Trupanion, Inc. Aktie

Thank you. Hello and welcome to the Trupanion Second Quarter 2026 Earnings Conference Call. All participants will be on the listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero on your telephone keypad. After today's presentation, there will be an opportunity to ask questions. To ask a question, you can press star, then one on your telephone keypad. To try your question, please press star, then two. Please note, this event is being recorded.

But now I turn the conference over to Gilman here. Please go ahead. Good afternoon and welcome to DuPennyon's second quarter 2026 Financial Results Conference Call. on today's call are Moggy Toof, Chief Executive Officer and President, and Farouad Qureshi, Chief Financial Officer. Before we begin, please be advised that remarks today will contain forward-looking statements. All statements are then statements of historical facts or forward-looking statements. These include, but are not limited statements regarding our future operations, key operating metrics, opportunities and financial performance, pricing, and veterinary industry inflation. These statements involve a high degree of known and unknown risks and uncertainties that could cause actual results to differ materially from those discussed. A detailed discussion of these and other risks and uncertainties are included in today's earnings release, as well as the company's most recent reports, including forms 10-K, 10-Q, and 8-K filed with the Securities and Exchange Commission.

Today's presentation contains references to non-GAAP financial measures that management uses to evaluate the company's performance, including without limitation, cost of paying veterinary invoices, variable expenses, fixed expenses, adjusted operating income, acquisition costs, internal rate of return, adjusted EBITDA, and free cash flow. When we use the term adjusted operating income or margin, it is intended to refer to a non-GAAP operating income or margin before for new pet acquisition and development expenses. Unless otherwise noted, all margins and expenses will be presented on a non-GAAP basis and excluding stock-based compensation expense and depreciation expense. These non-GAAP measures are in addition to another substitute for measures of financial performance prepared in accordance with the U.S. GAAP. Investors are encouraged to review the reconciliations of these non-GAAP financial measures to the most directly comparable GAAP results, which can be found in today's press release. Lastly, I would like to remind everyone that today's conference call is also available via webcast on 2Pennines' investor relations website. A replay will also be available on the site.

I will now hand over the call to Margie.

Good afternoon everyone and thank you for joining us. We delivered another strong quarter. Subscription adjusted operating income grew 24% year over year and we remain on track to generate $180 million of total adjusted operating income this year. One of the advantages of our compounding AOI is that it creates additional capacity to invest in our business. This provides the flexibility to thoughtfully deploy capital across the opportunities we believe will create the greatest long-term value, whether that's adding new pets, enhancing our products and member experience, investing in new capabilities and technology, or strengthening the underlying systems that support our business. In the quarter, returns on our pet acquisition investment contributed to an acceleration in gross pet ads, up 9% year over year. Together with Sable Retention, we added approximately 18,800 net subscription pets in the quarter, growth of 39% over the prior year period. This This programme reflects a number of initiatives being rolled out across the business to improve the Trupanion experience, from the moment someone first learns about the company through to enrolment and retention.

As pet parents progress through the enrolment experience, we continue to refine and optimise that journey, making it easier to understand our value proposition to enrol with confidence. Those investments contributed to improve web conversion in the quarter, while phone conversion remained consistently strong, operating near record levels. In addition, we're pleased with the early results from the enhancements we've made to our core Trupanion product. Expanded deductible and co-insurers options are improving accessibility by providing more affordable monthly choices, and we're well on track to expand this rollout across North America as planned. More importantly, through disciplined execution, we're improving the long-term economics of new enrollments with pricing that's better aligned to the value of our coverage. The results of this discipline show up in a 25% increase in the lifetime value of an enrolled pet during the quarter, meaning every dollar we invest in pet acquisition today has the potential to create significantly more long-term value than it did just a year ago. These stronger unit economics reinforce our confidence to invest across core acquisition channels.

In our large and under-penetrated market, a substantial opportunity exists to reach more pet parents, in spite of a downturn in new visits to veterinarians reported across the industry. Even with the recent pullback, there are still millions of uninsured puppies and kittens entering hospitals each year, and the addressable market remains vast. We believe our differentiated model built on decades of veterinary relationships, proprietary data and deep insurance expertise position us very well to continue strengthening our core offering while thoughtfully expanding our portfolio to serve more pet parents. Consistent with that strategy we remain on track to launch our new digital offering in the first half of our current strategic plan. We believe this will further extend access to medical insurance for cats and dogs, reach new customer segments, and help grow the overall market. As we scale, technology will remain a key enabler of growth, helping us to better serve our member base, making every interaction simpler, faster, and more personal. Our investments in AI and automation are designed to increase operating leverage through the removal of friction, improve operational efficiencies, and free up our teams to focus on the moments that matter, the human touch.

Today, the benefits of this approach are evidenced with our increasing operational scale and solid retention. Over time, we expect these capabilities to support long-term growth while preserving the experience our members and partners have come to expect from Trupanion. Overall, we're encouraged by the progress we made during the quarter and remain confident in the opportunity ahead. We will continue investing with a disciplined focus on growing adjusted operating income and creating durable shareholder value. Our confidence in our long-term outlook remains high, which is reflected in today's announcement of a share repayment. purchase programme. I will hand the call over to Fawad to provide additional details related to this and to add more colour to our quarterly results.

Thanks, Margie, and good afternoon, everyone. Today I will share additional details around our second quarter performance as well as provide our outlook for the third quarter and full year 2026. Total revenue for the quarter was $392.9 million, up 11% year-over-year. Within our subscription business, revenue was 276.7 million, up 14% year over year. The total monthly average revenue per pet for the quarter was $87.44, up 9% over the prior year period. SOTO subscription pets increased 5% year-over-year to 1,125,000 pets as of June 30th. This includes approximately 66,000 pets in Europe.

The average monthly retention for the trailing 12 months was 98.37% up versus the second quarter last year, which was 98.29%. The subscription business cost of paying veterinary invoices was $194.3 million, resulting in a value proposition of 70.2% versus 71.1% in the prior year period. The quarter included favorable prior period development of $1.2 million, or approximately 40 basis points of subscription revenue. As a percentage of subscription revenue, variable expenses were 9%, down from 9.1% in the second quarter of last year. fixed expenses as a percentage of revenue were 5.8%, down from 6% in the prior year period. Combined, we saw fixed and variable spending at 14.8% of subscription revenue in Q2 and improvement from 15.1% in the prior year period. Our subscription business delivered adjusted operating income of $41.4 million, an increase of 24% from last year, and contributed 96% of our total AOI for the quarter. Subscription adjusted operating margin was 15%, up from 13.8% in the prior year.

Now I'll turn to our other business segment. Other business revenue was $116.2 million for the quarter, an increase of 4% year-over-year. Adjusted operating income for this segment was $1.9 million, or 1.6% of revenue. We also wanted to share that we have agreed with PetsBest to conclude our relationship following the third quarter of 2028. In total, adjusted operating income was $43.3 million in Q2, up 24% from Q2 last year, and ahead of our expectations. We deployed 21.6 million of this AOI to acquire approximately 68,100 new subscription pets. Excluding the pets that are underwritten through an MGA structure, this translated into an average pet acquisition cost of $299 per pet in the quarter, up from $276 in the prior year period.

We invested $1.8 million in the quarter in development costs. Stock-based compensation expense was $9.9 million. As a result, net income for the quarter was $6.8 million, or $0.16 per basic and diluted share, compared to net income of $9.4 million, or $0.22 per basic and diluted share, in the prior year period. As a reminder, last year's net income included a one-time gain of $7.8 million on the exchange of preferred stock related to our pet food initiative. The results of this quarter mark our fifth consecutive quarter of positive net income. In terms of cash flow, operating cash flow was $21 million in the quarter compared to $15 million in the prior year period. capital expenditures totaled $1.8 million, down from $3 million in Q2 of last year. As a result, free cash flow was $19.2 million, up from $12 million last year. the last four quarters, free cash flow reached 82.2 million.

Turning to the balance sheet, we ended the quarter with 398.5 million in cash and short-term investments and a total debt balance of 106.9 million, a reduction of 7.6 million versus Q2 last year. Subsequent to quarter end, we received approval from the New York Department of Financial Services to dividend 44 million of capital from our largest insurance entity, APIC, to our operating company. This approval brings the total amount of excess capital we have unlocked from our insurance entities to approximately 130 million over the past three years, reflecting the strength of our financial services. financial position and our ability to invest in growth opportunities. In conjunction with the dividend, we are pleased to announce the authorization of a $100 million share repurchase program, with repurchases expected to occur opportunistically. We view the new share repurchase program as an additional lever to create long-term shareholder value, complementing our continued investment in organic growth and the disciplined capital allocation approach that has guided our strategy. I'll turn to our outlook. For the full year of 2026, we now expect total revenue in the range of $1.584 billion to $1.601 billion. We are narrowing the range for subscription revenue, which is now expected to be between $1.124 billion and $1.133 billion.

The midpoint of the range is increasing slightly and continues to represent approximately 14% year-over-year growth. We're also narrowing the range on total adjusted operating income to be between 176 million and 184 million, or 19% year-over-year growth at the midpoint. For the third quarter of 2026, total revenue is expected to be in the range of $399 million to $405 million. Subscription revenue is expected to be between $284 million and $287 million, representing approximately 13% year-over-year growth at the midpoint. Total adjusted operating income is expected to be in the range of $44 million to $47 million. This represents approximately 11% growth year over year at the midpoint. As a reminder, our revenue projections are subject to conversion rate movements predominantly between the US and Canadian currencies.

For our third quarter and full year guidance, we used a 71% conversion rate in our projections.

Let me now pass it back to Margie. Thank you, Fawad. As we reach the midpoint of the year, we're encouraged by our execution and the strength of the business we continue to build. In the first half of twenty twenty six, we generated more than eighty three million dollars of adjusted operating income, up twenty seven percent year over year, demonstrating the earnings power of our business. We delivered adjusted operating margins and a long-term target while continuing to invest with discipline. We generated strong free cash flow, providing additional flexibility to invest where we see the most attractive returns. And we accelerated net pack growth, strengthened the economics of new enrollments, enhanced the experience of our members and veterinarians, and expanded our product portfolio. These results position us well for the second half of the year.

We remain focused on disciplined execution, investing in our highest return opportunities, and building on the momentum we've established to create lasting shareholder value. With that, let's open the line for questions.

Thank you. We will now begin the question and answer session. To ask a question, you may press the star then 1 on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. If you would like to withdraw your question, you may press the star then 2 to remove yourself from the list. At this time, we will pause momentarily to assemble the roster. And today's first question comes from William Larkin with Raymond James.

Hey, good evening. Could you talk a little bit about what you're seeing in terms of continued pet inflation, how you're thinking about that as you continue to see increases?.

Yes, thanks for the question Wilma. We're seeing veterinary inflation is still higher than we historically would have expected going back three, four years ago. So, still sort of at the double digit level. It has come down and we expect that that will normalize over time. But those assumptions are flowing through our pricing, which is why we're still seeing higher than average pricing coming through the book. good business and they can reflect the impact we see from veterans where wellness is down and revenue is going up as they push their prices to maintain revenue strength.

Thank you. And then can you talk a little bit about what you used your credit facility for this quarter?.

Yes, I would say thanks for the question Wilma. Yes, overall the credit facility we have in the debt refinance area with PNC is two 100 million, which is the term loan, and then there's a 20 million revolver. So we'll disclose in the 10Q so you know more specifics about it, but we've drawn most of the revolver And yes, we can provide details in the in the 10 Q. I would say from a debt perspective, overall our debt continues to come down as part of our agreement. We make regular principal payments And so you can see the year over year decrease in debt, and even from the beginning of the year. Another thing that's worth noting is just from an interest perspective, we're again generating more interest income than paying interest expense. So we feel good about the overall financing, where we are from a debt equity ratio standpoint continues to be strong and very happy with the relationship with PNC.

Okay, thank you.

Thank you. And the next question comes from Josh Shanker with Bank of America.

Yes, thank you for taking my question. Good afternoon, everybody. So sharing purchase authorization. Obviously it has no. exploration on it. But when making the announcement, investors would like to know that it's planned to be used. Can you give a little detail on the thoughts behind it and whether investors should be confident that it'll be exercised?.

Yes, Josh, I'll say a couple of things about it. I think it goes back to what we previously emphasized, that there's really two components when we think about our financial strength. Certainly the strength of the balance sheet being one of them and the ability to monetize our surplus. First and foremost, we're very pleased to get the extraordinary dividend that we announced, the $44 million. That's our third extraordinary dividend. So when you look at the $26 million we received in May of last year, approximately $15 million in Q1, and then the most recent one, that's about $85 million that we've taken out. In total, through ordinary extraordinary dividends and efficiency, we've taken $100 million. So it's a meaningful amount that we've successfully and responsibly taken out of the insurance entity.

When you take the $44 million, which is not included in our financials, and add that to add that to our available cash. It gets you to just under 100 million of available operating cash. So again, we feel very good about our ability to not just fund share buyback, but really take the record margins that we have growing AOI and be able to deploy that along with the surplus from the balance sheet, whether it's in in pet counts in pack, which we spend more in the first half of this year than any first half in our history. continue to be the majority of our focus, but also in Landsat, International. And then I spoke last quarter about some of the technology and AI investments we've made. So we look to accelerate those. And then finally, financial investments. First came the debt, principal repayments on debt that we did last year. And then now we're adding share buyback.

So I would say given the record AOI given our free cash flow, given the strength of the balance sheet. We feel very good about our ability to invest meaningfully across that. Now we're still going to look at it from an IRR perspective to make sure that we're maximizing the return, but we feel good about our ability to make investments.

are created to the business. And that's an IR question. Can you say with confidence, or do you know whether a dollar put to use in a share repurchase is higher or lower than a dollar used in PAC at this point in time? Yes.

Yes, I can't give you a point of view because obviously it's dependent on the share price. We have run that analysis as you'd expect, and we're confident in our ability to deploy capital in the right places. First, just to have the means to do it and have the capacity, and we feel confident based on the work over the last couple of years that we now have those choices, and we have we are going to look at the difference in return between investing in PAC, investing in other internal investments. Lance Path, for instance,.

as well as making financial investments. And is there any detail you can give investors about in terms of the gross ads in the quarter? How much was flagship, Trupanion subscription pets and how much were through your partners who are selling a different product, similar but not necessarily the flagship product?.

Yes, the strength of the gross balance came through the core products that was up 10%, around 10% year over year. So we saw some nice movement across the board, but that was particularly exciting to see from a core point of view. It is where the majority of our focus is, both an acquisition and retention perspective and the efforts of the team over the last I would say three to four quarters the number of tests that we've been pulling together have culminated and come together you know sometimes tests work sometimes they don't I would say we've had a really really good execution quarter in q2 we've seen some solid performance not only with the changes made through the website which I mentioned my earlier opening remarks have improved webconversion nicely, the good stuff up there. We've also seen really lovely improvement with the new expanded current insurance and deductible. which is the first iteration on that product really for 20 years. So seeing that come to the market, I think it's it's filling a gap that we weren't previously able to fill, and it's giving people flexibility with the affordability point of the at the entry point of our product. So so we're pleased to see that momentum The second half of the year is off to a solid start and importantly for us, we have the financial flexibility to continue to invest and test and learn and we expect the sort of opportunity in front of us that we'll be looking to execute into.

Thank you for all the answers. Thank you. Thank you. And the next question comes from Brendan Basquiat. This is William Blair.

Hey guys, thanks for taking the question. Margie, you started to hit on this, but can you spend a little bit more time talking about the changes to the enrollment services that you guys are making? That seems like it's having a pretty tangible impact in terms of the net new ads. Trying to understand maybe what the timeline is to roll that out to the broader, I guess, in all of North America, since it's already seemingly having some benefits. You know, like, I want to understand the cadence of how we should expect total net new pets and how impactful those can be over the coming quarters.

Yes, sure. So, as I mentioned, there have been a number of tactics that we started doing some things over the course of Q4, Q1, where we were really building towards not only the launch of the expanded co-insurance and deductible, but also some tests. Some of them are brand, some of them are up a funnel, and I think they're coming together to tell a better story to pet parents who are coming to the market for the first time. And that's showing up through more engagement, greater engagement within the website, and just helping to pull people through the funnel to convert. the timeline for the rollout of current insurance and deductible is throughout the rest of this year. So the teams and and thank you to the teams. Anyone that's listening to this, they they've done absolutely fantastic job working together across the board. to roll this out in a very short space of time. We had an accelerated timeline through this year and we're really pleased that we're well on track for that. say the product changes are being embraced by the market as we'd expect because it's giving people the ability to moderate and play with their premium, play with their monthly costs so they can find something that suits them which was not as much flexibility embedded beforehand. And we're pleased with what they're doing.

I think we're around 50% of the way through that journey right now. now. Early signs are that it's looking really good and we're continuing to not only deploy that but also other tactics that we believe will be accretive to conversion rate as well online. So lots still to do, a good nice quarter behind us and momentum in front of us.

Great. Maybe a follow-up to that and a slightly different question I'll throw on both of you guys at once. We're talking about changing deductibles a little bit. That might help with the premium price that the user pays. Maybe, Fala, can you talk to us a little bit about how should we think about the P&L impact of these, either from margins or from an ARPU level? And then a slightly different question, Margie. In the past, we've talked a little bit about new products coming, maybe totally new insurance products or maybe things like food. Any meaningful updates to give us on that front at this point? Thank you. Margie Lee, ARQ, Thank you.

Yes, a couple of things. I think one, we're very pleased with the coinsurance and deductible offerings and also our ability to bring them to market. as quickly as we have. So those are in market and beginning to contribute. I think it's still early, given that some of the states have not yet launched, but we're making progress and adding every month. I think it'll be more clear over time. The initial reaction we're getting is positive. I'm sure, Martin, you will give some context on feedback that we've had. So I would say it's early days, but we're pleased with overall performance so far.

Yes, I just said to add to that, I would say that the volume increase we've seen kind of deductible changes, RP changes. It's all it's secretive, so you know we feel really good about the fact that we've been able to unlock I think a bit of a a consumer segment than we weren't able to reach beforehand. So we're definitely encouraged, and I think there's a lot more to do there, and a lot of testing and learning, because as we mentioned, we're only 50% of the way through, and that's a recent stat. So encouraging signs. Just in terms of new products, We have shared before that we expect this to launch around the midpoint of our or by the midpoint of our strategic plan, our current strategic plan, which is the midway through next year. So we're nicely on track for that. Teams are working together again to put together a very different approach to pet insurance, something that Trupanion, a gap that Trupanion doesn't currently really target. And I think it's an exciting way for us to open the category.

It's something that I think in spirit of being veterinary partners to the entire animal health industry, we need to find ways to unlock the financial support that pet parents are looking for. And I think this is another avenue that Trupanion has competitive strength in. So excited to bring that to market. In terms of food, making really good progress. I would say we're nearing completion in some of our manufacturing development that we're doing there. Just in terms of building out the factory, we shared that last quarter that will continue through the rest of this quarter, and then we'll we'll start doing some more robust testing. We don't anticipate any meaningful revenue contribution in this strategic plan, but this is definitely a long play for us to not only kind of gradually increase our investment in a space but to do so in a manner I think will set us up very well for the long term with the future of animal health being such a huge market and a huge category that we can be part of.

Very good. And we've reached the end of our Q&A session. I would like to turn the call back over to Margie Tooth for any closing remarks.

Yes, thank you. Today we're demonstrating the earnings power of our model. Our business generated more adjusted operating income and cash. We're funding our own growth and we're thoughtfully investing in opportunities that we believe will create real long term value. As veterinary medicine continues to advance, we believe Trupanion is uniquely positioned to help more pet-friendly families access the care they need while creating enduring value for our shelters. Thank you very much for joining us today.

Thank you. The conference is now concluded. Thank you for attending today's presentation. We now disconnect your lines.

This live transcript is auto-generated without human intervention or review.

[Call has ended.]

Good day, and welcome to the Trupanion First Quarter 2026 Earnings Conference Call. [Operator Instructions] Please note this event is being recorded. I would now like to turn the conference over to Gil Melchior, Director of Investor Relations. Please go ahead.

Good afternoon, and welcome to Trupanion's First Quarter 2026 Financial Results Conference Call. Participating on today's call are Margi Tooth, Chief Executive Officer and President; and Fawwad Qureshi, Chief Financial Officer.

Before we begin, please be advised that remarks today will contain forward-looking statements. All statements other than statements of historical facts are forward-looking statements. These include, but are not limited to, statements regarding our future operations, key operating metrics, opportunities and financial performance, pricing and veterinary industry inflation. These statements involve a high degree of known and unknown risks and uncertainties that could cause actual results to differ materially from those discussed. A detailed discussion of these and other risks and uncertainties are included in today's earnings release as well as the company's most recent reports, including Forms 10-K, 10-Q and 8-K filed with the Securities and Exchange Commission.

Today's presentation contains references to non-GAAP financial measures that management uses to evaluate the company's performance, including, without limitation, cost of paying veterinary invoices, variable expenses, fixed expenses, adjusted operating income, acquisition costs, internal rate of return, adjusted EBITDA and free cash flow. When we use the term adjusted operating income or margin, it is intended to refer to our non-GAAP operating income or margin before new pet acquisition and development expenses.

Unless otherwise noted, all margins and expenses will be presented on a non-GAAP basis and excluding stock-based compensation expense and depreciation expense. These non-GAAP measures are in addition to and not a substitute for measures of financial performance prepared in accordance with the U.S. GAAP. Investors are encouraged to review the reconciliations of these non-GAAP financial measures to the most directly comparable GAAP results, which can be found in today's press release.

Lastly, I would like to remind everyone that today's conference call is also available via webcast on Trupanion's Investor Relations website. A replay will also be available on the site.

I will now hand over the call to Margi.

Good afternoon, everyone, and thank you for joining us today. In the first quarter, we generated over $40 million of adjusted operating income, up 29% year-over-year and remain on track to deliver $180 million for the full year. In my shareholder letter published earlier this week, I highlighted the importance of adjusted operating income, which provides the flexibility to invest in growth and serve as a proxy for our core earnings power. As we enter a highly compelling period in the pet insurance industry, that flexibility presented by strong performance against this metric is increasingly important.

The human animal bond continues to strengthen, which means pet care, once considered discretionary, is now viewed by many as a necessity. Alongside this trend, the cost of veterinary support has increased significantly, limiting access to care for a growing number of uninsured pets. These dynamics create a meaningful and expanding opportunity for Trupanion. To fully capture what's ahead, we intend to embolden our messaging, broaden our existing products, introduce a brand-new product and continue to invest to grow the business.

To do this, we'll leverage our adjusted operating income, which, as I noted in my shareholder letter, has compounded annually at 35% in the last two years and 45% over the last 10. Sustained growth of this nature requires discipline across pricing, retention and new member acquisition. Simply put, for it to expand meaningfully, we must be priced accurately, maintain or improve retention and add new members at our target value proposition, ultimately expanding our pet count and the number of pets we protect. Our track record demonstrates the ability to do this for more than two decades.

Today, we provide coverage for nearly 1 million pets under the Trupanion brand. And last year, more than 0.25 million pet parents chose us because they wanted high-quality coverage for their pet. Yet there are many more that didn't, and we need to be sharper in how we communicate what makes us different and why it matters.

Beyond that, we also recognize the opportunity of expanding the options available for our existing product to offer greater choice as well as innovating pet insurance once again with a modern digital-first lens with plans to bring a new solution to market later this year. The new products will carry the mark of Trupanion to enable us to better leverage our brand reputation, direct payment, pet acquisition investments and to create room for upsell or cross-sell where appropriate to reach a broader customer segment.

As these initiatives come to life, we must also plan to operate with improving efficiency and cohesion. With that in mind, we're reorganizing our approach to growth to unify under a single leader and to create a consistent, bold and clear pet parent experience in support of this mandate from lead generation through to conversion and retention. That said, our overall expectations for the year remain unchanged with adjusted operating income continuing to propel growth and investment in the business as we benefit from the scale achieved across our operations, retention and the accuracy of our pricing.

With that, I'll briefly turn to some notable developments and results in the quarter. At the beginning of this call, I mentioned our increase in total AOI to over $40 million. Our subscription business generated the majority of this, contributing $38 million, which directly translates to a record lifetime value per pet, up 29% year-over-year, giving us ongoing confidence to compound the business by investing at continuously higher levels.

The pet acquisition investment in the quarter, which was 53% of our total AOI, fuels a growth plan expected to deliver returns across multiple time horizons with benefits accruing beyond the current quarter, all while continuing to generate strong free cash flow.

We added approximately 64,700 pets into our ecosystem in Q1. We recognize there's still work to do in order to fully capitalize on the opportunity in front of us, yet we're encouraged by the mix of pets onboarded, continue to demonstrate strong and durable per pet economics.

At the end of the quarter, we began the early rollout of the first of our strategic initiatives under our new strategic plan, adding flexibility to our core Trupanion product for pet parents wanting Trupanion at a lower entry point. Initially available in Canada, we've expanded to a handful of U.S. states and intend to expand broadly throughout the year. Early results are encouraging with improved web conversion rates relative to prior periods, an indication that offering greater choice is resonating with pet parents.

Worth noting, when presented with a broader set of options, pet parents are consistently selecting coverage levels that are somewhat in line with our core offering, suggesting increased flexibility of expanding access without materially shifting selection toward lower coverage. As we move through the year, we remain focused on executing against these priorities with discipline while continuing to build on our strong foundation.

With that, I'll turn it over to Fawwad to walk through our Q1 financial results in more detail.

Thanks, Margi, and good afternoon, everyone. Today, I will share additional details around our first quarter performance as well as provide our outlook for the second quarter and full year 2026. Total revenue for the quarter was $384 million, up 12% year-over-year. Within our subscription business, revenue was $269.5 million, up 16% year-over-year and exceeding the high end of our expectations.

Total monthly average revenue per pet for the quarter was $85.79, up 11% over the prior year period. Total subscription pets increased 5% year-over-year to 1,106,000 pets as of March 31. This includes approximately 64,000 pets in Europe. Average monthly retention for the trailing 12 months was 98.35%, up versus the first quarter last year, which was 98.28%. The subscription business cost of paying veterinary invoices was $190.9 million, resulting in a value proposition of 70.8% versus 71.8% in the prior year period. This improvement came in light of an adverse development from prior periods of $3.1 million or approximately 120 basis points of subscription revenue, showcasing the strong performance in the quarter.

As a percentage of subscription revenue, variable expenses were 9.1%, in line with the first quarter of last year. Fixed expenses as a percentage of revenue were 5.8%, down from 6.2% in the prior year period. Combined, we saw fixed and variable spending at 14.9% of revenue in Q1, an improvement from 15.3% in the prior year period. Our subscription business delivered adjusted operating income of $38.4 million, an increase of 28% from last year and contributed 96% of our total AOI for the quarter. Subscription adjusted operating margin was 14.2%, the highest Q1 margin in our history and up from 12.9% in the prior year and represents approximately 130 basis points of margin expansion.

Now I'll turn to our other business segment, which is comprised of revenue from other products and services that have a lower margin profile than our subscription business. Our other business revenue was $114.6 million for the quarter, an increase of 5% year-over-year. We expect growth for this segment to continue to decelerate as we are no longer enrolling new pets in the majority of U.S. states for our largest partner in the segment.

Adjusted operating income for this segment was $1.8 million or 1.6% of revenue. In total, adjusted operating income was $40.2 million in Q1, up 29% from Q1 last year and in line with our expectations. We deployed $21.2 million of this AOI to acquire approximately 64,700 new subscription pets. Excluding the pets that are underwritten through an MGA structure, this translated into an average pet acquisition cost of $315 per pet in the quarter, up from $267 in the prior year period. We invested $1.7 million in the quarter in development costs. Stock-based compensation expense was $8.8 million.

As a result, net income for the quarter improved to $4.9 million or $0.11 per basic and diluted share as compared to a net loss of $1.5 million or $0.03 per basic and diluted share in the prior year period. This marks our fourth consecutive quarter of positive net income.

In terms of cash flow, operating cash flow was $14.6 million in the quarter compared to $16 million in the prior year period. Capital expenditures totaled $0.8 million, down from $1.9 million in Q1 of last year. As a result, free cash flow was $13.7 million, approximately in line with last year.

This quarter, we continue to execute on the investments that Margi outlined in the shareholder letter and that I talked about last quarter. In addition to opportunities to accelerate growth in our core business in North America and international, these include Landspath, our food initiative, investments in technology to strengthen our competitive advantage in areas like claims automation and improve member experience and financial investments such as paying down debt.

Turning to the balance sheet. We ended the quarter with $383.7 million in cash and short-term investments and a total debt balance of $109.3 million, a reduction of $19.5 million versus Q1 of last year.

Now I'll turn to our outlook. For the full year of 2026, we now expect total revenue in the range of $1.556 billion to $1.581 billion. We are narrowing the range for subscription revenue, which is now expected to be between $1.119 billion and $1.135 billion, continuing to expect approximately 14% year-over-year growth at the midpoint. We also continue to expect total adjusted operating income to be in the range of $173 million to $187 million or 19% year-over-year growth at the midpoint.

For the second quarter of 2026, total revenue is expected to be in the range of $386 million to $392 million. Subscription revenue is expected to be between $274 million to $277 million, representing approximately 14% year-over-year growth at the midpoint. Total adjusted operating income is expected to be in the range of $40 million to $43 million. This represents approximately 19% growth year-over-year at the midpoint.

As a reminder, our revenue projections are subject to conversion rate movements predominantly between the U.S. and Canadian currencies. For our second quarter and full year guidance, we used a 73% conversion rate in our projections.

Let me now pass it back to Margi.

Thanks, Fawwad. We enter our new strategic plan from a position of strength with a clear strategy and disciplined focus on the highest return priorities to drive durable growth and long-term shareholder value. Speaking of which, this weekend, we'll host our annual Q&A following the Berkshire Hathaway Shareholder Meeting in Omaha. Each year, this presents us with a rather unique opportunity to hold an open forum with a community of long-term like-minded investors. We hope to see many of you there.

With that, we'll open it up for questions.

[Operator Instructions] The first question comes from Wilma Burdis with Raymond James.

Looking forward to seeing you guys in Omaha. In the shareholder letter, we noticed that the number of hospitals with Trupanion software increased 30% in '25 year-over-year. And I think you noted in there that the -- I'm going to call it productivity has come down a little bit, so seeing less new pets per those new hospitals. Can you talk about why that pet count growth hasn't kept pace? And is that a good leading indicator?

Yes, it's a great question. So as I mentioned in the shareholder letter, typically, when we think about gross pet adds, we know that the higher that number goes, usually, you get an increase in same-store sales and actually hospital numbers go up. What we've seen over the last year is the change in same-store sales has come down. So that means consistency of introducing the concept of insurance come down.

However, the footprint has widened, and that's led to more software. So this is as a direct result of the teams, the territory partners really leaning into the solution we provide for people in a sense to leverage our software as a hospital team to help pet parents deal with the invoice when it comes through. So it's the start of what typically becomes an active hospital than a same-store sale. We would expect to see that number, the same-store sales down when pet count is lower.

We expect to see it build over time. And it's the constant juggling the territory partners have to do with going wide and going deep. And I think they've done a fantastic job to see that growth in our software usage because what that does is it really underpins the core value proposition that we have.

So it means that we're helping more members by paying them directly, which we can see in the scale and efficiency across the business. And I'd expect to see that number of active hospitals grow over time as we continue with that pet count.

And a bit of a follow-up on that. I mean maybe you could talk about -- is there a time frame for some of that to flow through? But I'd also just really like to hear a little bit more about the new product and maybe you could explain the coinsurance and the deductible changes that you outlined in the shareholder letter. And just talk a little bit more about price point and just maybe give us some additional details on how that's going to work.

Yes, sure. I will try and remember that. So starting with the time frame. I mean the hospital channel is always a very, very strong channel for us. We'd expect it to -- you get active hospitals go up, then same-store sales will come down, then the team has to go back in and manage that. It's a constant of the territory partners, and that's really where we have that deep moat. It will build over time. And like I said, it tends to correlate with our overall gross add numbers. So we'll kind of update you as we go with that one.

