Q1 2024 Nerdy Inc Earnings Call

Participants

TJ Lynn; VP, Associate General Counsel; Nerdy Inc

Charles Cohn; Chairman of the Board, Chief Executive Officer, Founder; Nerdy Inc

Jason Pello; Chief Financial Officer; Nerdy Inc

Bryan Smilek; Analyst; JPMorgan Chase & Co

Maria Ripps; Analyst; Canaccord Genuity

Greg Gibas; Analyst; Northland Securities Inc

Presentation

Operator

Good afternoon. Thank you for attending today's Nerdy, Inc. Q1 2024 earnings call. My name is Tamiya, and I will be your moderator for today's call. (Operator Instructions)
I would now like to pass the conference over to your host, TJ Lynn, Associate General Counsel of Nerdy. You may proceed.

TJ Lynn

Good afternoon, and thank you for joining us for Nerdy's first-quarter 2024 earnings call. With me are Charles Cohn, Founder, Chairman, and Chief Executive Officer of Nerdy; Jason Pello, Chief Financial Officer.
Before I turn the call over to Chuck, I'll remind everyone that this discussion will contain forward-looking statements, including but not limited to, expectations with respect to Nerdy future financial and operating results, strategy, opportunities, plans, and outlook. These forward-looking statements involve significant risks and uncertainties that could cause actual results to differ materially from expected results. These forward-looking statements are made as of today's date, and Nerdy does not undertake or accept any obligation to publicly release any updates or revisions to any forward-looking statements to reflect any change in expectations or any change in events, conditions, or circumstances on which any such statement is based.
Please refer to the disclaimers in today's shareholder letter, announcing Nedry's first-quarter results and the company's filings with the SEC for a discussion of the risks. Not all of the financial measures that we will discuss today are prepared in accordance with GAAP. Please refer to today's shareholder letter for reconciliations of these non-GAAP measures.
With that, let me turn the call over to Chuck.

