Pursuit Attractions and Hospitality Q3 2026 Earnings Results & Report

Pursuit Attractions and Hospitality EPS Results

• Actual EPS: $3.03
• Consensus EPS: $3.01
• Beat/Miss: Beat by +$0.02
• One Year Ago EPS: N/A
• EPS Beat Rate: 6 of last 8 quarters

Pursuit Attractions and Hospitality Revenue Results

• Actual Revenue: $251.53 million
• Expected Revenue: N/A
• Beat/Miss: N/A
• YoY Revenue Growth: N/A

Pursuit Attractions and Hospitality (NYSE:PRSU) (NYSE: PRSU) is a destination travel and leisure company that operates attractions, hotels, restaurants, retail outlets and guided tours. Its offerings are designed to provide visitors with travel experiences in scenic and gateway destinations, including sightseeing, adventure and nature-based activities.

The company’s portfolio includes attractions such as gondola rides, observation experiences, scenic tours and aerial sightseeing attractions, along with lodging and hospitality services. Pursuit operates well-known destination businesses including the Banff Gondola, Columbia Icefield Adventure, Columbia Icefield Skywalk and FlyOver attractions, as well as tour and hospitality properties serving travelers in the Canadian Rockies, Alaska, Montana and other North American destinations.

Pursuit was formed from Viad Corp.’s former Travel and Recreation Group and became a separately traded public company following its spin-off from Viad. The company is led by President and Chief Executive Officer David Barry.

Pursuit Attractions and Hospitality Q3 2026 Earnings Call Transcript

Key Takeaways

• Positive sentiment: Pursuit reported record third-quarter revenue of $251.5 million, up 4.4% year over year, and Adjusted EBITDA of $125.5 million, up 7%. Excluding Eagle Wing Tours and the divested Flyover business, revenue grew about 6%; same-store attraction ticket revenue rose 6% despite smoke-related weather disruptions.
• Positive sentiment: The company reaffirmed its 2026 Adjusted EBITDA midpoint of $133 million, representing 14% growth, and narrowed its guidance range to $130 million–$136 million. Management said early 2027 bookings are ahead of last year, while noting that formal 2027 guidance will come next quarter.
• Neutral sentiment: Pursuit expects growth in its core business to more than offset the roughly $7 million of 2026 Adjusted EBITDA Flyover contributed before its July sale. It expects a net benefit from organic growth projects in 2027, but the Jasper SkyTram is expected to be offline during construction, with reopening targeted for 2029.
• Positive sentiment: Pursuit ended the quarter with approximately $293 million of liquidity and net leverage below 1x, giving it capacity to pursue organic projects, acquisitions, and share repurchases. Management said its acquisition pipeline remains robust and cited strong performance from Eagle Wing Tours and Tabacón.
• Positive sentiment: Same-store hospitality room revenue increased 7%, supported by higher rates and improved occupancy, and management reported strong September and October demand. The company also expects its new pursuit.com platform, planned to launch later this year, to support direct bookings and cross-selling.

Presentation

[Operator]

Good afternoon. My name is Jessie, and I will be your conference operator today. At this time, I would like to welcome everyone to Pursuit's 2026 Q3 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question-and-answer session. If you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, simply press star then one again. Thank you. Carrie Long, you may begin the conference.

[Carrie Long, EVP of Investor Relations at Pursuit]

Good afternoon, and thank you for joining us for our 2026 Q3 earnings conference call. During the call, led by David Barry, our President and CEO, and Bo Heitz, our Chief Financial Officer, we will reference our earnings presentation, which is available on the Investors section of our website. We encourage investors to monitor the Investors section of our website in addition to our press releases, filings submitted with the SEC, and any public conference calls or webcasts. Before I turn the call over to David, I would like to draw your attention to some important disclaimers on pages two and three of our presentation regarding non-GAAP financial measures and the use of forward-looking statements made pursuant to the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995.

[Carrie Long, EVP of Investor Relations at Pursuit]

Page two identifies forward-looking statements and discusses risks and other important factors that could cause results to differ from those expressed in such statements, and page three identifies and defines the non-GAAP financial measures we use. Reconciliations to the most directly comparable GAAP financial measures are provided in the appendix of the presentation and in our earnings release. With that, I am pleased to turn the call over to David, who will start on page four.