In terms of -- I think you asked about the new product, what we can say more about. I mean I really stick to the details of the shareholder letter, but at the highest level. The intention behind the two big initiatives we have for North America this year to recap, one is expanding on our core products. This is the first time in 25 years that we will be expanding the coverage levels to offer broader price points, and we do that through the flexibility with increasing deductible as well as adjusting into different levels of coinsurance, which really does expand those price points quite significantly.

We started to roll this out very late in Q1, and the early signs have been encouraging. And as I mentioned in my opening remarks, we've actually seen very little change in terms of the overall options selected by pet parents when they get to see and play around with a different co-pay and different deductible levels. So it gives people more of an understanding of what's involved in the value proposition, which is great, and that's what our intention was, but also gives more optionality.

And then I think the third part of your question was around the brand-new product, which, as I shared, is really designed to appeal to the new audiences that have been coming into the category. So as pricing has risen from a cost of care perspective, we've seen a new generation of pet parents, the millennials and Gen Zs who are looking to come into the space. They want to protect their pets. It is treated as part of the family, but sometimes that entry-level price point for any product out there can be too high. They're looking for quality. They're looking for transparency. They're looking for Vet Direct Pay, but they want a different solution to one that many offer, including Trupanion today.

And so we're leaning into the brand equity we have built over the 25 years, the trust in the vet clinics, the territory partners that enable that high retention rate to create something that is leveraging our data and leveraging the route to the business, but creating something very unique. It will be -- I'm not going to give too much away, but it's going to be a digital-first product in the sense that everything will happen online. We're going to make it -- the products that people want it to be for them in the right space, meaning we're not going to direct them to a specific communication channel. It will be where they want to communicate, how they want to communicate. And it will be built in a manner that will allow them to have a lot more optionality than we have today, even with the new price point. So we are very excited about it. We've got the teams working on it, and we'll update you over the next few months as we go.

The next question comes from Josh Shanker with Bank of America.

In the shareholder letter, you talked about going forward that the IRR disclosure no longer is meaningful because there's so many products. And so it means something different depending on the mix of products. So two questions. How should we think about the internal rate of return on various products you've taken that away. And it probably was a garbage number anyways it didn't help us.

But two, maybe it's worthwhile thinking about what the IRR is on the Trupanion flagship product as a way of understanding what incremental dollars of marketing are doing?

Yes. No, thanks, George. Thanks for the question. I'm glad you brought this up. So there are a couple of reasons for us making this change. First and foremost, as you mentioned, and as I said in the shareholder letter, the blended IRR metric is no longer relevant as it was at the beginning of when we first started sharing it given the size and maturity of the core business today. And that's because we have multiple products in multiple geographies that all create very different ARPUs, very different returns with the same intention to get to the same guardrails, but it takes time to do that.

So we're moving away from it to improve the clarity and focus on metrics that we believe more accurately represent the economics and the value of the business today. And the most important one of those being AOI, adjusted operating income.

So as I outlined in the shareholder letter, IRR, for example, it assumes that newly enrolled pets that we get today behave the same way as the existing book of business. And when you have over 1 million pets on the book, that becomes increasingly more complex. But it becomes, therefore, less accurate as the business scales and the market penetrates more heavily. Similarly, as I mentioned, you've got the products and the geographies, which create further confusion.

And just to give you a little bit more context around that, when we first started sharing IRR metrics, our adjusted operating income at the time was $5 million. And it was a total the team had to spend to deploy. Today, it's over $155 million, which naturally becomes far more dynamic and complex and is, therefore, significantly less suited to a single blended metric. And it's also competitively sensitive.

To take the second part of your question, when we think about the core Trupanion product, from our perspective, we don't want to share the level of insight into what we're spending, where we're spending because of the competitive sensitivity. But we are still adhering to those internally to those guardrails, we have not changed how we operate.

And the AOI that we're generating will demonstrate that we are enrolling pets that continue to have that higher margin, the right margin, we've priced appropriately, we're retaining them, and we remain committed to leveraging that internally, like I said. I will just say that with our IRR performance this quarter, it did improve sequentially, and we feel like this is the right step to give clarity to our audience.

And so I guess dovetailing from that, when you start a new business, there's obviously you have to spend to make it work and you do have a number of new businesses. What tools should give us confidence about Landspath and [indiscernible] and Furkin and PHI Direct. I mean, early on, it was very hard for you to figure out whether or not those businesses could leave Canada even because they were still incubating. I think some are still there. We know that Trupanion, the core product works. What sort of signs can we look at that the newer, younger products are worth putting money behind them to get them to grow?

Yes, it's a great question. I think we are going to continue to provide the visibility as we have done today on AOI. And as we deploy more of that, and obviously, we'll be sharing how much we're deploying, we would expect to see that AOI grow commensurate with the investment we're making. I would say the transparency we've had, to your point, with early doors, PHI, Furkin, any of the new products and channels we've introduced -- we -- it's not necessary for us to share the details on every single test we're doing, every single product.

What we're trying to do is orientate people to the metric that we believe best captures all of those products and their performance over time because we want to get to a place where we are continuously investing in that adjusted operating income with high levels of return, which you'll see as that compounds. We've shown for the last couple of years that the rate of compounding has increased with AOI. Our goal is to continue to do that.

And as I mentioned in the shareholder letter, we expect to generate well in excess of $500 million. And the reason we made that comment in the letter is to demonstrate there's a lot of fuel for us to continue to grow this business. And we will do that with varying products, the Landspath being one of them. We won't disclose how much we're putting into one versus the other, but we will continue to compound the AOI. That's our goal. That's our intention.

Fawwad, would you add anything to that?

Yes. I think the other thing I would add is something we've been talking about and I mentioned it last time, is just the versatility of AOI. So it's a pool of capital that, to Margi's point, gives us optionality to invest in a variety of things. And when we think about how we will get to mid-teens growth in sub AOI over the next 3 years, I think we've proven there's multiple ways to drive AOI. We clearly think pricing not a necessity, but it's become, I think, something that we've honed and become proficient about over the last couple of years.

Retention, retention continues to be resilient. It was up nine points in 2025 from a full year basis. It was up quarter-on-quarter. It was also up year-over-year, about seven points. And then, of course, adding members. We added over 0.25 million gross adds last year. We added, as Margi mentioned, 64,700 gross adds this quarter.

And then operational efficiencies. I think one of the things that we're very excited about is just the ability to leverage technology and the company was well ahead of the curve when it came to leveraging innovative technologies in those days, it was machine learning, now it's AI. Our automation rate in the quarter jumped to 62%. So that's up from 56% last year.

And that's great for everyone. It's a better experience for members. It costs us less in terms of processing the claims and the actual processing costs. So you're seeing that in the loss ratio at 70.8% to start the year there, I think is a strong position for us to be in, particularly given the first half, second half seasonality that we've seen. So yes, I think when you look at AOI, that's the thing that I would pay attention to in terms of are we being judicious in deploying it.

The next question comes from David Westenberg with Piper Sandler.

This is Sky on for David. Just on the macro side, as it relates to pet adoption trends, how are you thinking about the growth in puppies and kittens? Are you seeing a shift in portfolio to cats? If so, how are you targeting cats? And does this have an impact on the timing of payouts?

Yes. Thank you, Sky. We have definitely seen a shift in overall, I would say, lead volume coming from the vet channel. We've heard across the industry, we're seeing sort of the downturn in terms of vet visits, wellness visits. And from a lead volume perspective for us, we still see a healthy lead volume. It was flattish in Q1. It's actually shown an uptick in Q2, which is great.

I think, yes, we are seeing more cats. We noticed that two years ago when we started to see more kittens coming into the category. Overall, though, in terms of the opportunity, it remains at least 1 million pets, 1.2 million pets approximately that are entered into practice management systems every month. We have a lot of markets still to capitalize on. So in terms of the opportunity there, we're not talking to all of those puppies and kittens at this point.

Adoption trends do appear to be slowing, which is part of the pressure being put into the vet industry. But from our perspective, that just -- that still gives us a long, long runway ahead of us. So our channels tend to be breeder vet shelter, as well as our members referring their friends and adding pets. We're still seeing a healthy portion of that population doing that. It still remains one of our second biggest channels.

So we'll continue to work with the veterinary industry to help them. We've helped show that through our cost, as you can see that people are still taking their pets into the vet when they have Trupanion. It is a solution to the barrier that the veterinarians are seeing preventing people coming into the hospital. And we know that there's a long runway ahead of us. But overall, we added 64,700 pets in the quarter, as Fawwad just mentioned, and as I mentioned earlier, and I think the margin of those pets is where it needs to be.

From a cat point of view, we love all pets. We're not trying to target one over the other. And we have a lot of cat activity going on. We also have a lot of dog activity going on, and the goal is to continue to build on that number over time.

This concludes our question-and-answer session. I would like to turn the conference back over to Margi Tooth for any closing remarks.

Thank you. I'd just like to say a big thanks to everyone for the questions today and your participation. Hopefully, we've come across to show that we're excited about the long-term opportunity ahead, which remains as significant as it has ever been with demand continuing to grow. We are absolutely committed to executing with discipline against this opportunity, which means leveraging our strong adjusted operating income to invest where we see the highest returns and to help more pets to access the care they need, as I just mentioned.

With that, we appreciate your time today and look forward to updating you on our progress in the next quarter. Thank you.

Thank you. The conference has now concluded. Thank you for attending today's presentation. You may now disconnect. Thank you.

Ladies and gentlemen, the program is about to begin. At this time, it is my pleasure to turn the program over to your host, Michael Ryskin. You may begin.

Great. Thanks, everyone, for joining us for our next session. My name is Mike Ryskin. I'm the U.S. life science tools and diagnostics analyst also covering animal health. But for this next session, I'm also honored to be joined by Josh Shanker, our U.S. insurance equity analyst, who's hot off a plane, and I'm surprised he's not still out of breath, but he's that eager to be joining us. And we're also excited to be joined by Trupanion. We're joined by Margi Tooth, President and CEO; and Fawwad Qureshi, Chief Financial Officer. Thanks, everyone, for taking the time and being here with us. I'm going to pass it over to Josh since it's his coverage and he'll lead the fireside chat. But as always, Boomer, chat or e-mail any of us if you want to introduce any other questions. Josh?

Yes. Fawwad, Margi, thank you for being here today. We really appreciate it. I guess like, look, we just had the year-end conference call. And obviously, you laid out some guidance. Can you tell people how they should be thinking about 2026 and what you think the major points to relay to investors are?

Yes, I can take that one. As you said, we just announced our 2025 results, super happy about the way the year shaped up, looking forward to momentum in 2026. When we think about guidance similar to what we talked about in 2025, pricing is still contribute more as a percent of revenue growth in 2026, but less so than it did in 2025. So we're seeing that gradual shift of contribution to revenue going from pricing to headcount. Headcount will contribute more as a percentage in 2026 than it did in 2025, but it will still be a pricing-led year.

When we look at loss ratio, pretty similar experience that we saw in Q4 is what we're carrying forward in our guidance. Haven't really seen a significant abatement in inflation as we get into the start of the year, but of course, it's something you take a lot of attention to [indiscernible]. Really happy to be able to deliver on the expense leverage. I committed that we will achieve leverage in the second half on fixed expense and we [indiscernible] revenue. We'll continue that momentum going into 2026.

You guys see the top line. You see the total percentage. Within that, underneath that, there's a number of things happening, one of which is we continue to invest in technology. We feel technology is a differentiator for the company. We talked a lot in the past about [indiscernible] automation [indiscernible]. It's really leading into that, and we're paying for that through efficiencies in the overall expense portfolio. And then because of that, we expect to see continued margin expansion from an adjusted operating margin standpoint [indiscernible].

Great. And so when we think about go-to strategy, one thing that we've noticed in the recent past is you've upped the customer acquisition cost spend or policy acquisition cost spend. You can see on a per pet basis, we can see in aggregate numbers. How is the go-to-market strategy changing or evolving as we enter 2026 through vets, through breeders, through direct outreach. What are we spending those dollars on, and how is that allocation changing over time?

Yes. So when we think about pet acquisition, in terms of our distribution channel, the vet channel is still, I'll maybe say, still sort of the hotline of every conversation that we have once a pet gets to the vet, and we want to reinforce that with the vet routine as well as with breeders and shelters as well. So we're thinking about all stages of early pet ownership and adoption. Our additional spend has really allowed us, much like Fawwad mentioned for technology, kind of building the framework and the lay of the land and foundation to be able to build up from it. When we were pulling back our pet spend over the last 2 years prior, we've started to really build that foundation again. So we're thinking about making sure the brand is present in hospitals, making sure that breeders understand who Trupanion is and what value that brings to their letters. The same thing with pet parents. We're trying to find them earlier in the funnel, so where they shop, where they consume, where they're browsing, where they're looking for education information, using the data that we have as Trupanion to sort of put that into the eyes and minds of pet parents. It's a multitude of ways that we're pulling together the strategy for acquisition, some of which will deliver quickly and a lot of it, we expect, will just really help to broaden that funnel right at the top so you bring a lot more people through that then get to know Trupanion, which means there are different stages of velocity of how quickly they can move the funnel better.

Can you go a little deeper in finding pet parents? I mean, there's one thing about the idea of vet saying to the customer, hey, look, have you thought about health coverage for your pet? And it sounds like that you have more of a pull of finding customers. How does that differ from what's been going on in the past?

It's complementary today. I'd say that we're looking at finding ways that it's helpful. It eases the conversation when a small dog walks in the door and they're already saying they're insured from a vet perspective. That makes their lives so much easier. We've heard that for years. For us, it's about trying to make sure you're making that conversation quicker and more efficient. Also, the more time that someone sees a brand, we know this from old, that they become more familiar with it. That's more credibility. When it's introduced, they're more willing to listen to what the brand has to say. This is really kind of us building our brand in not only animal health, but actually kind of broadening into the market.

I would say just in terms of tactics, I don't want to reel too much, obviously, but we're doing a lot of new things, sort of different things, and kind of thinking about the vet journey, but where do people go before they get to the vet? That's predominantly when they're getting a pet for the first time. So they're researching a breeder or shelter. They're looking at things they want to buy for a puppy or kitten. We're really trying to compare those things together to help them when the conversation comes off at that level.

I think of Trupanion as the industry leader in pet health care insurance. There's obviously been a lot of capital formation and M&A and putting together businesses. The category continues to grow. I'm not sure that Trupanion is currently growing as quickly as the category as it's been retooling pricing. Historically, you've outgrown the market, which I think is only 4% penetration right now. I expect that's going to continue to grow. So a, can you frame like what you think the growth for the category is? And b, where Trupanion will be in 1 year, 3 years, 5 years relative to the category's growth?

Yes. There's a lot in that question. Keep me on track here in case I don't answer everything. So when we think about overall growth rate, there's a category right over around 4%, 4.5%. The industry figures haven't been released for 2025, but I'd expect that we've seen somewhat continuous growth, if not sort of slightly ahead of where we've been trading for the last 5 years. That's a category. So we know that with vet costs, that people are leaning into more solutions. They're looking for better solutions than probably they have. Insurance is one of those solutions. There are some others that are coming out in the market. From our perspective, what we've been very clear about for the last couple of years is doubling down [indiscernible] price right. We should [indiscernible] they are.

We're talking about a compounding increase now of sort of somewhat close to 50%, if not higher than that. It's [indiscernible] over the course of the last few years. So for us, it was important to maintain their retention rate before we went into growth aggressively. That's not to say we haven't been [indiscernible], but it was more around when we're enrolling a pet, we want to make sure that price comes in place. It's been very deliberate for us to focus member first and then additive. I would say, in general, because of that, I anticipate that certain players in the market have been growing faster than Trupanion because their priorities are different. Moving forward, though, there's absolutely greenfield for everybody. We're not in a situation where the category is a take market, if you will.

It's very much building the awareness, building the education. We talked about helping the funnel to build for everybody. From our point of view, we're not going to just grow at all costs. It's been very deliberately focused on highlighting value, looking at the margin we get per pet. We've seen from the numbers Fawwad was talking about in Q4, our margin was at level for the full year, which is the first time in our history we've done that. We now have the confidence to be more aggressive. I would say sort of 3 to 5 years out, as we leave that demand and that sort of early adopter moving into sort of majority market, early majority, we fully expect to be aggressive.

That's based on deploying the AOI that we've been generating as a business and getting to a growth curve that we've been talking about. So yes, we want to grow with the market. That's absolutely our long-term aspiration for sure. We won't do it at all costs. We believe that when you're playing that long-term game, looking at the reputation of our brand, we're looking at how members can trust us and know that we've moved up coverage, that we're doing what we said, that they keep the product. That's more important to us for the long-term play. And we're excited to enter the position to really maximize that in the coming years.

I mean I'm just going to make a comment here that you can dovetail on a little bit that the product you sell is the most coverage that you can get for dollar.

That's right.

There should be a -- clearly, there's a market for that. I mean, a, should that type of product grow faster than the market, grow at the same pace, not even Trupanion, but the desire to have as much coverage as Trupanion is going to provide, should that be outgrowing the market or growing with the market?

Look, I think it depends. You've got pockets of people that will want the most comprehensive, and then you've got folks who are going to want something, whether that's access to emergency coverage versus kind of lifetime coverage and the wellness and everything in between. I think there is a space, but it absolutely is the ultimate product. We've always seen ourselves as a leader, and I think our numbers prove that from the lifetime value retention perspective. I think where the market is today, though, I mentioned just a second ago, that we're going into a different phase of market in pet leadership, which is really exciting for the entire category. That's when you're going to start to see it in the broader offering. And people are -- consumers are going to demand something a little bit different as they should, and they want more choice.

I think our role, having our data, having our experience, having the systems that Fawwad talked about in terms of our AI adoption with our technology, is really helping us to build on how do we then create the next-generation product? What does that look like? What features do pet parents want? So they have an optionality between what is the best, most comprehensive coverage, and also potentially an early entry product as well that will help them come into the Trupanion family. But yes, I mean, I think it's recommended by more vets than any other product for a reason. We have a highest retention rate for a reason. We're proud of that. There's a much [indiscernible] for us to continue to grow.

You may have seen -- it's really a more home and auto story about some governors in the United States who are asking for a cap on insurance prices. And really, I don't know if that's the right idea, but they're trying to capture on people's wallets are hurting. And affordability is going to be a big issue in the 2026 election cycle. To what extent is your messaging being successful around even though we are a more expensive product, we actually help you manage your expenses better? Or are we still in the phase where sticker shock is the dominant feature about how people think about things, and that's going to be weighing on growth for the next 12 months?

Well, thank you for asking the question that way, Josh, because it's -- Trupanion is not the most expensive product. Trupanion is actually the least expensive product over the line. And the point you make is exactly what we are breaking down in terms of our communication and our efforts around conversion and education that I talked about before, that pet parents don't appreciate what every other provider in the market does. They don't appreciate that the age of enrollment is a unique benefit to Trupanion. And we lock in that age at that age because we believe in providing care for the life of the pet. Now, that being said, your point is still absolutely the right one. And as I mentioned, we're looking at how do we evolve our products then to make sure that we're doing everything we can for our existing product?

And then looking at what do we do for the pet parents that, to your point, don't have that money? They still want some comfort. We believe our brand has created sufficient equity in the market today where we can actually go and create something that will not be as comprehensive and might have some different product features and limits, but it will still have direct pay. It will still have the Trupanion brand promise and security that vets know. And we believe that that's kind of the next step for us as a category. I'm sure we'll see more market entrants come in because there is that need. You've got that beautiful alignment of the markets growing. There is more awareness. Vets are recognizing the power of an initial client base. Consumers need something to help them protect.

Like I said before, we have sufficient data and that brand development in the market that will help us to build on that and create something specific for those members who can't afford their dollars today.

You've had a multiyear soft launch, I call it, of lower-value health care products in terms of a discount product like PHI Direct and a mid-tier product like Furkin. I think about Trupanion as being a business built around doing what's best for pets' health. To what extent does Trupanion have the skill sets to sell a product that is designed around maximizing health care for pet needs?

Yes. I think PHI and Furkin, they were launched in Canada, and they are still in Canada. They're still running as businesses acquiring pets. I would say the 2 of those products launched at a time just before we saw margin compression come through as a business. So our intention with those products was to invest aggressively, bringing them over to the U.S. market, and have a free product sitting as swim lanes. As we look back over the last sort of 3 years, 4 years, when we saw that margin compression come through, the first thing we did was, as I mentioned, we put a double down focus on members, and we started to pull back where our acquisition investment was going. We were deploying it into areas with the highest lifetime value.

PHI and Furkin, just by the very nature of the type of product they are, was not the highest lifetime value, so we stopped really investing in them. We've learned a lot from them. I think if I look back to when we launched them and we started talking about 2021, the whole premise for us was we didn't want to use the Trupanion brand at that point in time. We wanted to create very different products that would compete with other products out there in the market and would clearly define the difference between a high-value product and mid-value product and a low-value product. Between the 3 of them, I would say it's been a very useful learning curve. We've got a lot of data from different types of pet parents who will buy those 3 products.

But now where we are, as I mentioned, our brand equity has changed significantly over the last few years. We've added a lot more hospitals to our active hospital base, installed a lot more software. And we're at a point now where we think that the brand actually will help advance those products in the market because of the trust that Trupanion has created. So they've been effective. They've been very helpful, and they're still part of our ecosystem in the back room today.

We'll take the best parts of those. We'll build them into the Trupanion concept and then start to kind of bring a slightly different product to market. So now we have the means to do that. We've seen a nice level set with our margin. We anticipate that that pricing will continue to go through over the next few years. It gives us means to deploy not only into core but into other products too. And the benefit of having that one brand or them associated under that umbrella is the dollar will go down much further supporting them, whereas before it was incrementally a dollar for PHI and Furkin and [indiscernible] for Trupanion, and they weren't all benefiting from the same spend.

if we go -- yes, go ahead, Fawwad, please.

I'm also going to add a quick point that may be helpful. So you think about pricing as a contributor to revenue growth, one of the things that we talked about at the end of 2024 is that was a dollar when we expected the year-over-year our [indiscernible]. And for the most part, as you look at 2025 shape of year, it largely played out with price increases where we are now. So we felt like we were at least past the peak. It took a lot of work on us to go from significantly compressed margins on some of the [ 6% ] that we gained in 2023 for those of you who may not be aware of our target market is 15%. Effectively, we're very happy to get 14.8% for the full year in 2025. So we feel like we're in a good space.

So there's a couple of things happening at the same time. One, we have the margin recovery. Two, we have the strength of our balance sheet, positive free cash flow. So we have a financial capacity to invest. Those are the 2 conditions that we talked about over the course of last year. We can start accelerating our investment. When we've got margin [indiscernible], when we're at a point where we're not going to reach full market share like a negative margin share, not market share. We need to be able to have the financial resiliency to make the investments that we want to make in [indiscernible] way.

So I feel good about where we're positioned in terms of unleashing those dollars. We see the old guy not much more interested, but I would say we're pretty enthusiastic about what's up in the first few years.

If we go back to the post-COVID inflation period, you have a birthday renewal type pricing model and you asked the regulators for price increases in response to what you're seeing. And so as inflation is happening, your margins deteriorate because it is happening in arrears. And you get to a stability in terms of where your current pricing is matching the inflationary trend. With your 2026 guidance, we see that pricing is coming down, you're responding to loss cost trend moderating to some extent. But it's going to take you a year for all those prices to reset the proper level of inflation. Does that mean half of your book is going to be at a price that is ahead of the loss cost trend until we reach the renewal date and it forces your margins to expand from here?

I think there's obviously good chance that can happen. I mean, we knew going into this, the team has been really eager to get as quickly as we need to. At this point, though, as Fawwad mentioned, we haven't seen costs fading and certainly lower than our expectations, which gives us confidence moving through the year that, first and foremost, we're in a position to be able to afford that cost of goods, which was critical for us. And as soon as we see something change, we will pivot. We'll switch. Some we can go quicker than others because, as you mentioned, we've got to be able to [indiscernible] through. Our goal is still to get the same value proposition. We'll be in a different position to where we were in '22, as you say. We saw that margin compression. I think for us, it's really a case of just watching it, monitoring and ensuring that we can offer the value prop that we know will drive our own attention rate up.

So pricing is moderating. I kind of believe that if I were a customer of Trupanion, I'm not a pet owner, so I can't be a customer of Trupanion. But if I were and I got 2 back-to-back 20% price increases and I stayed a customer, I think you can imagine I'm never going to leave, that I got huge price increases and I still love the product and whatnot. And so I look at the cohort of customers you have, and I assume that they're more loyal than they've ever been, would be my takeaway. But retention is still lower than it was a half decade ago. Do you expect to return to peak level retentions because you have a different population that's been through a number of rate increases and stuck around. Should we see -- I mean, retention is improving. It's clear, but it's improving modestly, not step function improving.

Yes. I think we do have a loyal base, and I think that's something that we hold it with such high value because we are not in a position to try and take margin where we don't need margin [indiscernible] the value proposition. I think our members have realized that. Then there are pet parents who understand what they're buying, they understand the value that we can help in their lifetime, so -- in their pet's lifetime. I think from our point of view, yes, I absolutely think our retention rates can continue to improve. And I think over a period of years, we'll get that back to the levels we've historically seen. Now, it'll be different depending on cohorts because you've got if you have a new product entry, that's going to behave differently. We know PHI and Furkin behaved differently.

But I think overall, when we had to put that rate through, as I said, we really pivoted to focus on member dedication, experience and understand how do we refine our software approach? How do we use tools like AI to help us answer that? So that's really kind of building up the member experience further. We'll continue to look at ways that we can surprise and delight our members because we're not -- we don't want to just be associated with price. But we've been so encouraged by the numbers the team's been able to develop together with our members. I think we've been doing an outstanding job of it.

And to still have the retention rates we have, to your point, after not 2 years but 3 years of compounding increases, speaks volumes to the product and the quality that we have. It also speaks volumes to the relationships we have within the veterinary space because at the end of the day, when you're using a product, you're speaking to your vet, and your vet is reassuring you that this is the right product for you. And when you hear that as a pet parent, it's worth it. So I think we all honor that commitment to our members. I mean, over time, I believe that that will continue to grow and get back to those high levels here.

Fawwad, please correct me if I'm wrong, but I think if I remember properly, you guys generated about $41 million of free cash flow this year, op cash flow less CapEx. I think that was the number, but maybe I'm wrong.

Yes, it was a little higher. It was about $75 million.

$75 million. I'm sorry. It was -- all right. So that's -- so it's interesting. That's even actually my point. If we go back in time about 5 years ago, I think that the ethos of the company was to maybe be cash flow neutral in some ways that every incremental dollar we're generating should be put into acquiring pet parents because the category is growing so quickly that we have a much better use of that capital than anything we could do. And then, of course, we hit the inflationary period and cash flow went negative. You had the capital suck from the other division, the -- and Pets Best. And so is there a different ethos in the company about the purpose of cash flow compared to what you thought it was half a decade ago?

Yes. That's a couple of things. One, half a decade ago, the company was much smaller. So this company has grown give or take 20% a year. So we're talking about a [ billion-dollar ] business. And so one of the things that Margi and I talk about is we want to have the capacity to be able to make investments through marketing. So we want to approach every cycle, every annual planning cycle from a constrained perspective.

Yes, I think having free cash flow obviously gives us choices. It gives us the ability to make decisions, to be aggressive, to see opportunity. We took a goal right when I started free cash flow as a percent of revenue to be at least 2.5% of business. This year, we were closer to 5%. I think about 5%. Yes, as long as we continue to generate strong margins out of business that will create free cash flow, about 2/3 of that free cash flow is generated by AOI. So it's not being created through expense reduction or margin expansion in businesses in general. So yes, we feel super healthy free cash flow, stronger balance sheet, lower cost of capital, [indiscernible] debt. We feel really, really well positioned to be able to make investments whenever [indiscernible].

The other thing I talked about, I think it's an important thing for investors to consider, is there's a lot of opportunities within the company. PAC will always be -- more likely to always be the biggest source of our investment dollars. When you think about having [indiscernible] as a pool of capital, that can be deployed in PAC. We're deploying that out in Landspath. They're starting to [indiscernible]. Right now, we're in more of a capital-intensive period, so that's consuming some cash.

Obviously, from a technology perspective, I spoke about that earlier. It gives us the wherewithal to make investments there that accelerate local things that members see, whether it's [indiscernible], UX, the overall member experience. And then there's financial investments we can make. We paid down about $17.5 million in [indiscernible] in 2025. I would say AOI as a pool of capital, it can be deployed in a variety of places, the majority of which, obviously, we'll expect that to be in PAC or more importantly, selling pet insurance. It gives us more optionality. And so that free cash flow is the financial engine that's going to power all of those investments.

Yes. I would just add, Josh, when I think back to what I said quite a bit at the beginning, thinking about how we've shifted, how we've changed. We're such a big organization. For us, this big organization, we still remain rooted in making sure that we can help pet parents and support the veterinary industry. We're also looking at high internal rates of return. What we're never trying to do is just deploying what the AOI and maybe we'll get X now, maybe they'll come through in 10 years. That's not our goal. Our goal is to continue to be disciplined.

It is such a lovely position to be in, to know that we've got the means to deploy in things like technology that we can only help our members or help our teams more efficient and effective. And it's very much more that kind of long-term thinking. We want to do things that maybe we could have done a few years ago, but we didn't. So I think kind of chasing that kind of market growth is helpful in the short term for us as far as setting ourselves up because we're in a position -- the market is underpenetrated.

We're in a great position. We will continue to deploy higher and higher levels of adjusted operating income to grow the business into pet count at high internal rates of return. So we think about that. Then we think about the other things, the opportunities we have that come our way. And we think about the fact that we're more and more in control of our own destiny. That sets us up with that extra level of confidence. I think it'll really just help us set the stage for the next few years of business.

Tow more questions. One, I think that we have a formula about what the ROI of a dollar of PAC is. We -- whether it works out that way, but we kind of know what it is. I don't think we know what a dollar of ROI spent on Landspath is. Can you sort of frame how we should think about the value of those 2 propositions?

We're in the early days of it, so I don't want to commit to a particular market profile. I think what I would say is, when we look at the opportunity, I think there's a couple of things that differentiate us. This is a product that will be distributed through the vet channels, so we will continue to build that relationship. We offer vets, additional source of feed that they can provide to their customers. The long-term unique economics of this business, we believe, because we have proprietary IP, suggests that the market profile of the pet food business can be superior to the pet insurance business. It's going to take time for that business to achieve scale. So again, nothing in the near term. But yes,, long term, we're very excited about it. We think it could ultimately end up being as big as the pet insurance business, maybe bigger, with more favorable economics.

Okay. And then one more maybe a housekeeping question. The 13Fs were filed. Large holder Tarmac eliminated its position, and Felix Holding, I'm not so familiar with our before position. Is this connected? And should we learn anything from the changing holder base at the company?

Yes. It's the same. It's one of our directors was moving from Tarmac into Felix Holding is a related entity. So moving from one holding onto another holding, so it's a transfer. They've also increased their position, which is continued support, showing that kind of confidence in the business, which is great. That happened earlier this week. It's the same holder, just transferring to a different fund.

Okay. And in terms of, I guess, post-quarter, is there any takeaways that you're receiving from investors that you think would be useful to share what you understand the sentiment around the stock and what's changing and what isn't?

Yes. I would say, from my perspective, reiterating the opening remarks that Fawwad made around the confidence going into this year, we absolutely intend to be aggressive from a pet count point of view. That has, I hope, been well understood and hope also that people understand that we now have the means to do that aggressively in a marketplace that will both leverage our existing product, but also what we have coming up too to kind of replicate it for that additional kind of growing market space. One thing that I don't know that we really talked to a huge amount on our previous call, but in the call-ups, we've had a lot of conversations around AI and how we're using that.

And when we think about those technology investments for us as a business, we've been able to massively accelerate our efficiency within our -- within certain areas of our operations, our member experience because the teams are using those tools. It's just helped us really kind of accelerate that pattern to the benefit of our members. I think when we consider articulating our value proposition, doing things different, smarter, quicker, more personalized, all of those things are coming together that means that we're able to get to better leverage actually. All in all, super excited about the year ahead in an incredibly strong financial position and incredibly apt market for us. So we're looking forward to the next few calls to continue with our trajectory. Josh, we can't hear you.

Josh, you are muted.

I am muted. I was trying to fix the [indiscernible] a little bit.

You made it the whole time without that.

Yes. I just wanted to maybe give Mike the opportunity to -- with -- for some closing remarks, how this all fits into this animal health theme maybe and maybe some concluding remarks.

Yes. Thanks, Josh. Thanks, everyone, for joining. That was, I thought, a really great session. It certainly overlaps with a lot of the conversations we have with investors on our side, and I know there's a lot of overlap between investors in terms of pet trends, pet parent behavior, spending behavior in the current macro, sort of how insurance fits into that and helping manage the cost of pet ownership. So I think it's all part of one ecosystem and really appreciate you taking the time and joining us.

Thank you.

Thank you all, and have a wonderful day. Appreciate it.

Thank you.

Good day, and welcome to the Trupanion Fourth Quarter 2025 Earnings Conference Call. [Operator Instructions] Please note this event is being recorded. I would now like to turn the conference over to Gil Melchior, Director of Investor Relations. Please go ahead.

Good afternoon, and welcome to Trupanion's Fourth Quarter and Full Year 2025 Financial Results Conference Call. Participating on today's call are Margi Tooth, Chief Executive Officer and President; and Fawwad Qureshi, Chief Financial Officer. For ease of reference, we've included a slide presentation to accompany today's discussion, which will be made available on our Investor Relations website under our Quarterly Earnings tab.

Before we begin, please be advised that remarks today will contain forward-looking statements. All statements other than statements of historical facts are forward-looking statements. These include, but are not limited to, statements regarding our future operations, key operating metrics, opportunities and financial performance, pricing and veterinary industry inflation. These statements involve a high degree of known and unknown risks and uncertainties that could cause actual results to differ materially from those discussed. A detailed discussion of these and other risks and uncertainties are included in today's earnings release as well as the company's most recent reports, including Forms 10-K, 10-Q and 8-K filed with the Securities and Exchange Commission.

Today's presentation contains references to non-GAAP financial measures that management uses to evaluate the company's performance, including, without limitation, cost of paying veterinary invoices, variable expenses, fixed expenses, adjusted operating income, acquisition costs, internal rate of return, adjusted EBITDA and free cash flow. When we use the term adjusted operating income or margin, it is intended to refer to our non-GAAP operating income or margin before new pet acquisition and development expenses. Unless otherwise noted, all margins and expenses will be presented on a non-GAAP basis and excluding stock-based compensation expense and depreciation expense. These non-GAAP measures are in addition to and not a substitute for measures of financial performance prepared in accordance with the U.S. GAAP. Investors are encouraged to review the reconciliations of these non-GAAP financial measures to the most directly comparable GAAP results, which can be found in today's press release.

Lastly, I would like to remind everyone that today's conference call is also available via webcast on Trupanion's Investor Relations website. A replay will also be available on the site. I will now hand over the call to Margi.

Thanks, Gil, and thank you, everyone, for joining us this afternoon. 2025 was a record year for the company, and I was especially pleased with the fourth quarter, which marked a strong close to the year and a solid launch pad for our next strategic plan. Over the past 60 months, we added over $900 million in revenue and generated $518 million in adjusted operating income. We ended the year with nearly 1 million pets protected under the Trupanion brand and have now paid over $3.5 billion in veterinary invoices on behalf of our members over our history, a testament to our mission and the need we serve in today's market.

I'd like to take a moment to thank our entire team for their efforts. The strength of our mission and our commitment to each other reinforce our confidence as we move on to our next strategic plan.

Turning to our 2025 highlights. We ended the year with nearly $1 billion in subscription revenue and delivered approximately 15% annual subscription adjusted operating margin, reflecting the strength and consistency of our model. Our performance translated into $152 million of adjusted operating income, which funded $83 million of pet acquisition and investments in development spend during the course of the year to support long-term growth. The increase of 33% year-on-year in adjusted operating income reflects meaningful progress in aligning pricing with the value we deliver. These actions directly translated into a substantial improvement in per pet margins and lifetime value while continuing to honor our commitment to our member value proposition, which we believe remains sustainably the highest in the industry for the life of the pet.

Our ongoing commitment to our pricing promise and to a strong member experience has been reflected in steadily improving retention. Retention is a key driver of long-term growth in adjusted operating income, and that commitment paid off in 2025 with trailing 12-month retention improving in every single quarter. We saw a similar strengthening in new pet acquisition with gross pet adds also accelerating throughout 2025 and ending Q4 up 8% year-on-year. Strong retention and stepped-up acquisition together drove subscription net pet growth of 50% in Q4 and 10% for the full year.

As operating margins improved, we intentionally leaned further into new pet acquisition, reflecting our confidence that today's higher per pet margin and lifetime value profile support a more aggressive posture. This resulted in a blended Q4 2025 IRR of 23%, while our full year blended IRR was 30%.

From our strong financial footing, we expect another year of consistent revenue growth with margins on our annual operating target. Combined, this translates into meaningful growth in AOI that we can reinvest with consistency and intention while continuing to generate substantial free cash flow. We expect to continue investing in our market reach by educating pet parents, redefining our message and rolling out targeted product enhancements, all aimed at strengthening Trupanion's position in the animal health ecosystem. Our veterinary channel, which remains our heartland for distribution, continues to play a critical role in educating pet parents about the value of medical insurance. This is most notably supported by our long-standing territory partner model with nearly 200 TPs in the field every day whose close partnerships with veterinary teams help bring the Trupanion value proposition to life.

More broadly, awareness of pet medical insurance continues to rise as pet parents increasingly seek coverage earlier, reflecting a clear understanding of the true cost of care and a stronger desire to be financially prepared. This growing demand reinforces our focus on reaching pet parents earlier in the decision-making journey and often even before they first visit the veterinarian. Doing so will require sustained investment in brand awareness and education with returns that build over time. Though still early, we're encouraged by the role brand spend can play in helping facilitate the movement of pet parents through the sales funnel, and we will continue to test and refine our approach to drive maturing leads, conversion and retention over time. Against this backdrop, Trupanion's model directly addresses a growing need for reliable, sustainable coverage for unexpected veterinary care. Our commitment to our mission remains unchanged, helping ensure pets receive the care they need and the veterinarians can practice the medicine they're trained to deliver.

With that, I'll turn it over to Fawwad.

Thanks, Margi, and good afternoon, everyone. Today, I will share additional details around our fourth quarter performance as well as provide our outlook for the first quarter and full year 2026. Total revenue for the quarter was $376.9 million, up 12% year-over-year. Within our subscription business, revenue was $261.4 million, up 15% year-over-year. Total subscription pets increased 5% year-over-year to over 1,096,000 pets as of December 31. This includes approximately 63,000 pets in Europe. Average monthly retention for the trailing 12 months was 98.34%, up versus the fourth quarter last year, which was 98.25%. The subscription business cost of paying veterinary invoices was $180.8 million, resulting in a value proposition of 69.1%. This compared to 70% in the prior year period. This improvement more than offset adverse development from prior periods of $0.9 million or approximately 30 basis points of revenue. As a percentage of subscription revenue, variable expenses were 8.7%, down from 9.2% a year ago.

Fixed expenses as a percentage of revenue were 5.6%, up from 5.5% in the prior year period. Combined, we saw fixed and variable spending at 14.4% of revenue in Q4, an improvement from 14.6% in the prior year period. We have continued to drive efficiencies in fixed and variable spending consistent with our expectations.

Our subscription business delivered adjusted operating income of $43.1 million, an increase of 23% from last year and contributed 96% of our total AOI for the quarter. Subscription adjusted operating margin was 16.5%, up from 15.3% in the prior year and represents approximately 120 basis points of margin expansion. Similar to last quarter, this marks a new company record for both subscription AOI and subscription AOM.

Now I'll turn to our other business segment, which is comprised of revenue from other products and services that have a lower margin profile than our subscription business. Our other business revenue was $115.4 million for the quarter, an increase of 5% year-over-year. We expect growth for this segment to continue to decelerate as we are no longer enrolling new pets in the majority of U.S. states for our largest partner in this segment. Adjusted operating income for this segment was $1.9 million or 1.6% of revenue. In total, adjusted operating income was $45 million in Q4, ahead of our expectations and up 26% from Q4 last year.

We deployed $21.6 million of this AOI to acquire approximately 65,200 new subscription pets. Excluding the pets that are underwritten through an MGA structure, this translated into an average pet acquisition cost of $320 per pet in the quarter, up from $261 in the prior year period. We invested $1.8 million in the quarter in development costs. Noncash expenses in the quarter included $9.4 million in stock-based compensation as well as a $1.1 million goodwill impairment charge related to our European businesses. As a result, net income for the quarter improved to $5.6 million or $0.13 per basic and diluted share as compared to a net income of $1.7 million or $0.04 per basic and diluted share in the prior year period.

In terms of cash flow, operating cash flow was $29.3 million in the quarter compared to $23.7 million in the prior year period. Capital expenditures totaled $3.9 million, up from $1.9 million in Q4 of last year. As a result, free cash flow was $25.3 million, up from $21.8 million last year. For the full year of 2025, we continue to strengthen our balance sheet as free cash flow increased to $75.4 million, 5.2% of total revenue and an increase of 95% year-over-year.

We ended the year with $370.7 million in cash and short-term investments and a total debt balance of $111.8 million, a reduction of $17.1 million versus last year.

Our financial position continues to strengthen. Last quarter, we announced a new debt facility with PNC Bank. We are happy to share that in February and subsequent to year-end, our largest insurance entity, APIC, paid an extraordinary dividend of $15 million to our operating company. This follows the $26 million extraordinary dividend we announced in May last year and is a continued illustration of the strong capitalization of APIC and our ability to fund our growth.

Now I'll turn to our outlook. For the full year of 2026, we expect total revenue in the range of $1.55 billion to $1.582 billion. We expect subscription revenue to be between $1.117 billion and $1.137 billion, representing approximately 14% year-over-year growth at the midpoint. We expect total adjusted operating income to be in the range of $173 million to $187 million or 19% year-over-year growth at the midpoint. This assumes veterinary inflation in line with current trends.

For the first quarter of 2026, total revenue is expected to be in the range of $376 million to $382 million. Subscription revenue is expected to be between $265 million to $268 million, representing approximately 14% year-over-year growth at the midpoint. Total adjusted operating income is expected to be in the range of $38 million to $41 million. This represents approximately 27% growth year-over-year at the midpoint.

As a reminder, our revenue projections are subject to conversion rate movements predominantly between the U.S. and Canadian currencies. For our first quarter and full year guidance, we used a 73% conversion rate in our projections. Before handing it over to Margi, I want to take a moment to talk about AOI and underscore its importance to our business model. Historically, the majority of AOI was reinvested in PAC, and we anticipate this will continue. When we think about where to place the next marginal investment dollar in addition to PAC, we have a range of choices, including new strategic initiatives such as Landspath, our food initiative, opportunities to accelerate growth such as international, investments in technology to strengthen our competitive advantage in areas like claims automation and improve member experience and financial investments such as paying down debt. We look at AOI as a measure of profitability. It provides a versatile base of reinvestable dollars that we can align to drive the greatest overall return for the company. Let me now pass it back to Margi.

Thanks, Fawwad. Before we open the call up for questions, I want to briefly reflect on the foundation we're carrying into our next strategic plan. Since 2021, the business generated over $500 million in adjusted operating income and grew at a compound annual growth rate of 22%. As we enter our next 36-month plan, we're doing so with strong momentum. We intend to invest aggressively against our opportunity to strengthen pet acquisition and retention strategies to place the Trupanion brand in more households than ever before. We expect to deploy capital with discipline, balancing growth, cash flow and the strength of our balance sheet as we work to build on our adjusted operating income over time. You can expect to learn more about our plan in my forthcoming shareholder letter.

From an outcomes perspective, the objective of our plan is very clear: to deliver sustainable growth in adjusted operating income and intrinsic value creation that continues to compound over time. We enter this next phase with confidence in a business model that has proven resilient time and again. To realize our full potential, we will continue to raise the bar and thoughtfully scale both our business and our team to match the opportunity ahead.

Stepping back, in an underpenetrated market where just 4% of pet parents have insurance, Trupanion has grown to support over 1 million pets and generate over $1 billion in revenue. The strength of our financial foundation is what allows us to invest more confidently, funding our growth in pets to drive high internal rates of return, creating a profitable, well-capitalized and increasingly cash-generative business. In an underpenetrated global market, we are well positioned for the opportunities ahead.

And with that, we're happy to answer your questions.

[Operator Instructions] The first question today comes from John Barnidge with Piper Sandler.

My first question would be focused -- you talked about brand spend. Can you talk about some successes that you've had in reaching pet parents in different ways and how maybe that will be accelerated going forward?

Yes. Thanks, John. So for us, brand spend is really about how do we put the Trupanion brand in front of all pet parents as we're kind of really in a position now to step up given our current run rate. So it's really in areas where we are seeing existing pet parents in the veterinary profession and also outside of that.

So when we've concentrated our brand spend in the vet space, what we're seeing is people moving through the funnel to conversion quicker over time, and we're seeing some encouraging results from that process. We're also expanding in areas where pet parents go prior to getting to the vet when they're looking for pets, when they're starting to research what pets are right for them. So doing sort of more general direct-to-consumer information, education gathering, which is then also helping to bring them into our funnel from a general awareness perspective.

As the category continues to expand because more pet parents are facing a challenge of the cost of veterinary care today, we want to be in a position to go to them where they are, and we're starting to see that move through the funnel. And in some areas that awareness of Trupanion and some it's just bringing them further and further down, which is reflected in the numbers that you see in terms of pet count in the quarter with our gross pet adds up 8% and net pet for the quarter up 50%.

Appreciate that. And then, Fawwad, was there any favorable reserve development in that really impressive loss ratio or vet service cost ratio you reported?

Yes. We had a little bit of adverse development when you look at just Q4 stand-alone, so about 30 basis points. And if you dollarize it, it's about $900,000. So yes, very happy about loss ratio. Obviously, it's been a journey to get to the full year number of 70.5% and then within the quarter, lower because we have the first half, second half seasonality. So not for that, it would have been even a little bit lower.

The next question comes from Brandon Vazquez with William Blair.

This is Russell on for Brandon. Maybe I'll start by asking you to kind of level set us on your '26 guidance. What is the high end, the low end kind of bake in, in terms of things like gross adds, commercial strategy? And what exactly are the puts and takes? And maybe any color you can kind of give on price versus volume that you're contemplating into the guide?

Yes, there's a couple of things underpinning the guidance. So as you mentioned, pricing. So as we exited the year, pricing was still the more dominant contributor to overall revenue growth. We expect that will continue as we go into 2026. But with the gross adds increasing, and we saw them come up nicely in the quarter at 8.4%, followed by 3.6% the quarter before, we're starting to see that shift.

When you look at full year '26, we still expect pricing to play the larger role. But if you compare pricing '26 versus '25, we expect it to be lower. Similarly, if you compare pet count contribution to revenue '26 to '25, we expect it to be higher.

From a loss ratio perspective, obviously, that's the biggest driver from a financial performance standpoint. We're carrying forward the assumptions from what we exited the year, so largely in line. We haven't seen a significant abatement of inflation. Obviously, it's something we look at pretty carefully. And then from a spend perspective, very happy to see the leverage. We had committed to fixed expense coming down in the second half, and we saw that happen coming from 6.2% down to 5.6% year-end, both Q3 and Q4. So just diligent expense management, overall variable, again, happy in the quarter. It came down from 14.6% to 14.4%. So we're seeing those efficiencies and the productivity investments we've made. So we expect those to continue. And then that will lead to margin expansion. Those are primarily the largest drivers of guidance.

That's very helpful. And then maybe on leads, previously, you've mentioned a focus on the conversion towards breeder specifically and maybe some other exploratory methods. Can you talk a little bit about what you're seeing in terms of conversion and where you're seeing the most success? And have you seen any change in demographic or economic quality of inbound -- lead inbounds given macro pressures?

Yes. So in terms of the channels we operate in, we -- primarily the vet channel continues to be our heartland. So that's always a channel that we kind of lead off of when we think about our acquisition strategy. Breeder, shelter, members referring their friends, they all combine to support the overall funnel when you have more exposure to the brand that helps pull somebody through a little bit more.

I would say that across the board, we're seeing encouraging results. Some move quicker than others and the team leans into that, the more that we're able to invest or we can learn, which is great because we're in a position now where we can be really bullish. I think in terms of the demographic, we're absolutely starting to speak to different pet parents. We think in the market right now, given where the macro conditions, given where vet costs are, we have an opportunity not only with the existing Trupanion product that we have today, we're also looking at optimizing that broadly for the new pet parents coming through that we're starting to talk to. And that also will show up in the new product that we plan to launch over the course of the next 36 months, which will echo the Trupanion brand, but give us that extra reach within the market that we're seeing with our lead volume today.

The next question comes from Josh Shanker with Bank of America.

I was just curious, look, retention is improving. Maybe on the margin, I might hope it would be improving a little quicker. Usually, at year-end, you're going to give disclosure in the annual letter by cohort. Can you talk about -- you might say that all 3 are improving, where the improvement really is coming and where it's lagging, I guess?

Yes. Thank you for the question, Josh. The retention across the board is looking really healthy. We were pleased to see every single quarter in the year that, that improved and increased across the cohorts. To specifically hit on that question, the middle bucket, which I refer to as the middle bucket is those receiving rate increases of under 20%. A lot more of our members have moved into that cohort over the course of the last year. We know that that's a stronger cohort that has been improving. The over 20% bucket, which still has a good portion of our members in has been improving consistently for the last couple of years because there has been so much activity in that space.

So the team has done a very good job of understanding the pain points, the confusion or challenges that members have, and they are able to articulate the value proposition, which is a cost-plus model and the reasons for those increases. So that's been great. The area that we still have opportunity is the area we've always had opportunity, which is in our first year. And as we grow quicker and you can see those pet adds coming through, we will have plenty of opportunity once again to lean into the different tactics that the teams have got lined up to be able to drive that number higher as well.

And you said that you have lots of uses for cash flow other than PAC. And you mentioned Landspath. We don't really have a great granularity in that. Can you talk about Landspath a little bit and why we should be confident that that's a good use of your funds?

Yes, I can take that question. I think it's exactly the point. AOI is a pool of capital, and now we have -- I think company has always had different places to put it. Now we have more channels. I think Landspath is still in the early stages. A lot of it is building the infrastructure to be able to test and then ultimately deliver the product. So the returns there, we haven't disclosed specifics on our expectations for that. But longer term, we think that will be a very meaningful contributor to margin. The unit economics of that business are quite favorable. So that's a potential use of cash.

I think the others that I talked about, technology has been hugely important to us. So when we think about claims automation going north of 60%, we expect that to rise over the course of the 3 years that drives efficiency straight to the bottom line. It's a big part of why we're seeing the margin expansion we are. So continued investments in technology have pretty good ROIs for us. And then there's financial investments as well. So we have the opportunity to pay off some of our debt using the proceeds from the first extraordinary dividend that we got in the middle of last year. So that can be an effective use of cash. It lowers our cost of capital, the overall debt structure, lowered our cost of capital.

So -- and we look at AOI as a pool of money that we generate organically from the business. And then we look across that portfolio and try to find the best mix of channels and where we want to make those investments. And -- yes, I mean, we'll continue to do that. I think it's a good position for us to be in, especially coming off a record year for margin, but also a record year for total dollars.

And if I can just add as well from a Landspath perspective, specifically thinking about how does it blend in with what we're doing. The whole premise of Landspath is that this is a portion control food that we believe will help improve the health and well-being of a pet. So when we dovetail that with the insurance component of what we offer, we believe that we can help pet parents not only have a bundle of pet care with their food on a monthly subscription basis and their insurance, but also if we see benefits coming through from having fed that food to your pet, then we will be able to pass that saving back to a pet parent, which in turn increases our lifetime value of that member but also retention, referral friend and that flywheel.

The other component about Landspath is it is sold through the veterinarian, and that's very different from other foods out there, which allows the veterinarian to benefit from that additional income that we know that they've lost through revenue. And we know that there is a lot of discussion in the industry right now about revenue. This is a time where we think we can add even more support to an industry that needs it.

The next question comes from Jon Block with Stifel.

Jordan Bernstein here on for Jon. Some of our checks would indicate the need for a lower-priced insurance plan out there for pet owners, even hearing this morning from some industry peers, a tighter pet owner budget out there to that end, are there any updates you can provide on the go-to-market strategy for a lower-priced plan? I think the latest thought would be one Trupanion branded lower-priced offering. Or is the company thinking of a two-pronged approach with the [ PHI Direct ] and offerings kind of remodeled?

Yes. Thanks for the question, Jordan. There's a couple of things here. I think as we look at where we are today as a product as a brand, first and foremost, we're really pleased with the results coming out of the quarter that shows that the efforts we've been making from a brand perspective holistically are really starting to move the needle, both in terms of overall gross adds, which were up 8% in the quarter and the net pet growth, which is up 50%. So that brand spend is starting to really resonate both at lead, convert and keep level, which we've seen in those numbers.

And we're seeing that, as I mentioned, we're pulling through a new consumer as well. And what we're looking to do is both broaden the existing Trupanion offering, which will change the price point for some people, still honoring our value proposition over the life of the pet, but just helping to broaden it as well as looking at this newer product offering. It won't be released over the next few quarters, but it's absolutely part of our 36-month plan. And our expectation is that we will be able to leverage the brand, as you mentioned, through direct payment, through the value proposition, through the trust that we've created in the veterinary industry to offer a product that we believe there's a really big gap in the market for. And we'll share more details when we're ready about that. We're excited about it. We're making good progress in our thinking around that. And yes, there's an opportunity to be had, and we will absolutely be aggressive when that time comes.

Great. Just one quick question and I hear you on all the great acceleration on gross adds on the year-over-year growth, especially the exit in 4Q. But just on the internal rate of return, the guardrail there was set at 30%. It's been breached to the downside for the second straight quarter, 28% 3Q and now 23% 4Q. I believe the metric has been down for 7 straight quarters sequentially. When should investors expect to return to the greater than 30% and some of that spend beginning to pay off on that line item?

Yes. So a couple of things. I guess, we're pleased. We believe that, that investment is absolutely starting to pay off. And kind of a couple of things. We're assuming a margin for the IRR is at 12.5%. We've just entered the -- exited the year at 15%. So there's already a difference in the margin there. And it's a blended metric, too. So the core Trupanion product is higher from an IRR point of view. But if we take a step back, the reason we're investing so much more is we feel really good about the position we're in. We've increased our lifetime value of a pet 35% year-over-year. So we're able to lean into pet acquisition far more aggressively than historically because not only do we have the adjusted operating income there, we're seeing that retention start to improve, which drives that tenure, which increases that lifetime value. So the newer cohort of pets have a higher margin per pet. So it gives us that confidence.

We will continue to be confident because we have this really strong financial background behind us now, which we can push forward with in a market that absolutely is crying out for solutions of how to help pet parents budget the unexpected. Over time, we're still committed to very high lifetime returns, and we're really pleased with where we ended the quarter, and we're happy with that momentum.

[Operator Instructions] The next question comes from Wilma Burdis with Raymond James.

Looking at the '26 guide, it looks like the subscription revenue was in line with my model, but the other revenue seems like you're -- the runoff might be accelerating a little bit there. I just want to see if that's the case. And then also the adjusted operating income looks pretty strong. So maybe you can kind of walk us through all of those different impacts going into '26.

Yes, thanks for the question. Yes, on the other business, it's been trending pretty consistently down. So I think as we've mentioned in the past from a pet count perspective, that decline started quite a while ago, really at the back half of 2023, and it's been pretty steady. And obviously, we expect revenue ultimately to turn negative from a year-over-year standpoint. It's still up because of pricing. So not a significant change. The margin profile for that business is loss sensitive. So it doesn't affect us significantly. We don't expect that there will be a significant change in the trend line. But obviously, we expect that business to ultimately go away.

And then in terms of the AOI, yes, it really comes down to a couple of things. I think pricing will still lead the way as we look at 2026, gross adds starting to accelerate. We saw that in the second half of the year. We think there's upside from expense management and just overall productivity and efficiency. That's really a combination of those things. What could go against us, obviously, would be inflation. So it's something that we pay close attention to. But right now, we feel good about AOI growing faster than revenue.

And then I think that leads into my next question, actually. I know you normally see veterinarians raising their prices early in the year in January. Just curious if you're seeing anything there that changes your mind on the 15% type inflation you've been expecting every year.

Yes, from our perspective, there's nothing that we've seen year-to-date that would anticipate us changing our current assumptions, and we do watch it, obviously, like Hawk. And I think we've seen slight softening, and I would say it's softening off a high level. We do know the industry is under a lot of pressure right now. So we're going to continue to monitor it, and we will adjust when we see a need to.

This concludes our question-and-answer session. I would like to turn the conference back over for any closing remarks.

Yes. Thank you. I'd just like to say that before we sign off, I want to recognize the team for the really strong execution and results we delivered this year. Pricing is aligned. We've achieved our target margin with strong free cash flow generation. Retention is improving and gross pet adds are accelerating. We are in great financial position with so much opportunity ahead, and we really look forward to updating everyone in the coming months on our progress. Thank you for your time today.

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.

Good day, and welcome to the Trupanion Third Quarter 2025 Earnings Conference Call. Today's call, which is being recorded, is scheduled to last about an hour, including remarks. I would now like to turn the call over to Gil Melchior, Director of Investor Relations. Thank you, and over to you.

Good afternoon, and welcome to Trupanion's Third Quarter 2025 Financial Results Conference Call. Participating on today's call are Margi Tooth, Chief Executive Officer and President; and Fawwad Qureshi, Chief Financial Officer. For ease of reference, we've included a slide presentation to accompany today's discussion, which will be made available on our Investor Relations website under our Quarterly Earnings tab.

Before we begin, please be advised that remarks today will contain forward-looking statements. All statements other than statements of historical facts are forward-looking statements. These include, but are not limited to, statements regarding our future operations, key operating metrics, opportunities and financial performance, pricing and veterinary industry inflation.

These statements involve a high degree of known and unknown risks and uncertainties that could cause actual results to differ materially from those discussed. A detailed discussion of these and other risks and uncertainties are included in today's earnings release as well as the company's most recent reports, including Form 10-K, 10-Q and 8-K filed with the Securities and Exchange Commission.

Today's presentation contains references to non-GAAP financial measures that management uses to evaluate the company's performance, including, without limitation, cost of paying veterinary invoices, variable expenses, fixed expenses, adjusted operating income, acquisition costs, internal rate of return, adjusted EBITDA and free cash flow. When we use the term adjusted operating income or margin, it is intended to refer to our non-GAAP operating income or margin before new pet acquisition and development expenses.

Unless otherwise noted, all margin and expenses will be presented on a non-GAAP basis and excluding stock-based compensation expense and depreciation expense. These non-GAAP measures are in addition to and not a substitute for measures of financial performance prepared in accordance with the U.S. GAAP.

Investors are encouraged to review the reconciliations of these non-GAAP financial measures to the most directly comparable GAAP results, which can be found in today's press release. Lastly, I would like to remind everyone that today's conference call is also available via webcast on Trupanion's Investor Relations website. A replay will also be available on the site. I will now hand over the call to Margi.

Thank you, Gil, and good afternoon, everyone. Our third quarter financial performance was strong, underscored by continued momentum across key business metrics. I'll start with the headlines, then hand over to Fawwad for a full walk-through of our financial performance, ahead of discussing how we're expanding Trupanion's reach through new partnerships and brand initiatives that strengthen our connection to veterinarians and pet parents alike.

Turning to our highlights. In our subscription segment, we accelerated net pet adds for the third consecutive quarter and increased them by 45% year-over-year. We delivered record subscription adjusted operating income of $39 million, an increase of 27% year-over-year. Subscription adjusted operating margin was 15.5%, also our highest ever.

These results reflect consistent, disciplined execution over the past 24 months to deliver on our value proposition and our cost-plus solution. Adjusted operating income is the fuel to grow the business and pet growth in the quarter was a result of continued investment in our retention performance and increasing contribution from our gross pet adds.

Specifically related to retention, we're pleased to report continued progress. As rate flow stabilizes for the majority of our members, our efforts to make adjustments more predictable and to reinforce the importance of coverage, especially in uncertain economic times are paying off. Targeted communications, enhanced member support and education around coverage value are resonating, contributing to improved member loyalty and a steady climb in trailing 12-month retention.

Retention is more than a performance indicator. It's a foundational element of long-term value creation. High retention strengthens lifetime value, which in turn increases our allowable PAC. As our margin continues to hold strong, this translates into high levels of adjusted operating income dollars to reinvest in growth.

With that in mind, following the third consecutive quarter of double-digit investment increases, we returned to growth in gross pet additions, which were up 4% year-over-year. Combined with our retention gains, this translated into the highest net pet growth in 7 quarters, adding over 16,000 net new pets in our subscription segment. These are durable gains, and we expect these positive trends to continue into 2026.

As we enter the final stretch of the year with record margins, record free cash flow generation and a strengthened balance sheet, we have the capacity to invest even more deeply. We're deploying this capital aggressively yet deliberately to ensure the Trupanion brand is seen and heard in a broader way than before. The driving force behind our why remains.

Pet parents are struggling to understand how to budget for the unexpected care of their pet and the veterinary industry is under immense strain as they work through the challenges of access to care. Trupanion must be visible and well understood as a standout solution capable of bridging that growing gap, and we're now well poised to advance that message. I'll now turn it over to Fawwad to walk through the financials in more detail.

Thanks, Margi, and good afternoon, everyone. Today, I will share additional details around our third quarter performance as well as provide our outlook for the fourth quarter and full year 2025. Total revenue for the quarter was $366.9 million, up 12% year-over-year. Within our subscription business, revenue was $252.7 million, up 15% year-over-year.

Total subscription pets increased 5% year-over-year to over 1,082,000 pets as of September 30. This includes approximately 60,000 pets in Europe, a majority of which are currently underwritten through an MGA structure. Average monthly retention for the trailing 12 months was 98.33%, up versus the third quarter last year, which was 98.29%.

The subscription business cost of paying veterinary invoices was $177.1 million, resulting in a value proposition of 70.1%. This compared to 71.0% in the prior year period. This improvement more than offset adverse development from prior periods of $0.3 million or approximately 10 basis points of revenue.

As a percentage of subscription revenue, variable expenses were 8.9%, down from 9.4% a year ago. Fixed expenses as a percentage of revenue were 5.6%, in line with the prior year period. Combined, we saw fixed and variable spending at 14.5% of revenue in Q3, an improvement from 15.0% in the prior year period. We have continued to drive efficiencies in both fixed and variable spending, consistent with our expectations.

The improvements in variable spending have given us the opportunity to reinvest, particularly in technology investments that sit within our fixed expenses. Our subscription business delivered adjusted operating income of $39.1 million, an increase of 27% from last year and contributed 96% of our total AOI for the quarter. Subscription adjusted operating margin was 15.5%, up from 14% in the prior year and represents approximately 150 basis points of margin expansion. This marks a new company record for both subscription AOI and subscription AOM.

Now I'll turn to our other business segment, which is comprised of revenue from other products and services that have a lower margin profile than our subscription business. Our other business revenue was $114.2 million for the quarter, an increase of 5% year-over-year. We expect growth for this segment to continue to decelerate as we are no longer enrolling new pets in the majority of U.S. states for our largest partner in this segment.

Adjusted operating income for this segment was $1.8 million or 1.5% of revenue. In total, adjusted operating income was $40.9 million in Q3, up 25% from Q3 last year. We deployed $20.4 million of this AOI to acquire approximately 68,100 new subscription pets. Excluding the pets that are underwritten through an MGA structure, this translated into an average pet acquisition cost of $290 per pet in the quarter, up from $243 in the prior year period.

We invested $1.2 million in the quarter in development costs. Stock-based compensation expense was $9.3 million. As a result, net income from the quarter improved to $5.9 million or $0.14 per basic and $0.13 per diluted share as compared to a net income of $1.4 million or $0.03 per basic and diluted share in the prior year period.

In terms of cash flow, operating cash flow was $29.2 million in the quarter compared to $15.3 million in the prior year period. Capital expenditures totaled $5.3 million, up from $1.9 million in Q3 of last year. As a result, free cash flow was $23.9 million, up from $13.4 million last year. Over the last 4 quarters, free cash flow reached $71.9 million. We ended the quarter with $348.5 million in cash and short-term investments.

We spoke at our recent Investor Day about the work over the last 2 years to strengthen our balance sheet and build the financial foundation to power our future growth. Strong free cash flow generation, monetizing our capital surplus, including receiving the first extraordinary dividend in the company's history and driving additional efficiencies have allowed us to invest in growth as well as make a $15 million early principal payment towards our debt in the second quarter.

We are excited today to announce the next step in further strengthening our financial position and lowering our cost of capital. Subsequent to quarter end, we refinanced our outstanding term loan through a new $120 million credit facility with PNC Bank, one of the largest diversified financial services institutions in the United States. This new 3-year facility provides us greater financial flexibility, further reduces interest expense and gives us greater assurance as we navigate the coming years. I would like to take this opportunity to thank everyone on our team involved in developing this partnership and for helping us achieve this result.

Now I'll turn to our outlook. For the full year of 2025, we are updating our guidance to account for Q3 performance. We now expect total revenue in the range of $1.433 billion to $1.439 billion. We are narrowing the range for subscription revenue, which is now expected to be between $986 million and $989 million, representing approximately 15% year-over-year growth at the midpoint.

We now expect total adjusted operating income to be in the range of $148 million to $151 million. We're raising the low end of our outlook while maintaining the high end, resulting in a new midpoint that represents 31% year-over-year growth. For the fourth quarter of 2025, total revenue is expected to be in the range of $371 million to $377 million. Subscription revenue is expected to be in the range of $258 million to $261 million, representing approximately 14% year-over-year growth at the midpoint.

Total adjusted operating income is expected to be in the range of $41 million to $44 million. This represents approximately 19% growth year-over-year at the midpoint. As a reminder, our revenue projections are subject to conversion rate movements predominantly between the U.S. and Canadian currencies. For our fourth quarter and full year guidance, we used a 72% conversion rate in our projections. Let me now pass it back to Margi.

Thank you, Fawwad. The results this quarter are strong. They reflect solid execution and a growing recognition for a solution to enable greater access to veterinary care. By the end of this year, we will have grown adjusted operating income at a 5-year compounded annual growth rate of 21%, generating over $0.5 billion of adjusted operating income to fund high-return pet acquisition. We have and will continue to remain disciplined, focusing on enrolling pets price to our margin profile and educating members through improved retention activity.

This focus is most clearly evident with our AOI per pet growing at a cumulative 37% over the past 5 years. With our pricing now tracking alongside the rate of veterinary inflation, our position is strong, which in turn affords us the opportunity to continue to invest in ways to educate pet parents directly and to tell our story and share our solution more boldly than before.

Trupanion is uniquely positioned to address the challenges of access to care by covering the veterinary invoices directly and instantly, which allows veterinarians to focus on medicine and empowers pet parents to seek timely and appropriate treatment when it matters most. Partnering with the animal health sector will always be at the heart of our strategy.

That foundation, which we've been cultivating for 25 years, now provides the opportunity to expand the presence of the Trupanion brand to raise awareness and connect with pet parents earlier in their journey before they ever set foot in a veterinary hospital. We plan to accomplish this through intentional development of partnerships and complementary channels. Earlier in the quarter, we announced our first-of-its-kind collaboration with the Seattle Reign FC, a mission-based and deeply aligned partner now possible with our greater investment flexibility.

This partnership exemplifies a new chapter in our brand development, broadening our reach and engaging with pet parents with a shared connection of pets and community. And most recently, earlier today, we were very pleased to announce our new partnership with BMO Insurance, part of the BMO Financial Group, one of Canada's largest banks.

It's a great example of how we're extending our leadership in Canada by broadening access to our solution through trusted complementary partners. With rightsized margins, strong retention and greater investment flexibility, we're excited to further nurture and strengthen our veterinary focus while adding more creative ways to broaden our reach and engage pet parents through authentic partnerships that align with our mission and ambition. With that, we'll open it up for questions.

[Operator Instructions] We have the first question from the line of Brandon Vazquez from William Blair.

Congrats on a nice quarter here. I think, first, I kind of wanted to start with a high-level picture. Look, it feels like after a couple of years of trying to stabilize the business and return some of the operating margins, things like that, this might be the first quarter where there's a little bit of an inflection, right?

You have some of the gross adds, things like that returning back to year-over-year growth. Talk to us a little bit just high level again, like as we go into next year, what does this business look like in terms of commercial strategy when you go maybe from defense to offense, what are some of the things that we should expect from you guys that might start to accelerate growth even further?

Yes. Thank you, Brandon. We're very pleased with the quarter and the performance. Third consecutive quarter, as you mentioned, of net pet growth and for us, seeing that 16,000 pets coming in at 45% year-over-year growth is something that we're very proud of. And in combination of the strategy, which, first and foremost, through the last 9 months has been focusing on level setting our margins, getting our investment in retention to really help our members understand what that value proposition looks like.

And then finally, reaccelerating pet growth, and we're at the tail end of that strategy for this year and pleased to have seen that growth pet adds come up to the 4% year-over-year. It is very much momentum we expect. We're being a lot more aggressive with our investments. We're in an incredibly strong financial position. We have record levels of margin and free cash flow while honoring our value proposition for our members. So we expect the same.

We've got the momentum starting to come. We expect to continue to be aggressive. We're in a very strong position to do so. And as you said quite rightly, we're moving into offense position, which is where this company has always operated in a heavily underpenetrated market. We'll continue with our strategy of helping pet parents to budget for the unexpected cost of care, which is a greater need today than it ever has been. We are perfectly positioned to leverage both what we have today in market and also taking those learnings from the last 5 years in our strategic plan to aggressively go forward and support more pet parents in the future.

Okay. Great. And maybe follow for you as my follow-up. As we start to just clean up our models for 2026, I appreciate we'll probably get a hard number on a guide for '26 on the next quarter call. Maybe some of the key -- like walk us through some of the key puts and takes that we should be keeping in mind. And I think one that we talk about often that will help us kind of fine-tune our models here is what level of growth should we be expecting from price versus volume in the sense of ARPU versus gross adds? Any commentary you want to give us on '26 for the Street models to be aligned would be great.

Yes. I think I can say a few things. As you mentioned, when we get to year-end, we'll obviously give the full year guidance. We're still very much focused on Q4. I think some of the things we're thinking about thematically going into next year, we do expect investment to increase, as Margi said.

Really happy about the just overall financial position we're in the $20.4 million we spent in PAC. This quarter was the highest we've ever spent. And so it gives us some good momentum as we exit this year and start thinking about next year. I think in terms of contribution to revenue, as you mentioned, this year has really been more pricing driven. And over time, we would like to have pets continue to contribute at a higher and higher level.

So I think from a contribution standpoint, we'd like to see pet count contribute more and pricing contribute less. And then from a margin standpoint, we're very pleased with the progress on margin. As Margi mentioned, it's been a journey over the last 2 years. And our overall margin expectations, our goals that we set, I think, are largely going to be the same given the first and second half seasonality as we go into next year. Those are kind of the broad strokes of what we're thinking about at this point.

We have the next question from the line of Katie Sakys from Autonomous Research.

I guess my first question is on some of the growth dynamics that you guys saw this quarter. My math might be a little off here. It took me a while to get the slides up. But I was sort of hoping you could break down the growth dynamics you saw amongst the European subscription pet cohort versus those in the U.S./North America and whether or not the growth rates that you saw this quarter are the levels of growth you think you can deliver upon going into the new year?

Yes. Thank you for the question, Katie. So specifically, when we think about our focus, I would say that the last -- we've really kind of upped the increase in that acquisition investment in the last 3 months -- 3 quarters, sorry, we've been focusing heavily on the core Trupanion subscription business. So the majority of our investment has been going into that business.

Now we've rightsized those margins and focusing on retention. The other products on the -- and specifically, as you called out, the European have very limited investment right now. We're really kind of looking at building those businesses and helping to get them stabilized before we invest heavily. I expect over the next several years, naturally, we anticipate there's a lot of opportunity in the European market where that investment will increase.

The wonderful thing now about our margins being where they are is that we have that free cash flow and then the opportunity to invest the adjusted operating income dollars that we didn't have previously. So excited to be able to take those numbers up and invest and expect those lines of businesses to contribute more meaningfully in the future.

Awesome. And then maybe shifting to the new opportunity with BMO Insurance in Canada. Can you clarify which Trupanion products will be offered via that partnership? And how much realistically you think that can contribute to the pet base next year?

Yes. We're really excited about this partnership to announce it today, fresh off the press. So it's exciting for us because it really is representative of our position within the Canadian market. We are the market leader by some way, and it's where we were established and founded and partnering with a brand as established and as significant as BMO for us is really exciting.

The core Trupanion product will be offered through that channel. So it's the same product that we have across most of our business and the majority of our growth. And for us, as you mentioned, it takes a long time for products and partners to come to fruition. It's a lot of hard work.

We align with brands that we believe share the ethos of Trupanion. BMO is definitely one of those. We wouldn't expect it to contribute meaningfully in the short to midterm. These things do take time to build. What we're particularly excited about, though, is having a brand like BMO standing proud next to them and really helping to bring our brand into more households across Canada.

We have the next question from the line of Wilma Burdis from Raymond James.

How are you guys thinking about pricing going into 2026? Are we still on track for the 15% inflation? I know you guys have been talking about that most this year into January. Inflation seems to be accelerating a bit in the broader market. So just curious to hear what you're seeing there.

Yes. Thanks for the question. I can certainly comment on inflation that we saw in the quarter. It was approximately in line with what we saw in Q2. So there was a little bit of reduction in the U.S., a little bit of inflation in Canada. But on balance, it was pretty much flat. And as we talked about in the Q2 call, we saw it coming down about 1 point. From that point, it's relatively stable. I think it's too early at this point to try and predict what next year will look like.

Yes. I mean I would add just in terms of pressures within Animal Health, Wilma as well. Obviously, we're a cost-plus model. So the cost of goods in the marketplace are really what's going to dictate that. I think as we go into next year, we certainly wouldn't anticipate pricing getting back to levels that we saw 4, 5 years ago. It's still a heightened inflation. And to Fawwad's point, we will monitor that very closely and make sure that we're in a position to continue to offer the same value proposition that we've always been targeting.

And then could you give a little color on what you're seeing with your customers? The sales appear to be very high. But on the one hand, we're hearing about some pockets of pressure on consumers. And on the other hand, we also understand that the protection can be very attractive when the costs are rising. So how do you think the current environment impacts your sales going forward?

Yes. I mean we're really pleased with the quarter that we've just posted. I think that's a consolidated strategy over a number of quarters to really get to the point where we can start pushing into new markets and to reach new pet parents, and that's reflected in the gross adds this quarter.

You're right, there is an increasing pressure on consumers and naturally an insurance product is one that if you get it right, you have to sell it. People have to understand the need behind it. I think we have historically proven that we do a good job of that through our routes to market through the vet channel, through breeders, through shelters at a grassroots level. So pet parents understand how much it's going to cost to make sure they can take care of their pet.

It's our job to ensure that we continue to articulate that value proposition. I think the teams are doing a good job. The more investment we put into the funnel, the more opportunity we have to test and learn and we're excited to keep doing that. There is absolutely a need for Trupanion today, and we can see that with the number of leads and the number of pets we've enrolled and maintained. And we think our role is much bigger still to play in the future. So happy that we're in a position to do that.

We have the next question from the line of John Barnidge from Piper.

Can you talk about the interest rate savings and any onetime items in advance of ending the old credit facility and whether we should be waiting for 1Q '26 to see all the savings?

Yes. Thanks for the question. Yes, obviously, we're very pleased with the PNC deal that we announced today. It not only puts us in a better position from a cost of capital standpoint, but just the opportunity to work with the bank, PNC being one of the largest financial institutions, opens up a variety of services they're going to be working with us on as, for instance, treasury management. So there's benefits outside of just the interest rate.

The interest rate by itself, our current debt is SOFR plus 5.15%. The new debt will be SOFR plus 2.75%. So it's about a 240 basis point benefit in terms of interest savings. So our expectation is that at the end of this, we'll have approximately $115 million of debt. So it would be interest savings against that somewhere in the range of $8 million to $9 million.

And then -- can you talk about the potential additions you're thinking through with the important fourth quarter for when open enrollment occurs for the group channel?

Yes. Thanks, John. So specifically speaking to Aflac, we don't anticipate seeing anything meaningful in the quarter as a contribution from Aflac. It's still a very nascent channel for us. It's one that we have a lot of learnings from. Aflac continues as always, to be a great partner for us.

I would say we're learning that the product that we have in market is perhaps not quite what we need. And so we're looking at refining that over time. We still have a lot of expectation and believe in this channel, but I wouldn't anticipate a lot for this quarter coming up for Q1.

Ladies and gentlemen, this concludes our question-and-answer session. I would now like to hand over the conference to Margi Tooth for closing comments.

Thank you, and thanks, everyone, for your questions and participation today in our call. We're incredibly proud of the financial discipline that's brought us to where we are this quarter and even more excited about what it enables.

We'll have continued investment in high-quality growth in our new partners and our existing partners and in the broader veterinary ecosystem. We will stay disciplined in our investment while continuing to build our brand and expand awareness to help even more pet parents get the care they deserve. And thank you very much for your time this afternoon.

Thank you. The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.

Good day, everyone. Welcome to Trupanion's Annual Investor Day. I'm Laura Bainbridge, Senior Vice President, Corporate Communications, and it's my pleasure to welcome you here today. We're grateful for everyone who could join us. Those of you who have joined us here in Seattle as well as those of you who are participating online. Your engagement is really what will help make today successful.

So we've prepared some remarks and some updates, but it's really your questions and insights that are going to help bring those to life. You'll also see a few furry friends here with us today, pets like [ Inka here, ] and they're a great reminder of why we do, what we do at Trupanion, which is to help make sure pets like Inka get the care that they deserve.

So with that, let's get started. It's my pleasure to introduce our CEO and President, Margi Tooth. And as she makes her way up to the stage, I'm going to ask that you please familiarize yourself with our safe harbor statement.

All right. Can everyone read that? Has everyone looked at it? Okay. Excellent. Good morning, everybody. It's lovely to see you here. Thank you for those of you that have made the trip to Seattle. I appreciate, for some its a long way. And thank you for those of us joining online. This is always an event, so I'm going to do my usual pacing up and down. This is always an event that we love to host for you and put on so we can get your questions on so to make sure that this is your time. So we have our wonderful team in front of me here that you're going to hear from over the course of the next few hours. And please, as you go through ask some questions, they're here for you and really encourage you to do so.

So Laura mentioned, I don't have a dog as my sidekick unfortunately today, but Laura mentioned that we're going to mix things up a little bit. So those that are more familiar with the concept of the day, is usually it's all Q&A with just a tiny bit of opening remarks. We're going to change that this year to give you a little bit more of a flavor of what the teams have been working on. So I will be your [indiscernible] and then you're going to be joined by MJ Hewitt, who's going to talk about channels. Emily Dreyer is going to talk about pet acquisition. And Simon Wheeler is going to talk about international.

Then from there, we'll go to Q&A. So we'll -- if you go through the prepared remarks, think about your questions and note them down, and then we'll go into a full open Q&A with all of the team. From that point, we'll have lunch, so if you're online, we'll be taking a lunch break, and then we'll come back in and we'll have some more prepared remarks from John Gallagher, talking about operations; Jamie Adams on technology and Fawwad Qureshi on financials and then going into another Q&A session. So there's lots of time to go ask questions. You'll have lots of informal time as well with the team. So please make the most of that.

So for those of you that I haven't actually had a pleasure of meeting, I don't think there's many of you, but there will be online. My name is Margi with a hard "g" and I'm going to introduce myself the way that our team will. I have been at Trupanion for 12 years. I've been in the United States for 12 years. I came here for Trupanion. And I have 3 pets, I have 2 dogs, a Maltipoo and an English bulldog, [indiscernible] and I have a [indiscernible] called Reggie, he is not technically mine, but he loves me the most, I think, and he's quite small. So without further ado, I'm going to kick off.

When we were preparing for today's event, I took a moment to think about how long I've been in the industry, and I'm coming up to the start of my third decade, which totally dates me and ages me. And in that time, we've seen a lot of change. Animal health has shifted massively for the good and in some cases, the bad, there's been a lot of pressure, but there are certain things that have never changed. And for me, that's true of pet insurance, and it's certainly true of Trupanion. And I'm going to -- if you will indulge me, I'm just going to take you through a few of those truths and we're going to mix up with some of this content here.

The first and most important thing that we want to talk about is that veterinary teams are our greatest partners. The vets are the heartland of everything that we do as a business. And everything evolves around making sure that the people who are responsible for ultimately the health of our pets are able to do what they're trying to do. That shows up with our product. We removed the financial conversation. It shows up with our payment. We're here 24/7 because we know that they're there 24/7 as well, and we want to be there to support them at the same time. And most recently, we championed for them to increase their prices. They needed to do that, and they did it and we'll cover that shortly.

In addition, the power of the pet grows stronger. Pets have been man's best friend for the longest time. We've had decades of that. Today, they are our truest companion. A pet makes a home, they make one person a family, and they get us in the heart every time that we see them. We love them so much. And that's what we're here for. We're here to protect those pets, because the role that they play in society has massively shifted. They're our fearless defenders, they're our strongest advocates and they're the people who love us and are willing to accept us as we are today, which is why they're playing the role they play in today's world. But let's have a bit of fun with that.

Here are some random pictures. It meant to be a little tongue in cheek, but they are showing pet owner's ownership through the ages, pet parents. They've all evolved, but they are the center of our society and everything they do, and no presentation today would be complete without that lady in the middle apparently. So what you can see here is that we are showing people that you all know that have had bonds with pets. And this is the proof point that they're accepted in society, and they are really the leading ladies, the leading gents, they are the leading light of everything that we do.

And today's pet parents are not prepared to be unprepared. They do their research. They change how they think. They look at their food, they look at the hotels, the holidays they take. And they are the center of their existence, and they want to make sure they get the best care for them. So, when we think about what that means for us, the third truth to cover is less friction means more time for what really matters most. That's a very obvious statement. We know that when there is friction, it wastes energy, you don't get the things that you want at the time that you want.

Our role is to remove as much friction as we possibly can from the pet parent's existence. We do that most obviously, through our payment. Our software solution pays our veterinarian directly so the pet parent doesn't have to. A pet parent isn't wondering if they have their needs and the means to be able to pay for that treatment. They don't think about option B or C, they don't delay their payment because they know what -- they don't delay treatment because they know what's going to be paid.

The second thing that we've done is remove friction around transparency. We knew that one of the biggest issue pet parents had was when they go to the vet and they don't know what's going to be covered by insurance. We created an adjustment to the product called a medical record summary, which gives people that overview right from the start and helps them go in confident that what's wrong with their pet will be picked up by Trupanion.

Pricing. Nobody likes a birthday bump like the birthday bumps that exist in pet insurance. We remove them. We don't allow people to get those horrible surprises because we price for the life of the pet. And we'll talk a lot more about this coming up, and I'm sure there'll be questions on it, but this is what makes us different. We remove the friction of those unexpected moments deliberately because we know you want to be able to focus on your pet.

And last but not least, and this is one that we've really been focusing on lately, friction is there if you cannot budget for the unexpected. And when our prices go up, we create friction. And we've seen that. We've seen that over the last few years. It was necessary for us to meet where the cost of goods work, because we are a [ cross-bus ] model. But you can understand that, that also puts some pressure on that friction introduces it.

Now the team have done a fantastic job of overcoming that. And you'll see that later as Emily talks about retention and what we've been doing there to be able to move the needle. But I say all these things because they're really important for us as we think about growth and we think about those next stages of the company. And also, so you know that we're still staying true to our roots.

So let's mix it up a little bit and give you a track record of growth. Let's talk about where we've been, what we've been doing. So we set off in 2021 with a 60-month plan and we are in month 57 of 60 months, which has gone very quickly. I don't know about anyone else in the room, but it's gone very quickly. And in that track, what we were trying to do there was aspire to 25% growth in intrinsic value. And I want to just give you an update on how we're doing.

So for the total business revenue, 5-years revenue CAGR at the midpoint of our guidance, we'll be at 23% for the full 5 years. Pretty good. We were targeting 25%, we got 23%. I think it's pretty good. AOI, the really important number, $512 million. This is the money that we have to reinvest to grow our business, $512 million to spend on pets over a 5-year period. That's a lot of pets that we can enroll.

And last but not least, it wouldn't be right for me not to mention how many pets we protected. Over 3 million plus total pets have been protected across this business in our lifetime. That number seems quite big and we'll talk about the addressable market coming up. There is so much more potential and excuse upon, but we're barely scratching that [ cat tree ]. So -- it's a really bad pun, I should not have said that.

So let's talk about the subscription business. As we think about the really important business, this is the one that we all talk about and work in all of the time. Our 5-year subscription revenue CAGR is 21%. So above that 20% mark, it's been a little bumpy, and we'll see that as we go through the numbers later with Fawwad, but we are very happy with the 21% at the size of business we are today. And just to put that in perspective, in 2021, our revenue for the subscription business was a little under $500 million. Today, it's a little under $1 billion in that time frame. And there is so much more we can do in this monthly subscription revenue business in such an underpenetrated market.

I could not talk about subscription AOI. It is the fuel that drives this business forward. And I want to just show you a couple of numbers of how we've been going year-over-year-over-year. So '21 and '22, we saw some nice increases. $71 million to $79 million, and then it went backwards in 2023, which we all know. And boy, did it go forward in 2024, 54% year-over-year growth in our subscription adjusted operating margin.

And in 2025, we expect that number to be around 30%. Now this is a proxy to our intrinsic value. No revenue. And when we think about this number, that is a very strong performance from the team. It gives us massive fuel to put in to reinvest in growth, which Emily will be talking about and it really makes us confident in being able to take a big step forward as a business move in the next few years.

Talking about big steps forward. This is -- we don't have a drumroll yet. We should get a drumroll, but we always share with you every year what our veterinary invoices are and how much we've paid. So I don't get slower with age. I realize this. I just continue to gallop along very quickly. The veterinary invoices paid has always been a number we're proud of. Unlike a lot of insurance companies, and you'll hear this a lot. We encourage our members to use their product. We know when they use it, the pet gets the care. We know we have that lifetime value, and we know the veterinarian keeps that client.

We, in 2020, crossed $1 billion paid for the first time. It took 20 years. In 3 years, we crossed $2 billion. And it was 22 months later, we crossed the $3 billion. In 18 months after that, we will cross $4 billion. Today, we are at over $3.5 billion of claims paid to our members. That's because of all the work the teams have been doing to make a difference. Imagine how many invoices go into that number. Imagine how many lives have been saved and families have been kept together because of the work that we're doing. And imagine how inspiring this is to the veterinary profession when they know that we pay the bill. We pay the invoice, and we take care of those pets.

So to give you a bit more perspective because we're very proud of this number, it's one we want to celebrate. When we first announced $1 billion in 2020, we were paying around 700,000 claims a day. Today, does anyone want to have a guess how many we're paying on a daily basis? Average? Well, I'll tell you, it's 1.7 million. $70,000 a minute, just over 1,100 -- sorry, an hour and just over $1,100 a minute. So by the time, if everyone stays until the end, and please do, hopefully, I won't put you off. We will have spent a little under $500, it will be nearly $0.5 million in one day, in those 6 hours.

So every minute that we're standing here, someone is getting their pet taken care of because of the work this team has done and the solution we bring. It's pretty powerful stuff. Well done, team. So when we think about the -- why is this so high? This is a question that we have been going over and over and analyzing. I know you're interested in this number, Michael is going to share later when you ask him the question, what's been happening with your cost of goods. But this is a really important slide because it does show what's been happening from an industry perspective.

This is showing you the CPI trends. The green line is CPI, in general, the blue is veterinary services price index and the dotted line, if you can see that in the chart, is showing the 12-month average there. So the percentage change. You can see it got really choppy. You can see there was a ton of pressure and it's when rates started to increase. Now the veterinarian services you can see on the chart, is 65% versus 36% for overall CPI. So it's trending well ahead of CPI in general. Trupanion's, over 3 years, not 10 years, is 50%. And we get asked this question a lot, why is the Trupanion cost of care going up so much? Why is the inflation so high?

It's because people use the product, it's because pet parents, when they have Trupanion, do not wait to go to the vet. It's the problem that we are solving. It's the $3.5 billion. We're proud to have a higher rate of inflation than the industry because it means we're solving a problem and what we now need to do is make sure that MJ and Jason and her teams and the Territory Partners are able to articulate that to the veterinarians, because there's not often much of a silver bullet anywhere, but Trupanion is a pretty good one. The need is greater than ever, I think we'll all agree as we see that cost of goods, and that is another truth that I wanted to cover off.

But every year, as we think about the industry and we think about what's been going on from a headline perspective, we've all heard these headlines -- have seen these headlines rather. People are skipping going to the vet, they can't afford the cost of care and vets are to closing -- veterinary groups are closing. There is a rising cost and there is immense pressure on this industry. This is the industry that we said at the beginning is our heartland. This is not good. But there are some green shoots.

There are some things where we're seeing veterinary medicine leaning into the concept of change. This is an industry that is quite change averse. It's hard to get them to do something different, but they're realizing they need to innovate and they need to adjust. And as their partners, this gives us confidence to do the same thing, to be by their side, a lockstep, just like our Territory Partners are every day. So that gives us confidence to lean into what the vets are doing, but also into the industry in general.

Now I covered this slide off in my shareholder letter, but I wanted to make sure that we talk through it today because I often get asked the question, what is the actual addressable market for Trupanion? And while I don't have a crystal ball, I do have some experience in the U.K. market as does several of us in the room. And I know that a 25% penetration, that seems like a very logical place for this category to get to. I haven't seen any reasons for it not to be true.

So assuming it is true, and we can assume it's 25%. And on the screen, you've got a diffusion of innovation model, so the typical bell curve of marketing growth. At 25% penetration, that number is 45 million pets out of the 180 million that exists across North America today. And this is only -- and I should stress this, North America. This is not internationally focused. And we are in international, and Simon will talk about the opportunities we have there.

So if we're at 45 million today, as an industry, we have around 7 million pets insured. It's a $5 billion industry. That means around 16% into that penetration, which puts us in that purple early majority box. Now why is this exciting? Anyone who has been in any market or marketing experience will know that when you get to early majority, that's when the really cool stuff starts to happen. That's when you start to really talk to the audiences. You start to segment, you start to understand what is this profile versus this profile? We couldn't do that before.

Now we're seeing a different type of pet parent. We've gone from seeing this as an audience to this and this. And everybody in the room that has a pet and everybody listening that has a pet, everybody is different. Everybody has different needs, but these are the people that are doing the research that need to understand what good insurance looks like. They need to understand that as that cost of care increases in the vet hospital, they don't have to not go to the vet. They just have to be prepared and do the research, and we have to be in places where they find us, which leads me to our next truth.

We are now at a point with nearly $140 million in adjusted operating income, that our approach can broaden and it will. Our route to market will remain true to our tenants, we'll remain true to our heartland and everything that people know us for, but we also have a chance to be able to move into a category in a different way than we have before, and Emily will share some of that as we move forward. So -- forgive me a second, I'm just going to have a drink of water. Speak amongst yourselves. Okay. So I'm going to mix it up a bit and talk about retention. Retention [ includes ] power and talk about our obsession on retention in the shareholder letter. There's a reason for that, and I want to explain why.

We are a monthly subscription revenue business, 85-plus percent of our revenue is locked in on January 1. That's why that beautiful chart that you see, I don't want to [ steal Fawwad's ] thunder, but that beautiful chart you see in revenue is always -- is so compelling and retention is the driving force behind that chart. So let's have a look at an illustrative example. Gil made sure that you can see this is an illustrative example. This is not actual data that you're about to be walked through. But I'll walk you from left to right.

2024 is our subscription pet count. And then if we look at our retention rate, which it was in 2024 of [ 98.25% ], we expect it to be more in 2025. We lost 221,000 pets on this example. We added 250,000, which gives us a net pet growth of 2.7%. If we take this model out and extrapolate it, holding a pet count of 250,000 but just moving the needle, 15 basis points every year on retention to 98.4%, 98.55% and 98.7%, which is where we have typically been.

Just on that retention rate alone, we get a 5.5% improvement in our pet count. We haven't spent $1 to acquire a pet at this point. This is purely through retention. And this fuels everything we do as a business. And as we know, we have more adjusted operating income, we can talk about powering up our pet count.

So this subscription chart, I want to walk you through these two charts on the slide here. So you've got -- the slide on the left is subscription enrolled pets, reflects very similarly the numbers you will see from our retention shape goes up. It's a beautiful chart, we're adding more pets all the time. And then the chart on the right is a little bit more wiggly, it's a little bit more spiky and it's on that net pet chart. So you can see here that this is often leaned into via acquisition. If we spend a lot of money, which we did and during some of these periods, we see the spikes. If retention comes down, it drops down. So it's quite volatile.

And you will see that in 2023, when we had that margin compression, those numbers started to drop and drop and drop. We had -- quarter 1 was a nice performance, the first time we saw that go up back up again in Q2. We reported the same thing. And I'm very pleased to tell you today that our Q3 numbers will mark the third quarter of acceleration in pet count, not just in retention and Emily can share a little bit more about how that's happened and how we feel about that, but needed to say, we keep filling the funnel, we feel pretty good. So happy to see that moving in that direction for net pets.

But pet count isn't everything and we've talked about this historically. So now I want to walk you through the average revenue per pet, which is in the chart now. And you can see it was fairly steady for a number of years. We've talked a lot about inflation being somewhere between 6% and 7%. And that's what you're seeing here in that chart. We were just gradually increasing our ARPU quarter-over-quarter over quarter. And then we got the margin compression. And you can see what had to happen to the ARPU. And we ended Q2 at a little over $75 in ARPU per pet. It's the highest it's ever been by some margin, and it will continue to get higher as cost of goods go up.

But what happened to profit per pet? Very different story. Margin compression is very clear here. So the profit per pet was around $6 at the lowest point. Every pet we're enrolling, we were getting $6 a margin. That means our allowable pack is significantly less. So our retention rate was lower. We were losing pets at a higher rate, which meant that there was churn. That's reversing. I'm very happy to tell you that's reversing and it's reversed quite quickly.

And what you can see at the end in that yellow, if you can see that yellow is we are soon to be knocking on the door of the $12 profit per pet margin all while holding our 71% loss ratio. We are not giving less to our members. We are pricing right. And Michael and Alan and the team can share more about how we're thinking about that and how we're doing.

The profit per pet here is important for a number of reasons, and there's a reason it says mix impact. It really is different when you're adding pets that have this level of profit today. The pets we're enrolling 2 years ago were $6 per pet. Today, it's $12 per pet. The margin you get from that pet is significantly greater and it allows us to fuel the business. It step changes what we're doing. And it's important that we -- I would love you to ask questions about mix, because if we enroll lots of cats, it's going to be very different to those of dogs. If we enroll in specific geographies, it's going to be very different to another geography.

And when we used to be able to tell you that actually, our profit per pet and our mix of business is the same. 10 years ago, we could tell you that the business we're enrolling today was exactly the same profile as the pets we already had in the books. That is not the case today because the market is growing, because we're meeting different consumers and different pet parents. Go back to Taylor Swift and Ed Sheeran and the Queen and everyone else on there. There Is a very different audience. And that means our mix of business will be very different. It also means there will be a huge opportunity for us to take advantage of, and we are in the best position to do that.

I promise you I've nearly finished. So MJ, I hope you're getting warmed up. So I just want to -- I couldn't do a presentation without telling you what the growing adjusted operating income look like. And we needed to expand the lens here to show you a 10-year look back. If you were to draw a line from Q2 of 2015 to Q2 of 2025, that's a 51% CAGR. We've really expanded our adjusted operating income, and we've done it because the flywheel of this business is that the money we can take from enrolling a pet will allow us to fuel adding another pet and another pet and that's what we have been doing and what we intend to do moving forward.

So growth comes in many forms, as we've talked about in summary, I did touch on this shareholder letter, but I think it's important to reiterate. Retention has been our focus this year. It will always be our focus, but specifically, it's been our #1 point of focus for the entire business. How do we make sure those pet parents who put their trust in us to look after their pet and to make sure it's budgetable? How do we make sure that we're there for them? And the team has done a great job there.

Gross pet adds. We need to add pets. We're here to help pets so we're going to add pets. The two combined is net pets. It's important for us to make sure that we don't have a leaky bucket both from a funnel perspective, but also from a -- when we actually have people in our family. So net pets is one form of growth. We've talked about that a lot. ARPU, a new form of growth, one that we've really dived into over the last few years, and you'll know that the majority of our growth in the last two years has been coming through ARPU. That will change, that's going to ebb and flow over time. It will change and start to move back into a balance where we see less ARPU and more through pet count.

Margin. I think you got the message on the margin. Margin is a growth story for us, and it comes -- we can see we can realize that.

And last but not least, and Fawwad will talk about this, the balance sheet for us as an insurance company, we have capital. We have a lot of capital. We are overcapitalized. But like many insurance companies, we can take benefit from that capitalization and the benefit from the insurance income -- the interest income. So Fawwad will talk about that. That's a new position for us.

When you think about that top line growth, you have all these different levers. Some businesses have one or two. We've got four, actually we've got more than that if you take off the net pet count. That's a really powerful position to be in when you're in an underpenetrated market with monthly subscription revenue, higher retention and hey, we can grow.

So I have 4 more slides left. Let's talk about the future. We are coming up to the end of our 60-month plan, as I mentioned, which means that we need to have a new strategic plan and we have been working diligently behind the scenes to work out exactly what that's going to be and how it's going to look. We will have 3 pillars on that plan. One is product; the second is channels; and the third is geography. And while I'm not going to go into details, I will just give you a bit of a flavor of how we're thinking about the plan into the future. And again, please ask questions after.

So we know that the core Trupanion product is retained. We have pricing power. It supports the veterinarians. It is the best product in the market. We will continue to invest into our core Trupanion product more than we have done before. We also will look at expanding our reach. Now we did this in the 60-month plan. We have got two other products called PHI and Furkin which are out there in the market, and we brought those to market because we recognized five years ago, there is a slightly different consumer coming through.

We put them under a different brand umbrella because we felt like that was the right thing to do. We didn't think the Trupanion brand needed to have a different product under it that would potentially weaken the strength of the brand and the tenants of the brand. I will tell you that we've learned from that. I believe today, we have more brand equity in the Trupanion brand than we even realized.

And we have the trust of the veterinary consumer and the pet parents who are adding their own pets, and referring their friends to be able to offer them a different style of Trupanion product. It doesn't have to be that we are the ones to judge you if you don't choose our #1 product. You can choose whatever you need as long as you have a product that you can go into the vet and the vet will thank you for choosing us. So I expect more on that to come. I will not reveal anything else.

The other product that we talked about in our 60-month plan that I'm very pleased to share with you today is we will continue to move forward with food. We're very excited with the food initiative. It's been a long time coming. I think we're at the 44th iteration of our food is now the iteration. So remember WD40, we exceeded that. So 44th iteration, and we're really pleased to say that all of the work that's been going on into this space is starting to really take some traction.

We've been investing in very small amounts up until now, and we will start to increase that investment over the next few years to be able to bring a product to market that is in an industry that's a $60 billion market. Pet insurance is a $5 billion market. Imagine the difference that makes with our share of wallet when Trupanion exists in two forms and the retention rate, when we can give our members back something because they've chosen Landspath and we can see that there's a healthier pet.

To put into perspective the size of this food opportunity, and I'm going to get you excited and not give you too much more, for 1 million pets, the equivalent adjusted operating income will come through just 100,000 subscribers of Landspath. It's a pretty big number.

So I'm going to move on to the next thing. So channel, fueling the future will be our channels. We again have put our foot into channels over the last five or six years. We've always done a little bit. We haven't invested particularly aggressively. We have some wonderful partners that are willing to support bringing products to market that are aligned to their brand values. We will continue to lean into this more aggressively. We have some exciting news to come in the future that we'll be talking about how we're leaning more into channels. And we've even built up our team to ensure that we can do this in a really meaningful way.

So last question is about channels. And we can perhaps dive into what those teams are thinking in terms of partnerships and affiliates and how they all come together for us. But this, again, is really trying to find our pet parent where they are rather than us telling them where they have to go.

And last but not least, geography. We made some really good strides and Simon will talk about this when he comes up in the international realm over the last five years. I would say it's actually gone better than we expected it to. First time we moved outside of North America. And we're in a number of geographies today, and we're getting some traction. It's contributing to our pet count. We're excited to continue to do that.

I don't anticipate we'll be adding new countries at this point in the next three to five years. Never say never, if an opportunity comes up, but we know that the products we have today and the way we built Trupanion is absolutely ripe for the European markets that we're in. So we're excited about what that will mean. And I expect within the next 5 to 10 years, the international business will be bigger than the North American insurance business. Simon, in case you didn't know that.

So last but not least, we can't do any of this without our team. And I wanted to share some pictures with you of just what Trupanion life is all about. If I [ were to ] take your attention to the [ French ] in the top left-hand corner. He's probably my favorite coworker, and he's at the back of the room, Hugo. That is literally the view from my desk when I sit there with him peeping over at me. But this is just a flavor of Trupanion. This is the fun that we have. This is the pride that we have with each other quite literally.

There's a picture of a pride. We've got our dogs dressed up. We've got the team with Harper, who's staring there on a picture playing -- watching the team playing table tennis. And we have a bell ringing, which is in celebration of our fourth employee resource group, True Mosaic, which I really encourage you to ask Marcy about because it's something that we're excited about here at Trupanion. And we also are collecting award for how we look after our team members and their wellness.

So we care about our people. We care about pets and we care about our people. And that shows up in our 1,200 employees that we have across the world. That hasn't moved in terms of our population deliberately. But that team covers 7 different countries, 13 different time zones. We wrap the globe with Trupanion and we're wrapping it a little thicker and thicker as we go. But we are -- we could -- we're nothing without this team. Half of them -- some of them are here. Many of them will be listening. Thank you, team, for what you've done. Thank you to the canine friends. There's no felines on there, but the canine friends that also support us doing it because they keep it real for us. So I am going to stop talking.

I hope I've warmed you up. I know I have a low-pitch voice. I did. I practiced in front of PowerPoint. It told me, "Your tone is really low". I'm like, "It's just -- that's why I have a microphone". So I'm going to introduce this wonderful lady, MJ Hewitt, She's been here for 15 plus years, and she's going to talk to you about our channels. So thank you very much.

Good morning. So I am MJ Hewitt, and thank you, Margi, for aging me with 15, almost 16 years at Trupanion. I oversee the United States market, along with our North American growth operations team, and these are the teams internally that are focused on growing our core distribution channel. I have two fun furry family members at home, Rex and Winnie. One's a Miniature Schnauzer and he's been grumpy since the day he was born and a Yorkie-Pomeranian mix.

Okay. I make sure I pushed the right button. So I'm going to be talking primarily about our core distribution channels. Margi mentioned a lot of exciting things in channels that are coming up. I'm going to be focusing on breeder, veterinary channel and shelter. And you'll hear a little bit more about those exciting channels from Emily and probably in the Q&A when you ask all your curious questions.

Across our breeder veterinary and shelter channels, we have a primary tool that we use to introduce Trupanion, and we work with our business partners across these spaces. And it's an introductory offer to Trupanion that allows that pet parent to get immediate coverage with us. It is an easy tool, but it's also a benefit for our partners in these spaces as well as the benefit to their clients. We see that the veterinary channel, obviously, is the lion's share of these offers that we have coming through to us or at least getting in front of pet parents, followed by our breeder and shelter channels.

We've taken a deeper approach and a closer look at what we're doing in the breeder and shelter spaces over the last year. You can see some good-looking trends as that trend line is going up into the right with some of the changes that we've made. And we're excited to make more changes and see those -- some of the things that we're thinking about and some of the partnerships that we have coming up play out in those spaces.

Across these three channels, we see 118,000 offers get put in front of pet parents every month. That seems like a big number, right? We feel okay about that. We feel pretty good. But we know that 100,000 pets are being added into practice management systems every month. And so we have to take a look at -- wait, sorry, 1 million. That's a -- I missed a zero on that metric. You're like, "wait a minute, you have more offers than you have people". That's 1 million.

And so if we're conservative and we say, great, maybe not all of them are going to be great candidates for medical insurance, maybe all of them are not the right pets based off of what their interests are, what they're looking for, what their needs are. There's still a lot of growth opportunity in these spaces. And what we're going to be looking at and working with Emily and her teams is how that pack investments that we're going to be able to start really tapping into is going to help us grow in these spaces and tap into some of that additional potential that we have across these channels.

So Margi mentioned that the veterinary channel is our heartland. And it absolutely is. If you think about our Trupanion members, where they experienced Trupanion, where they have the needs that they're -- that they've done their research, they've looked for good quality medical insurance. They've chosen Trupanion. They walk into their vet hospitals when their pets' going through something and they can relax. This is where that experience exists. It is our heartland. And we continue to focus and we continue to partner with this channel, and we continue to align ourselves with what's good for veterinarians and what's good for these pet parents that are going to their veterinarians.

And that recommendation from the white coat cannot be tapped. It is an exceptional conversion element because when you go to your veterinarian, when I go to my veterinarian, I'm looking for their recommendations. I'm looking for their advice. I need them to tell me what's going to be good for me as a pet parent, what's going to be good for my pets and with their lifetime. And that conversion rate, we see twofold across the veterinary space.

We also know that when we have veterinarians providing that experience, making that recommendation and those pet parents are coming in and they don't have to think about cost. They don't have to think about what they're paying out of pocket. We see that retention. And we see those pet parents not just continue to keep their pet enrolled but enroll future pets.

Offers across the veterinary space are not what we would consider a lead. Because an offer gets in front of a pet parent. We know by the measure of our offers that we've got veterinary team members that are engaged, that are talking to their clients about Trupanion and they were making sure that they have that offer. But that doesn't necessarily mean that pet parent is engaged with us. So we have to do a lot of work to figure out how to drive that engagement further down to the funnel to make sure that we're capturing that pet parent interest.

But also we have to understand how did that offer get in front of that pet parent? Was it the right way? Was it in a timely manner? Was it to the right pet? So we have to make sure that we take a look at not just how many offers we have going out there and celebrating that success but really honing in on how are we perfecting the way those offers are getting in front of those pet parents.

And so you can see, as you look back, that we've taken some strategic approaches and made some strategic changes that have actually impacted the volume of offers that we have going out. We've done this because we know that it's important for the volume, but we know that it's important that, that volume gives us the greatest opportunity to engage with that pet parent. And so we made some decisions. We made it -- took us a strategic approach.

And then we built that offer volume back up through a better offer channel and through making sure that it was getting to the pets that we know that would have the greatest experience with Trupanion. Young healthy pets that aren't going to have preexisting conditions, and that are getting coverage for that lifetime so that they understand the value. So I talked about the different ways we know that offers can get in front of pet parents. And what that volume, you can see and how the trends that we've cycled through, and how we've made changes.

One of our fastest-growing offer drivers is our automated offer. This is a light touch on the veterinarians part, on the veterinary teams part, and it can -- it's a lever we can turn on, and we can get volume. But it has the lowest pet parent engagement. We know that we want that veterinary team to engage more with that pet parent. So we talked about integrated offers, and we focus on integrated offers. And this is allowing that veterinary team to have a reminder that keeps it top of mind, right?

I don't have to think about going to vet portal. I know that I can recognize that this pet is eligible for an offer and have that conversation. But our volume here across the footprint of hospitals is low, but we see greater volume on a per hospital basis, and then we have our tried and true. We have our vet portal offers. Obviously, our greatest volume is coming from that portal. And we do get great engagement from pet parents through that portal, and we know that we're able to drive more offers through our funnel, converting them into leads.

And then we have our light version. And light is anything but light on the veterinary team's part. This is the path that they have to do the most engaging. They have to do the most data entry, they have to do the most interaction with that pet parent. So we see a good conversion. We see good engagement with that pet parent through this path, but it's not convenient for the vet team. So we have to balance these things. One might not be the only way, we might have to do a combination of them all.

So with all of those options to us, we focus on growth and we focus on growing the right way, and we have to figure out how we grow more because we know that a million potential -- a million is our potential, right? So we have our Territory Partners. They're visiting hospitals every day. They're building relationships. We have our veterinary partners that have footprint across many veterinary hospitals that help us open the door.

We can't just focus on growing the same partnerships more. We have to focus on our footprint. We have to get more hospitals using that software. We have to have more pet parents, more Trupanion members experiencing what it means to take their pets to the vet and not have to consider cost. And we also have to make sure that we're meeting hospital teams where they are. How are we making this easier for them? How are we making this something that can be easily implemented into the workflow that already keeps them busy?

So our Territory Partner force is where we'll start. We have 170-plus Territory Partners and associates across North America. And they make over 19,000 visits per month. Now that doesn't mean that they visited 19,000 hospitals in a month. Some hospitals need to be visited twice, 3x, 4x, depending on what phase that hospital is in that engagement. Some hospitals need that regular walk-in and face of that Territory Partner to support them because they're doing more volume through software and they need more support.

But that 19,000 equates to 70% of North America is being touched of the hospitals across North America are being visited by our Territory Partners every 90 days. We have a considerable field force and a considerable footprint and considerable relationships across the veterinary channel in North America.

We also have a very tenured field force. If you look at this chart, 37%, and I had to look [indiscernible], 37% of our field force has been in the field for over 15 years. That's a long time to build relationships, to build trust. The competitor is going to have a very tough time coming in the door and having that same level of trust. If you add in the next bracket, 60% of our field force has been in the field for over 10 years. We've been partnered with Territory Partners, 60% of our partnerships of those 170 people across North America, more than 10 years of experience.

But we're just not staying stagnant in this area either. We've got 25% of our field force who is under 3 years. They're able to take and leverage that experience from our more tenured generation. They're also able to bring new insights from the fields that they're coming to us from, and they have also seen that potential that is Trupanion and they are partnering with us today to move forward to what we can take it to in the next few years.

So our partnerships and our territory partners are at the hospital level and they continue to build relationships at that ground base walking in the door. But we have partnerships that go above that hospital level. We're partnered with hospitals or we're partnered with large veterinary groups that cover 79% of the hospitals across North America. We have -- Margi talked about our gross pet adds and where we are from a perspective of where we've been and able to invest in pet acquisition. And we're still -- we still see 1.2 enrollments across our active hospitals across North America.

That's tough to keep up with, knowing that we've had to pull back on that investment. But these relationships and these partnerships is what keeps it strong. We have 15,500 active hospitals and 11-plus thousand hospitals have our software. This is great, but we have a lot of work still left to do and a lot of potential still left to untap.

So when we think about growth, like I said, we can't just grow in 1 partner hospital in places where we have strength. We have to grow our footprint. We have to build more relationships of strength and we have to build more volume from hospitals, right? More engagement, more software utilization, more members experiencing Trupanion from a perspective of not having to think about costs when they take their pets to the vet.

And as you can see, that volume of claims submitted through software. This is veterinary hospitals submitting invoices to us through vet portal to make sure those members have greater experiences is growing. We also have a footprint of hospitals, the number of hospitals introducing Trupanion to their clients through our offers. We're growing that as well. I'd like to grow it a lot more. But I also have to make sure that when we grow that, we grow this.

And this isn't just about hospitals that are doing that are starting to do something more, but this is about more from the hospitals that are doing something. This is a graph that depicts we're growing footprint, and we're growing same-store sales at the same time when it comes to building that veterinary engagement. And so we have to keep that balance.

Some of you have heard me, probably not on this stage, but somewhere in prior years, talk about our engagement and how we engage and how we build that relationship with the veterinary hospital. I think, effective sign-up account managers, all of these different ways that we've done it, champions at the hospital. All of them are great, but it's not a one-size-fits-all approach. We've had to evolve. We have to meet hospital teams where they are. They're busy. They can't always take an hour to come off of what they're doing to help pets to hear about Trupanion.

It isn't always just one person that wants to learn about Trupanion. It isn't always during business hours that they want to learn about Trupanion. So we've had to build different tools that can be accessed by all members of the veterinary team that allow them to be educated and understand more about what Trupanion can do for them and what, more importantly, Trupanion can do for pets.

And what this has done over time is it's made a significant shift in the engagement level that we've had across the offers that we see coming through. 62% of our offers had veterinary engagement behind them that were higher level engaged with at the veterinary hospital has now moved to 72%. That means that we're able to -- as we continue to invest and we continue to grow in that pet space, we're able to actually push them further down the funnel. But we know that, that means that they're having a conversation and making a recommendation about good medical insurance with those clients. If the veterinary channel is our heartland, this is our heartbeat.

These are the team members, and this is just some of the team members of the 170 head count that are visiting hospitals that had been making this growth possible in a time when we've been focused on price. We've been focused on margin. We've pulled back spend, they've continued to invest. They have continued to go and visit hospitals. They've continued to build and grow this channel.

And I can speak for them. I'm confidently speaking for them. I hate to speak for anyone, but I will confidently speak for them. that we are very excited about what's possible when we can match this force with the pack investment and growth that we're going to see across this space that Emily is going to talk to you about next. I look forward to your questions.

Hi. I am Emily Dreyer, I'm Chief Revenue Officer at Trupanion. And while I've only been in this role for a couple of months, I've been at Trupanion for almost 13 years. So I've seen and been part of all sorts of growth here. And I'm really excited to talk to you all about that today. I promise I won't take through a full decade and change. I will focus on 2025, and I'll give you a little bit of 2024 and 2026 for context.

So you've likely heard us talk about Lead, Convert, Keep before. It is our mantra, our flywheel and the engine behind our pet growth. To give you a quick overview, a pet owner in the Lead category is someone who's aware of pet insurance and is interested in learning more. As you just heard MJ say, veterinarians and our B2B partners are critically important at this stage of the funnel.

A pet owner in the Convert stage is someone who's actively learning more about us and ultimately takes action to enroll. At this stage, we focus on educational and sales forward content, making sure that we are top of mind when and where a pet owner is doing their research. A pet owner in the Keep stage is a member that we continue to nurture and sell the value of Trupanion to. We focus on crisp content and exceptional experiences that allow our members to become loyal and turn into advocates. And that's what makes our flywheel fly.

So with that foundation, when we say we're stepping up our acquisition spend, our pack investment, an important area where we're doing this is with our brand spend. And brand spend penetrates all aspects of the funnel. For us, brand spend could be posters that a pet owner sees in a hospital. It could be a TV ad that reinforces a vet visit or a friend referral or it could be a tangible item to our members, making our intangible product that much more come to life.

So this gives you a slightly different view from the previous slide. As you can see, we're stepping up our spend, most notably and most aggressively in the back half of 2025. And we plan to continue to do so in 2026. As you just heard MJ say, our Lead volume is continuing to grow, thanks to a really strong TP Nation. And this spend allows our TPs to walk through the hospital doors with materials in hand. And it also increases our brand exposure to pet owners who are already in the funnel.

A second and critical dynamic to our acquisition spend is the reintroduction of test spend. This category of spend allows us to evolve and to try new things, and that could be in any part of the funnel: Lead, Convert or Keep. As tests optimize and win. They move into our core acquisition spend, allowing us to constantly stair step up our overall acquisition dollars. In 2023 and 2024, we didn't have that. Now that we have more dollars to deploy, this is critical to allow us to evolve to test, learn and to grow.

So I'm going to show you a couple of examples of what that looks like, where we're investing. So you can see here that we have in-hospital assets. We have digital assets and TV spots, and we have materials and tangible items to our members. In the absence of all of this, in the absence of brand spend, each part of our funnel has to work that much harder. However, a funnel that has increased exposure, increased brand spend, we know that if somebody moves through the funnel, they get that much more exposure to our brand and tactics that we've had all along perform a little bit better, and every dollar goes further. That delivers more pets and higher engagement.

And this slide really shows what opportunity we have. So if you -- these are two of our core channels. So you've got add a pet at the top in the blue line, that's our members who are current or previous adding pets to their policies, and we have a refer a friend in yellow. Unsurprisingly, refer a friend benefits greatly from an increase in brand exposure throughout the funnel. And you can see as that spend decreased in 2023 and 2024, the impact that, that had.

However, add a pet is fueled by our experience. Our members know the value that we provide. They see it firsthand. And they know that through our best-in-class experience, we're actually solving the problem. The consistency in our experience, illustrated by our add a pet enrollment on this chart is encouraging and it is also what's driving retention.

So as we said at the beginning of the year, as Margi reiterated earlier, this year is all about retention. And we have delivered on that [ and some ]. For those of you who are not close to a screen, to put this chart into perspective, the scale of this, that's all 98% retention. That's industry-leading. However, we obsess over every single basis point. Every basis point of retention is that many more pets who can get access to care. It's that many more veterinarians who can give that care and that many more families who can keep their pets and their best friends by their side.

A key dynamic for retention is the volume of each of our members in our three retention cohorts. So as a reminder, we look at retention in three different cohorts. We have our first year retention, which is our new members, members who have just signed up and have not yet received a rate change. We have our members in our under 20% cohort, which is members who are receiving a rate change of 20% -- or sorry, of less than 20%. And we have our tenured members who are receiving rate changes of 20% or more. And you can see in these pie charts, how as we responded to inflation, how much that impacted the distribution of pets in these three cohorts.

And as we -- and as more and more members shift into the under 20% cohort, retention will continue to improve. And our first year retention cohort continues to be an opportunity, and it has never been more important. As with our growth ambitions and our current trajectory, we're expecting more and more members to fall into this cohort moving forward. And so while we've seen a decline in first year retention for some of our channels, our core channels have been steady. And while steady is certainly below our standards, steady in this environment is strong.

So our core channels are where we're putting most of our investment and most of our resources. So it's not surprising to see that it outperforms others. As we evolve, we're hyper focused on setting our members up for success from the beginning and giving value-added benefits, both tangible and intangible. And we know that as we step up our brand exposure in earlier parts of the funnel, that will have a positive impact on first year retention. So as we expect to see more and more members falling into this cohort as a percent of the book, that's part of the story. It's the only part of the story. And the other part of the story is conversion.

From a new pet adds perspective, one of our biggest levers and one of our biggest opportunities is growth in conversion rate. Our phone conversion has remained incredibly strong even in the face of rising rates. Our phone sales team, they're incredible. They have more confidence than ever before in speaking to the value that we provide and having that conversation around price. And that's the key. They can have a conversation, they can build rapport. So with more and more pet owners staying online, it's more important than ever that we create that same experience and environment on our website.

And website conversion rate is a big growth lever as well. We're focused on mimicking the experience that our phone sales team provides. We're focused on driving increasingly more personalized experiences and we're tackling the misinformation about price and about birthday pricing head on with succinct and direct messaging.

As this chart shows, we still have opportunities in some of our -- we still have opportunities, and it highlights our need to evolve as we speak to a broader audience of pet owners. Those efforts are well underway, and they will also get a boost from the increased brand exposure happening upstream.

So as we take a more granular look at our pet acquisition investment, you can see that we're coming off the back of 2 double-digit year-over-year increases in our acquisition spend. Look at that trajectory. You can expect that we'll continue this trajectory in the back half of 2025. And I want to highlight, though, that not all growth is going to be a good growth and you can continue to expect that we will deploy those dollars in a disciplined fashion.

Similarly, as Margi alluded to, our mix of pets has shifted, and it will continue to shift as we see a different type of pet parent come into the market. For example, we're currently enrolling more cats than we were a couple of years ago. So as we deploy more and more acquisition dollars, expect that we'll be laser focused on responsible growth and building momentum that sets us up for a really strong 2026.

I'm so pleased that we have this level of investment now. And we're starting to see early signs of that growth. So in Q1 and Q2, most of our net pet growth came from retention. Now with our Q3 forecast that you can see in the yellow, we're seeing a step up and more of that growth is coming from new pets adds.

I remember back in 2022, when we were spending, when I was supporting and helping us spend those dollars and growing our investment and helping more pets, and I'm so excited to be back here again. We have strong momentum, and we're building for 2026, and I look forward to answering your questions. And with that, I will hand over to Simon.

Good morning, everybody. I'm Simon Wheeler. I am the Executive Vice President for Trupanion's International businesses. Just a bit of background about me. I have one Border Terrier, a little girl who's four years old, who is the love of my life and gets incredibly angry when I travel and I travel a lot in the job that I've got. I've also got two horses there, both old and very [indiscernible] they are pets. They're not ridden very much. They're to all to be ridden. But that's my broader family.

I'm here to talk to you about the progress we've made in our international business this year, some of the successes we've had, and I also want to share some of the challenges and how we've faced into those. But I think let's start with something that's tangible, and that's probably have we managed to grow this year.

I'm really pleased to say that we've had some strong and steady growth this year. When you look in aggregate at all five territories that we're live in, we've had something like 22% growth in enrollments year-over-year. And that's in the context of putting in new products, putting in new rating, putting in the Trupanion brand in Germany and Switzerland. It's in the context of putting in new IT systems. It's looking at trying to introduce the value proposition, trying to show people our core mission. So a lot of moving parts in international yet we still managed to grow.

Let's break it down and look at some of the territories individually. If we look at Germany and Switzerland, we put the new brand, we put the Trupanion brand in place. We also put the Trupanion product in place. Both went down really well. The brand, we bought a small company called Smart Paws, probably 3, 4 years ago, and we replaced the Smart Paws brand this time last year with Trupanion. Accepted very well. On the product side, we put the Trupanion product in place and especially liked by veterinarians for the broader cover. We've one task this year still to do with the Smart Paws product, and that's to migrate the legacy portfolio over to our Trupanion product.

Now we'll do this by canceling down individual policies, start them on a new policy. But if our customers that are claiming on their Smart Paws policy, we'll still honor those claims. And those conditions will still be covered on the Trupanion policy, and we'll commit to offer cover to those policy holders, obviously for the life of their pet. We'll start that in November this year. So by the end of 2026, our whole portfolio will be Trupanion products, Trupanion cover, Trupanion customer service, the value proposition. So we'll have some real efficiencies in the German and Swiss business.

I mentioned technology. We've also put a new technology stack into the Swiss and German business. So we have a veterinary portal, where you can pay vets directly. Vets can submit claims through the portal. They can submit medical records, certain customers. So we're starting to deliver that value proposition for our Swiss and German clients.

So the next stage is integrations. If you look at the European landscape for veterinary software platforms, in 5 territories that we're in, there are 24. 24 have a meaningful footprint. We've got our first integration in Switzerland in quarter 2 this year. That gave us -- or that gave 40% of Swiss vets the opportunity to be able to issue exam day offers. We're working with 2 partners in Germany and hopefully by the end of this year, we'll have exactly the same capability in Germany as well. And we're going in quarter 1 and quarter 2 to get the claims integration live and the medical record summaries live. So we have a full value proposition with 40% of German vets.

When you're working with software vendors, their priorities aren't always yours. So aligning our technical development team with their technical development resources and the availability means it doesn't always go as fast as we want it to. It also means that taking our value proposition out to vets and hospitals in the territories, it's much more powerful when we pay that full integration. So I think by the end of this year, with 40% of the 11,000 German hospitals enabled, you have to issue EDOs through the software, we submit claims to the software, to be paid directly. That starts to really empower our business development teams, our Territory Partners who are out working with those hospitals.

Let's look at Czechia, Slovakia and Belgium. They are the territories that we're trading in -- under the PetExpert by Trupanion brand. And we facing some different opportunities and challenges in those territories. So for example, in Czechia, we have been integrated in all 7 software platforms for the last 6 or 7 years. We have that as a pre-requisite, you had to submit claims right from the start of our operations in Czechia. So we have some fantastic relationships, and we have that trust built already with the Czech hospitals.

What we didn't do necessarily was connect the dots. So with that fantastic technology, with a relationship, with the trust, we didn't go that one step further and enable vets to introduce their customers to us, to generate leads, to generate sales. We started that at the midyear point. So now as we are just about to end the third quarter of 2025, 80% of Czech vets have the ability to issue exam day offers through their software. So we've got that full integration in Czechia now, and we're building on that. We have a team of 6 Territory Partners or vets who are all starting to really move forward with that.

With a similar situation on the breeder side. We'd always work with breeders, but in Czech, we focus very much on ensuring the breeders own animals. So we're out working with professional breeders, the small nucleus of breeders, not the general breeders who provider all the puppies and kittens. That had limited what we were doing. From the first of September, we now have a new breeder portal and breeders can offer go-home day offers. So that's broadened out so that they can offer go-home day offers to the puppies and kittens to the new owners who are buying puppies from those breeders.

So a really important step forward. Now this is really early days. We launched it two weeks ago. We've quite a lot of activations already because we had a breeder database. And of those activations we've had, we've already -- and we're not even through the first month yet. So those free covers are still in place. We already had a 35% conversion rate. So that's looking really, really strong for Czech.

When you look at the PetExpert business, the growth was predicated on online activity, aggressive online paid media. That's still really important. We still get a lot of enrollment through that. And we're looking at how we've done things. So we're optimizing that strategy. We're seeing real growth now in paid media. It was fairly static before. That's moving forward. We expanded our activity to include awareness, brand awareness and we've expanded it to include support for our channel partners to support for vets and support for breeders, so that awareness is getting much greater.

And that's had a really important benefit. We put a fairly comprehensive price of view in place in quarter 2 this year. We still managed to maintain retention rates over 99%. So that's been really, really strong. The awareness, the normalization of pet insurance from some of the activity we're doing into the broader social media is really starting to cement those policies into the business.

Breeder, veterinary online distribution, really strong, really starting to drive the PetExpert business forward, but we've also got some other channels that we're working with. So from September, we started to work the largest aggregator site in the Czech Republic. We expect that to perform quite well. It's not -- doesn't have other pet insurance on there. The market isn't that big and there aren't many competitive aggregator sites in the market. We also started to work with our underwriter, CSOB, to market our product to their 3.3 million banking clients. So starting to broaden that distribution in the Czech Republic and the business is starting to really move forward.

We've also got some longer-term projects in place, strategic projects that will enable efficiency and growth. So the harmonization of the technical systems that we have with the German and Swiss business. So to enable that single tech and IT provision makes the servicing of that much more efficient, makes the support, the development and the maintenance much more efficient with one team concentrating on one technology stack. It also enables us to harmonize the processes, the operational processes in the business to harmonize them with the rest of the European territories. So if you start to move those forward, we start to look at some real efficiencies that we have from those businesses.

If I had to summarize, I would say that the territories in Europe are quite well established now to actually really start to grow and starting to standardize in terms of what they're doing. If you look at the technology, we mentioned the harmonization there. We currently trade in 7 languages. So the base language is English, and we've got some very sophisticated AI software within our technology stack. That means that the right communication goes to the right customer in the right location and the right language.

So technology doing all the heavy lifting on that front means that our distribution strategy is starting to become aligned very much we're veterinary centric, pulling the veterinary strategy that we have in North America very much into those territories. So we're moving away from the -- from online dependencies into those core pet sector distribution channels of veterinary and breeder.

On the veterinary side, we've standardized all our veteran tools, we've standardizes our veterinary training materials, and we've standardize all our point to sale collateral. We also have a single IT system and our teams and Territory Partners in each territory now have a standardized proposition that you'd recognize in North America into those territories, which is starting to really bite.

Operational harmonization enables the teams to really focus on growing the business and managing the clients. And I think what we've seen in Germany and Switzerland and what we'll see over the next year or two in our other territories, is that centralization of similar support services like legal, compliance, finance, people ops is coming centrally from Trupanion here. So it's enabling, it's deep, it's uncluttering the teams to enable them to focus on growth, to focus on recruiting more pets and to focus them on managing those pets when we have them.

When we look at the brand, product and pricing, Germany and Switzerland are there. The other territories aren't yet. They will be over the next two or three years. So we'll introduce a brand, we'll introduce the products. And most importantly, and we'll advance the pricing and the sophistication we have about pricing with the knowledge and the experience in pricing will put us at the cutting edge of view -- it has put us the cutting edge of European pricing. I look at what the competitors do and the best digital inventory.

And lastly, integrations. We talked about the 24 software platforms supporting the industry across the 5 territories that we operate in. We'll continue to push for more integrations with those. If I look at Czechia, we're integrated with all 7. If I look at Belgium, we have the largest, which was 60% of the market, which were integrated with for claims.

We'll have EDOs going into Slovakia and into Belgium in the first and second quarter next year. I look at Germany with 40% of that's already enabled with integrated software. I look at Germany by the end of this year with 40% of the 11,100 vets. And that's a great foundation for us to build on -- a great foundation to ensure that we have a strong, sustainable, efficient growth for the future. As we enter our next strategic plan period.

Good. Thank you. I think we're going to a break now.

Yes. Thank you, Simon. As he mentioned, we're going to go into a break before regrouping here for our first Q&A session. So we're going to regroup a little bit before 11:00 a.m. Pacific Time. As we head to break, we want to take a moment and just introduce you all to a few of our office pets.

[Break]

Okay, everyone. Welcome back. We're going to go ahead and get started here as everyone makes their way to the stage. We're going to play just a quick video, and then we'll get started in Q&A.

[Presentation]

Okay. Let's kick this off. As I mentioned at the start, your participation interaction is really key to making this event successful. So we're going to run this first Q&A session for about -- up until about lunch time, then we'll take another break. If you have a question, go ahead, just raise your hand. Gil over there has a microphone. If you don't mind just waiting to get a microphone in hand that will ensure that everybody, including our online audience can hear your question as well. And I think to kick things off, we're going to do some introductions from folks you haven't heard from yet.

So obviously, you've heard from me. So I'm going to go straight to John. Can you tell everybody who you are, how long you've been here, what you do here, not your job title, but what you actually do and your pet?

Yes, sure. John Gallagher. I've been with Trupanion for 9.5 years, and I help Jason and MJ lead our field sales team alongside Brian and Jackie in our contact center and claims. We have 3 dogs, my wife and I. We have Willow, Milo and our newest addition, Winnie.

Good morning. I'm Jason Wasdin. I oversee Canadian growth. I have -- I've been with the company for almost 16 years, and I have 2 fur babies, Tilly and a toy Aussie. She's about 12 pounds, but all the fun of a full-size Aussie. And I have an Australian cattle dog mix named [ Dibo ].

Hi, my name is Jim Doran. I've been a territory partner in the Philadelphia region for just over 7 years. I literally love what I do every day, walking in the doors. Becoming a territory partner is probably the greatest decision, one of them that I ever made for myself and my family. We have an 11-year-old -- 10- or 11-year-old rescue beagle named Harper, we're not sure because she's a rescue.

Good morning. My name is [ Erin Lundell ]. I am a territory partner in our Phoenix market. I've been with Trupanion for just over 7 years. I did start as a Territory Partner associate in our Boston markets and then move to Phoenix to become a territory partner. I have 3 dogs and 2 tortoises.

Welcome, everyone. I'm Dr. Steve Weinrauch, Chief Veterinarian Product Officer. I've been with Trupanion for 12 years now. So I've had the pleasure of seeing a bunch of you a bunch of times. Thanks for coming back. I have 2 dogs, 12 chickens, 4 roosters, 2 guinea pigs and a bunny called Harry, typical veterinarian.

My name is Kelly Nealson. I've been with Trupanion for a little bit over 5 years now. I lead our customer marketing team, so supporting member experience, our refer friend and add a pet channels and TruTopia. I have 2 mixed breed pups at home, Olly and Teddy.

Good morning. Last but not least, I'm Brian Daley. I oversee the contact center teams, including phone sales, retention and customer care. I've been with Trupanion just about 4 years, and I've got Hudson Stripes, the Rottweiler and Daisy, the Golden Retriever.

So we don't just have team members sitting on the stage here. We also have them in the seats in front. So Aaron, would you like to kick off?

Hi, everyone. My name is Aaron Konichek. I'm Head of Growth Insights and Business Operations at Trupanion. I've been at Trupanion for about 5 years, and I have a 1-year-old labrador named Moose.

Hey, everyone. [ Doug Britton ]. I have been at Trupanion for almost 8 months now. Prior to that, I was at VCA and Mars Vet Health working with VCA Banfield and BluePearl for 7 years. I am sliding into a strategic initiatives role here where I will be working cross-functionally with several departments and helping drive major growth initiatives. I currently have 0 pets. I have 2 young children and 2-year and 4-year old. I've seen many heads pop off of stuff to animals, and I'm just waiting to make sure I have a safe home for those...

Hi, everyone. My name is [ Don Larkin ]. I oversee our commercial partnerships like Aflac and State Farm and Chewy. I've been here whopping 30 days. So very happy to be here. Let's see, I have 5 wonderful children, a 5-year-old Havanese named Princess Leia, who, yes, we are a Star Wars family. And Princess Leia is pretty much the only thing in my house, I feel like loves me unconditionally, and I have an amazing wife that helps us keep it all together. And 3 guppies and an algae eater, which I didn't realize how big they get. So we're going to have to solve that one pretty soon. Thank you.

Good morning, everyone. For those that I haven't met, my name is Jeff Brooks. I look like a veteran, I guess, compared to Don because I've been here for 100 days. But I am currently an adviser to Margi, Emily and the commercial function. Margi reached out to me on LinkedIn, and it was a conversation that was incredibly insightful and exciting.

And as the former Chief Marketing Officer of Lemonade, among other brands and a huge believer in animal welfare and just pet wellness overall, this seemed like too good an opportunity to pass up. So ask me tons of questions in the break, please, in the sort of more quiet times about why I'm here, what I'm up to. Maybe Margi or Emily will quarter back a few other questions my way. But in my other time when I'm not supporting this crew, I'm an operating partner with Goldman Sachs in their growth equity and private equity divisions. And all I do are help companies focus on scaling growth.

Hi, everyone. I'm [ Alex Boto ]. I oversee our B2B channel marketing efforts. I've been here about 4.5 years, and I currently co-own a beta fish with my 4-year-old.

I forgot my [ cat ].

It's a good thing he's not watching because he sleeps 22 hours a day. Gus is an 11-year-old rescue cat who is twice his age and weight. So he's a big boy. We call him the Notorius GUS, named after the Notorius BIG, and he's absolutely awesome. And my 2 daughters are grown, so he's my only dependent and roommate at the moment. Okay. Sorry about that.

I'm [ Jordan Johns Budkey ]. I oversee our data science and data analytics and data engineering groups. And I have a dog named Lupin, who's 14 and a cat named Lucy, who's 15.

Yes. Hello, everyone. I'm Peter. Actually, I'm going to beat that with 30 days. I'm starting in 2 weeks. Yes. So actually, no pets as of today, but I'm fairly sure that working for Trupanion will get me into getting a dog. And also my daughter has been nagging on me for years. So we'll be there.

Peter, what are you going to do?

There was a very good question. So I will be taking over from Michael as Head of Actuarial and coming in from Europe with -- it makes me look old, but I've been working with pet insurance for about 12 years, heading up pricing departments, actuarial departments and really looking forward to sort of combine this European experience with the insane growth opportunity in the U.S.

Peter, we'll send you a box of puppies as a welcome.

Hello. I'm [ Alan Schramberg ] and this is Harper. I'm on the actuarial team, do all sorts of pricing and analytics, and I've been with Trupanion for about 8.5 years.

Hello, hello. Sarah Hillman Sparks, Vice President of our Financial Planning and Analysis team, so consolidated forecast. I am the proud pet parent of 3 cats, 2 kittens, Phil and Frankie and our kitten at heart, Sophie, who's 18 years old.

Good morning, everyone. I'm Wei Li and Senior Vice President of Finance and Corporate Controller here. I've been with Trupanion for almost 7 years, and I always say that I bring some diversity to the group. I currently don't have a pet, but I enjoy to be in the office to hang out with many furry friends here. So it's been an exciting journey to be with Trupanion, and it's great to see you all here today.

So, Wei, you're getting a box of kittens.

Good morning. I'm [ Devolt ]. I lead our recruitment and learning function here at Trupanion. So I get to every day go and find some pet mission-driven team members who love what we do here and then get to train them and educate them and get them ready for our workforce. I'm a pet sitter, so I don't have pets at the moment. I've got a kitchen under the way. So I'm going to have my team members pets sit for me. So I'm going to go on record here today because they've got a cat countdown calculator by my desk so they can countdown their pet sitting days because I'm like Simon, I love traveling. So Marcy.

Hi, everyone. I'm Marcy Akiyama. I lead the People business partners here at Trupanion, who support all of our internal team members. And I also lead the DEI efforts for the company. I've been with Trupanion approaching 1.5 years, and I am a proud pet parent of 2 mixed breed dogs, Mika and Ren.

So we got an early jump on all of the introductions or most of the introductions, I guess, I would say. As Margi mentioned in the beginning. So our intention with this Q&A session is to really to focus it on the presentations and the content you heard earlier. It's really all around growth. So the teams here are ready to ask -- answer your questions on those topics. And then after lunch, we'll have another round of presentations that are focused on operations, technology and financial. And then we'll have an additional Q&A session there. Of course, we know that sometimes questions go where they go. So the team is here and ready to answer your questions. Okay. Who wants to kick us off with the first question? Okay. [ Andrea ]?

Andrea from Italy, Family Office Investor. My question is about the quality of the book and what metrics you look to make sure if the book is still nicely in balance or maybe after a few years of repeated price increases, low growth and higher churn, if something has changed and yes, maybe the business is not as balanced as it was before.

Thank you for kicking us off. Now one person who didn't get a chance or one of the few people who didn't get a chance to introduce himself is [ Michael Gray ] at the back. I think, Michael, you're probably best placed to answer this question from an actuarial perspective. And then, Aaron, perhaps you can talk a little bit about mix from what you see in growth insights.

So yes, you phrased the question differently than we typically look at it. Just looking at the book in total, and it does change over time. Every book does. I think in pet insurance, if you're a pet insurer in the U.S., you're growing your book from scratch. And so when you start to grow your book from scratch, you end up with a lot of young pets to start with.

And then as it ages and matures, it changes. Our book overall has changed a bit over the last few years, but we don't look at our book overall, the way we manage it as we manage it by sectors. We file rates by state, so we look at geographies very heavily. And geographies differ from each other all the time. So I feel like our skill set is based on how to look at what's going on in a specific geography if it's growing fast. A few years ago, Ontario was growing very fast. It looked very different than Alberta, which was growing very slow at the time.

And we have different ways to price that and to make it financially functional in both cases. So we have basically 65 different jurisdictions that we are setting rates for. And so we look at all of them, and they all have their different mechanics of what's controlling the look of that book for those 65 different books. So you're looking at the big summary book, we're looking at the 65 smaller books. And yes, it changes and it changes all the time, and we expect it to continue to change, but it is always manageable.

If I may, a little follow-up. But now that you look at it on a granular level, can you sort of share a bit with us on this more granular level, what kind of metrics you take comfort from to know or to conclude that the business in each of these geographies and ZIP codes is nicely in balance. I'm thinking maybe I know there must be metrics like the average age of a pet or the frequency or other stuff that could lead you to conclude if -- yes, if it's still healthy or if there is some dynamic that might be worrying going on?

Yes. So our top metrics are premium claims, right? I mean we generate margin because we have the ratio of claims to premium just right. We call it medical loss ratio. So that medical loss ratio really guides everything else. And when our medical loss ratios start to look off, they're not growing the way we thought they would grow.

We didn't price right for it. We'll dive deeper into those other metrics that you're talking about, age of the pet, duration of the pet, the channel that the pet came from. We will look at every aspect of the pets to try to understand, is there something different happening in our book today than what was happening in our prior periods to make sure we're up with it.

And that's a constant -- it's a mental churn. You're looking at what metrics is really guiding you at any given time other than the [ MLR, ] it could be a lot of different things. But I guess what I want to leave you with is the confidence that we're looking at all those metrics. We're not the only team also that looks at those metrics. We're responsible for the pricing, but we work with our growth teams and other teams to look at other aspects of the business to see that we're working well together as well.

And just to sort of pass the baton to Aaron, when we think about analytics, we've always created data sets that will allow us to kind of dig deep into the analysis of what's happening where. And to your point, when you go through changes in any business model, you want to be able to have your fingers on what's actually happening. And is there a need for us to stop a retention decline in one area? Or do we need to enroll more puppies or kittens in another? Or do we need to enroll more puppies and not kittens and another would be another example.

All the time, while we've had an analytics team in this company, they've always had actuarial experience, and that's critical because everything we do comes through that pricing lens of is our loss ratio right? Are we giving people the value proposition they're signing up for? Aaron is the newest person to take their role over to oversee our insights team with a background in pricing moving in to be able to connect the dots. So do you want to speak about the things you're seeing in the way that you inspect the business, Aaron?

Absolutely. It feels only natural to take the microphone from Michael. We started around the same time about 5 years ago, and I spent 3.5 years of that on the actuary team. I see Monica and Mary in the audience, also actuaries who became Growth Insights leaders. And so I've had the pleasure to take over the Growth Insights team in Q2 of this year. And we have a slide at the end of the slide deck.

Slide 91, please.

And so many of you might remember my presentation last year, you were talking about how we can get even more granular than the 65 pricing categories that -- well, 65 states and provinces that Michael had mentioned earlier. And we can really zoom in and get really granular about our growth strategy and making sure we're growing in the right places and not in other places that we might not want growth.

Not all growth is good growth, and we want to make sure what matters most is that we're growing the right way. And so I'm not going to go into great detail on this map in the neighborhood Insights pricing tool as I did last year with a video and all sorts of stuff related to this. But I can give confidence to everyone that as I work with the super talented Growth Insights team now, I have lots of great people that are building different tools that we can apply in different growth areas around the business.

So it's not just geography that we're looking at. As she mentioned, we're looking at species, we're looking at age. We're looking at all sorts of different things that we can use as levers to drive maximum lifetime value and build a durable and sustainable book into the future.

Katie Sakys from Autonomous Research. I wanted to circle back to some of the pie charts that you guys had up on the screen earlier, just looking at the different cohorts of customers and sort of where they fall in terms of annual rate increases. How much longer do you guys think it will take before that 20% plus rate cohort will get back down to 1/4 or less of the book similar to what we saw perhaps a few years ago?

And how are you guys approaching messaging those 20% rate increases now when those customers are probably not being hit with it for the first time, but more so experiencing that second or maybe even third monster rate increase. Just trying to get a bigger -- better picture of the retention on that specific part of the book.

Well, I think I can answer the first part of that question. Maybe Brian or John can handle the second part. Yes, a few years ago, our retention rates are really high. And I was concerned about it. So I told John, to hold my beer, I can get those rate flows so high that can really challenge that retention. And unbelievably, with all the additional 20% rate increases, we still kept those metrics as Emily walked us through today, which was incredible. But we don't really want to keep rate increases that high. I mean, Margi talked earlier about how disruptive that is to a family and to our customers, and we don't like to see that. Our current projection in Canada is that we will be down below that level across the country. For the U.S., we're coming down a little more gently. It is hard to predict time lines when it comes to rates because it takes a surprisingly long time for rates to take full effect.

And so -- two years ago, when we were in the middle of our margin compression, we had already had a lot of rate increases approved and ready to implement. And you can see from these graphs that it was 2 years later that we really saw the results of that. So I would say within the next 2 years, you'll see a steady decline in the slice of that pie. And hopefully, it gets back to a small level. I don't know that there's -- I have a prediction of how small that slice of pie could be, but it would be great if it was nothing.

And one thing that governs that as well is the granularity, the more data we're going to get on a specific cohort. If we -- as we're now getting back to being so granular, we may end up needing to put people in that bucket because we've been mispriced for a while, which has always been the case. We've always had a low percentage, but definitely see that flipping. It's moving very nicely. I can't see you, but it's moving very nicely in that direction. I'd like to hand off to Kelly to kind of talk a little bit more about the messaging because you're right, there is absolutely a compounding impact that's hitting these members and how you've been thinking about that and the things you've been doing as a team to drive that forward.

Yes, absolutely. So at this point, we have, I'd say, 2 to 3 years of testing under our belts, and we've invested a lot of time on the team into messaging and into getting really, really granular with how we talk about different rate change experiences and not just the rate change experience, but the experience that the members had with Trupanion over the last year plus of their tenure. So is it their first rate change, subsequent rate change? Have they claimed in the last year, have they not?

And I think you brought up compounding over 20% rate changes. So we have specific messaging to that effect. And we're launching multiple tests a month in our renewal communications category. And then also we consider the time leading up to the renewal and immediately after the renewal as kind of that critical period where we've been able to really hone in our messaging. And the exciting thing is that we've seen a lot of success year-to-date, year-over-year, we're actually trending 19 basis points better in our retention for rate change over 20%.

So we've really seen that pay off and happy to be able to report that. Obviously, our under 20% retention segment has better retention, and we are seeing a shift as we see more of a shift back to that under 20%, we can also expect overall retention to get better. But happy to report that we've seen strong growth in retention in that category specifically.

It's [ Andrew O'Neill with Helmshore Capital ]. I had a question about first year retention. I don't know if this is the right moment for that question. I guess that the experience in the first year, what are some of the things that drive that ultimate retention experience? Has that been relatively stable over time? Has it been trending in one direction or another? What are some of the ways that you approach that?

And how do you think you compare versus your competitors in that first year, which seems to be when most of the churn activity takes place independent of some of these unusual price increases?

Yes, absolutely. It's a great question. So yes, Emily called out, we have an opportunity with first year retention. We've seen steady retention in our core channels. And specifically, we're referencing the vet channel as our kind of key core channel and also referral friend channel. So we know that when someone comes to us at the recommendation of somebody that they trust.

So first and foremost, they're a veterinarian, also it could be a friend or family member that's had experience with Trupanion. They're already coming to us with that trust, and we see stronger overall retention. And then when we don't come with maybe that same level of recommendation, it's a little bit more of a hill to climb to earn their trust, help them understand why our product is valuable. As Emily mentioned, we also -- like the more we invest in our brand overall, we can expect to see better recognition and strength within the first 90 days. But we do really think about the journey in terms of how long they've been enrolled, what they probably know about us coming in.

So how much education do we need to do? How much do they already know about our product? And can we meet them where they're at and really celebrate their pets. So if they have a new puppy, we have puppy-specific content, and we're also looking to bring in more tangible elements to that journey. So things like welcome kits, surprise and delights, value-added benefits programs. So yes, I would say, overall, we have industry-leading retention that we're really proud of. And like Emily said, we obsess over every single basis point. So we are putting a lot of focus on first year retention to maintain and get back to historically high levels there.

If you look at this beyond the entire first year, is there a period of time when your new customers are most vulnerable? And you think if we get past the first 90 days, we pretty much know where we stand?

Yes, you nailed that exactly. It's the first 90 days is that period that we're looking at. So effectively, the closer they are to enrollment, the more vulnerable they are. So the first 30 days is a milestone, 60 days and 90 days. And so that's where we're most focused in terms of messaging journey and just overall nurturing that new member.

And then looking at the chart for the core channel, it looks like prior to, let's say, mid-'24, it was around 97.5% and then it's been nearer 97%. With the right kind of support for the brand, would you expect it to revert back to a historical relationship probably?

Yes, we would. Absolutely. I think as we continue to increase our investment, we can expect in brand overall and upper funnel, we can absolutely expect first year to have the greatest overall impact and lift from a retention perspective from that investment.

What's not probably as obvious is that our PAC spend is inclusive of first year retention spend. So because we know that attrition comes in that first 90-day window. So when we talk about lowering the investment we make to acquire pets, we're including programs that Kelly was mentioning that we will turn back on again, they were turned off. So we would expect first year retention to weaken when we're not investing to really reestablish that connection route. And that comes through not only the tangibles, only the welcome kits, but also through having people in our contact center who we've already said are absolutely world-class calling them and saying, how are you checking in on fluffy today? How is everything going? That brand milestone, that step of we're here for you, every step of the way goes a long way to that first year retention and stabilizing it. So that's another area we'll be investing heavily in.

Andy from TDM Growth Partners. I'm interested in hearing from the Territory Partners. Would just love to hear the kind of conversations you're having with the hospitals. Do you -- like what are some of the things that they say? Are they generally receptive? Do you get pushback? If you get pushback, why do you get pushback? And just love any insights into what your day jobs are like.

Well, I can start on that. We were just actually talking during the break about it. For us as Territory Partners, some of the hardest stuff is just getting to decision-makers in hospitals. There's those CSRs that we like to call gatekeepers sometimes. Once we get to the decision-makers within hospitals and show them what we can do with the data that we have out of Tableau and now we have an impact calculator that we have that we can really show them this is how we can help you grow revenue within a hospital. And this is what an insured pet can do for you compared to an uninsured pet.

And once we get in front of those decision-makers, we win the majority of the times. So for us as Territory Partners, it's being creative, working with Seattle. And the corporate groups that we now have is helping us not only swim upstream as Territory Partners walking in, but also downstream getting to leadership to push it down to, hey, this is -- Jim or Aaron, this is somebody you should be meeting with. We're just -- we're not just another sales rep walking in your door, we're advocates. We don't sell you anything, we're here to help you grow your insured client base, which in turn is going to help everyone.

Yes. And to kind of add to that, too, and I think M.J. in her presentation mentioned that the veterinary teams are a little adverse to change. So at the end of the day, we are walking in and asking them to change behaviors, which is difficult and it takes a long time. So you're building a relationship and rapport with the individual working the front desk all the way back to the technicians, the DVMs and the chemical assistants. It has to be a team effort and to kind of inspire everyone and get kind of their piece of the puzzle and speak to what drives them, it takes time. But at the end of the day, we are trying to change a mindset and trying to change behaviors, and that's very -- it can be challenging in this field as a veterinary technician of over 20 years. I'm not a huge fan of change, but we walk in knowing we have a product of value and we have something that's going to be a solution to many of their issues.

So once you get to that point of relationship building, like Jim says, and you get to the right person and you actually paint a picture of what you can do for them and their clients and their pets, that's when the relationship really takes off and the work really starts.

And if I may, I think the challenge that our Territory Partners are up against is understated. It is far easier to sell something that's tangible to a veterinary hospital than something that's conceptual. Fortunately, we have our offers. So it does give it some tangibility, but it is -- the sales cycle can be lengthy. And once we get a hospital to where we want them or need them, something can change in that hospital. That champion of that hospital might move on. And so it's often repetitive where walking into that hospital on a frequent basis is so important because we identify what has changed and we -- now it's on to plan B, C or D to get them back to where we need them to be.

So it's an endless cycle and it's often understated. These guys have it far more -- it's more difficult for them than their Zoetis or Merck counterparts because, again, they don't have that tangible asset to walk in with.

Got it. And just a follow-up there. Do you have a sense of the 15,500 hospitals today, how many are exclusively recommending Trupanion?

I think that I don't -- we don't track necessarily if they're exclusively offering Trupanion. I think that we can see from the volume of offers that we're coming out, that chart that I showed that showed the number of offers going -- coming from the number of hospitals that we're issuing. I think that is indicative of how many of the conversations are happening about Trupanion to the clients that are being added into that practice management software, right?

I think there's plenty more opportunity there. But we can see where we have that relationship, we have that buy-in and we've been able to engage with the team members that are having those conversations that we can see the volume of what we would expect to have access to from a puppy and kitten perspective and the offers going out. We can see that volume and kind of indicates to us we're -- the conversation about Trupanion is primarily what's happening at these hospitals.

And typically, I think from a corporate group perspective, that's where you get the decision made at head office. Like we've done our homework, we've sat down. They've had the time to sit down with the teams of all the different providers, and they will move forward with selecting one. How that ends up trickling through is anybody's guess sometimes. It's not always coming from headquarters and actually getting executed at the hospital level. But the corporate groups, which you saw, we've got close to 80% of those working with us. The vast majority of those corporate groups are exclusively Trupanions.

Margi, maybe you can target quarterback this question to whoever you think would be best. But can you just talk about how the growth playbook is the same or different now than in the past when you had PAC money to spend? Where the areas for greater conversion are or tailwinds or headwinds? How the industry is different, better or the same? Just maybe at a higher level, why you're confident that you can get the growth back up?

I'll quarterback you. You go.

Yes. There was a lot in that question. So keep me honest, and let me make sure that I answer all of that. I think in terms of getting back to growth, investing more, where are we doing that versus a couple of years ago, I'd say we're leaning into a lot of what has been proven before and what we know will be successful. And we're also opening up -- always looking for new channels, new ideas, and that's where that test spend comes -- becomes so critical, because it allows us to say, I'm not sure exactly what we're going to get as a result of this. But if it lands within a certain overall PAC, then we can optimize it and that -- we know that it will become effective.

So I'd say the core areas where we're spending, I mean, we will continue to spend really heavily in vet, like we've talked about before and like M.J. was talking about. We know that that's effective. We know that that's effective from a brand exposure perspective and the impact that, that has all the way through the funnel. There's other channels that we're also spending in to make sure that when pet owners are doing their research, we're showing up, a lot of those are online.

And I'm forgetting the second part of your question. And how is it different? Yes. I'd say for those online channels, that's obviously where we see maybe more of our competition spending. That really hasn't changed that much in terms of the level of competitiveness online, but it is something that we're monitoring constantly.

And just to kind of wrap up on what Emily was saying, the brand -- when we look at the brand recognition that we have across the market because of the work that Territory Partners have been doing for the last 18 months, really kind of, as M.J. said, off their own back, the brand recognition in the hospital space is significantly higher than it used to be. In the Canadian market, it's dominant. And so for us to put some dollars into that funnel, we know what it will do when it used to be lower. So we feel very confident going in there now and reinvesting throughout the funnel will help drive that flywheel forward.

A related question from Brandon Vazquez of William Blair. If you have 118 monthly leads, it implies the core business is closing on roughly 15% of these each quarter. If that math is correct, how does that conversion compare to historical levels to help contextualize what conversion rates can do? And then the second part of the question is, do you need products like PHI and Furkin to meaningfully improve these conversion rates, especially given vet inflation and its impact on higher ARPUs?

Yes. So I think there's a couple of different ways that we will answer that question. I'll lean on Alex to talk about specific vet conversion as well as Jeff to talk about conversion overall. From a vet conversion perspective, when we look at the number of issued offers that M.J. shared on screen, we do have a big opportunity. And it's exciting because we have a lot of volume now that we can really test and we can learn from. It gives Alex's team a lot of opportunity to test and learn and to do that really quickly. So do you want to share a little bit about what your team has been up to?

Absolutely. So M.J. shared in her presentation, we have 118,000 issued offers going out every month. And those pet parents are coming to us at different points in the funnel and with different levels of education. And it's our job in the digital journey to help fill those education gaps and complement those points of entry. Now we don't have the luxury of the phone sales team and having these very robust conversations on the phone, guiding pet parents to the decision that pet medical insurance or Trupanion rather, is right for them.

So what do we do? Well, we test. We know a fair amount about the pet. We know everything from location to breed, to species, and we're able to utilize some of these factors in addition to other factors in our testing. Recently, we've started to actually test in a more strategic and data-driven way in partnership with Aaron's team. You heard from Aaron earlier, and we're very excited with the direction that our testing is headed.

And then I think from an overall web perspective, we know that we have a happy path, and we will get people who go straight from the conversation with the vet, they activate their offer. They'll call Brian's team and they will enroll. But that's not the path for everybody. So we also have to -- we're also putting a lot of investment into our website. I think where the biggest opportunity that we have online to increase conversion rate is really in how we talk about price and how we tackle the differences with birthday pricing versus non-birthday pricing.

We price for life, our competitors don't. So if someone is doing their research, it can appear that we are more expensive. And while that might be true initially, if you look for the life of that pet, we're actually cheaper overall. So that's where we've really been partnering with Jeff to talk -- to really refine that messaging. We've been doing a lot of testing. And do you want to talk a little bit more about some of that testing as well as our approach to messaging overall?

Yes, happy to. It's a great question. And I think there's going to be a few unlocks that happen over the coming quarters as a result of the work that Emily and Alex have just talked about. But a couple of key challenges, right? One is about in a category where there's generally lack of education and oftentimes commoditized products, the average consumer will default to price. And so for us, we have to reframe that conversation to total cost of ownership. Which ironically is how you think about a pet when you're bringing it into your home anyway that you like this family member to be with you for 10, 15, 20 years.

So when you look at the total calculus around our pricing model, lifetime pricing model relative to the competition, to Emily's point, by the time a pet reaches its midlife, premiums are roughly about the same. And when it gets older and theoretically needs more treatment, more critical care, more costly care, we are at a competitive advantage versus most of the other brands in the space. So part of this really gets to education and messaging, so people understand that for the lifetime of your pet, our model is actually advantageous.

Another thing is putting price into context during these quote flows. So to get to the specific question about how are you getting additional basis points of conversion, we're running a number of tests now, whether it's through e-mail marketing on issues that are offered through the vet channel to organic traffic coming to the site or through paid, where when you artfully explain why a quote is the way that it is, what's included in it in terms of no caps and 90% coverage and medical emergencies don't keep business hours, so neither do we, and we're there for you and the amount of claims that we approve off hours and all these things in emergency centers and clinics, it starts to paint a different picture, and it's a value conversation versus just a pure low price conversation. So that's another thing that we're really looking to advance, and I'm excited to Alex's point, we've got a few green shoots that are happening already.

And then I will defer back to Margi on the PHI, Furkin question and whether we think we need potentially more irons in the fire beyond just messaging narrative context to improve incremental conversion.

Thank you, Jeff. Thank you, Alex. Thank you, Emily. Yes. So -- and also to directly answer the question, where is the 15% conversion rate, I think, was the beginning compared to historical levels. If you take it, as Emily said, channel by channel, some channels are higher, some channels are the same and some channels are lower. So if we look at it blended, it doesn't tell the full story. So we're making some good progress in some areas that the team has mentioned. There is absolutely still work to do here. And I imagine that we can, over time, get that number to similar levels that Simon and I saw in the U.K. market at 25% from web conversion. I think that's where we should be aiming for. How long it takes us to get there is something that we will be working on diligently.

Now the question of Furkin and PHI is a great one. And we launched these plans now 4.5 years ago. They are still in the Canadian market. And they have a good space in the Canadian market. One of the things that I alluded to before, though, is the intention with those plans. For those of you that have been around for long enough will remember that we were looking at creating swim lanes of products that would allow us to better articulate what birthday pricing was as well as some of the benefits. Now they actually do that really well. They are very clear with their messaging. They're on point with what they are and what they are not, but they're not seen by most of the people that are getting a quote from Trupanion.

And so we've learned that over the years because we have Trupanion, and we don't cross-sell. There's no cross reference, and we've done that deliberately because we wanted to keep the Trupanion brand away from Furkin and PHI, which were lower quality products, lower in the sense of lower value, lower coverage -- not lower value, same value, lower coverage. So what we're trying to do now is think about how do we leverage the pillars of the Trupanion brand that we know are trusted. We know we have loyalty, and we can give people a very high-quality experience with a similar product but maybe it has birthday pricing. So you can see the difference, and it's much easier to sell it when they're sitting side by side in a website, and you've got a birthday price and a non-birthday price product.

So thinking about the ways that we can do that, we believe that will unlock a huge amount of understanding when you literally have that difference, and we'll be looking to test that over time to understand how far does the Trupanion brand help to articulate it. And when you don't have to rely on going to another website to be educated, we think it's going to be more immediate and help with growth.

Well, look, my question, I think, is a bit of a follow-up to this topic, and it was partly answered. But my sort of -- my experience on sort of trying to compare some offerings online is that it's quite frustrating to see that they look, I would say, pretty much identical. Everyone now offers the same thing that sort of Trupanion offered maybe at the beginning, the 90%, the $500 to $1,000 deductible and the congenital diseases. And the birthday pricing is not clear at all and doesn't come across very strongly. Actually, I even try to interact a bit with the call center. But until birthday pricing came out, I had to prompt them to that. Maybe it was just one anecdote of a conversation, but it didn't come out very strongly.

So I wondered if sort of having almost like a toggle, which you can play with and without birthday pricing on the same Trupanion website, it's something that you've sort of thought about, it seems that you did not think about. Do you want to say something more? I mean, is the idea that it could be an additional feature one could play with on the Trupanion website to highlight also as a marketing tool, the difference in the pricing that this leads to?

Yes. I mean I've said as much as I'll say today for competitive reasons. We think that there is absolutely some benefit to be had to actually manually allow someone to get their brain into it. We know when people engage with something they take more and they learn more. And when you can -- same thing with deductible, you can move the deductible on the website, you can see the impact it has. There's no reason why there are not other elements within our product set that you could do that with. It doesn't just have to be birthday pricing, there's a lot. As Jeff said, that isn't really understood in general about the category, even congenital hereditary conditions.

If you ask 90% of people -- if you ask 100 people who actually understands that, very few of them would get it right. So that's not due to ignorance, that's due to lack of education from our side as a category and really kind of being the leader in that space and championing that and making sure people understand what they're getting. There is enough out there for every competitor to do well. What we hope is that everybody raises the standard and actually does what they say, which will allow us to continue to grow the market. And the only way you can do that is through education. So there are many tactics that the teams are working on, on the website, on the phones, Territory Partners being part of that. They'll all build up to what we believe will be a nice pathway to get momentum with conversion.

I'm Monica, and this question is for the Territory Partners. There was a great slide earlier that showed market penetration over time. And I'm curious compared to -- you both have been here for a while, how has that awareness shifted your conversations over time?

Conversations in general with the pet insurance or with -- sorry?

Yes, with veterinarians or veterinary staff about pet insurance.

Yes. I think someone mentioned earlier that you have to meet them where they're at. And I think every veterinary team is kind of on a spectrum of if they've had a great experience with pet insurance, had a paid claim, had something covered on one of our exam day offers. So in the field, we're still building those relationships one time -- one hospital at a time, one veterinary technician at a time. But we're just kind of waiting for them to get that warm and fuzzy because it's coming.

In the interim, we're just supporting them to continue to have that proactive conversation and show them that over time, if you're consistent and you build your book of insured pets, not only are you going to be able to practice best medicine, but that pet parent that has a great experience is going to remember that you suggested to look into medical insurance for your pet and come back and thank them. So I think it depends on territory and how long they've been worked and how familiar they are with the product and I think the experiences that they've had with it.

I mean, again, I've been with Trupanion for about 7 years now, just over 7 years in July. And I'm now a team of four people in the Philadelphia region. And what I always say to my team on our weekly calls is, don't forget, it's -- our main job is to help educate hospitals on how to do a better job of educating their clients. Because they tell us time and again, we ask them, are you a proactive hospital about pet insurance or reactive? And they'll kind of look at you, not sure. Proactive is it's a part of your workflow talking about pet insurance. Well, no, we're more reactive.

Okay. Well, what does that look like? If I'm a client and I ask you, "Hey, doc, I'm thinking about getting pet insurance for my new puppy." What's the conversation then, and we hear a lot. I had it from a veterinary technician recently. She said, "I always feel so guilty because I just tell them, yes, do your own research." And that's an opportunity for us to say, to teach them more about pet insurance, certainly introduce the exam-day offer. They might say, we recommend a couple of different companies. Well, that's great. But we have this exam-day offer that off of their wellness visit, they can get -- they can activate that offer and have immediate coverage for 1 month. Whether they're deciding whether they want pet insurance because they've just heard about it for the first time or if they're looking at different companies, well, here's an offer to get yourself covered immediately.

And I'm always telling -- my team is always saying, again, call, activate your offer because we're trying to drive them to the phones because that's where the education starts from the sales team, where they can -- someone might not have even realized they had a question. And then all of a sudden, they're talking to someone live and they start asking those questions. So the exam-day offer, introducing that to them and teaching them the messaging of how to have that quick conversation about pet insurance where they don't feel like they're selling it. We just want them to be advocates about the cost of care, having that conversation because we always say to them, if you have that cost of care conversation and they become a Trupanion member, you're never going to have to talk to that client about money again. And their face is light up. They love that.

And again, I can tell you just when I first started my first 2 years, I had proactive hospitals that were already talking about pet insurance and making it part of their workflow. They wanted insured clients. 7 years later, I can tell you those hospitals, they want Trupanion insured clients. They've become that much more educated that they know what's going on and they want Trupanion insured clients. We're seeing more and more of that.

And I would just add, 15, 16 years ago, if you said the word insurance, you would be politely escorted out of the practice. It's become almost -- now at least across practices, it's neutral. Now the next step, the next evolution is for us to build in the expectation the culture of the practice that clients are coming to us insured. That is -- that's the next level and we had pockets in Canada where that is the expectation where everyone has a role throughout that patient journey and talking about the importance of pet health insurance. So, I would say we've made a lot of headway. We're -- again, 15 years ago, we'd day Trupanion and people would look at us, well what is a Trupanion and we'd have to explain that. Now there's more of that brand recognition and acceptance. But still, a lot of -- we've made a lot of progress, but still lot of opportunity remains.

I can also say, when I started at Trupanion, I worked in the data entry team that data entry invoices that we were receiving. And I often made many, many, many, many calls to hospitals. And to the same point, it was -- first few minutes of the call was explaining who was Trupanion. And now we walk into hospitals and they not only know about insurance, but they love Trupanion. But one step up from that hospital, when we think about penetration and how I can see things have changed in my experience is, I showed a slide earlier that talked about the penetration that we have across software integrations. We've talked about this number in the 80%, and that's where it's been for several years.

And we live in a technology age, right? New practice management systems are coming on the scene all the time. And now those companies know about Trupanion and are reaching out to us because they recognize that part of the value of their practice management system is that they have an integration with Trupanion because their hospitals, when they want to switch practice management systems, that's important to them that they are able to maintain that connection with that portal. And that's been a significant shift over the last couple of years as far as penetration.

And I would just go so far as to say that, that also happens in Europe. So our brand has now become -- we have a long way to go, but our brand is now well recognized across the world that when Simon and I turn up to London Vet Show in our Trupanion hoodies and Trupanion attires, people are coming up to us and saying, when are you coming here? Are you coming to the U.K.? When are you coming to U.K., can we integrate? And the conversation is people are reaching out to you and your teams to see how we can integrate within those markets that we're in because there's a demand for us because people know that we're actually solving their problem.

If I can squeeze one more question in. This is Katie Sakys from Autonomous Research. I just wanted to follow up on some of the discussion of the online marketing strategy. It sounds like you guys are leaning a lot on the playbook that worked in the past. I think the industry has also changed enough over the last 5 years that would warrant some adjustments to your marketing strategy, especially online. So I'm just kind of curious, how much gross pet ad growth do you guys think you can unlock with the current digital marketing strategy, thinking about shifting the narrative on pricing and increasing Trupanion's brand awareness before it really becomes necessary to start to participate to some extent in those more traditional marketing channels that your peers tend to be very competitive in and that Trupanion has traditionally shied away from competing in?

Yes. So thinking about the funnel and kind of what is the role of that digital marketing, what role does it play in our funnel, we really think about it as a conversion tactic for us because everything will start with our B2B partners, predominantly vets. So we leverage paid media to come into play largely after the conversation has already been had in -- with the vet. And so it's really a supportive role. It's not necessarily -- we don't think of it as generating new leads or anything like that. So for us, it's really more about like how can we reach more of those pet parents who maybe didn't activate an offer or who have activated an offer, but they're still thinking about it, and they need more of that repeat brand exposure.

And that's really the beauty of what John and M.J. and Jason are doing is that they're introducing the brand before everybody else, all of the competition gets introduced because they're introducing at a vet level. And then all of our competitors are really playing in that online space, but we have a leg up because they've already heard about Trupanion.

I would also say that we are evolving the thinking. I mean that's one of the reasons that Jeff is here to help understand and tap into some things that we haven't been able to do before. And that doesn't just come through messaging. That does come through some more sort of AI tools that will help us improve conversion. We don't know where it can get to, but we know it can absolutely add to gross per ads. We have a lot of lead volume coming through. Some of it, to Emily's point before, isn't as well qualified as others. I've always said if someone is getting a quote, they're interested in pet insurance. You don't get a quote for fun. I don't think -- even though the category has grown, I still don't think you get your kicks and giggles from quoting for your pet.

So I think how we lean into that has got to be continuously tailored and modified. The other thing I'll say is with the margin that we get per pet, the allowable PAC is significantly higher today than it was before. So as we think about the means and resources we have, we didn't play in some of these spaces because, frankly, it would have busted our IRR calculation. It wasn't a sensible business because we knew we'd be adding pets at a pack that just wasn't justifiable. That's not the case today. As we look at the margins and we look at the cohorts as we use Aaron's team to understand, okay, what are the insights that will drive a pet that we can actually pay a $700 PAC for because the lifetime value is over $2,000.

They exist and more and more of them are existing. So as we look at that increased margin, that increased adjusted operating income, the fuel to drive the growth of the business, it gives us the opportunity to play in spaces that our competition has been, but still doing it diligently.

Related question from John Barnidge of Piper Sandler. It's a two-part question. First is, how has JAB's consolidation of the pet insurance landscape impacted the competitive environment? And then with Lemonade's pet insurance product being the most bundled product, how does Trupanion go about maintaining market share?

Doug, do you want to speak to the first part and then Don, the second?

Yes, I can speak to JAB. I haven't seen too much of a shift in the competitive landscape. Obviously, these things take time when you're acquiring horizontally within the space. We have seen, obviously, very well-funded companies, increased exposure to pet insurance in general, which should be a benefit to the industry as a whole.

Regarding Lemonade bundling and market share. Look, I look at this, U.S. is, what, 4% penetration into pets have insurance. So there is a ton of white space to be had within the U.S. market here. And then when you look at what we bring to the table, we bring best-in-class value. Our member experience, our lifetime commitments, our coverage, the way we create predictable expenses, and we're there to take care of that pet family in the time of need, that speaks volumes, and that is our value prop and our differentiator.

And as long as we continue to make sure we refine our messaging out to the consumer base, we talked a little bit here about pet owners and that education and why that differentiation and that total cost of ownership, there's a ton of white space we have. And I have no concern about losing market share. There's only the opportunity to gain a ton of market share as we lean into that.

And I would just add, one of the things that I mentioned earlier where one of our channel -- one of our approaches to growth in the next strategic plan is absolutely leaning into the channel component. Don is here. He's joined us to build out that partnership side of things and really go deep into things like bundling. So we have partners today that absolutely we could do that with. How do we think about the next step and next phase of those relationships? How do we think about making sure that we're reaching pet parents in a means that makes sense for them and their family and their household. So there is a lot of opportunity, and it's something that we are actively exploring to ensure that we don't leave any stone unturned when it comes to the partners we have today.

Just to add to that, to kill the uncomfortable silence here. Echoing kind of what Emily was alluding to earlier, the 118,000 offers that we're getting each month, these are -- the overwhelming majority are young and healthy pets. And so we are gaining exposure. We're the first name that comes into the equation when pet health insurance is considered. So when you think about some of these products that are being bundled with other products, other insurances, that's probably a rather diverse demographic when you think about age. You can enroll with us up until the age of 14. But really, a lot of our introduction is happening much, much, much younger. And that's the beauty of thriving in some of these growth channels that we do.

[indiscernible] Trupanion shareholder. I have a question regarding the fact that almost 30 years ago, a veterinarian changed my life by recommending pet insurance. And that was really early days. It was in Canada. She was a baby vet. She had just come out of school. She really understood me as a human being and where I was at in terms of my finances and how this would help care for my pet. What -- are you working on any programs to get to the business schools and the veterinarians early on, just like the food industry has done with vet schools? Are you doing anything like that to get into the brains and the business minds of veterinarians early?

Yes. I'll kick off and hand over to a number of team members here that may want to say something about this. One of the ways that we're thinking -- without giving too much away, one of the things that, as Emily mentioned, we're looking at investing heavily into the vet space. And that means not only supporting TPs with different collateral and various bits and pieces, it also means looking at that kind of really high-level grassroots brand.

So where can we -- what makes sense for us to do today, we can't do it all at once, but where are the places where we can help with education. We've already started to do that with the MightyVet concept, our 501(3)(c), which is designed to help teach veterinarians things they don't learn in vet school. How do you handle the stress of the economic conversation, having to put a pet to sleep that you could have saved. There's a lot that we can do there. We've started to do that, and we will continue to build that investment over time. That will be gradual because it's going to be far more of a brand play. But to your point, it gets to the baby vets. It gives some confidence. And we know there is a shortage of sponsorship and investment going into that space, and we would like to fill some of that void if we can.

So we actually did a few years ago when we were able to -- when we had a little bit more acquisition spend that we could put into this space, started a program that was going across some of these veterinary universities. We were able to kind of meet with those younger vets coming into the space, educate them on the value of insurance, what it means to a practice. I know I've heard Dr. Steve talk many, many times, but there's not a lot of education in vet school about business management, revenue and the pieces that keep you as a veterinary and practicing the way you want to practice. It's one of the things that we pulled back when we knew that we had to kind of focus and be more disciplined with our spend as far as growing, but it's definitely something that we're passionate about.

As Territory Partners, too, when we're walking into hospitals, we also meet those veterinarians that are coming right out of vet school that have that -- the eyes are wide open. And oftentimes, those are the ones most interested in having conversations with us because they know that this is a part of the future. And this is a future and they've come up in this pet space where insurance has always been a part of it. And so we have those conversations at the hospital level, and we've been able to continue that over time, but definitely looking forward to the investment that we can put in spaces like that.

Our teaching hospitals in a lot of communities is another option for advanced care, as you would expect. And we have a number of those that are utilizing our vet portal, which has opened the door for our territory partners to get into that arena and to have these types of conversations with second or third, fourth year vet students. So although we might not have a formal plan that's nice and boxed up that we can present, we do have some airtime with that community.

Mary Rothlisberger here, also a shareholder. You shared an update on retention in the opening slides, which is one happened to TruTopia. But I'm curious if you could share an update on Refer a Friend and Add a Pet.

Yes. I can maybe share a broader view on TruTopia and then, Kelly, if you want to jump in. So we knew that over the past couple of years, we were going to take a bit of a step away from our progress towards TruTopia just as we had the additional rate flowing through. But we've started to make a bit of a comeback, which is really exciting. In July, we had one of our Canadian markets -- sorry, territories, one of our Canadian territories was back in TruTopia. And we've had a handful of territories in and out of retention over the past year, which is really exciting to see. We're starting to make progress back on that again.

And Kelly, do you want to talk a little bit about what your team has been up to with Refer a Friend and Add a Pet?

Yes, absolutely. Yes. So as you can see on the slide here, Add a Pet has remained really steady, which is exciting to see. And I think that overall just speaks to the strength of our product and member experience. And the more we invest in our member experience and the better retention is we can expect to see Add a Pet continue to grow. As Emily mentioned, we did take a step back in spending as well for Refer a Friend. When we knew that we had higher rate going through the book and it didn't make quite as much sense, we weren't going to see as much return on investment there. But we're starting to see that turn around. We're able to invest quite a bit more in Refer a Friend this year, and we're starting to see really nice early signs of growth there. We have really strong quarterly campaigns that we're looking to increase and scale up our marketing campaigns and efforts in Refer a Friend next year.

So we hope to -- and plan to really start to see some solid growth there in Q4 and going into next year. And the benefit there, too, to take it back to retention is there's a halo effect. The more people we can bring in via Refer a Friend, that is a strong retaining channel because they come via trusted recommendation of a friend or family member. So that impacts both sides of TruTopia.

Related question from Wilma Burdis of Raymond James. Do you think there will be a point at which retention improvement hits a peak? And would that provide an opportunity to lean in more heavily on to new pet acquisition?

There's a certain percent of our members. The unfortunate side of being a pet owner is that our pets never live as long. So there will -- we will always lose pets to -- pets passing away, and that's obviously sad. But retention is continuing to rebound. We're expecting strong retention performance. Like Margi said earlier, pieces of retention are included in our overall acquisition spend. So it's also an area that we are starting to invest a lot more in. We do it in terms of like would we ever shift back and say we're not going to focus on retention, we're going to just focus on acquiring pets. It's always a balance.

One of the strongest ways that we can improve retention is before they even become a member and setting expectations and introducing them to the brand in specific ways. So I don't -- it will never be this or that. We will always, always focus on retention, but you also shouldn't expect us to hit 100% because there are pets who are passing away, unfortunately.

Yes. I'll just add to that as well. When we think about what that retention can look like, I've mentioned this before, but there's no reason that we've seen that we couldn't get that back to the levels for the core Trupanion business that has been at before. Now as we discussed before, when you've had compounding increases year-over-year, it's not going to happen overnight realistically. But as we get a larger book of business, you saw what happens in that chart where you hold that retention, you keep building and you keep building and you keep building.

Now our acquisition spend is going to go -- we're not going to stop looking to add pets, we're looking to continuously do that because we have to fill the funnel. We are here to protect those pets. So it's not ever just going to be a retention focus. And frankly, if we just -- as much as we talk about retention dollars and acquisition dollars, they do end up blending. You can't stop a pet parent from seeing something that's intended for a new pet parent. Likewise, you can't stop someone who's not a member seeing something that could end up being four members only.

So there is absolutely a halo effect. That's why we talk about brand halo, and that's why brand spend is such a critical driver of growth that we will end up becoming more efficient. There will be a tipping point when that brand spend starts to pull everything through the funnel and the advocacy lever gets even stronger.

Follow-up question to earlier conversation from Brandon Vazquez of William Blair. Any more details that can be shared on the channel partner plans? What do they look like? And what is the time line for some of the partnerships to more meaningfully develop?

Don?

All right. Great question. So when I think through our partnership landscape and what we need to accomplish, right, we believe in having a balanced ecosystem. And so let me start again and start over here in a little bit. We want to make sure that we partner with folks who are aligned to our core values and are as invested in helping pets and pet parents and families as we are, right? And so that's one of the ethos of what we're going to look for in partnerships.

Then when you look at that balanced ecosystem, you can think of it in a couple of different ways or different channels. So first, think through an affiliated relationship or an affiliate. And really, there's that traditional affiliate marketing network where you go out and you find partners through an affiliate network that go and market on your behalf, and it's a pay for performance. So that's part of the ecosystem there and services from a breadth of brand awareness and some performance of quality leads and enrollments.

Then you look at what we're dubbing kind of value-add partnerships or advocacies. And those are relationships we develop with like-minded brands and businesses that offer the opportunity for either 1-way or 2-way branding awareness to drive value to the Trupanion members to keep them sticky with us and/or value into exposure into that partnership's consumer base as well that's reciprocal. That may or may not have a B2B financial outcome to that, but that's just like-minded awareness.

And then you go into the traditional partnerships of Aflac, a Chewy, a State Farm and so forth. And those are really important as well and how like-minded is. And when I look through how we grow that existing base, I think we really have an opportunity here to, first, make sure that we strengthen and broaden our relationships within those partnership organizations. Second, we align on the total addressable market within those relationships and those member base that we have there. And that when we do that, we're speaking in terms that make sense for the partner, not just for us, but resonates with the partner there.

And from there, once we've aligned on that opportunity, and it should be aggressive, aggressive but realistic, then we put together an agreed-upon plan in place with those growth initiatives that we're going to get after and we get after in a certain time period. We're going to define what success looks like before we go into it, and we're going to hold ourselves jointly accountable for those outcomes. If we find something that doesn't work well, we're going to fail fast at it, we're going to move over to the next thing.

And so that's how we really mine and farm those existing relationships. And then I've been here 30 days, but I'm getting multiple requests a week of partnership requests across that ecosystem I just talked about and a lot of really exciting things. And so I think we're in a point here where we're going to be very thoughtful, as I said, going back to our ethos and making sure we're partnering with those that make sense. We have those same values, but the sky is the limit with the available market share here in the U.S.

Yes. I would just say in terms of are we able to give any more color or make any announcements, we would have made those announcements in the presentations earlier. So not today, but hold your horses, there will be things coming. I'll also say that we know from past experiences and even kind of going back to my U.K. experience, partnerships do not -- they're not the silver bullet. They have to be worked hard. They have to be supported and nurtured. And we've seen that here in the U.S. market as well. I think there is an absolute need to put more partnerships in place that will help normalize the concept. Those brands have an alignment with the consumer.

And when you get that brand who has an alignment with that consumer with a specific brand talking about pet insurance, it just helps slowly to feed that funnel, feed the awareness and help overall category growth. So we don't expect anything to overnight kind of be a magical unlock of pets, but we are very excited by the conversations we've been having. And to Don's point, suddenly, when you have someone who is focused with partnerships, you realize quite how many partnership opportunities you have. There are a lot that come through the doors every day, and we're excited to be very selective, but it's nice to be -- have a dance card or I forget the American expression, but we have a dance card and it's very full.

Okay. Maybe we'll take one more question before lunch. Shifting gears a little bit. A question from John Barnidge of Piper Sandler. Do you anticipate the food product will be margin accretive to the 15% margin of the core subscription product?

Yes. Absolutely, we do. I mentioned earlier that the margin that we get from 100,000 Landspath subscribers, which is the food brand, is the same margin we get from 1 million insurance members. It's definitely accretive.

Any final questions for this group before we break for lunch? Okay. Well, with that, thank you, everyone, up on stage for participating. Thank you for all the questions. We are going to take about an hour break for lunch. So for those of you joining us online, we'll be back here about 1:30 p.m. Pacific Time to get started with the second half of our presentations, again, really focused on our technology, our operations and our finances. And for those of you who are joining us here in the room, we're going to play a quick video of some of the techniques from our furry office mates on their favorite day of the week, Pup Cup Wednesdays, and then we'll take a break.

[Break]

Okay, everyone. Hope you enjoyed lunch and your conversations. For those of you who are joining us online, welcome back. We're going to get started with the next section of presentations followed by an additional round of Q&A.

To kick things off, we're going to share just a quick video as people are settling back in, on our Veterinary Appreciation Day, which is a holiday that Trupanion recognized several years ago in support of the veterinary community.

[Presentation]

Okay. With that, I'm going to introduce John Gallagher, Chief Operating Officer.

Awesome. Hey, everybody. Hopefully, everybody had a good lunch. It's good to be back here a year later. This time last year, I had just started in my role as Chief Operating Officer. And what a journey it has been in the past 12 months. We've made a lot of progress, so we'll share a lot of those updates as we go through the presentation.

But first off, as I kind of stepped into the role last year, I kind of noticed that we were disciplined in a lot of areas and maybe not so disciplined in other areas. And so trying to find a balance of striking where more discipline is needed and coming up with a Vision statement for our operations. And ultimately, for me, it is to deliver operations that set the standard of excellence, combining personalized, high-touch service with disciplined efficiency. So every interaction creates value.

This is important as we go through the slide presentation because not all conversations, not all transactions are created equal, and it's something that we need to look at as we increase our scale. So over the past 12 months, we've reached -- we've made some -- we've made a lot of updates in terms of what we're working on to increase our scale, increase our efficiency and increase our reach. First and foremost is an effort that's been ongoing now for multiple, multiple years. Everyone would know it as Vision, our platform, our system of record.

We've completed our transition to Vision claims, which is half of the puzzle. And we've already seen immediate benefits from that transition, whether that be decreasing the time to bring on new hires, increasing confidence of our agents using the UI and increasing outputs via automation, increases that we knew were going to come, but it's great to see them actually come through.

As we get to the second part of that Vision platform, which is the policy side, I expect further automation and other benefits to come with that as we proceed through it. Secondly, we've made a lot of progress in enhancing our ecosystem of technology. So when I think about this, I think about that as Vision is internal facing, all of everything else is external facing.

So when I think about that, we think about Veterinary Portal, MJ talked about it, 11,000 clinics have our software throughout North America, 15,500 of them being active hospitals. How can we increase our PIMS integration? You'll notice that percentage on her slide was about 76%. How can we deepen that and get that even higher to give us more reach of our software but also creating more engagement within that software on the day-to-day to increase the issued activity and also the activation activity.

Automation historically for us has been claims automation. We've talked about it for years and years and years. Claims automation, claim bot, whatever other words we've used for it. That is still going and going strong, and we've made actually pretty significant progress when we think about these recent years in the claim's automation process. But more importantly, we're now automating other things throughout the business to increase efficiencies, increase throughput and increase team members' productivity.

And last but not least, we've implemented an enhanced QA system across a few teams, most notably in our Contact Center, where we're actually able to understand each and every conversation, what's resonating with members and what's not resonating with members and being able to feedback that to other teams within the company. As Emily mentioned earlier, having that conversation and building the report is key to driving web conversion rate. And now we have the learnings and insights of all of our interactions to be able to do that.

And there's no place more prominent where education and talking to people comes up than our Contact Center. And I am proud to say it's where I started here 9.5 years ago that we're now winning awards, which is great to see. Greater than 4.8 agent satisfaction score, each and every day, these team members come to work and bring the brand to life. I listen to calls every single week. And ultimately, we always have room for improvement. But ultimately, they hit it out of the park no matter the time, day or night.

And an interesting fact that's not on this slide, this team with the work of Brian and his leaders is the most engaged team in the entire company with our Peakon survey source, which is abnormal because contact centers typically are the lowest. So the biggest brand representation and the voice of our company each and every day is the highest, most engaged piece of the company, which is great. Could also say that it's great because they've handled over 1 million contacts in the year so far. These are interactions anywhere in between from I have a simple billing question, I just got a puppy, super excited about wanting to enroll or learning about our coverage, to unfortunately, if their pet passes away or anything in between, including rates.

And so really looking at that, you can just see from just the call types that I mentioned, not all call types are created equal. And over the past 12 months, we've been working on how to get the right calls to us and getting more self-service where need be. But there's no place probably greater need than ever is this one, and this one gives my heart a good feeling. We helped over 40,000 members in the middle of the night.

So think about this. You're at the veterinarian office, 10:00 p.m. at night on a Friday night, Thursday night, pick whatever day of the week. We're the only insurance provider you can call. Most of those calls are around claims and claims situations. This is making a difference. This is what creates a member for life. As I mentioned before on the prior slide, contacts per 1,000 is trending nicely over time. And this is a combination of a lot of efforts across multiple teams.

When we think about this, this is giving us the flexibility to increase our scale with our current headcount and also create flexibility to surprise and delight our team -- our members with more proactive outreach and education, which will only help first year retention. I'm excited to see where this goes. This number is not just because we're better at having conversations over the phone. This is a collective effort. This is directly intertwined to not only the messaging that the marketing team does, but also the claims team.

The largest driver for these decreases is actually the claims team and the speed in which we are processing claims, which is already industry leading, but we've taken a major step forward and excited because we're just getting started. And also, when we think about having time to have conversations, having time to do more for our members, there is no more apparent situation than over the past 24 months when it comes to the rate flow that we talked about and retention we talked about earlier and the save rate that we've had to go with it.

You'll notice that in January of '24, when rate flow really started to go through, save rate went up right with it. This is because the team gained their confidence in the conversations we were having, explaining the value of Trupanion and explaining why someone should keep it. If there was price sensitive, this would be going in the opposite direction. Our members truly understand why we are here for them, and our team members understand how to communicate that to them.

This is also -- they call out for the Contact Center team and the retention team, the job that they do each and every day and the consistency that they bring to work is key to this. And ultimately, that bump up is right around 27%, which is an all-time high, which if we're putting that into a pet count perspective, means thousands of more pets in a year are staying with Trupanion.

As I mentioned earlier, another piece that drives retention is our claims experience. We will click into this one. And if you'll see on this chart here on the left, you just look at the yellow line. The industry average to process a claim is somewhere around 20 days, 20 days until somebody gets their money back in their pocket. That yellow line represents sub-2 days. That's for all of their claims. That's for our initial claim, the very first claim that they get with us. Our average to close the claim now is 25 hours, almost under a day.

But it gets better. Over 1/3 of our invoices now, our members don't even know they have a claim. It is getting paid directly to their vet in under 5 minutes. This is the largest single increase year-over-year in VetDirect Pay that we have ever seen. This speaks to the momentum that TP Nation is having with the veterinary clinics and the momentum that we see on a continual basis of knocking on doors and getting the buy-in from them about the insurance.

And again, it's another tieback. This is where we make members for life. 22,000-plus times over the past year, in the middle of the night, we have been there in an emergency situation to be there by our member's side and their pet's side to give them a preapproval to say treat your pet with whatever you need to get done, we've got your back. That is up year-over-year by 18%, again, increasing the demand of our product.

This is all made possible, as I alluded to earlier, because of automation. You'll see it rise rapidly, kind of plateaued, and then rose again. You'll see that there's two distinct lines, the blue and the yellow. The yellow line is Vet Portal, claims coming through our software, the blue line, everything else. That delta between the 2 represents around 15%. That's the power of the software just in this aspect, let alone everything else that comes with it.

You'll also notice that in January of '24, we see a step up. That's when Vision claims -- that's when we started going into Vision claims and the migration. These benefits that we realized right off the bat were built because we built with Vision in mind. And getting those benefits just out of the gate is something we expected. Again, good to see, but now we're actually building to become better. And now Vet Portal has surpassed 70%.

And last but not least, when we think about this, this all culminates into how are we managing effectively our budgets within the space. When we think about it on the chart on the left in claims processing as a percent of revenue, you can see these are two charts I actually like to see going down into the right, not up into the right. So this one, we could ultimately see we've made tremendous progress over the last 12 months, and I expect this to continue as we continue to evolve our technologies to better situate ourselves to expand our scale.

And lastly, variable expenses are controlled by our increase in scale and headcount, as I mentioned earlier, through the throughput of additional steps of automation, streamlined efficiencies and ultimately different technologies that are worked with Vision in mind first, most notably being our member portal that as we expect to -- or we do expect that as we transition into our migration of Vision policy, members will get the additional benefits, which will help that line continue on a downward trend.

And so with that, I will pass it off to Jamie.

Well, good afternoon, everyone. Thank you for sticking around after lunch. I'm Jamie Adams, Chief Information Officer. I've been with the company for 9 months and my goal is to ensure that technology not only supports but amplifies Trupanion's broader vision. And so I've identified four key areas that define our technology mission, as well as four core strategies to help bring that Vision and mission to life. And so today, I'll highlight the initiatives driving meaningful progress in some of these areas.

So our technology investments are designed to fuel growth across both our business-to-business and direct-to-consumer channels while elevating the member experience. Our most -- one of our most impactful systems you've heard a lot about today is Vet Portal. It is a platform built for veterinarian hospitals. It integrates directly with their practice management systems and Trupanion's policy administration platform called Vision. And this enables real-time claim payments at the point of care, a capability that strengthens our competitive edge and delivers a seamless experience for our members.

We're also expanding reach through key partners like State Farm and Aflac. And investments in our Vision platform will allow us to onboard new partners faster and more efficiently. On the direct-to-consumer side, we continue to optimize our website. Some recent enhancements this year have improved website reliability by 55% and improved overall performance. And additionally, we're releasing a new member portal designed to reduce latency and lay the foundation for more robust self-service capabilities that will, in turn, reduce call center volume and reduce operating expenses.

And while growth remains critical, operational excellence is just as essential to sustaining success. Our back-office systems and processes are the backbone of daily operations, and modernizing them ensures stability, efficiency and long-term scalability. And so historically, our rapid expansion led to siloed teams, a patchwork of tools that were effective in the short term, but very challenging in the long run. And so we're now consolidating, streamlining and simplifying our systems to create a more cohesive and resilient technology environment.

Part of this transformation is powered by Vision, which supports three key areas of our business: policy administration, claims processing and underwriting. And earlier this year, as John had mentioned, we successfully migrated all of our claims to this new system, and we're yielding significant improvements from that. We're seeing automation rates over 55%, and that is up from 44% from our legacy platform. We have higher efficiency and productivity across our teams. The new system is easier to use. It's frictionless compared to our legacy platform. And we have over 80 enhancements that have improved speed and accuracy. And so our next major milestone is policy migration scheduled to continue into next year.

We're making great progress this year. And once this is complete, this full platform will enable quicker product launches, faster onboarding for partners, retirement of a suite of legacy applications that we've been wanting to get rid of for many, many years. And it will free up our teams to innovate in other areas of our business and allow us to work on other really great things for the company. So in closing, our technology strategy is about more than just systems and platforms. It is about empowering our people, enabling our partners and delivering exceptional value to our members. So thank you for your time. And I'll turn it over to our CFO.

Okay. Well, first of all, thank you, everybody, for being here and spending the day with us. And thank you for those of you who have been following online. So I wanted to start with this slide. Many of you have seen this slide, if you're familiar with the company. Typically, during our quarterly earnings, we update this. As a company, we are very, very proud of what this data represents. What this data represents is 62 straight quarters of revenue growth in a variety of economic environments, so for over 1.5 decades.

You've heard from all the teams today, this is the result of all the work from all of those teams to focus on pet count, pricing, retention. When we think about this period of time, 1.5 decades, a lot has happened in the world around us. So it would take a very long time for me to give you a full laundry list of everything, but just some examples, 2010 to 2012, Eurozone debt crisis; 2014, oil prices collapsed; 2019, the beginning of the pandemic; 2021, inflation, which hit our business particularly hard. And then more recently, in 2023, another banking crisis with Silicon Valley Bank.

During all these events, what we focused on was steadily growing the business by focusing on our members. Nothing is certain in business. But what gives us confidence as we think about the years ahead is the nature of our business model, a recurring revenue model in an underpenetrated market. That's what gives us confidence, along with the team that you have heard from today to look forward to, hopefully, what will be the next 15 years of growth.

So along with revenue growth, you saw this slide earlier. It's important for us to focus on this, delivering returns, delivering returns on investment. So if you think about the period prior to 2023, our return on investment from an AOI standpoint, adjusted operating income, adjusted operating margin was about 13% to 14%. And then you could see it dipped because of the onset of inflation. For a business that prides itself on being the low-cost provider, for margins to be cut in half, significant. So of course, because of the work of the team you've heard today, we were able to navigate through that, and now we're setting records when it comes to total margin dollars.

We reported in Q2, our adjusted operating margin for our subscription business was 13.8%, and it was a little over 13% in the first half of the year. We've talked in the past about the moats of our business. Today, you've heard a lot about the vet channel. That is an absolutely essential foundational moat that we have including the software. The other is pricing. So when you think about what's happened with pricing over the last 24 months, Emily did a great job showing you the different cohorts, where our largest cohort is now those getting greater than 20% price increases. It's true. We obsess every basis point of retention.

To put that kind of pricing through and to land that with members, to be able to convey the value proposition on why we're doing that, why we need to do that, I think, from my experience, is a remarkable achievement. And so when we think about testing or stress testing a moat, you couldn't design a better scenario to stress test pricing than the last year. So we feel very good about our ability to take price when it's necessary. We always want to stay within our target margin. We always want to pass excess above that margin back to our members. That's what we're here for. But our ability to be adept, to pull the levers, including those on pricing, is another strength of the company.

So let's turn to expenses. When you look at the left, it's G&A as a percent of revenue. So we typically think about budgets as a percent of revenue. G&A has gone up. It went up in 2024 as a result of our investments in controls. Those of you who have followed our story know that we had an adverse finding from an accounting standpoint in 2023. There were two material weaknesses. We reported previously that we remediated both of those. And our audit this year was favorable.

In 2025, we again had to increase spending. That was because of a temporary step-up in our Canada underwriting. So we have a strategy to have our own insurance entity in Canada, and that's well underway. That has tremendous advantage for us. It allows us greater degrees of freedom, more flexibility and ultimately, a better unit economics. There is a temporary step-up in our underwriting costs as we sunset that agreement. That was planned and negotiated. So you can see that step up. Without that, we were generally flat. So I think we're doing a relatively good job of controlling our expenses.

And then Jamie did an amazing job talking about technology. We are so fortunate to have somebody of Jamie's experience here at the company to lead technology into the next decade of growth. Technology spend as a percent of revenue has come down. There're two reasons for this. One is we're post the Vision claims implementation. So we expected those -- we expected a decline in expenses.

But we're also doing policy. The reason why it's coming down is because we're driving efficiency and productivity within the technology infrastructure, rationalization of our applications, getting more favorable terms on cloud spending. Our cloud spending, which we don't disclose, is becoming more and more significant as the company grows. That entitles us to have more proactive conversations with providers. We have more choices given our scale. So I'm happy to see this coming down.

Also remember that because we set budgets as a percent of revenue, in dollar terms, budgets will go up as revenue goes up. So that's exciting because it gives us optionality, it gives us choices. We can invest in things like John was talking with respect to AI, and that unlocks the next level of capability for the company. So turning to free cash flow. Free cash flow is extremely important. I don't need to tell all of you that. So in 2023, free cash flow for the company was about breakeven. That was important because 2023 was the apex of inflation. And so to drive breakeven free cash flow took a great deal of work.

In 2024, free cash flow increased. I've said this previously, but it's worth emphasizing that 2/3 -- approximately 2/3 of that free cash flow came from higher AOI. About 1/3 of it came from lower spending, including lower marketing spending. It's different in 2025. In 2025 -- and I'm showing you the first half, the majority of that is coming through AOI, so self-generated. There's a little bit of it that's working capital, but we're not driving free cash flow by cutting spending. Some companies will cut spending in order to increase free cash flow. We're not doing that. In fact, marketing spend is up 17% in first half.

Free cash flow gives us the fuel. It gives us the financial capital to be able to make the investments that you've heard about today. So today, we have about 1 million pets. So the work we have been doing over the last 2 years has been to build the financial foundation that enables us to get the next million pets. You can see starting with the free cash flow, $61 million of positive free cash flow in the last four quarters. The second thing is excess capital. So I've talked about our surplus. So our surplus relative to the minimum requirements that we have to hold in order to operate the business.

We have been over capitalized, as Margi mentioned earlier. So the strategy to monetize that surplus has two components to it, one of which is dividends. In the last 2 years, we've taken $38 million out of our insurance entity and freed that up to be deployed in growth. We also, as part of that $38 million, got $26 million in an extraordinary dividend last quarter. This is very, very significant for the company. To get an extraordinary dividend, it's a onetime extraction of capital. Achieving that, obviously, with the permission of regulators is a strong testament to the financial strength of the company. And we look forward to having continuing conversations to unlock more of that surplus.

The third thing is just efficiency in how we operate our insurance entity structure. So this building, which some of you are sitting in now, we own this building. So in 2023 and 2024, we moved more of the building ownership into our insurance entity and withdrew cash. And then there was also some entities that we were not using. So just in the spirit of efficiency, we were able to unlock capital that was within those entities. That gave us $27 million. So in the last 2 years, we've taken $65 million. That is a significant amount of money for this company, out of our insurance entity and freed that up to drive growth, to drive investments in the technology, to drive investments in our people.

We are very happy about this. The last thing I'll mention is just strength of the balance sheet. I'm in finance, so the balance sheet can never be strong enough for me, but our balance sheet is strong. One measure of that is debt equity. So you can see our debt equity ratio coming down over time. Part of that is because we paid $15 million out of that extraordinary dividend to pay down some of our debt. So when I think about all four of these components, these are the things that create the financial foundation that's going to drive the next decade, the next 1.5 decades of growth.

So I wanted to take a minute and just reiterate our guidance. So we provided this during our Q2 earnings. The important takeaway is based on the performance, the strong performance in the first half and in Q2, we raised our guidance on revenue. We raised our guidance on subscription revenue, and we raised our guidance on adjusted operating income. So based on the raise, total revenue at the midpoint at 10.9% year-over-year, subscription revenue at 15.3% after a $15 million raise and then adjusted operating income at 27.5%, a $16 million increase.

These are significant numbers, and we're very, very proud of the first half performance that gave us the confidence to be able to raise on all three of the metrics that we guide. And then finally, one of the questions we were thinking about as we were preparing for today is what is the investment thesis for this company? Why should you invest? So there are five things. There's really a sixth thing, which is, of course, the people in this room. Beyond that, these are the five things that we think are important to consider as an investor.

I talked about the recurring revenue and the nature of the business model of a subscription business. It gives us a tremendous advantage. It gives us a measure of predictability to be able to navigate uncertainty. The second is best-in-class retention. We're very, very proud of retention. One basis point is significant for us. We focus on every single member. We don't want to lose a single member. The ability to keep retention at the levels that it has been in the midst of pricing increases, strong testament to our capability to convey a value proposition to a member.

The market is vast. So global underpenetrated market. You've heard the statistics on, there's more households in the United States with children -- with pets than children. It's so hard to believe that I get them reversed. And only 4% market penetration. So generally, there is a massive opportunity in terms of making people aware that these products exist. We achieved our target margin. So we're back to approximately where we want to be from a margin profile standpoint. That's what gives us the confidence along with the financial strength to start making investments.

A year ago, someone asked me a question about accelerating growth in PAC. And we said we've made a difficult choice to hold back on investment until we felt that margins were attractive. That is not an easy thing to do, especially a growth-orientated company, a mission-driven company to hold back deliberately on growth because margins are not favorable, because we're here for the long term. We don't want short-term market share. We want long-term value creation.

And then finally, I've emphasized that we feel very good about our capital position. We have the ability to make choices. Emily is super excited about not having to choose option A or option B, or investment A and investment B, we can do them both now. So we feel very optimistic about our ability to finance growth going forward. And with that, I think we'll start the Q&A.

Thanks, Fawwad. If I could invite the Trupanion team up to the stage, we'll get started. Okay. I know we got an early jump on some of the introductions for the team members sitting here. But perhaps we can just do a quick round for anybody who has yet to introduce themselves?

Yes. Let's -- why don't we start with Mikel because Mikel -- it's actually a special day for Mikel. Would you like to share -- introduce yourself and also share...

Well, I always look forward to every Investor Day and I'm retiring. So this is my last full day of -- at Trupanion. And I'm Mike Gray, Head of the Actuarial Department.

How do I follow that? I'm Brenna McGibney, Chief Administration Officer. I've been with Trupanion for 3 years now, and I now introduce our pets, a miniature poodle named Angus.

Still Dr. Steve.

My name is Jacquie Mero. I lead our claims teams at Trupanion. I've been here almost 14 years and have a dog who just turned 1 whose name is Walter.

It's Brian again. Contact center, sales, retention, customer care, I've been here 4 years. Hudson Stripes, Rottweiler. Daisy, golden retriever.

Mr. Bearman?

Asher Bearman, Legal Corp Dev. Been at Trupanion since 2013, full-time. And I have a 1-year-old pomchi.

Yes. Is there anyone that didn't get to introduce themselves is here to answer questions? No. Okay.

Okay. Thank you, all. Who would like to start us off with a question?

I'm going to guess Fawwad is going to get a lot of these. The free cash flow margin target of 2.5%, is that still running with your thinking as you grow the business with PAC investment again, firstly? And then secondly, could you speak a little bit to the conversations with the New York regulator around APIC and the risk-based capital stepping down so dramatically in 2024, which allowed some of these capital releases? And just -- they clearly seem to be anticipating a 10:1 premium to surplus ratio being the norm and have gone with it already. Is that the right interpretation?

Yes, a couple of things. So on the free cash flow, we did in Q3 of '23 put forward a free cash flow target upon an annual basis of at least 2.5% as a percent of revenue. We've been exceeding that. And part of that has to do with the outsized performance that we've had. So we're super happy about that. And then part of it has to do with the rate at which we deploy investment as we deploy PAC. So as we talked about 17% increase in first half, our expectation is as we see opportunities in the market, we will pursue those.

And so the guardrail is, like any guardrail, it's a guidepost for us. But really, what we're excited about is having that free cash flow generation, having margins where we want them to be and gives us array of opportunity and we have the cash to go after them. And I guess on the New York conversation, maybe I'll start, and I can ask Margi to give her perspective. I think anything is a continuum of conversation. And so we have had conversations with New York that have been very, very productive.

I think as they have learned more about our business and as I would say, regulators, in general, have learned more about the unique characteristics of pet insurance, ultimately, they're trying to understand the level of risk. And the more that we've been able to share with them on the nature of the business, it's relatively low risk, at least versus some of the categories that we're compared to. I think that's helped to unlock some of the understanding of -- this is a recurring revenue model.

There's revenue coming in every day. From a surplus capital standpoint, there's been a pretty significant increase in that surplus capital over time. The last report that I gave was at the end of last year, and I said we were at least 2x overcapitalized relative to the minimum threshold. So I think it's a combination of strong capital position. Our capital position is a function of our other business declining in its growth rate, our core business growing.

And then the third is the realization that NAIC as, for instance, has had that there's a different risk profile that should be associated with this business. That's been in conjunction with some productive conversations. The extraordinary dividend was a significant step. That's not something that is an easy thing to achieve. And so if there's a litmus test or if there's an indication of the types of conversations we've been having, that's probably a strong endorsement.

Yes. I mean, I echo everything you said. I think from a relationship perspective, we -- that gets ever stronger with not just in New York, but across the board for regulators. We put a lot of effort into it, and we'll continue to do that over the coming years. We have a plan where we're trying to build that awareness and education. It also comes back to the role we're taking as a category leader, trying to ensure that people understand the risk profile is so different to other P&C lines of business, what that should be in terms of the surplus they continue to want to lean into or how is it different.

Tell me about growth rates. Help me understand the different competitions, different products because they are not afraid with them. I think the most telling thing for us is, as we see more and more revenue coming into this category, there is significantly more willingness to accept our goals, to have the conversations to open doors. And we're in a very strong position to help lead that education drive, which is part of the reason why the NAIC did what they did after frankly, years of Trupanion campaigning to start to get recognized. So we feel like we're in a leadership position to help carry that forward, and we'll keep you posted as things evolve there.

Can I just ask one more question, which is around the right sort of debt level that you're thinking for the business. It's been quite expensive debt. You paid some down. You mentioned it's quite expensive in the past. What's sort of the right kind of sweet spot, possibly there will be an opportunity to sort of refinance that at a better term at some stage?

As we think about capital strategy, ultimately, it comes down to cost of capital and what's the most efficient way to finance the growth of the company, provided the free cash flow continues at present levels. I don't anticipate having to do anything different than what we've done historically. So we have about $116 million of debt, slightly over that. It is at a higher interest rate than we would like.

The first tranche is due in Q1 or first part of 2027. So given our strong capital position, we've been having internal conversations, Wei and myself and Wei, you should chime in as well. Just thinking ahead to how we position the company from an overall capital structure standpoint, the litmus test for the underlying determinant is cost of capital. And so that's going to be our North Star. Wei, anything you want to add.

Yes. I echo what Fawwad just mentioned. I would say if you think about our balance sheet and the free cash flow profile today versus 4 -- 3 or 4 years ago when we had existing debt is dramatically improved. Right now, as Fawwad shared, the debt-to-equity ratio is like 30%, we're continue to be getting down to that. And also, the -- look at our adjusted EBITDA level, I believe, is over $60 million for the trailing 12 months. And you're talking about less than $120 million of debt. That is less than 2x multiple. It's a very strong position for us to explore other options in terms of refinancing the debt in the next -- in the near future. So yes, I wanted to just highlight that.

I wanted to kind of circle back to the discussion of all of the investments you guys have made in your technology over the last couple of years. It was a great run through. The fixed expense ratio is also still higher than it has been historically given all of the improvements that you've made in wrapping up the Vision platform and getting started on policy migration and automation initiatives. Can you quantify the benefit you expect that to eventually have on the fixed expense ratio or where we can expect that to trend over the next 12 months?

Yes. Let me answer it in two parts. So in terms of the trend, our expectation is that our fixed expense as a percent of revenue comes down. So we see leverage in the second half. So as far as near term, that's baked into the guidance that we provided. In terms of the benefits, the benefits are not in just the next 6 months. It's -- if you look over the horizon, maybe the best indicator is automation. So the investments we're making in automation. We were at a plateau, and I think John did a great job of describing that with our legacy technology. It just could not scale. And so the levels of automation that we've been able to achieve recently is the direct result of the investment that we made in the Vision platform.

The good news is now that we do policy, certainly from the chair I sit in, I would expect us to deliver on that sooner and at lower cost because they're ought to be learnings, it's largely the same team, we've built the base foundational technology. So we expect actually more benefits to accrue with policy just because it's -- I don't want to say it's a derivative technology, but it's an ancillary technology, and there's a lot of learnings that we can get from the experience of claims. I don't know, Jamie, if you want to...

Yes, I mean, I agree with everything you said. Yes.

Maybe if I can ask a follow-up. Going back to the take rate on pet hospitals that are currently integrated into Trupanion's payment platform, can you remind us of where that percentage was at the start of the 60-month operating plan? And what's keeping that 76-ish percent from going materially higher?

Are you talking about the PIMS integration?

Yes.

It's putting in the work and the time and focusing there, right? A lot of things have come up over the past 60 months that have taken priority over that. And again, working with PIMS integrations, there's two sides to getting that work done and ultimately aligned on doing so. And I think I'm optimistic that over the coming months, we have some stuff in the works right now that I'm optimistic that it will open up some of the remaining 24%.

Just going back to where it was at the start, it was pretty close to where it is today. The PIMS integration, I think it was actually 75%, so perhaps a little bit higher, one point. But the PIMs that were managed at that time were really held on to by two different companies. And MJ alluded to earlier, we're seeing a lot more of the smaller practice management cloud-based software companies coming into us and saying, can we have that integration? So they're being started up as individual businesses rather than being part of the IDEXXs and Covetrus' of the world. So they were the two that really owned most of the practice management system. So we're seeing a shift in the industry anyway in how technology is working, which actually is working in our favor to allow us to get those integrations in sooner, which Jamie and MJ have been partnering on to help drive that up too much higher than 76%.

Margi, can I say one thing about that, too, while you're -- while we're going to the next question. It's important to have the PIMS in the hospitals, but also for it to be used. And 5 years ago, we were seeing less than 1 in 5 claims coming through our Vet Portal, regardless of how many hospitals had it. And now we're seeing about 45% of our claims come through that source. So even if we're not necessarily getting more PIMS, really important that we are seeing hospitals actually use it and see the value.

Two questions for me. First one, the obligatory AI question. How are you using AI, if at all, internally? I mean you talked a lot about automation, that driving leverage, but how are you using AI internally, whether that's for improving the business or for your end customer engagement? That's the first question. Second question is, Fawwad, you mentioned that if you have any excess profits above your target margin, you'll give back to the customer. Can you just talk about what that actually looks like? Could that be actually lower prices? Or are there other ways to give back to the customer as well?

John, do you want to kick off with AI?

Yes. I mean, yes, I mean, outside of claims automation, we've integrated a few other places where we've used it. We're also testing a few newer areas of trying to bring some conversational stuff to life. But ultimately, that's early days. But ultimately, right now, we look at AI as not AI at all costs. It's using it where it still elevates our brand and elevates our people. Because ultimately, the human connection that we have with our members drives the retention.

So ultimately, it's where do we see the best use cases and taking it step by step. But ultimately, it is a constant conversation internally around my teams about AI and where can we leverage the capabilities that it will give us to just further our scale and more updates to come over time. And more on the technology side, I'd probably pass that to Jamie.

Yes. So we have many team members testing different areas of AI. We use Copilot, we use ChatGPT. We're seeing a lot of productivity gains from those tools internally. And so we'll probably continue down that path. And then just specifically in the tech space, we're also looking at increasing -- using AI to increase software engineer velocity so that we can reduce contract labor. That is -- that would be a big win for us if we can figure that out and get that going.

And then a question on the target margin. So the way we think about it is the last 2 years has been a journey to restore margins. But we don't want our margins to fall too far outside of our expected range. So we've committed that our goal is 15% adjusted operating margin for the full year. There's natural seasonality in the business, which is why we've set it at the full year. In terms of levers that we would use in order to pass more back to members, I mean, certainly, pricing is arguably the largest lever. We're continuously driving efficiencies in the business. You saw some of the progress we've made on variable expense.

That's actually paid for some of the fixed expense as well. But the dominant lever that has gotten us through this period of margin compression has been pricing. And so I had said publicly that in Q4 of last year, ARPU year-over-year increase would peak, and it would come down from that point. That happened in Q1. That happened again in Q2. So we expect pricing to contribute less over time or certainly come closer to historical levels. And our goal, as you've heard today, is for pet count to resume its position as the more dominant driver of our revenue growth. But in terms of passing back value to members, pricing is one way we've been doing.

Yes. I'll just add a couple of things actually for AI as well. But when we think about the way that, that would work, in our 60-month plan, we stated that if we could find a way to get our efficiency, drive our operational efficiencies earlier, we would give back to our members by increasing our value proposition from $0.71 on the dollar to $0.72. That's essentially what we mean by that. We know that people are incredibly price -- value sensitive. And we've got data to prove that if our value proposition goes below our target, it has as much of an impact on retention as it hurts us as a business when it goes above it.

So it's a very fine balance in our pricing actuarial teams have to work within all the time to ensure that they're constantly coming through that. So we know that having a $0.71 as the highest sustainable in the market helps retention. It helps refer a friend. It helps other pet. It helps that flywheel. So it's important to adhere to that at all costs. And then just in terms of AI, one of the most practical things that we're doing is we've talked so much about our Contact Center, how good they are, the learnings we've got.

We have such tenure in that Contact Center. They perfected the art of conversation when it comes to Trupanion and why Trupanion. And we haven't ever used large language models until today to be able to say, okay, what is that conversation? How do we then modify our web pages? How do we modify that journey, which we think is something that we need to be unlocking, and AI is helping us do that in a much bigger scale, and we expect that to continue over time. And that's ultimately going to drive up that conversion rate.

Great. And just one follow-up on the pricing. I mean we talked a lot about the cohort that are getting the 20% plus increases. But are there any examples? I mean, as you've gotten better at pricing and more granular, are there any examples of customers actually getting price reductions and that would ultimately be the best retention tool?

I can kick that off. Alan, did you want to speak to that? So we have done that in the past. So you may have noticed when we're looking at -- I think it was the ARPU, there was like a little tiny dip in a period in one of the charts I was showing earlier, one of the many charts I was showing earlier, but it's -- that was because we took some, probably 16% of our book in 2021 got a reduction, in Q4 of '21, if I remember correctly. That actually does not help retention. That has a negative effect on retention. And as much data as we have to be able to demonstrate that probably because people feel like we haven't -- we've been overcharging them. So when you take the price down, it doesn't help the trust. But Alan, in terms of kind of where we are now, what would you -- how would you answer that?

Yes. I mean I think the general trend is inflation is usually an upward thing, but there are places in which we continue to get more information. And whether it's geographies or, say, specific breeds or other categories, we get more information, better information as our pet count grows. There's certainly going to be instances where cohorts of people will get decreases. It's just not necessarily or hasn't historically been super widespread in terms of kind of whole states at a time.

Similar line of questioning comes from John Barnidge of Piper Sandler, who asks, again, kind of a two-part question. How much of the consistent inflation in the broader economy is leading to persistent increases in costs in the medical field? And then how much of the consolidation of the vet and pet hospital landscape has led to severity in pricing?

Well, I'll start with the first one. I think that he's probably referring to the vet CPI. And it has been -- it jumped to its highest point over a year ago, but it has stayed relatively high. And it is a good indicator of direction of what's going on with our trends. But I do want to point out that CPI in this last month, August CPI for U.S. was 6.4% for the vet space, 6.4% is quite a bit below the trends that we're seeing. And I think that's always going to be the case. And I worked in human health care for a long time, and it was always the case in human health care, too.

And people are always surprised to see that delta between CPI and medical trend. But it's a pretty easy explanation. CPI is a very cool and very effective metric. But they do it by taking a fixed market basket of goods, and they measure prices over time. Same exact market basket over time, and it's a really efficient way to get an idea of what's going on with inflation. Our customers, we actually let them submit different claims this year than we did last year. I can't get Steve to change the policy, but if we did the exact same thing every year, CPI would be very helpful. But they don't do that.

In fact, we saw a lot of graphs early on about -- there it is, about taking the friction away from allowing vets to practice the way they really want to practice, allowing pet owners to get those services done that they wouldn't have gotten done if they weren't insured. And so we tend to have our insured pets using more services, possibly higher end services. And that mix of services that they use is different than CPI and pretty generally always over and will always be the case. Until I get Steve to say develop this other plan that nobody would buy.

Yes, we're not going to do that. Our -- just to seal this up, our product is built for utilization. Our job is to shut up and pay the bill. That's how we support the veterinary ecosystem. That's not going to change.

Was the second part around consolidation? Yes. Yes. So I mean consolidation hasn't been -- it's been around -- well, it's has been around in the global markets for a long time. I would say in the U.S.; it really starts to kick in well before we started to see these high levels of inflation. Now obviously, did it contribute? Yes, you've got consolidated companies who are looking at making sure they can drive revenue in the right direction. It absolutely would have had an impact. I think the only -- if you think about certain halo effects of having groups where they got access to -- a lot of these consolidated clinics have got access to a lot of medication.

They can do an awful lot of diagnostic testing; they can do an awful lot of more than the average one doctor practice can do. So because of that and back to that point, we have a product that will cover these things. You're going to see how utilization as a result of it. So the use of the product is going to be greater. In areas where you've got like consolidated practice that is now part of a bigger group. It enables better care and again, it's our job to ensure that we're priced appropriately to be able to cover that. It's good for the animal, it's good for the pet parent, it's good for the hospital. But we haven't seen a massive shift in that for the last several years, because the industry has ultimately been carrying that, not just consolidation.

I guess I'll just ask about where you feel you are in terms of the rate earnings -- of the historical rate increases earnings into the book such that you're sort of mostly reflecting what's typically passing through. How long will it take for us to be at that point. And where do you feel the competitors are relative to you. Do you feel like they're behind. In which case as you enter the market a bit more aggressively to grow here, maybe, are they more reticent.

I'll take the first part. We are getting very close to the point where we will be passing -- our rate increases will look a lot more like our trend rates, which I think is my interpretation of the question was we're just passing through the costs that we're seeing. We're there in Canada. We're not quite there in the U.S. And -- but we're close. I think that's going to happen soon. I'm sure Peter is going to get us there, but I want to get the credit anyway. The -- but there's always some challenges that are going to hit you, unexpected cost increases.

And again, we talk here in this room about the overall big picture book of business. But something weird can happen in a state or something weird can happen in a province, and so we'll be reacting to it. I'm going to piggyback back to a couple of questions ago. Japan is a great place to work. I love it. I really do. And I get to talk to TPs a lot. And TPs remind you not to go too far. So I'm not too worried about that 17% margin year.

There's a lot of downward pressure that we get because we want to serve the most members that we can. So I think we're always going to be just right at that number. If we do a great job, get right at that margin number and try to stay up with it. And I don't want to say in 6 months, we'll be there. But within the next year, I think we will be in the next 12 months. That was the first half. I do not remember your last half.

The question is about competitors.

Yes. The competitors, I mean, as much as we -- Alan, I don't know if you want to speak to a little bit of this from the analysis you've done on competitor pricing. You have the microphone.

I got the microphone. It's hard to say exactly how the competitors want to run the business, but I think there's certainly instances in which we can look at our own book, and we feel good about where our prices are at. I would not personally feel as comfortable if I was running a monoline insurance company and I was the competitor. That's the most polite way I'll put it.

We were quick to react, and we will continue to react as Mikel said, as we refine prices. So the main thing for us, I think you just said it perfectly. We're not looking at what the competitor set is doing from a pricing point of view. We know we are very granular with how we do it, and we're pricing for the life of the pet. So we'll continue to keep focusing on that and building those relationships.

Question -- follow-up question from Brandon Vazquez of William Blair, really on Vision. And looking for some more details on the rollout of Vision, including when it was rolled out specifically and what benefits we expect to still realize as it scales?

Yes. So I mean on the Vision claims side, we completed it towards the Q3 of last year is when it finished up. But Vision policy is just getting started and some of the benefits that we'll see is some of this, the UI efficiencies that we've seen on the claims side, we'll realize on the Contact Center policy side. Along with that, a lot of the platforms, the one that I mentioned most prominently was the member portal.

It was built with Vision first in mind. And so as people migrate on to Vision, they will get the benefits, the added benefits of that within their new member portal, which increases self-service, like Jamie mentioned earlier. So really looking at cost reductions, but also better self-service, better educational content that we could put into that member portal, which will drive the overall experience.

Jamie, anything you'd add?

Yes. Just lower latency, just some other key benefits around improving the performance of those platforms.

I think another efficiency that we talk about a lot internally is our teams are having to use like multiple, multiple systems to service our members and our vet partners.

So being able to take that out of their daily life and actually allow them to just have one system, one system of record, one data lake, it's just going to make their life so much easier as well, which naturally is going to show up as they give the brand cuddle to everyone they speak to.

Everyone is excited to get rid of the legacy platforms.

Yes. As we've already touched on, we see increased automation, increased team member productivity. And I'm not sure I've heard anyway mention the decreased time to train for onboarding new people. So I would expect that will also translate into policy, but we save several days on each new hire because it is a simpler system and only one system to use.

I've got one more sort of maybe bigger picture question around capital in the business. Are we at this point now, I guess, in North America, let's say, basically self-funding for growth?

I think simple answer is yes. When we look at the growth in the business and where we are from an overall capitalization relative to our excess capital and then the free cash flow in terms of just aggregate cash generation, the combination of those two things, we're not in a constrained position, whereas previously we were.

So we don't have a constraint in terms of our ability to make investments. I mean, the analogy I gave before was previously, we had to make choices. We could only do one or two things. And today, if we have two great investments, we can pursue both.

And then maybe if I just add, let's include Europe as well. Are we still basically self-funding even with the added growth in Europe?

Yes, Europe is in the early stages. So it's still nascent. So from a capitalization perspective, it doesn't -- I don't want to say it's insignificant, but it's not -- it's certainly not a major contributor in terms of our capital requirements.

So no, we look at it in totality, obviously, as a business. But whether it's capitalization relative to the requirements, that, by the way, allows us to enroll more pets. We also get significant interest income from our cash. Our cash is almost $320 million now. And then the free cash flow generation, that's what powers the -- all the investments that we've talked about today.

Yes. I mean the percentage that we spend on international today is tiny. Less than 10% of our PAC investment goes into international teams, and Simon shared how that's been moving in the trajectory.

If you think about the 30% growth that we're going to get through subscription AOI that we can then redeploy, we haven't had more than $82 million ever to spend. And now we're talking at upwards of $120 million, $130 million.

That's a significant step-up that we will then be able to not only test in the North American markets, but also make sure that we're testing in our international spaces, too. So that number in the next 3 years will be over $200 million. The team has to work out how to spend that and spend that within our guardrails. And we will put pressure on those guardrails. I mentioned that in the shareholder letter.

We need -- as we see that margin go up, we should be pushing hard on the lower end of those guardrails to be able to really kickstart that momentum. But I would anticipate that between Simon, Emily, MJ, we're going to have people going for that money, but it's there and it's self-funded. And with the margins we have today, we would fully expect that to continue.

Perhaps while we get the microphone back to Katie, I'll ask a follow-up question from Wilma Burdis of Raymond James. And she's specifically asking for some more color on the outlook for growth in Europe, specifically. And are inflation trends similar there within veterinary medicine?

Yes. Maybe Simon can start and then perhaps, Peter, with your experiences in the European markets, you can speak to what you're seeing after Simon, please?

So let me just talk about the European footprint that we have and the broader European context. So if you look at the territories that comprise the EU, the 27 and the U.K., Norway and Switzerland, there are about 165 million pets there.

Within our territories that we have a footprint in, there are 37 million, 15,500 veterinary hospitals and probably a 4% penetration, just slightly above or below that across those territories. That's a huge catchment area for us.

But I think in terms of where our focus is and where we're going to put investment effort and focus, it's very much Germany in the short run. That has a real potential.

Out of those 37 million pets in our footprint, something like 72% of them are in Germany. Of the 15,500 veterinary hospitals in our footprint, about 71% are in Germany. So Germany has huge potential there in terms of where we're going.

I will leave Peter to speak a little bit more about veterinary trends across Europe, but certainly in the territories where we are, we haven't seen the extreme levels that we have in North America over the last few years.

Indeed, if you look at Germany, there's quite a lot of pressure to reduce prices in the veterinary sector, so much so that the veterinary chambers will set minimum thresholds for prices with, again, banding above that.

And I think that's one of the real opportunities in the territory because whenever -- it's called the GOT, and whenever the chambers increase those thresholds, the veterinary sector despairs because they've got to put prices up and they're already in competition with the guy at the end of the high street, the pet owner despairs because veterinary prices are going up.

And actually, the obvious answer is insurance. So if the pet is insured, if the owner is insured, the vet can give the treatment they've been trained to give for that recourse to the owner's ability to pay and the owner has got that financial protection so they can afford that treatment.

So I think some things conspiring to work well. But if I look back at the U.K., Margi and my time in the U.K., we had almost double-digit veterinary inflation year-on-year for 10, 12 years. So we saw that the pet insurance market still grew within that inflation level.

Peter, do you want to add anything on top of that?

Absolutely. Thank you. Well, thank you so much. