across the board is how the clubs are performing. It's in the older clubs. They're doing extremely well. New clubs are doing well, and ramping clubs are doing well.

Speaker 8

Yeah. Just to add to that, you guys kind of know our ramping profile. Some of those markets and some of those clubs, they do ramp quicker than some of our historical builds. To Bahram's point, there's nothing really regional. As I look at the same-store sales in our various businesses, PT, Aquatics, Spa, Kids, they're all up versus the prior quarter. It's nothing really regional. It's just everything across the system that's driving that growth.

Speaker 8

Got it. Thanks so much.

Speaker 7

There are no further questions at this time. I would like to turn the conference back over to Connor for closing remarks.

Speaker 7

Thank you, operator, and thank everyone for joining us this morning. We look forward to the next call with you.

Speaker 7

Thank you. This will conclude today's conference. You may disconnect at this time, and thank you for your participation.

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