[David Barry, President and CEO at Pursuit]

Thanks, Carrie, and thank you all for joining us. I'd like to start with a quick welcome to Pursuit. We believe that the world's most incredible destinations deserve iconic experiences, and that simple phrase sets out a clear mission: to connect guests and staff to iconic places through unforgettable, inspiring experiences. Pursuit operates one-of-a-kind attractions and hospitality experiences in iconic, supply-constrained destinations with perennial global demand. Our assets are difficult to replicate, and our integrated model creates a seamless guest journey that grows value across the entire experience. It's all brought to life by our amazing team members and a world-class hospitality culture. For those newer to our business, pages five through 12 provide more on what makes Pursuit special. As you know, we're always happy to discuss that in greater detail, but today we'll move quickly and dive right into our results, starting on page 14.

[David Barry, President and CEO at Pursuit]

We are excited to review our strong Q3 results and to share our view to continued long-term growth and value creation. We delivered record results during the Q3 with exceptional guest experiences, strong execution, and margin expansion. Adjusted EBITDA grew 7% year-over-year, with continued growth across our geographies. We completed two strategic transactions during the quarter that advance our growth strategy. The acquisition of Eagle Wing Tours, a leading sightseeing attraction in Victoria, British Columbia, expanded our portfolio and is already delivering strong results. The sale of our non-core Flyover business bolstered our balance sheet for future growth investments that are aligned with our strategy and Vision 2030 targets to grow shareholder value into the future. With our great Q3 results and positive outlook, we remain on track to deliver 14% Adjusted EBITDA growth year-over-year at the midpoint of our 2026 full-year guidance.

[David Barry, President and CEO at Pursuit]

Now I will turn it over to Bo to review our Q3 financial results and 2026 outlook in more detail, starting on page 15.

[Bo Heitz, CFO at Pursuit]

Thanks, David. Our Q3 revenue reached a record level of $251.5 million, representing an increase of 4.4% year-over-year. This increase primarily reflected continued growth across geographies and contribution from Eagle Wing Tours, partially offset by the sale of Flyover, which was divested in July 2026. When adjusting to exclude Eagle Wing Tours and Flyover, our revenue growth was approximately 6%, primarily driven by strong yield optimization and ongoing demand for experiential travel in iconic destinations. Adjusted EBITDA improved by $8.1 million year-over-year to $125.5 million, primarily driven by strong flow-through on higher revenue with margin expansion. Adjusted net income grew to $85 million as compared to $75.3 million in the prior year, primarily due to higher Adjusted EBITDA and lower depreciation. Now let us look at our attractions performance on page 16.

[Bo Heitz, CFO at Pursuit]

Q3 same-store attraction ticket revenue, which excludes Eagle Wing Tours and Flyover, reached $93 million, reflecting a 6% year-over-year increase, driven by 9% growth in same-store effective ticket price. This year, our Q3 was impacted by a higher portion of poor weather days, primarily from smoke in Canada, which hampered sightseeing visitation. Our ability to drive strong revenue growth in the face of these headwinds illustrates the power of perennial demand, our relentless focus on elevating the guest experience, and the underlying resilience of our business. Next, let us turn to our strong hospitality performance on page 17. Q3 same-store room revenue totaled $60 million, reflecting a 7% year-over-year increase, driven by 7% growth in same-store ADR and a 2 percentage point improvement in occupancy.

[Bo Heitz, CFO at Pursuit]

This same store hospitality performance, which is less impacted by inclement weather days, highlights the continued strong demand for our iconic locations. Our same store view excludes Forest Park Hotel's Woodland Wing, where we are nearing completion of the final elements of its renovation and repositioning in the year-round Jasper market. Next, let us turn to our 2026 financial outlook on page 18. As David mentioned earlier, we are reaffirming our full year 2026 Adjusted EBITDA midpoint expectation of $133 million, which represents 14% growth over 2025. With our busy Q3 successfully in the books and continued strong demand during October, we are narrowing our full year Adjusted EBITDA guidance range to $130 million-$136 million. As highlighted on page 19, we are well-positioned for continued growth in 2027.

[Bo Heitz, CFO at Pursuit]

As usual, we will provide formal 2027 guidance during our Q4 earnings call, but we do want to take this opportunity to start framing up the factors that will drive our growth next year. As a reminder, we completed the sale of our non-core Flyover business on July 31st, which was the final chapter in Pursuit's transformational story of becoming a pure play attractions and hospitality growth engine. The disposition of Flyover at a premium multiple of about 14.5x sharpens our singular focus on delivering great guest experiences where nature is our content and supports the acceleration of growth in these experiences with an even stronger balance sheet. Flyover contributed approximately $7 million towards our Adjusted EBITDA in 2026 prior to the sale. We expect to more than offset the $7 million of Flyover Adjusted EBITDA through growth in our core business.

[Bo Heitz, CFO at Pursuit]

First, we expect continued growth across our existing experiences, supported by a favorable macro and market setup, perennial demand for our destinations, and the strong underlying fundamentals of our business. While it is still early in the booking cycle, we are seeing healthy advanced bookings and strong demand from our tour and travel partners. Next, we expect a net benefit from our organic growth investments, as growth from completed projects more than offsets temporary impacts from construction on new projects. David will cover our various growth projects in more detail shortly. Finally, we expect approximately $1 million of incremental Adjusted EBITDA from a full year contribution of Eagle Wing Tours, which we acquired in July 2026. With that, David, I will turn it back to you.

[David Barry, President and CEO at Pursuit]

Thanks, Bo. Turning to page 21, we are making great progress across all four growth levers. First, we are improving performance across our existing businesses, driving same store revenue growth through our relentless focus on the guest experience. Second, we are investing organically with more than $300 million of high return organic growth projects planned through 2030. These are low-risk investments in well-instrumented businesses that we already own, know, and operate, with a clear path to exceed our 15% IRR hurdle rate. In 2026, we continue to expect to deploy $75 million of growth CapEx at the midpoint as we advance transformative projects across the portfolio. That level of investment will increase in 2027 as we continue accelerating work on strategic multi-year projects. Third, we are pursuing strategic acquisitions with discipline.

[David Barry, President and CEO at Pursuit]

Tabacón continues to validate our approach, delivering approximately 20% Adjusted EBITDA growth in its first year with Pursuit, and we're advancing new growth investments across the property. Eagle Wing Tours is further strengthening our portfolio with the expansion into the iconic Vancouver Island market and is performing strongly. Our acquisition pipeline remains robust and will stay selective, focused on iconic, irreplaceable assets with perennial demand and compelling returns. Our fourth growth lever is the repurchase of our own shares when we see significant disconnects between market value and intrinsic value. To date, we've repurchased approximately 1.2 million shares at an average price of $35.72 per share. Our shares have since appreciated more than 50% relative to that price, providing a strong return for shareholders. As shown on page 22, our balance sheet strength gives us substantial capacity to invest in all four growth levers concurrently.

[David Barry, President and CEO at Pursuit]

We ended the Q3 with approximately $293 million of liquidity and net leverage of less than one times, well below our target range of 2-3.5 times. This position reflects years of disciplined capital allocation decisions and strong operating performance, and it's a real competitive advantage for our growth. We have the capacity to fund high return organic growth projects, pursue one-of-a-kind acquisitions, and repurchase our own shares when valuations are compelling. Few companies in our space combine iconic assets, a deep pipeline of growth opportunities, and this level of financial flexibility. We're uniquely positioned and ready to act on the right opportunities. Pages 23 and 24 highlight how we think about investments in attractions and lodging properties, both of which drive meaningful value. Our model is attractions first. We own and operate must-do sightseeing attractions in iconic markets that are economic engines.

[David Barry, President and CEO at Pursuit]

Investments to enhance and thoughtfully grow existing attractions, and those that bring new attractions to market, elevate experiences for our guests and drive strong returns. Our attractions are supported by our strong lodging base in limited supply markets, where our lodging guests are helpfully connected to our booking ecosystem and can package their stay with Pursuit Attractions and other ancillary services. We work hard to make it easy for our guests. When we make investments at our lodging properties that improve the guest experience, those investments support both higher occupancy and room rates, and leverage our vertically integrated operating model. Turning to page 25, I'll highlight several exciting organic growth projects underway that will contribute to our growth in 2027. At our Forest Park Hotels Woodland Wing in Jasper, our phased transformation is nearing completion.

[David Barry, President and CEO at Pursuit]

The room renovations are already delivering a strong ADR lift, and by the end of this year, we expect to complete the project with the reopening of transformed dining and public spaces. This is thoughtful reinvestment to reposition a year-round property with strong returns. Our transformation of Grouse Mountain Lodge into Hotel Whitefish has entered its second and final phase of renovation, which includes the remaining rooms, dining, and public spaces. We're excited to complete the full transformation ahead of the 2027 peak season, bringing an elevated year-round experience to the vibrant Whitefish, Montana market. In Alaska, we're bringing back the world-class Denali Backcountry Adventure attraction next summer with the reopening of the Park Road to permit holders. Imagine traveling deep into Denali National Park for a premium bucket list wildlife safari. It will be an unforgettable experience into Denali's scenic and wild backcountry.

[David Barry, President and CEO at Pursuit]

At the east side of Glacier National Park in St. Mary, Montana, we're adding 41 Wildscape cabins in an absolute showstopper of a location, with spectacular views directly into Glacier National Park. It's going to be a really special way to stay near the east entrance of this iconic destination. At Tabacón, we're adding three premium villas for families and multi-generational groups looking for more space and a truly differentiated guest experience in the Arenal area of Costa Rica. As the Prince of Wales Hotel approaches its 100th anniversary in 2027, we're refreshing all guest rooms and corridors and making other updates at this historic crown jewel property. Perched high above Waterton Lake with sweeping views, this iconic landmark is one of the most recognizable properties in Canada, and an experience that simply cannot be replicated.

[David Barry, President and CEO at Pursuit]

We're proud to invest in its next century, preserving its legacy while enhancing the guest experience for generations to come. Page 26 highlights several additional organic growth projects in our pipeline that will begin contributing to our growth beyond 2027. In Banff and Jasper, we're expanding capacity at our lake cruise experiences with the addition of a new sightseeing boat to meet strong demand in these two truly iconic locations. The new boat's been ordered and will be ready for guests for the 2028 season. At Pyramid Lake Lodge, we have plans to enhance landscaping, the level of finish, and add outdoor hot tubs and sauna overlooking the lake and mountains by 2028. This will be a powerful enhancement, bringing wellness, nature, and an already extraordinary property together.

[David Barry, President and CEO at Pursuit]

We're excited to kick off transformative multi-year growth projects at Lobstick Lodge in Jasper, the Jasper SkyTram, and the Banff Gondola. At the Lobstick, we're planning a full transformation that will reposition this year-round property and meaningfully elevate every part of the guest experience. Similar to our renovations at the Forest Park Hotel and Grouse Mountain Lodge, we will be undertaking a phased renovation that keeps rooms online during the peak summer season to minimize revenue disruption. For the Jasper SkyTram, we're planning a complete replacement of the existing aged infrastructure with a world-class sightseeing gondola experience, including new base and summit facilities that offer dramatically improved and expanded guest amenities. As we've continued to work through the construction plans, we've determined the best course of action for both speed and safety will be to take the existing tram offline during construction.

[David Barry, President and CEO at Pursuit]

We've already placed the lift order with Leitner-Poma and expect to begin construction in 2027, with the new sightseeing gondola complete in 2029. At the Banff Gondola, we're planning to replace the existing lift and four-person gondola cars with a modern state-of-the-art sightseeing gondola. This necessary replacement presents us with an opportunity for continued improvement of the guest experience and thoughtful year-round growth at this already must-do attraction in Banff. Although there will be some temporary operational impacts along the way, these investments will create meaningful long-term value through exceptional guest experiences that deliver high returns for decades to come. We couldn't be more excited about what we're building and the growth these projects will unlock. None of this could happen without our great team and the growth mindset that permeates our culture.

[David Barry, President and CEO at Pursuit]

Turning to page 27, Tabacón's new private terraces are a textbook example of our growth mindset in action. The team saw an opportunity to make a premium room category even more special by extending the guest experience directly from the room into nature. We are adding outdoor terraces to 77 guest rooms, giving guests their own private space to relax and connect with Tabacón's extraordinary rainforest setting. We completed the first phase of 19 rooms during the 2026 shoulder season, and they look stunning. The remaining rooms will be completed in 2027, positioning Tabacón for strong ADR growth in 2028. This is a great example of our growth mindset. Start with an irreplaceable asset, understand what matters to the guest, and thoughtfully make the experience better. That creates stronger demand, stronger revenue, and attractive returns, and it is repeatable across all of Pursuit.

[David Barry, President and CEO at Pursuit]

Turning to page 28 is another growth mindset example, the proposed Glacier View Tram near Glacier National Park in Montana. on October the 1st, we submitted a proposal to the U.S. Forest Service to create a new world-class sightseeing experience on Columbia Mountain that is accessible to guests of all ages and abilities. If approved, this project would be incremental to our Vision 2030 plans and likely completed after 2030. The concept features two 100-passenger cabins traveling more than 3,000 vertical feet in roughly six minutes. At the top, spectacular views of Glacier National Park, Hungry Horse Reservoir, and the surrounding Flathead Valley. The investment case is very compelling, an iconic location with perennial demand and approximately 3 million visitors traveling by the proposed site each year.

[David Barry, President and CEO at Pursuit]

It also builds on Pursuit's more than 60 years of experience operating attractions and allows us to leverage our bed base of over 600 lodge rooms throughout the region to drive attraction visitation. The strategic fit is unmistakable, iconic, accessible, year-round, difficult to replicate, and synergistic within a well-established Pursuit market. There is considerable work ahead, but we are excited about the potential to create an unforgettable new way to experience one of the world's most spectacular landscapes. Before wrapping up the call, I want to talk a little bit about AI on page 29 and how we view that as something that benefits Pursuit, both as a business and as an investment opportunity.

[David Barry, President and CEO at Pursuit]

Artificial intelligence is a tremendous enabler for the gathering and acceleration of information, and we know that guest reviews, credible editorial coverage, strong social media influencers, and world-class photography are all important factors in how our guests learn about our destinations and experiences. AI helps guests make important decisions. AI is powerful and is quickly evolving as a planning tool. It is important that our digital infrastructure evolves to connect with the latest technologies. I will just share that while I may be looking forward to evolving technology and someday having my own personal robot pull weeds in my garden, I do not want a robot or AI agent to go hiking or whale watching for me. That is something I want to do for myself. As the world transforms, Pursuit is well-positioned as a counterbalancing investment to the tech sector. We are deeply rooted in iconic places with unforgettable, inspiring experiences.

[David Barry, President and CEO at Pursuit]

Productivity gains in society will lead to more free time and greater interest in searching for authenticity and real connection. Finally, on page 30, we are thrilled to share an important upcoming milestone in Pursuit's digital transformation. We have been working hard to modernize our digital infrastructure, and our new pursuit.com is expected to go live later this year. This is much more than a new website. It is a scalable digital growth engine, one seamless place to discover, compare, and book every iconic Pursuit experience. It is mobile first, optimized for modern search and AI discovery, and makes it easier to build itineraries, combine stays and experiences, and book directly in one checkout. For guests, a simpler, richer experience, and for Pursuit, higher direct conversion, stronger cross-selling, and faster speed to market.

[David Barry, President and CEO at Pursuit]

We will share more as the platform ramps, but we expect it to support growth in 2027 and beyond. Check out the link on the slide and experience a quick high-level video intro to the new pursuit.com for yourself. I am so energized about the strong momentum and progress across Pursuit and our journey. To our incredible team members, thank you for a powerful summer season and record Q3. Your energy, commitment, and exceptional hospitality bring the magic of Pursuit to life every single day. And to our shareholders, thank you for your continued support. We are proud of our progress and even more excited for what is ahead. With that, let us open up the line for questions.

[Operator]

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

[Tyler Batory, Executive Director at Oppenheimer]

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

[Bo Heitz, CFO at Pursuit]

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

[Tyler Batory, Executive Director at Oppenheimer]

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

[Bo Heitz, CFO at Pursuit]

Sure. I can take those. On the capital side, the reality is we're right in the throes of our business planning, so we'll put out more color around our plans for 2027 next quarter on this. We do have a number of projects that we highlighted coming online in 2027 on growth capital that we're really excited about. The thing that we wanted to just point out today is that there are a few discrete projects that will have some temporary impacts next year as we work through construction. Jasper SkyTram is one that I would draw your attention to, but there's also a few lodging properties around it. As we said, I'm still expecting a net benefit from all of the growth capital projects combined, but not quantifying at this point how much.

[Bo Heitz, CFO at Pursuit]

On the visitation side, 2026, you're right, it had a number of weather-impacted days in Q2, and really in the H1 of Q3. The good news is we then had a really strong end of the season into September and October. That combined then with, you have to remember this is a seasonal business, and our team really appreciates that fact. We spend a lot of time as things are coming together to pull levers, like on the revenue side, but also on the cost side as we see things play out. When you take a step back and look at 2026, we're still right at the midpoint of our guidance range.

[Bo Heitz, CFO at Pursuit]

Yes, I think it is fair to say that there are some weather impacts that we will factor in as we get into 2027, but there are also some offsets that we will be planning around too.

[David Barry, President and CEO at Pursuit]

Tyler, I will just add. It is super tough to predict weather patterns, when you might have smoke-related disturbance, when you might have heavy rainfall, et cetera. So, we try to plan for normal as normal can be, and then as we get closer to the year, we will be able to give everyone a clear view to what our expectations are.

[Tyler Batory, Executive Director at Oppenheimer]

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

[David Barry, President and CEO at Pursuit]

Well, first I would say that the Glacier View Tram in itself as a concept is separate from whatever we've articulated for 2030. We are able to pursue all opportunities, including the Glacier View Tram, without slowing down some other project or not concluding an acquisition. Think of those as disparate projects completely. And obviously we are at the beginning of a process with the U.S. Forest Service. For those on the call that are familiar with, say, the ski areas of the United States, most of them operate, the vast majority, on public land that is administered by the U.S. Forest Service. The Forest Service has three vocations, timber harvesting, wildland fire mitigation, and developed recreation on public lands.

[David Barry, President and CEO at Pursuit]

Over the last, gosh, I would say seven or eight years, as I have been driving around Montana, we have been looking for the great location, and we have worked hard on this submittal. The process is a long one. We submit an idea, and then the Forest Service reviews that at the very beginning of the process, which is where we are today. They then weigh in and consider whether they will accept the application more fully. That is the process stage we are at now. If they view this as favorable, we would enter into what is called the NEPA process, which is part of the National Environmental Policy Act, and then that would go through a period of public consultation, planning, working with various groups, whether it is support of wildlife and habitat to forestry to water, et cetera.

[David Barry, President and CEO at Pursuit]

It is a long process, but it is something that over the coming two years or so, we will have a much greater view as to the planning window and when we would move to more of an execution stage. Stay tuned. There is a really compelling video link that I encourage everybody to click on. You can go see the website that we have done. And we are in a very transparent and public process with the Forest Service in the Flathead National Forest. Today, the land on Columbia Mountain is used for mechanized recreation, so motocross riding and mountain biking. Also, there is hunting, both with firearms, but also bow hunting on Columbia Mountain. And into the future, this would be something that would create a tremendous attraction.

[David Barry, President and CEO at Pursuit]

3 million folks drive by on the road right at the base of where Columbia Mountain is on their way into Glacier National Park. And when you understand the success we have had with the Banff Gondola and upcoming with the Jasper SkyTram, this is a dead fit for Pursuit's strategy. We are really excited about the opportunity, but it is very early days. We have a super working relationship with the Forest Service and working through that process now. More to come.

[Tyler Batory, Executive Director at Oppenheimer]

Fantastic. Good detail. Appreciate it. I'll pass it on. Thank you.

[Operator]

Your next question comes from the line of Eric Des Lauriers with Craig-Hallum. Your line is open.

[Eric Des Lauriers, Senior Research Analyst at Craig-Hallum]

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

[David Barry, President and CEO at Pursuit]

Well, great question, Eric, and thank you for that. A couple of things just to confirm to everyone. We've placed an order for the lift, the new lift with Leitner-Poma, and there are really two manufacturers in the world, Doppelmayr and Leitner-Poma. So, we've placed an order which signals that the lift has begun its manufacturing process. As you can imagine, those things don't sit on a shelf ready to ship, right? So, it takes a while for them to be built. In the meantime, we're working super closely with Parks Canada on the final details around exactly what we're doing. Our leasehold gives us the privilege to continue and to replace the existing facilities that are there. And that's what we're working with Parks Canada on.

[David Barry, President and CEO at Pursuit]

Both alignment of the lift, positioning of buildings at the base and the summit, how far from the edge of the mountain they might sit, and so on and so on. You can imagine that that's a fairly detailed process, but we have strong confidence in the outcome, which is a positive thing. Then we will begin construction, we expect, within 2027, and that, we expect, will take somewhere around 18 to 24 months, and have targeted 2029 as an opening to the public. Of our follow-up call in February, we talk about our final earnings for the 2026 year and also give you guidance for 2027. Still finalizing some of those details and how you might match an operation together with construction and so on. But that's where we sit today.

[Eric Des Lauriers, Senior Research Analyst at Craig-Hallum]

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

[David Barry, President and CEO at Pursuit]

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

[Eric Des Lauriers, Senior Research Analyst at Craig-Hallum]

Yeah. No, that's certainly understandable. I appreciate the call you're able to give. Thank you.

[David Barry, President and CEO at Pursuit]

You are welcome.

[Operator]

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

[Chad Beynon, Managing Director at Macquarie Capital]

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

[David Barry, President and CEO at Pursuit]

You bet. Thanks, Chad. I will give you just my view and then welcome my colleagues to jump in. It is a combination of factors that each of our channels of distribution, if you think broadly, we have our tour and travel partners that create the foundation and the base for our business, then obviously work with the OTAs and consumer direct. As we work through and build, there are times of the year, obviously, that we are maximizing utilization of inventory allocations, how we are balancing those. If we see one channel perhaps is slowing, we pull inventory back and put it into the other channel.

[David Barry, President and CEO at Pursuit]

Also, I would say that the team, we experienced a terrific September and October. As we expected would happen, it turned out to be the case that our tour and travel partners who were facing some challenges in the major urban markets in Canada, just based on World Cup and FIFA, where hotels had taken prices very high, that didn't affect us except to push business into the fall period. So, we saw some good growth there, and also extending the season in a variety of locations. We had terrific weather through the fall season, and so we extended, whether it be the Prince of Wales or a few other spots that we were able to prolong the season. I would say just good old-fashioned inventory allocation, strong performance on managing revenue and yield, and just being attentive to maximizing the opportunities every single day in the season.

[Chad Beynon, Managing Director at Macquarie Capital]

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

[David Barry, President and CEO at Pursuit]

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

[David Barry, President and CEO at Pursuit]

We don't have to slow down on an organic growth investment in order to do an acquisition, and we remain quite focused on actively working each of our four growth levers.

[Chad Beynon, Managing Director at Macquarie Capital]

Thanks, David. Appreciate it.

[Operator]

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

[Jordan Bender, Managing Director at Citizens]

Hi, everyone. Good afternoon, and thank you for the question. You highlighted strong early 2027 booking momentum. Can you just kind of shed some light on how does that current booking pace maybe compare to the same point last year in terms of occupancy and rate? Are you seeing that pretty broad-based across the portfolio, or are you seeing particular strength in certain experiences or customer channels? Anything there would be helpful. Thank you.

[Bo Heitz, CFO at Pursuit]

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

[David Barry, President and CEO at Pursuit]

Jordan, for your benefit, one of the things we've learned over history is not to over-allocate to one country specifically. So, working with our tour and travel partners is to allocate space based on their consumption and historical patterns, but also to keep the ability that as markets recover, China's a really good example. China was shut down through COVID, took a much longer time to recover, but now we're seeing signs of life from China. It's early days, so I can't give any more color than that, but just that growing enthusiasm. For instance, there are Chinese flights heading directly from mainland China to Iceland, as an example, in the winter season, looking to experience Icelandic winter, and that looks favorable for Sky Lagoon and the Icelandic market in its entirety. So, summer patterns are what they are, and we see that early booking pace is favorable.

[David Barry, President and CEO at Pursuit]

I'm also excited about the benefits that we expect to get from pursuit.com. Again, that will take some time as that builds, but it really is a big shift to the quality of our digital capabilities, and I think that will lend itself to greater conversion and ease of booking, better information for guests, helping their searches, et cetera.

[Jordan Bender, Managing Director at Citizens]

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

[David Barry, President and CEO at Pursuit]

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

[Jordan Bender, Managing Director at Citizens]

Thank you very much.

[David Barry, President and CEO at Pursuit]

You are so welcome. Thank you.

[Operator]

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

[Jeff Stantial, Managing Director at Stifel]

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

[David Barry, President and CEO at Pursuit]

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

[Jeff Stantial, Managing Director at Stifel]

That is great. Thanks for that color, David. If I am turning to the AI and the website initiative, I think the intuition you laid out earlier of your markets being really well set up here for Muse and these agents that are trying to find, I would imagine, trying to find good value and great trips, that all makes a lot of sense to me. My question is more sort of like how you position yourself accordingly to be picked up best by these agents. Are there any sort of investments in marketing that need to be made to improve your authority, whether that is into influencers or anything like that, anything material on the cost side?

[Jeff Stantial, Managing Director at Stifel]

From a labor perspective, have you hired or is there anything going on sort of to familiarize yourself with how these agents work and make sure you are sort of gaming the system, so to speak?

[David Barry, President and CEO at Pursuit]

You bet. I will give you a couple of points of view and then again encourage my colleagues to jump in with what I miss. First, we welcome Scott Aller, who is joining us as our new Chief Commercial Officer with overall responsibilities for marketing, sales, communications, guest analytics, web and digital, all of those things. Scott, joining us from Ticketmaster, has a really fantastic set of experiences that lend itself well to Pursuit as we modernize and get better at communicating. Second lesson, or I would say great benefit that we have learned, is that over time, we have really paid a lot of attention to the power of perennial demand and how people are searching for a particular destination. I will use, say, Alaska as an example. You are searching for Alaska. What drives a model's compilation of results for Alaska?

[David Barry, President and CEO at Pursuit]

First, its guest reviews are more important and more powerful than ever. That is the first one. We work really hard at getting great guest reviews. The second is the power of influencers, working with influencers broadly, both those that approach us and those that we approach, to tell a story and to bring it in a very human way for folks that are paying attention and follow specifically those influencers. The third one is when really credible publications write stories that tell our story. If you are Condé Nast or AFAR or Travel + Leisure, there has been a wide range of stories, and our communications team does a terrific job out there working with travel writers to represent Pursuit.

[David Barry, President and CEO at Pursuit]

The final one that was surprising to me, but it is really powerful, is having the absolute best photography that agents, language models that are building and searching and scraping through all kinds of data, photography has a big impact. That is one. Go to our investment in the new pursuit.com, which again, as I mentioned in the call itself, is more than simply a new website. It is an investment in a digital infrastructure, because obviously digital revenue continues to grow, and we have worked hard to create an ecosystem that gives us what we think is a real advantage. Historically, you visited, say, Talkeetna Alaskan Lodge and then the Alaska Collection, and then you found yourself to the rest of Pursuit, or your way to the rest of Pursuit.

[David Barry, President and CEO at Pursuit]

The new pursuit.com gives you a view to the company at large, and I think that is going to do a couple of things. One, really improve the platform for the gathering of information and the execution of bookings. Second, helps the process of migration, because perhaps you went on the website to learn about Alaska, but you ended up learning about other destinations that we have within Pursuit, and that is really powerful. All of those, and we will be able to share more as we get into 2027, but those are the types of things and the focus that we have on evolving technology.

[Jeff Stantial, Managing Director at Stifel]

That is great. Thanks very much.

[Operator]

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

[Anthony Berni, Senior Equity Research Associate at Jefferies]

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

[Bo Heitz, CFO at Pursuit]

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

[Anthony Berni, Senior Equity Research Associate at Jefferies]

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

[Bo Heitz, CFO at Pursuit]

Thanks. Yeah, no, we're feeling really good about the margin expansion that we had in Q3, which was about 1 point of margin expansion. I would call out that there is a little extra benefit going on there with the sale of Flyover. That was a lower margin business, so it did result in some pretty strong flow-through for the quarter. That said, even when you exclude Flyover, it ends up being, in terms of revenue to EBITDA flow-through, about 56% ex-Flyover. So, we view that as really strong, and that speaks to when you're in a period like Q3 that's a peak period, there's a relatively fixed cost base that we operate on, and so we can generate some great returns on that.

[Bo Heitz, CFO at Pursuit]

And you always have to take a step back looking at the full year, in that we are always investing in our Q1, Q4s to then help support that, what we can generate in terms of margin expansion in our peak summer season. But feel like that's a pretty healthy mix of flow-through that we were able to achieve.

[Anthony Berni, Senior Equity Research Associate at Jefferies]

Perfect. Thank you.

[Operator]

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

[David Barry, President and CEO at Pursuit]

Well, thank you, everyone, for joining us. We appreciate you joining and listening to our Q3 earnings call. Look forward to follow up after the call. Have a great rest of the afternoon.

[Operator]

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

Participants

Executives

• David Barry, President and CEO

Analysts

• Carrie Long, EVP of Investor Relations at Pursuit
• Bo Heitz, CFO at Pursuit
• Tyler Batory, Executive Director at Oppenheimer
• Eric Des Lauriers, Senior Research Analyst at Craig-Hallum
• Chad Beynon, Managing Director at Macquarie Capital
• Jordan Bender, Managing Director at Citizens
• Jeff Stantial, Managing Director at Stifel
• Anthony Berni, Senior Equity Research Associate at Jefferies