Surgery Partners Q2 2026 Earnings Report

Surgery Partners EPS Results

• Actual EPS: $0.10
• Consensus EPS: $0.06
• Beat/Miss: Beat by +$0.04
• One Year Ago EPS: $0.17

Surgery Partners Revenue Results

• Actual Revenue: $848.90 million
• Expected Revenue: $830.03 million
• Beat/Miss: Beat by +$18.87 million
• YoY Revenue Growth: +2.70%

Surgery Partners Announcement Details

• Quarter: Q2 2026
• Date: 8/10/2026
• Time: Before Market Opens
• Conference Call Date: Monday, August 10, 2026
• Conference Call Time: 8:30AM ET

Surgery Partners (NASDAQ:SGRY) operates as a healthcare services provider specializing in the management and ownership of ambulatory surgery centers, surgical hospitals and multispecialty rehabilitation hospitals across the United States. Through its network of facilities, the company coordinates and delivers a broad range of outpatient surgical procedures in specialties such as orthopedics, ophthalmology, otolaryngology, gastroenterology, pain management and general surgery. Its integrated platform offers ancillary services including on-site imaging, laboratory testing, infusion therapy and physical, occupational and speech rehabilitation.

Since its establishment in 2010 and subsequent public listing in 2015, Surgery Partners has focused on strategic partnerships with physicians and health systems to expand access to cost-effective outpatient care. The company deploys a capital-light management services model as well as joint-venture ownership structures to develop and acquire facilities in mid-sized and underserved markets. As of the most recent disclosures, Surgery Partners maintains operations in more than 25 states, serving patients through over 200 ambulatory surgery centers and multiple inpatient surgical and rehabilitation hospitals.

Headquartered in Nashville, Tennessee, Surgery Partners emphasizes clinical governance and regulatory compliance, leveraging standardized protocols to drive quality outcomes and operational efficiency. The leadership team is led by President and Chief Executive Officer Douglas Coltharp, who brings extensive experience in healthcare strategy, capital markets and operations. Under Coltharp’s guidance, the company continues to pursue selective growth opportunities while maintaining collaborative relationships with physician partners and payors to address the evolving demands of value-based care.

Surgery Partners Q2 2026 Earnings Call Transcript

Key Takeaways

• Positive Sentiment: Idaho Falls divestiture is expected to deliver approximately $795 million in gross proceeds, primarily for debt repayment, reduce leverage by about 0.3 turns, and improve cash conversion while simplifying the company’s portfolio toward short-stay surgical care.
• Positive Sentiment: Second-quarter results exceeded management’s expectations, with revenue of approximately $849 million, same-facility revenue growth of 5%, and Adjusted EBITDA of roughly $125 million; full-year 2026 guidance of $3.35 billion–$3.45 billion in revenue and at least $530 million of Adjusted EBITDA was reaffirmed.
• Positive Sentiment: Growth continues to be driven by higher-acuity procedures, particularly total joints, spine, and vascular services. The company performed about 168,000 cases in the quarter, while 191 new physicians joined its facilities and the 2026 recruiting cohort’s initial revenue contribution was nearly 16% above last year’s cohort.
• Negative Sentiment: Adjusted EBITDA declined 2.3% year over year in the first half, with margin falling to 13.7% from 14.5%, while commercial payer mix decreased approximately 350 basis points to 49% of second-quarter revenue and leverage rose to about 4.4 times under the credit agreement.
• Negative Sentiment: M&A activity has been immaterial year to date, and management acknowledged it will not reach its $200 million average annual acquisition investment target in 2026, although it expects to complete some acquisitions before year-end.

Presentation

[Operator]

Greetings. Welcome to Surgery Partners second quarter 2026 earnings 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 during the conference, please press star zero on your telephone keypad. Please note this conference is being recorded. I will now turn the conference over to Dave Doherty, Chief Financial Officer. Thank you. You may begin.

[Dave Doherty, CFO at Surgery Partners]

Good morning. Thank you for joining Surgery Partners second quarter 2026 earnings call. I am joined today by Eric Evans, our Chief Executive Officer, and Justin Oppenheimer, our Chief Operating Officer. During this call, we will make Forward-Looking statements. There are risk factors that could cause future results to be materially different from these statements, as described in this morning's press release and in the reports we file with the SEC. The company does not undertake any duty to update these Forward-Looking statements. In addition, we will reference certain non-GAAP financial measures which we believe can be useful in evaluating our performance. We have reconciled these measures to the most applicable GAAP measures in this morning's press release and in the supplemental materials posted to our investor relations website. With that, I will turn the call over to Eric Evans. Eric?

[Eric Evans, CEO at Surgery Partners]

Thank you, Dave. Good morning, everyone. Before discussing our quarterly results, I want to address a significant portfolio optimization milestone we announced last month. As we noted, we have signed definitive agreements in escrow for the sale of our interests in the Idaho Falls market, Mountain View Hospital and Idaho Falls Community Hospital, to our partner, Intermountain Health. We have had a successful and longstanding partnership with Intermountain, not only in Idaho, but also in 15 ASCs across Utah and Montana that remain in our portfolio. The Idaho Falls facilities have built an exceptional reputation as preferred providers and leaders in delivering high-quality, affordable care for the Idaho Falls region. At the same time, they have evolved in ways that today extend well beyond our core short-stay surgical focus to include more traditional acute care services such as obstetrics, neonatology, pediatrics, and other non-surgical service lines.

[Eric Evans, CEO at Surgery Partners]

We are confident these facilities will continue to grow and serve the healthcare needs of this community with the strength of Intermountain's partnership. This pending transaction is the most impactful part of our strategic review process to date and represents the vast majority of planned portfolio optimization. Our objectives in this process were to further sharpen our focus on our core short-stay surgical facility portfolio to simplify our operations, drive growth, and strengthen our balance sheet. We believe we have been successful in achieving this. To help investors evaluate the company on a comparable basis, in the supplemental financial information we posted on our investor relations website this morning, we provide key financial and non-financial metrics about this market to help illustrate the change in our business mix, assuming this transaction closes. Dave will speak to the transaction financials in greater detail shortly.