Charles Cohn

Thanks, TJ, and thank you to everyone for joining us today. In the first quarter, we executed against the three primary goals we laid out for the year, including scaling the winning product for every learner, expanding the number of learners we can impact by introducing premium strategies across both our consumer and institutional offerings, and laying the foundation to deliver profitable growth for the full year.
Our focus on delivering enhancements to the learning membership experience, which includes streamlining the onboarding experience, enhancing self-service tools that make it easier for customers to manage their tutoring relationships, and driving non-degree engagement is yielding positive results.
Learning membership continued to resonate with consumers during the spring semester, resulting in consumer learning membership subscription revenue of $39.9 million in the first quarter, increasing 34% year over year, and representing 74% of total company revenue.
We finished the first quarter with active members of 46,100 as of March 31, 2024, up 40% year over year, and exceeding our guidance target of 45,500. Our institutional strategy is delivering results and allowing us to introduce our products to institutions at a larger scale than ever before.
In the first quarter, we delivered record quarterly institutional revenue of $11.9 million, an increase of 39% year over year, representing 22% of total company revenue. Our team successfully enabled access of our theaters for an additional 1.2 million students, bringing the total to 2.2 million students at over 475 different school districts. For the full year, we've set an ambitious target of enabling access to the varsity tutors for school platform for 10 million students for approximately 20% of the K through 12 population in the United States for this year by providing a robust set of academic and breadth and enrichment resources at no cost to our institutional partners. We aim to efficiently build trust and credibility at scale and lay the foundation to become the preferred online tutoring and live learning platform of school districts of the communities they serve. We believe that this can be a scalable way introduce ourselves to the majority of students in the United States. At the start of the year, we stated that by scaling our winning access base subscription offerings in both consumer and institutional that we expected to deliver profitable growth and positive operating cash flow for the full year during the first quarter, we continued to scale both learning memberships and our hearts, either through schools access base subscription offerings, which resulted in adjusted EBITDA of positive $24,000, which was slightly above the top end of our guidance range and positive operating cash flow, 4.4 billion. It convert into subscription business models and access based products across our consumer and institutional businesses is allowing us to unify the varsity figure for school and consumer user experiences into one modern, intuitive and personalized experience, better serve the needs of our customers and learners we expect that these changes within required material time and organizational resources will enable us in the future to more efficiently and easily sell into and service customers beyond K-12.
Yes, as we do our consumer business across thousands of subjects spanning audiences such as college and graduate school professional and more. Our focus on convergence will also allow us to simplify our business and focus the efforts of our team by allowing us to build one to leverage many times and better leveraging product and consumer experience improvements across both consumer and institutional businesses. We believe we can increase the pace of execution, drive higher levels of engagement with our product and ultimately improve growth and profitability.
Moving to our consumer business, the focus on enhancing the learning membership experience, including streamlining the onboarding experience, improving self-service tools and driving non tutoring engagements is yielding positive results.
This fiscal year we introduced my learning hub is your personalized homepage for the membership experience, which aim to encourage the event reinforced personal accountability to learning and improve the discoverability of hoarding formats and subjects. These changes drove a 64% year-over-year improvement in non-cigarette engagement among new customer cohorts during the first quarter. Based on our past experience, when customers engage more deeply with our product is highly predictive of stronger long-term retention and higher customer lifetime value. We also began to deliver improvements to our scheduling and invoicing system. Few large projects started last fall that are oriented around overhauling our marketplace infrastructure. We expect those projects to drive material improvements. You are catering to customer experience and ultimately drive retention improvements by enabling more recurring sessions and less is there friction during the first quarter we continued to test additional product offering tiers and price points in an effort to identify a pricing model that can appeal to new learner types in different phases of their academic journey. These tests, which involve lower average revenue per month product, decreased ending RPM in the quarter, but are providing our teams with multiple signals into consumer intent, preferences and the Asia as I mentioned earlier, one of our goals this year is to expand the number of learners we can impact by introducing premium strategies across both our consumer and institutional offerings. Initial consumer freemium version of our product offering meets multiple customer need states across studies, support homework, help college admissions prep and enrich. It also serves as a natural on-ramp that allow us to introduce and upsell our live video based online 1-on-1 tutoring, which is our SuperPower to a far broader audience across multiple points and on workers education journey. While we aim to have this experience broadly appeal to all of our audiences. We are testing with a subset of users in ACT and SAT prep. Given the increases in demand we're experiencing following colleges and universities announcing they will reinstate FAP. and ACT. scores as part of their admission criteria. These test-prep subjects are both great place detecting offerings in an isolated way. And it's an area where our work here will support both premium learning membership customers as well as school districts interested in rolling out PACT. and SAD. tutoring program. This is an example of our approach to convergence and the focus on building one and leveraging many times Turning our attention to our institutional business, the varsity tutors for schools platform now automatically comes with access to a range of powerful academic resources for an entire district with the ability to choose between three simple models for high-dose, it's tutoring centers inside feature signed and parent decide institutional customers can now be used to administer tutoring through school leaders through teachers or parents certified offering live school to empower parents with learning memberships to oversee triggering at home utilization of institutional high dosage product as well as access to the Berkeley tutors platform provided to those who have reached an all-time high of 770 feet of housing learning sessions above 100% year over year, demonstrating product-market fit as well as our ability to scale operations to meet the growing needs of our school districts partners. In addition, the high dosage models that are typically focused on a subset of students within a district, certain of our theaters platform is provided for all students district-wide at no cost, enabling us to provide more value for these partners and their students and families. Free access to the varsity tutors platform includes 24 seven on-demand chat-based tutoring automated assay review, hundreds of live group classes per week and enrichment, test prep and academic support subjects self-study towards college and career readiness resources. Adaptive assessments recorded enrichment and test prep classes and more by providing a robust set of academic resources at no cost. We aim to efficiently build trust and credibility at scale, lay the foundation for becoming the preferred tutoring platform for these schools as they look to implement high-dose tutoring programs. The strategy could also allow us to introduce ourselves as a trusted brand to all K-12 students, which we believe can ultimately drive large downstream halo effects in our consumer business. This strategy is yielding early positive results as one example of how we see this strategy taking hold. We recently engaged conversations with a large suburban school district on the East Coast. That learned about us as a result of our marketing efforts related to the free access initial discussions quickly shifted towards our paid subscriptions and the school district purchased 1,000 parent designed already membership to support students who were not able to be physically in school consistently due to health safety or other issues incurred for the rollout of parents assigned. The district also enabled access for the virtual tutors platform for more than 75,000 students, providing them with the ability to join hundreds of live weekly enrichment, test prep and academic support classes. Nearly 3,000 parents attended our first pillar at night to announce the availability of these powerful resources that momentum led to preliminary discussions about a larger paid tutoring program in the upcoming school year, focused on utilizing our district design and features and models on-site at schools. Furthermore, the customers seeking for us to enable parents of those 35,000 students to be able to purchase already memberships directly from us as consumers and benefit from a discount belong to them as embedded partner, the school district, we successfully enabled access to the varsity tutors platform for an additional 1.2 million students, bringing the total to 2.2 million students at over 475 school districts. Our efforts to support the go-to-market strategy include a specific focus on platform scalability and building the freemium upsell go-to-market motion of high-dose. It's catering sales to K-12 school districts as we build trust and credibility with each new no-cost access partner.
In closing, a growing line of material is the most effective way to accelerate learning by parents, educators and policymakers. It represents a significant opportunity for our company to transform the way people work through technology by converging subscription business models and access based products across consumer and institutional. We are simplifying our business and focusing our efforts. We expect these changes will allow us to innovate faster and lead to higher levels of customer engagement with our product and drive higher levels of growth and profitability over time. We appreciate your continued interest in our Company.
With that, I'll turn the call over to Jason to discuss the financials in more detail. Jason?