[Eric Evans, CEO at Surgery Partners]

We believe this additional information will make it easier for investors to evaluate the growth profile, margin profile, and capital structure of the company following the anticipated closing of the transaction. Upon closing, we will update our forward guidance. Turning now to our second quarter results. We delivered results that were ahead of our expectations for both revenue and adjusted EBITDA, giving us the confidence to reaffirm our full-year guidance. Net revenue was approximately $849 million, up 2.7% year-over-year. Adjusted EBITDA was approximately $125 million. Adjusted EBITDA margin was 14.7%. On a year-to-date basis, net revenue was approximately $1.66 billion, up 3.6%, and adjusted EBITDA was approximately $228 million.

[Eric Evans, CEO at Surgery Partners]

As we have consistently reiterated, same-facility revenue is one of the clearest indicators of the underlying performance of our platform because it captures case volume, acuity, and rate. In the second quarter, same-facility net revenue increased 5% over last year, with 4.8% related to rate, which reflects the continued benefit of our focus on higher acuity procedures. On a year-to-date basis, same-facility revenue increased 4.9%, with same-facility cases increasing 0.8% and net revenue per case increasing 4%. We performed approximately 168,000 surgical cases in the second quarter, driven by orthopedic and vascular procedures, reflecting the continued robust growth in both acuity and joint-related surgeries. Payer mix also contributed to quarterly performance. As expected, commercial mix moderated compared to the prior year period on both a quarterly and year-to-date basis, while government mix moved correspondingly higher.

[Eric Evans, CEO at Surgery Partners]

This dynamic was primarily isolated to our larger surgical hospitals and was consistent with the assumption embedded in our full-year guidance. Importantly, we view this as an expected revenue mix item rather than a change in the underlying patient demand environment, and our focus remains on driving acuity, clinical quality, and appropriate reimbursement across the portfolio. Physician recruiting is another important contributor to that same facility growth profile. In the second quarter, 191 new physicians began using our facilities, bringing our year-to-date recruits to 330. The mix of new recruits continues to be broad-based across our specialties, including orthopedics, ophthalmology, GI, pain, and other service lines, and the initial revenue contribution from the 2026 cohort increased nearly 16% compared to last year's cohort.

[Eric Evans, CEO at Surgery Partners]

As we have discussed in prior periods, these recruiting cohorts compound over time as physicians build volumes in our facilities. We believe our recruiting capabilities, physician relationships, and differentiated operating platform remain key contributors to sustainable growth. Beyond same-facility performance, we are pursuing growth through targeted de novo development and M&A activity. At quarter end, we had six de novo facilities under construction and an additional seven facilities in the pipeline. These projects are an important long-term growth opportunity and are anchored by high-quality health systems and physician groups in attractive markets. Our approach to M&A continues to be disciplined as we evaluate opportunities against their strategic fit, return and growth potential, and impact on our balance sheet objectives. While we maintain and continue to pursue a strong pipeline of opportunities, we have completed an immaterial amount of acquisitions year-to-date.

[Eric Evans, CEO at Surgery Partners]

A significant focus this year has admittedly been on optimizing our existing portfolio, divesting assets that no longer align with our short-stay surgical strategic direction, and sharpening our focus on core growth. While we do anticipate closing additional acquisitions before year-end, we will clearly not reach our $200 million average annual M&A investment target in 2026. That said, we remain confident that our M&A strategy is appropriate given how fragmented the ASC industry remains, our unique position as the only scaled, fully independent ASC management company, and our track record of successful integrations and physician partner value creation that has and will continue to make us a partner of choice. That foundation, combined with a stronger portfolio and balance sheet, keeps us well positioned as the right opportunities emerge. Before turning the call back to Dave, I want to thank our colleagues, physicians, partners, and operators across the company.

[Eric Evans, CEO at Surgery Partners]

We are excited about our growth trajectory, the value of our physician partnerships, and the significant long-term opportunity we have to expand access to high quality, high value surgical care provided in the optimal setting. The pending Idaho Falls transaction represents an important step on that journey, our first half results reinforce our confidence in our full year outlook and long-term strategy. With that, I'll turn it to Dave. Dave?

[Dave Doherty, CFO at Surgery Partners]

Thanks, Eric. As Eric mentioned, our second quarter net revenue was approximately $849 million, up 2.7% year-over-year. Adjusted EBITDA was approximately $125 million compared to approximately $129 million in the prior year period and in line with our expectations. Adjusted EBITDA margin was 14.7%. For the first half of the year, net revenue was approximately $1.66 billion, up 3.6% year-over-year, adjusted EBITDA was approximately $228 million, down 2.3% year-over-year. Year-to-date, adjusted EBITDA margin was 13.7%, compared to 14.5% in the prior year period. Looking at the quarter in more detail, revenue growth was driven primarily by higher acuity cases, bringing strong net revenue per case, partially offset by the anticipated increase in our government payer mix. Same-facility revenue increased 5% in the quarter, with case growth of 0.3% and net revenue per case growth of 4.8%.

[Dave Doherty, CFO at Surgery Partners]

Year-to-date, same-facility revenue has increased 4.9%, with cases increasing 0.8% and net revenue per case increasing 4%. Our commercial payer mix was approximately 49% of net revenue in the second quarter, approximately 350 basis points lower than last year, with a correspondingly higher mix of government payments driven by shifts within our larger surgical hospitals and case growth that skewed slightly toward higher government pay. Turning to expenses, salaries and wages were approximately 29.8% of revenue in the second quarter, improving sequentially from 30.5% in the first quarter, though higher than 28.5% in the prior year quarter, due primarily to the change in payer mix we've noted. Supplies were 26.7% of revenue, also improving sequentially from 27.2% last quarter, though higher than 26.0% reported in the second quarter of 2025.

[Dave Doherty, CFO at Surgery Partners]

Professional fees and medical-related expenses were 12.1% of revenue, improving from 12.5% sequentially and 12.4% in the prior year quarter. Other operating expenses were 6.1% of revenue, compared to 7.3% in the first quarter and 6.7% in the prior year quarter. G&A expenses were 4.3% of revenue, compared to 4.8% in the first quarter and 4.4% in the prior year quarter. Taken together, operating expenses improved meaningfully as a percentage of revenue compared to the first quarter, reflecting the expected seasonal step-up in revenue, as well as continued operating discipline. Turning back to the balance sheet and cash flow, interest payments were approximately $90 million in the second quarter, compared to approximately $81 million in the prior year quarter. On a year-to-date basis, interest payments were approximately $134 million, compared to approximately $126 million in the prior year period.

[Dave Doherty, CFO at Surgery Partners]

Operating cash flow was approximately $59 million in the second quarter. We distributed $46 million to physician partners and had approximately $7 million of maintenance capital expenditures. On a year-to-date basis, operating cash flow was approximately $71 million. We anticipate improvement in working capital at our facilities during the remainder of the year, consistent with the seasonal nature of our business. At quarter end, cash was approximately $217 million, revolver borrowings were approximately $75 million, and available revolver capacity was approximately $618 million. Credit agreement net debt leverage was approximately 4.4 times, compared to 4.3 times at the end of the first quarter and 4.1 times in the prior year quarter. Balance sheet base net debt to EBITDA was approximately 5.1 times, consistent with the first quarter.

[Dave Doherty, CFO at Surgery Partners]

Before discussing our outlook, I want to spend a few minutes reviewing the financial implications of the expected Idaho Falls transaction and how we believe investors should think about Surgery Partners following closing. This transaction represents the largest step in our portfolio optimization strategy, and it reinforces our commitment to streamlining the business, sharpening our focus on our core short stay surgical platform, improving the conversion of adjusted EBITDA to cash, and supporting further deleveraging over time. I would like to spend some time elaborating on how this transaction streamlines our remaining business. The anticipated transaction is expected to simplify the go-forward portfolio in several important ways. In the supplemental information released today and included on our website, we help illustrate the changes to our business excluding the Idaho Falls facilities.

[Dave Doherty, CFO at Surgery Partners]

Excluding these facilities, we expect the company to have a clearer ASC and short stay surgical profile, a significantly lower Medicaid mix, no obstetrics and neonatology services, meaningfully smaller exposure to ICU beds and emergency department visits, and a majority reduction of our non-surgical admissions. The transaction is also expected to eliminate our inpatient pediatric business and retail and compounding pharmacy services and will decrease our exposure to Medicaid and other state-based reimbursement program changes. We are immensely proud of the growth of the Idaho Falls facilities and the comprehensive services offered to its community. As my comments illustrate, the market has become more complex than the rest of our portfolio. Another distinguishing fact about this market compared to the rest of our portfolio is the capital intensity of these facilities.

[Dave Doherty, CFO at Surgery Partners]

Over the past three years, average annual capital expenditures for these facilities have been approximately $17 million, and the Idaho Falls facilities represented approximately 32% of the company's total finance lease obligations. When combined, these factors demonstrate that the capital required to manage these facilities is meaningfully different from the rest of our portfolio and more closely aligns with what you would expect to see in traditional acute care settings. After factoring these capital-related items, the distributions we have received from Idaho Falls have represented less than 50% of the facility's adjusted EBITDA. This capital intensity was a significant factor in our portfolio optimization review and supports our view that these facilities are better positioned under ownership with resources and scale to support their continued long-term growth.

[Dave Doherty, CFO at Surgery Partners]

Following the completion of this transaction, we believe the company will be easier to understand, more operationally focused, and better aligned with the areas where we believe Surgery Partners has the strongest long-term growth opportunity. At closing, the total consideration we expect to receive is approximately $795 million of gross proceeds. From a transaction economics perspective, we recognize the transaction can be evaluated through multiple lenses. Based on the Idaho Falls facilities' historical earnings contribution, the proceeds represent approximately seven times LTM adjusted EBITDA. However, we also believe it is important to evaluate the transaction based on the cash flow ultimately accrued to Surgery Partners, given the meaningful facility-level debt service and capital investment associated with these assets.

[Dave Doherty, CFO at Surgery Partners]

On that basis, transaction proceeds represent approximately 17 times the distributions we have received from the facilities on average over the past three years, which we believe better reflects the value realized for Surgery Partners shareholders. Net cash proceeds will be determined at closing, as the final amount will be impacted by closing levels of indebtedness, cash, and working capital. These proceeds will be used primarily to pay down debt. We expect this transaction to reduce the consolidated debt on our balance sheet, reducing our balance sheet leverage by approximately 0.3 turns. On a historical basis, excluding the Idaho Falls facility, the company would have generated revenue in the second quarter of approximately $660 million and adjusted EBITDA of approximately $98 million. For the first half of 2026, excluding Idaho Falls, revenue would have been roughly $1.29 billion and adjusted EBITDA would have been approximately $173 million.

[Dave Doherty, CFO at Surgery Partners]

We believe these ex-Idaho Falls metrics are important because they provide a better view of the future growth profile of the company, particularly as we continue to focus on higher acuity outpatient procedures, physician recruitment, de novo development, health system partnerships, and disciplined capital allocation. Turning to our outlook, we are reaffirming our previously issued full-year 2026 guidance for revenue of $3.35 billion-$3.45 billion and adjusted EBITDA of at least $530 million. This excludes any financial impact from the Idaho Falls transaction. As we have noted, the transaction has not yet closed and remains subject to customary closing conditions, including the requisite physician member and physician governing board approvals. Given this fact, we believe the cleanest approach is to reaffirm our existing guidance at this time and provide updated guidance as soon as the transaction closes, which we expect to occur in the near-term.

[Dave Doherty, CFO at Surgery Partners]

Following the anticipated closing of the Idaho Falls transaction, we expect to provide updated guidance and additional detail regarding the company's go-forward financial profile. We will continue to prioritize disciplined capital allocation with a focus on deleveraging, high return organic growth, de novo development, and strategic acquisitions that fit our return threshold. In summary, we delivered second quarter results ahead of our expectations, continued to generate same-facility revenue growth

[Dave Doherty, CFO at Surgery Partners]

Reaffirmed our full year 2026 guidance in advance of significant portfolio optimization transaction that we believe strengthens the go-forward profile of the business. We expect to provide updated guidance promptly following the closing of the Idaho Falls transaction. With that, I will turn the call back to the operator for questions. Operator?

[Operator]

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 handset before pressing the star keys. We ask that you please limit to one question and one follow-up question. Our first question is from Brian Tanquilut with Jefferies. Please proceed.

[Brian Tanquilut, Analyst at Jefferies]

Hey, good morning, guys. Maybe Eric, I'll start just on the core business. It looks like volumes are holding up okay here. Really good rev per procedure performance. Curious what you're seeing in the market. I know there's a lot of concern about broader surgical volume. If you can share with us kind of insights on that and how you're expecting this strategy with acute or higher acuity procedures continuing to progress. Thanks.

[Eric Evans, CEO at Surgery Partners]

Hey, Brian. Thank you. Good morning. Appreciate the question. We're really quite pleased with the, obviously, acuity growth in our volume. You can see it showing up. As we mentioned in our prepared remarks, we're seeing strong acuity growth across total joints. I'd also say we're seeing it in spine in a big way within the MSK bucket and also in vascular procedures. As far as we continue to point everyone towards that same-store net revenue growth number, because it is truly the right way to think about the business. Clearly, that total case number is a number that the industry typically has seen higher. We expect that it will be higher over time, but we are actively pursuing and obviously prioritizing high acuity procedures and feel quite good about the year so far, and it's basically very aligned with our expectations.

[Brian Tanquilut, Analyst at Jefferies]

Got it. Maybe just to click on the Idaho Falls discussion here a little bit. As we think about the go-forward strategy, should we expect more divestitures or any other surgical hospitals that you would consider either partnering or maybe even divesting? Maybe, Dave, just any other color on tax liability, leases, and things like that we need to consider? Or is the 795 the right kind of net number? I know you already gave the impact on leverage. Just anything you can add to those discussions on Idaho Falls and the go-forward strategy. Thanks.

[Eric Evans, CEO at Surgery Partners]

Yeah. I really appreciate the question, Brian. I think on the portfolio optimization, I would say this is by far and away the biggest part of what we were planning to do. Obviously, the most impactful, a big size of the business. As we show on our supplemental information we posted, had such a dramatic impact on the simplification of our business, becoming a pure-play short-stay surgical company. I would say this, I want to reiterate, we really, really like the surgical hospital business. We have a lot of great surgical hospitals that perform very well. They're very focused on driving high-value elective surgery cases. In general, that's a business we are quite happy with. Now, I would say from an optimization standpoint, I would use the example last year we did the partnership in Bryan, Texas, with Baylor.

[Eric Evans, CEO at Surgery Partners]

I think you'll continue to see us do thoughtful partnerships that we think continue the goals we talked about with optimization, deleveraging, expediting free cash flow growth, and simplifying the business. This is by far and away the biggest part and step there, you shouldn't expect there's going to be specific reports beyond that. Dave, I'll let you maybe dive in a little bit on this question.

[Dave Doherty, CFO at Surgery Partners]

Yes. Yeah, sure. First off, on the tax piece, Brian, we're protected still, even with this transaction, with the state and federal NOLs that we carry into this transaction. There'll be no tax leakage on this transaction, and we're still protected on future earnings by some portion of the NOL. We won't be a tax cash payer for the foreseeable future at this point. On the transaction itself and the calculations on how you look at that, the $795 total consideration that we'll receive as an organization will be used partially to pay down debt on the balance sheet. The net cash proceeds of those will be determined at the closing date after you look at the net indebtedness of the facility, as well as working capital and a couple other matters that sit inside there.

[Dave Doherty, CFO at Surgery Partners]

In our financial supplement that we released this morning, you'll see that the Idaho Falls facilities themselves carry about a third of the company's total non-corporate debt. About $350 million of consolidated debt that sits on the books. About 3/4 of that is our proportionate share based on the ownership that we have up there. Hope that helps.

[Brian Tanquilut, Analyst at Jefferies]

Very helpful. Thank you.

[Operator]

Our next question is from Joanna Gajuk with Bank of America. Please proceed.

[Joanna Gajuk, Analyst at Bank of America]

Good morning. Thanks so much for taking the question. I guess, in terms of the core business, if I may first, on the payer mix, you said it was anticipated that the government mix will increase. Just to clarify, you're talking about the surgical hospital exposure, not ASCs, because my related question is, in the ASC side of things, have you seen the inflow of some of the procedures because of the removal or the start of the process of removing the Medicare inpatient only list? Is that something that you can also maybe flesh out in terms of the types of procedures you're seeing from that?

[Eric Evans, CEO at Surgery Partners]

Thanks for that question. I'm going to go ahead and turn this over to Justin to give some detail on what they're seeing in operations from a payer mix perspective.

[Justin Oppenheimer, COO at Surgery Partners]

Great. Thanks, Eric, and thanks, Joanna, for the question. Maybe first, just on the payer mix. As mentioned during the opening remarks, the payer mix came in for the first six months of the year on plan. That's something that we studied and prioritized going into the year. To your question, though, about ASCs versus hospitals, it was also mentioned, we saw moderation in payer mix on slightly more on the hospital side than on the ASC side. Shifting to your second question, we have started seeing cases, and continue to see cases, that come off the inpatient only list come into the ASCs. That's part of what's driving the acuity that we're seeing, especially more complex things in orthopedics, cardiovascular, and spine, as Eric mentioned before.

[Joanna Gajuk, Analyst at Bank of America]

Great. Thank you. If I may follow-up on that comment about hospitals, the payer mix deterioration on the surgical hospital side. Is that related to some of the people losing insurance on exchanges or just something else? Because you made it sound like you had expected it. That's why I just want to clarify what exactly was happening with the payer mix in surgical hospitals. Thank you.

[Justin Oppenheimer, COO at Surgery Partners]

Yeah, it's largely just what we're all seeing in the industry as a shift in the cases and where they're being performed, which is also having effect on revenue and payer mix. Just to clarify your comment about exchange and the HIX business. That's a relatively small, immaterial part of our business. Our exposure to it is much, much smaller than what you see in broader acute care hospital operators, right? We're a short-stay surgical facility provider, and because we don't have a lot of emergency departments or uninsured exposure, that really makes our risk much smaller. It's going to get even smaller now with the divestiture of Idaho Falls.

[Eric Evans, CEO at Surgery Partners]

Yeah, Justin, just to tag onto that. Just to reiterate the point, when you look at the transaction we just made, we have a very small emergent business today, which is part of the reason we have very little HIX exposure. Over half that goes away with this sale, and so we're clearly simplifying the business. On the payer mix side, you mentioned uninsured and HIX. I would just remind everyone that really isn't a risk for us. Purely elective business, our Medicaid business actually posts the pending transaction would be less than 2%. We look at that going forward as the risk that we would have in any kind of economic situation would simply be volume. We would not have exposure to uninsured or underinsured patients.

[Joanna Gajuk, Analyst at Bank of America]

Great. I appreciate the call. Thank you.

[Eric Evans, CEO at Surgery Partners]

Of course.

[Operator]

Our next question is from Matthew Gillmor with KeyBanc. Please proceed.

[Matthew Gillmor, Analyst at KeyBanc]

Hey, thanks for the question. Just two first quick confirmations on Idaho Falls. Just in terms of the mathematics, in terms of the net proceeds, the way to think about it is the $795, we deduct the finance lease and the other debt, that gives us some sense for the net proceeds to you all. Also, could you just confirm that the transaction includes some of the related operations in that market, not just the hospital facilities themselves?

[Dave Doherty, CFO at Surgery Partners]

Matt, I can confirm both. The way you're thinking about the cash proceeds is approximately correct. Just be careful when you're looking at the debt that we included in our financial supplement, which is the consolidated debt. All of that consolidated debt, of course, is going to come off of our balance sheet. What will affect the net cash proceeds is just our proportionate share, which is roughly 3/4 of that amount. Of course, cash proceeds will also be impacted by the cash that sits on the books at the time of closing, as well as the working capital. That's what makes it difficult for us to give you an accurate number on that net cash proceeds at this point. Those won't be known until the closing, of course.

[Eric Evans, CEO at Surgery Partners]

This transaction, when it does close, does represent the entirety of the Idaho Falls market, including the ASCs, physician practices, and other ancillary businesses that were owned by Mountain View Hospital.

[Matthew Gillmor, Analyst at KeyBanc]

Great. Thanks. I thought I might ask about the ASC rate proposal for 2027. It seems sort of in line with what you normally expect, but MSK maybe got a little bit of a bigger bump. I just thought I'd see if you had any perspective to share on how that proposal lined up with your general expectations.

[Eric Evans, CEO at Surgery Partners]

Yeah. Hey, Matt. I would say we were very pleased with how the Medicare program continues to, I think, value the ASC space. We've said in the past, no matter whether it's a Democrat or Republican government, we've had broad support, obviously the reason for that is we create a ton of value. We're seeing that investment continue to happen, I think that, yeah, you're right. We like the fact that they're focusing on some of those really higher acuity places where we create the most value. We expect that we'll continue to see strong support for the ASCs from the government going forward and very pleased with the initial read. It was in line with what we expected.

[Matthew Gillmor, Analyst at KeyBanc]

Thanks, guys.

[Eric Evans, CEO at Surgery Partners]

Thank you, Matt.

[Operator]

Our next question is from Benjamin Rossi with JPMorgan. Please proceed.

[Benjamin Rossi, Analyst at JPMorgan]

Hey, good morning. Thanks for taking my questions. Regarding some of the Idaho Hospital operating changes, you mentioned that Idaho Falls includes business lines like ED, ICU, and some other non-core services. How should we think about the degree to which this divestiture reduces your exposure to acute care volatility and headwinds versus your core ambulatory short stay model? On the expense side, how do you think this shift in service mix and payer mix will adjust to your consolidated expense profile on the remaining assets going forward? Do you think this will allow for some cost relief on maybe hospital-based areas like pro fees for emergency medicine or radiology?

[Eric Evans, CEO at Surgery Partners]

Yeah, great question. I would just start with saying that, this is somewhat highlighted in our supplemental documents, it greatly simplifies our business and dramatically reduces our exposure to traditional acute care. As we point out in the documents, over about 3/4 of our total non-surgical admissions are in this market. The majority of our ICU beds, this is probably by far and away, the market that's furthest from the pen as far as pure short stay surgery. What you're seeing even in the year, if you look at the way the market is laid out in the document, you can see it's really not growing, partially because of the pressures that you're seeing from things like Medicaid, some of the changes that are happening related to infusion on site of care. There's a lot of unique things there that only happen there.

[Eric Evans, CEO at Surgery Partners]

You can read into this, that this takes away a lot of those things where we're not really in that business of traditional acute care, it certainly reduces our exposure to those pressures moving forward, which is a significant positive, obviously, for the company. The second question, I'll let Dave give a little more color on.

[Dave Doherty, CFO at Surgery Partners]

I think, again, spot on the question. The expense profile of the company does change predominantly on the pro fees and medical fees line item, as you would imagine, with some of these non-surgical procedures and the high expense profile that sits there. I think you'll see a noticeable change there. I think it'll be more muted in the other aspects of our simplified P&L. We'll provide that color when we give updated guidance ex Idaho Falls.

[Eric Evans, CEO at Surgery Partners]

Yeah. Now, again, to highlight too, you see in the document that our cash conversion improves. This is a very capital-intensive market. It simplifies the business, improves cash conversion, reduces our exposure to some of those pressures. Again, we feel like it accomplished those key objectives we set out for when we started portfolio optimization.

[Benjamin Rossi, Analyst at JPMorgan]

Super helpful. Just as a follow-up on maybe OR capacity and general throughput, can you just comment on potential capacity constraints from things like OR staffing, anesthesia coverage, or block availability that could potentially impact volumes in 3Q and 4Q? When you compare between the ASC, some surgical hospitals, are there any noticeable differences in those OR dynamics? Thanks.

[Justin Oppenheimer, COO at Surgery Partners]

Yeah, maybe I'll hop in and answer the second one first, which there are not notable dynamics differences between our surgical hospitals and our ASCs on capacity and throughput. They're really very similar acting facilities now, in our state business. In terms of constraints, as we look at the back half of the year, we are not seeing any staffing issues or shortages. We are not seeing any anesthesia issues that are different than we've been talking about in the past. Nothing to constrain capacity for sure. All of our facilities do still have some capacity and room to grow. No foreseen barriers from that standpoint.

[Eric Evans, CEO at Surgery Partners]

Yeah. I might just remind you on capacity, as you guys know, we run a weekday business. We have a kind of unlimited ability in the short run to open up evenings and weekends. You see us do that in Q4. We are constantly assessing our facilities and trying to stay ahead of, and we do a pretty good job of this, adding capacity where we see the run rate increasing. Justin and his team look at that constantly. Luckily, the smaller facilities, as you get away from facilities like Idaho Falls, the ability to pivot, add procedures, even move the facilities if required, is obviously much easier than the complexity of some of the large markets like Idaho Falls.

[Benjamin Rossi, Analyst at JPMorgan]

Great. Thanks for the details.

[Eric Evans, CEO at Surgery Partners]

Of course.

[Operator]

Our next question is from Sarah James with Cantor Fitzgerald. Please proceed.

[Sarah James, Analyst at Cantor Fitzgerald]

Thank you. I just wanted to circle back to the commercial mix pressure. Was any of this related to the physician churn that you brought up in 4Q with a little bit more Medicare mix away from commercial? Has that improved in those markets? I think you called it market 3. Being that this is mostly at a large surgical hospital, can you confirm if it is or is not Idaho Falls, that was causing this mixed pressure?

[Eric Evans, CEO at Surgery Partners]

Yeah. Thanks for the question. I would say certainly there's some of last year's experiences in our guide, right, that's in moderating, we're lapping that as we go through the course of the year. There is certainly part of that. Again, at any given year, we watch very closely the mix of our new recruits. Sometimes for higher acuity reasons, it might start out being a little bit higher Medicare. We do watch that, and we have guided for that where it's applicable. The underlying business mix, we feel really good about. We're still competing very well in the commercial space, expect to continue to do that. I would say yes, there's some of that that's in there from last year's exposure, but it's been moderating as expected, throughout the course of the year. Your second question was?

[Dave Doherty, CFO at Surgery Partners]

Just on whether it was Idaho Falls.

[Eric Evans, CEO at Surgery Partners]

Oh, yeah. Idaho Falls, as we pointed out, obviously has a payer mix that's a little bit different than the rest of the company. Again, if you look at our document, you'll see that Medicaid falls by over half for the company. Certainly because of its ER exposure, its mix can vary differently from the company. There were other surgical hospitals that had unique challenges last year that are all taken into account here, and we feel good about how they have recovered. In fact, those facilities are on track this year with what we expect and continue to be a big part of our portfolio going forward.

[Sarah James, Analyst at Cantor Fitzgerald]

Great. Last one, could you just refresh us on site neutrality exposure, after the closing of Idaho Falls? Thanks.

[Eric Evans, CEO at Surgery Partners]

Yeah. Look, we think, from a site neutrality perspective, obviously, we want to be true to our ethos, which is we believe patients should be taken care of in the right site of care. Certainly, we become a less acute, traditional acute kind of looking place when Idaho Falls goes away, we're basically pure play. From a site neutrality perspective, we continue to believe that where the government's heading and what needs to happen in the healthcare system aligns perfectly with what we're trying to do, getting patients at the right price, the right place, at the right time.

[Eric Evans, CEO at Surgery Partners]

While there certainly will be transitions, timing issues for that, we think in the long run, we're going to pick up additional business as it moves out of the traditional acute care setting, given our large footprint, and that includes at our short stay surgical hospitals, which are well-positioned from a value perspective. Continue to believe that the direction and the value position that payers and Medicare is taking aligns very well with where we want to take the business.

[Sarah James, Analyst at Cantor Fitzgerald]

Thank you.

[Eric Evans, CEO at Surgery Partners]

Of course.

[Operator]

Our next question is from Andrew Mok with Barclays. Please proceed.

[Andrew Mok, Analyst at Barclays]

Hi, good morning. You called out SWB as a percentage of revenue increasing due to payer mix. However, the expense itself was also up, I think, 7% year-over-year. Can you provide a little bit more color on the underlying drivers of that growth and how we should be thinking about wage inflation going forward? Related to that, as you continue to shift toward higher acuity procedures, does that typically require a more specialized and higher cost surgeon mix as well? Thanks.

[Eric Evans, CEO at Surgery Partners]

Yeah. Thanks for the question. On SWB, we have not seen from a per unit cost or from a labor cost, any abnormal pressures. That's been well-controlled. When we say payer mix, obviously, as we have a higher acuity, it definitely shows up in net revenue. In some of those, obviously, longer procedures do require some additional labor, and that's showing up in the numbers. Underlying that, the labor market's recovered very nicely. We don't have any pressures there. We're not seeing the need for any kind of premium labor. We continue to be a preferred side of care, and our expectation is that's going to continue to be a driver of our operating leverage moving forward. When it comes to the higher acuity stuff, you're correct.

[Eric Evans, CEO at Surgery Partners]

They can certainly have higher implant costs, but the reality of it is on a per-minute basis, how we think about the business, per-minute earnings, Adjusted EBITDA, little lower margin, but higher overall earnings growth, a place we're very excited to grow and certainly have been focusing on.

[Andrew Mok, Analyst at Barclays]

Great. Maybe just to follow-up on the commercial mix. I think in the back half of 2025, you shared some of the deliberate actions you were taking to address commercial mix. I understand that that number's still moving negatively through the second quarter. Can you update us on the initiatives that you took and progress there? Thanks.

[Eric Evans, CEO at Surgery Partners]

Specifically with the markets that we called out last year, we've been very focused on partnering with our physicians, to ensure we're positioning that marketplace to compete and, hopefully, take commercial market share. Given our value position, again, we feel like we are very well-positioned against traditional acute care players in the service lines we're in. In all three of the markets we called out, we have action plans moving. We are on pace or ahead of pace, with where we expected to be for the year. Those steps include, again, tighter partnership all the way through the referral chain, making sure we are actively managing what's happening in the marketplace. We had a couple of those pressures last year, but feel really good about our commercial position. Again, this business is highly commercial.

[Eric Evans, CEO at Surgery Partners]

When you look at our base, all elective, while there will naturally be some government growth just based on the aging of the population, we continue to expect that we're going to maintain and grow commercial share, moving forward.

[Andrew Mok, Analyst at Barclays]

Thank you.

[Eric Evans, CEO at Surgery Partners]

Of course.

[Operator]

Our next question is from A.J. Rice with UBS. Please proceed.

[A.J. Rice, Analyst at UBS]

Hi, everybody. I know you mentioned in the prepared remarks that you've obviously been focused on this transaction and therefore your pursuit of incremental acquisitions has sort of moderated at this point. How quick can you get that pipeline back up and running? What does any pipeline look like at this point? Thoughts on being able to get back to a normal year of acquisitions in 2027.

[Eric Evans, CEO at Surgery Partners]

A.J., appreciate the question. Good morning. Great question. Obviously, we've had an immaterial amount of transactions this year, which is a little bit abnormal for us, although even last year we were very weighted to the fourth quarter. We still have an active pipeline we're managing. We feel good about our position in the industry. As you know, still highly fragmented, across this 6,500 plus Medicare licensed ASCs, and there's a bunch that aren't Medicare licensed. We feel like given our position as the last independent, scaled player in the industry, we're really well-positioned to continue to be a consolidator in that. We do expect, before the end of the year, we'll get some deals done. We've acknowledged it's not going to be at the $200 million level.

[Eric Evans, CEO at Surgery Partners]

Bigger picture, to your point, we have no change in our belief, or our opportunity in M&A investment going forward. That hasn't changed. Obviously, again, M&A can be fickle on timing. We're going to be extremely disciplined, which is what we've done throughout, which often means that platform multiples aren't going to be something we have to pay because we do find great opportunities on smaller opportunities that we can quickly integrate into our company, and we know those continue to exist in the marketplace and are excited about that. I'd also mention, just to reiterate, our de novo focus, those tend to be highly MSK. We have six underway, seven in the pipeline that we're very excited about. Those all take time. Again, that's a part of our broader M&A strategy to ensure we're delivering shareholders the most cost-effective use of capital as we grow our business.

[A.J. Rice, Analyst at UBS]

Okay. All right, thanks. I know you've talked about cost efficiency programs, some as technology investments, some as other initiatives, and I think you've highlighted opportunities around anesthesia costs, purchasing standardization, operating room utilization, and staffing efficiency. I know you've touched on some of that on some of the previous questions, anything more to highlight on initiatives there and progress you're making?

[Eric Evans, CEO at Surgery Partners]

Appreciate the question. We are very focused on cost management, our opportunities to continue to maintain and grow our margin. That's one reason I'm super excited to have Justin Oppenheimer on board as our COO. I'll let Justin give you a little bit of more flavor there. You're going to hear a lot more about that over the coming quarters because it remains a big focus for us.

[Justin Oppenheimer, COO at Surgery Partners]

Sure. Thanks, Eric. Yeah, cost management discipline is definitely one of our key strategic pillars as an operating unit this year. Maybe just to add a little bit of detail, I'd say three key levers we're going after, labor, supplies, and then eliminating other systematic inefficiencies that are across our business. We're starting to see the results of those. I think if you look at our SWB, our supplies, our G&A, all of those are going down as a percentage of revenue from Q1 to Q2. There's certainly more to unlock there and continues to be a priority of the team.

[A.J. Rice, Analyst at UBS]

All right. Thanks.

[Eric Evans, CEO at Surgery Partners]

Thanks, A.J.

[Operator]

Our next question is from Whit Mayo with Leerink Partners. Please proceed.

[Whit Mayo, Analyst at Leerink Partners]

Hey, thanks. I haven't heard you guys talk about physician recruiting and the contribution year-to-date from the new physicians. Anything to share? Any numbers around that might be helpful.

[Eric Evans, CEO at Surgery Partners]

Sure, Whit. I'll start with what we shared in the opening remarks. We've added 191 physicians in Q2, really strong number. We feel quite good about our physician recruitment and that cohort, their net revenue is up 16% versus the cohort last year. As you know, last year was a year where the net recruiting was more of a pressure point than it's been in the past. We're quite excited about where the recruiting sits year-to-date and the focus and renewed push we've had around making sure we're well-positioned there when it comes to physician transition. It's been a big focus for us. Year-to-date, we are at or above where we expect to be in that number, and we'll continue to keep you guys updated throughout the year.

[Whit Mayo, Analyst at Leerink Partners]

Okay, great. Did you share how much MSK or joints were up year-over-year in the quarter on a same store basis?

[Eric Evans, CEO at Surgery Partners]

Yeah, great question. No, here's what I would say on the actual overall volume. When you look at our net revenue growth, there's a few things I would point to. First of all, it's not just total joints, total joints continues to be an outsized grower for us. It's a big opportunity for us. As you know, it's been a double-digit opportunity for a long time, continues to do that. On top of that, though, we would emphasize that we're seeing really nice double-digit growth in other places. Our cardiology, particularly in the vascular space, is growing quite nicely, spine really is starting to move out of hospitals. There was a question earlier about the inpatient-only list. I do think as some of those complex cases become eligible in our space, you're seeing technology allow them to come in.

[Eric Evans, CEO at Surgery Partners]

joints has a long way to go. As you guys know, the majority of those are still done in a traditional acute care setting. We expect to continue to see that drive outsized growth. I would also broaden that out to say our acuity is growing in several places, notably in spine and also notably in cardiology, vascular cases.

[Whit Mayo, Analyst at Leerink Partners]

Okay, thanks.

[Operator]

Our next question is from Ben Hendrix with RBC Capital Markets. Please proceed.

[Ben Hendrix, Analyst at RBC Capital Markets]

Hey, this is Ben Hendrix. Thank you very much. It was just a quick question. Ex Idaho Falls, the roughly one-quarter of those acute type facilities, maybe non-surgical, ED, et cetera, that are continuing in the portfolio. I wanted to get an idea of how much of those are either congruent with or complimentary to your remaining surgical hospitals. Is there a place for those within those capabilities, or should we think about that remaining one quarter as fair game for continued portfolio optimization in the future?

[Eric Evans, CEO at Surgery Partners]

Yeah, it's a great question, Ben. I would say that one quarter is not all that concentrated. We are certainly going to still be, as I mentioned, we're going to be opportunistic, if there are opportunities to simplify the business. When you think about what's left there, our surgical hospitals in general, even the ones that do have ER, see so very few in any one location. You're down to a de minimis number as far as the impact on our business. Actually, well over, I think over 95% of our business is now outpatient or is now short stay surgical cases. You think about the mix of the business has changed post pending sale. While that number, there still is some left, it's really not necessarily all that concentrated. We're going to continue, again, to look for opportunistic opportunities.

[Eric Evans, CEO at Surgery Partners]

I would point to the Bryan, Texas, example as a way we could do that. The biggest step in our portfolio optimization was this transaction. Dave, do you want to add anything?

[Dave Doherty, CFO at Surgery Partners]

Yeah, maybe just a quick reminder. The emergency room, as a referral pattern, really only applied to the Idaho Falls market. In many of the surgical hospitals that we do have an ED, they're largely because state requirements are there, and we're more the diversionary ED than we are their referral pattern. Most of the referral pattern in the rest of the business, surgical hospitals are going to look very much like an ASC, where it comes from the independent physician office who also has an ownership interest in the surgical hospital.

[Ben Hendrix, Analyst at RBC Capital Markets]

Great. Just to follow-up to a prior question, you mentioned, seeing double-digit growth in the cardiac space and other outside of MSK. Is this signaling maybe there's a pickup and more greater adoption of cardiac activity? I knew that was a slower burn than the ortho stuff, just wanted to see if maybe something's happening where we're seeing more of a pickup in ASC cardio. Thanks.

[Eric Evans, CEO at Surgery Partners]

Yeah. No, appreciate the question. I would say it's more vascular-based is where most of the growth is. While we have some cardio growth, it's a small in, and I think our story there remains the same, that we've got a long runway in orthopedics. I think when and if that ever starts to slow down, certainly cardiology presents a tremendous opportunity for cost savings, but it will be a very slow burn, as you mentioned, just because of the structural things within states, the high level of employment. Where we're really seeing progress is on the vascular side. Think about vascular EP, CRM, those kind of places where less cath lab intensive, at least initially. Again, over time, we certainly see the opportunity in cardiology being bigger than that.

[Ben Hendrix, Analyst at RBC Capital Markets]

Thank you.

[Eric Evans, CEO at Surgery Partners]

Of course.

[Operator]

Our final question comes from Ryan Langston with TD Cowen. Please proceed.

[Ryan Langston, Analyst at TD Cowen]

Thanks for squeezing me in. Can you give us a sense on the case growth and revenue per case growth split between ambulatory and surgical hospitals? Anything interesting to call out in terms of trends between the two?

[Eric Evans, CEO at Surgery Partners]

No. What I'd say is those businesses are all in one segment because they do look so similar. I don't think there's anything that I would call out that's made significantly different in those businesses or where a trend has been different. That's especially true now that we're in the process of letting go of Idaho Falls, which clearly did have a little bit of a different approach with the community hospital attached to it. Big picture, what we love about our go-forward portfolio is that it's focused on the fast growth, short stay surgery space and in almost all cases, it looks very similar across the entire platform.

[Ryan Langston, Analyst at TD Cowen]

Got it. I appreciate. Oh, sorry. Go ahead.

[Eric Evans, CEO at Surgery Partners]

Oh, you're good. Go ahead.

[Ryan Langston, Analyst at TD Cowen]

just on the physician recruiting details, appreciate all the context there. Can you remind us how long it typically takes a physician to get up and running, like at a normal run rate at your centers? Thank you.

[Eric Evans, CEO at Surgery Partners]

Of course. Yeah. Typically, we've talked about this in the past, that the physician recruit will double their business in year two, which kind of makes sense if you think about the mid-year convention. There certainly is a period of time where that physician is coming in, getting to know the facility, getting more comfortable with our clinical capabilities, before they bring their whole book. Again, that typically doubles in the second year of a cohort, and we see still tremendous double-digit growth in that third year. There is a multi-year growth opportunity there. I think it depends on the type of physician, and maybe the level of acuity, just how long it takes them to get comfortable in the setting, especially if they have not been in our ambulatory setting before. We see rapid progress over that first couple of years.

[Eric Evans, CEO at Surgery Partners]

With that, I think that was our last question today. I want to thank you again for joining us for today's call, and have a great rest of the day.

[Operator]

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

Participants

Executives

• Dave Doherty, CFO
• Eric Evans, CEO
• Justin Oppenheimer, COO

Analysts

• Brian Tanquilut, Analyst at Jefferies
• Joanna Gajuk, Analyst at Bank of America
• Matthew Gillmor, Analyst at KeyBanc
• Benjamin Rossi, Analyst at JPMorgan
• Sarah James, Analyst at Cantor Fitzgerald
• Andrew Mok, Analyst at Barclays
• A.J. Rice, Analyst at UBS
• Whit Mayo, Analyst at Leerink Partners
• Ben Hendrix, Analyst at RBC Capital Markets
• Ryan Langston, Analyst at TD Cowen