Jason Pello

Thanks, Chuck, and good afternoon, everyone. As Chuck mentioned in the first quarter, I'm happy to share with you that Marty made strong initial progress towards achieving the three primary goals we laid out for the year. In the first quarter, we delivered revenue of $53.7 million for results. That represented 9% year over year growth revenue growth was driven by both our consumer and institutional businesses, which were up 3% and 39% year over year, respectively. Our learning membership model continues to lead to more attractive unit-level economics, broader customer appeal, longer duration and higher lifetime value customer relationships, higher gross margins and a more scalable and efficient operating model relative to our old package consumer learning membership subscription revenue of 39.9 million increased 34% year over year in the first quarter and represented 74% of total Company revenue. New consumer customer acquisition remained healthy with growth of 19% year over year in the first quarter as learning memberships continue to resonate with learners active members of 46,100 as of March 31st were up 40% year over year and exceeded our guidance target of 45.5. Our book of approximately $293 at the end of the first quarter resulted in an annualized run rate of approximately 162 million from learning memberships at quarter end, a 13% increase year over year.
Our institutional business delivered record quarterly revenue of 11.9 million, an increase of 39% year over year and delivered bookings of 4.4 million. Bookings numbers reflect the focus on embedding the varsity tutors platform in hiring and ramping sales headcount in service of optimizing for the back-to-school buying period and the longer-term opportunity within institutional moving down the P&L. Gross profit of 36.5 million in the first quarter increased 8% year over year. Gross margin of 68% in the first quarter compared to gross margin of 68.9% during the same period in 2023. The increase in gross profit was primarily driven by the continued scaling of our consumer and institutional businesses. The decrease in gross margin was primarily due to higher utilization of tutoring sessions across our new access. These products within our institutional business in a seasonally high period during the school year.
Sales and marketing expenses for the quarter on a GAAP basis were 17.4 million, an increase of $1.8 million from 15.6 million in the same period last year. Non-gaap sales and marketing expenses, excluding non-cash stock-based compensation, were 16.9 million or 31% of revenue compared to 14.7 million or 30% of revenue in the same period last year. We continued to invest in the varsity tutors for schools, go-to-market organizations by more than doubling the number of territories to drive a greater local presence, ensure close alignment to state initiatives and capture the increased activity in the market driven by growing awareness. That tutoring is the most effective way to accelerate learning by educators. These impacts were partially offset by marketing efficiencies driven by the transition to learning memberships, which allows for a more efficient operating model and our consumer business.
General and administrative expenses for the quarter on a GAAP basis were 32 million, an increase of 2.3 million from 29.7 million in the same period last year. Non-gaap G&A, excluding non-cash stock-based compensation, was 21.4 million for 40% of revenue compared to $19.5 million, which was also 40% of revenue in the same period last year. Included in G&A costs were product development costs of 10.6 million, an increase of 2.2 million from 8.4 million in the same period last year. Our investments in product development in our platform oriented approach to growth has allowed us to launch and continuously improve our suite of subscription products, including learning memberships for consumers in their district teacher parent assigned in platform access offerings for institutional customers. See subscription and equities based offerings, simplify our operating model needed to support the organization, which allows us to maximize our investment in the library platform.
We delivered non-GAAP adjusted EBITDA profitability of $24,000 in the first quarter, slightly above the top end of our guidance range of negative $3 million to breakeven. Non-gaap adjusted EBITDA and non-GAAP adjusted EBITDA margin improvements relative to guidance were primarily driven by higher revenues and continued operating efficiency gains during the first quarter, we also delivered positive operating cash flow of 4.4 million with no debt and 77 million of cash on our balance sheet. We believe we have ample liquidity to fund the business and pursue growth initiatives.
Turning to the business outlook today, we are introducing guidance for the second quarter of the year in reaffirming previously provided full year revenue and adjusted EBITDA. We expect year-over-year revenue growth will be driven by the continued growth of learning memberships in our consumer business. The corresponding increase in the number of learning membership subscribers, coupled with LTV extension and higher institutional revenues as we continue to rapidly scale Varsity tutors for schools, new learning member acquisition of customers joining the platform remains healthy and a growing awareness. That tutoring is the most effective way to accelerate learning by parents, educators and policymakers provides us with the confidence in the demand for our offerings in the year ahead.
Second quarter revenue growth is impacted by legacy package revenue of 4.9 million in the comparable period last year. It will not recur in 2024 due to the completion of our transition to subscription-based learning memberships in our consumer business. Once we reach the second half of the year, when Package revenues are no longer included in the prior year comparable quarterly revenue. We expect growth to accelerate consistent with the sequential quarterly acceleration we delivered in 2023 second quarter and full year non-GAAP adjusted EBITDA guidance reflects the continuing benefits from our recurring revenue products, which focus on long-term relationships with high-value customers and operating leverage stemming from the completion of our evolution to access base subscription revenue business models, partially offset by investments in Varsity tutors for schools, go-to-market organization and product development to drive continued innovation and support our continued growth for the second quarter of 2024 we expect revenue in the range of 50 to 52 million for the full year. We are reaffirming previously provided guidance for revenue in the range of 232 to 200, 46 million, representing 24% growth at the midpoint versus our 2023 revenue of 100, $93 million for the second quarter of 2024. We expect non-GAAP adjusted EBITDA in the range of negative 4 million to negative 2 million for the full year. We are reaffirming our expectation for non-GAAP adjusted EBITDA in the range of 5 million to $50 million, an improvement of over 500 basis points in non-GAAP adjusted EBITDA margin at the midpoint. We also expect to deliver positive operating cash flow in 2024.
In closing, thank you again for your time and for your continued interest in our company. With that, I'll turn it over to the operator for Q&A. Operator?

Question and Answer Session

Operator

(Operator Instructions) Brian Smiley, JP Morgan.

Bryan Smilek

Thanks for taking the questions. I'll just start with the convergence of both businesses into more one cohesive platform. Can you just help us think about the timing and potential magnitude of conversions from freemium and VTS. to membership on the consumer side, especially just given 2.2 million students have access to the ETFs. And I guess more broadly, how should we think about the interplay of member growth and RPU growth through 2024, especially as you continue to test relative pricing?

Charles Cohn

Thanks, Brian. Great question. So we had a great quarter, so we're proud of the results in our first quarter and how they build for the rest of the year, some of the strategic objectives that we made good progress against.
So your question related to the freemium offering on both sides of the house, how that relates back to convergence of bringing together our consumer and institutional products and then having a more unified experience and so that's a good way to end. I will say it is a journey where we expect to make sequential progress and already have made substantial progress over this fiscal year. So the first is we would expect to be able to build once and then leverage and number of times. A recent example is that we're advancing both a, I think, a CDSAT. program on our consumer business that over time, you'll also be able to leverage elements of in our institutional business. The opposite could be true as well that's going to play out across over time, effectively all of the different subjects that we can deliver on our live learning platform.
So there's roughly, call it 3,000 different subjects that we actively track and that spans elementary school, middle school, high school college graduate school, professional and adult learners.
And as we continue to make these experiences more seamless, it becomes easier and easier to start selling and consumer offerings into the institutional segment. So we're really excited about that. And then the extent to which we'll be able to get way more leverage out of our investments. We also by having a unified experience, it's going to be the same experience you have, whether you're a Werner who gets it as a consumer or a learner who has that experience through his school. And we think that there's really good continuity that comes from that type of relationship. We also are seeing that many school districts actually want to extend some sort of discount program to their families and the community so that those families can then benefit from some of the and then having a vetted provider and whatnot. And so there's just countless examples where the continuity makes a lot of sense. And we would expect for there to be really, really good interplay between the businesses over time.

Bryan Smilek

Great. Thank you.

Operator

Maria Ripps, Canaccord.

Maria Ripps

Great. Thanks so much for taking my questions. I just wanted to ask about sort of your revenue trajectory through the year. So it seems like given your Q2 guide, you expect in February fairly sort of healthy revenue ramp in the second half and sort of understanding the legacy package revenue component there. But can you maybe just talk about sort of your level of visibility into this trajectory and whether there is anything sort of from the seasonality standpoint that we should have keep in mind anything different from the seasonality standpoint that we should keep in mind?

Jason Pello

Yes, Maria, thanks for the question. This is Jason I think what's important to remember is our business seasonally has much larger back half with back-to-school and a lot of the work that we're doing on the consumer side. So think the higher levels of engagement that we're seeing on the platform, the ability to increase conversion through learning memberships and then our ability to retain customers from one quarter to the next we'd still like at least to the build that you see on the consumer side as we move throughout the year.
And then when you think about the institutional side, we mentioned it on the call. During the first quarter, we more than doubled the number of territories and are working to increase that amount of account executives as well. In parallel, we're building out known inside sales team and go-to-market organization. So, you know, the increased level of activity we're seeing in the market.
On the institutional side, the corresponding build in the sales team that we just mentioned, give us increased confidence in the level of bookings that we'll see in the third quarter, specifically as we move towards back-to-school, which impacts revenue in Q4.

Maria Ripps

Certainly Got it. That's very helpful. And then you mentioned your ambitious target of enabling access to Varsity tutors for schools for 10 million students this year. Can you just talk about what that entails. What kind of integration would that require from you? And I guess, how should we think about some of the sort of additional costs associated with this out with this target.

Charles Cohn

And so we think it's highly strategic to be embedded in school districts and build trust and credibility with them. And if anything, it's just a more effective way to get meetings to a more effective way to show value as those students within school districts actually use it. You build credibility and trust with those families as well, ultimately leading to a halo effect. And so the we're investing in a more localized go-to-market sales effort that we think is particularly effective within large school districts as kind of we reviewed our performance over the last year and tried to find some key learnings. We realize that that our sales organization when they were very local to a market sold more than three times as much as when they were focused on, call it, a multistate region are not what that. So we think that ultimately allows for us to sell substantially more high dosage tutoring in a more effective way over time. And we're pretty excited about how that builds throughout the year as it relates to platform access, specifically, is it what's interesting about it is because the strategy is oriented around guaranteeing access through 2030. The conversations tend to be very holistic in nature, and we're able to have and conversations that span multiple different use cases. So that that includes special education. It includes summer programs, includes high dosage tutoring, of course, and is lending itself to more strategic and longer duration conversations than had been the case in the past and there certainly and some cost associated with having a more localized sales team. But that's kind of independent of just the overall far more effective go to market strategy we're actually able to bring all of our different resources to bear through our platform, Acsis offering and our zero marginal cost products.

Maria Ripps

Got it. That's very helpful. Thank you, both.

Operator

(Operator Instructions) Andrew Boone, Citizens.

Hi. This is Thanks so much for taking my question or my first question is how should we think about balancing consumer marketing versus investments for 2024 and second winter nurseries awareness with school districts following the launch of Signum.
Thanks so much.

Jason Pello

I'll maybe start with the second question. First, house premium within the institutional space helping drive awareness. Certainly, as Chuck mentioned on the last question, it's allowing us to open doors with school districts at a much faster pace. We're actively engaging in substantial dialogues with many of the largest school districts in the country to enable platform access, given the value that we can provide students through that product that is leading to subsequent paid conversations that we have continue to feel good about, especially as we head into the back-to-school period. And so while it's early on the premium platform access journey within the institutional space, I think, you know, the fact that we've signed up 2.2 million students already, which is about 5% of the entire U.S. student population bodes well and with an ambitious target of 10 million to sign up on the full year. We're well on our way, and we feel really good about that.

Charles Cohn

And then for the consumer marketing side, this is Chuck, we continue to see good conversion at top of funnel that the membership offering itself continues to be more compelling, and we're getting better at highlighting the different features for different audiences that are likely to resonate and cause somebody to want to purchase. And then really over the course of the last several months, we've been able to improve engagement and that then we know historically pull through to better retention and so new as we've shipped some of those product improvements and made certain elements like classes and cell study tools more more intuitive, more engaging more in grid. We've then seen a corresponding increase in engagement, which we feel good about how that ultimately falls through to retention, which in turn, of course, drives lifetime value extension. So that kind of combination of more compelling offerings at the outset that would make somebody more likely to buy drives conversion and lowers customer acquisition costs.
And then as we've improved those products and shipped certain elements, particularly recommendations and discoverability, we've seen that that pull through to higher levels of retention, and we feel good about how that ultimately builds the LTV.

Operator

(Operator Instructions) Greg Gibas, Northland Securities.

Greg Gibas

Hey, good afternoon, guys, and thanks for taking the questions on and jumping between two calls and sorry, if you already addressed this, what kind of drove seemingly there's a seasonality change. I mean still expecting kind of Q. three and weakest, but down seems like implying more and kind of be Q4. I'm just wondering what you're seeing that kind of drove that? I mean, it just seems like Q2 is a little bit lower.

Charles Cohn

It is anticipated, sir. Good question. So there's a couple of different elements there. The first is on premium mix shift where we leaned in a little more aggressively to some of the tests based on some positive signal that we are seeing and wanting to learn a little bit faster. That's something where I think we're pretty encouraged by some of the early trends we recognize we could Divvy the to drive more and more engagement to make that kind of an escape velocity strategy. But we're going to be really conscious of mix and revenue impact heading into back-to-school while ensuring that we have enough data that we're kind of learning in the background. So that's kind of one little element of the seasonality change and was the choice to lean in there.
The second is we had a couple of different product updates that probably shipped a little bit later in the quarter than we expected. And since they've shipped, we're pretty excited about the higher levels of engagements that are then pulling through. So there's definitely been acceleration in just total usage and learning sessions on the platform. And that was probably a little bit later than we had expected. And the earlier, you get the engagement, the better your retention will be. So that then builds, I think, to improve engagement going forward, but maybe just a little bit later than we expected and the third element relates to just the VP for us. Bookings pull through from Q1 to Q2 revenue. Again, that's just the focus on the localized selling motion, getting more reps in city. So very proximate to the large school districts and other institutions that they'll cover. And then frankly, just leaning into our strategy around offering access to school districts. So we think this is a winning strategy. We're oriented around becoming the de facto tutoring platform in the United States and getting embedded in all of these different school districts is a great way to establish long-term trust and credibility that ultimately builds to all sorts of different commercial opportunities. And we're excited about how that sets us up for back-to-school in particular.
So the focus is really on shipping that product and getting ourselves embedded everywhere.

Greg Gibas

Great. Very helpful on. And once again, I apologize if you addressed this, but regarding the institutional side, that shift to freemium model. I know it's still early, but what kind of insights or early takeaways you have from that shift at this point? And is it kind of going as you expected it?

Charles Cohn

It is. Yes, Greg, great question. Maybe some of the early insights on the platform access from a school district partners is first and foremost, it has both high perceived and real value from our school district partners. Many of them used to pay for it. Similar products with our platform access strategy, they're able to get those for free and provide them to all of their students, which has immense value to best school district leaders allow us allowing us to open doors with school districts at a much faster pace and then utilization of free glasses, self-study tools in chat-based tutoring is driving higher levels of engagement with our platform in this space. And we think that as students engage with us in those products on a more regular basis, it will drive a halo effect across both the consumer and the institutional offerings as we upsell students and school districts into paid offerings. So early signals around our ability to transition institutional customers to paid offerings, attach platform access to all the deals on a go-forward basis, which is pulling forward contract closure time lines and then it's also allowed us to drive retention of legacy paid customers. So net-net, we feel really good about the platform access strategy and its ability to build into that what period and well beyond that.

Greg Gibas

Got it. I appreciate the color guys on And congrats on the strong results.

Operator

If there are no further questions at this time, this concludes the Nedry, Inc. Q1 2024 earnings call. Thank you for your participation. You may now disconnect your lines.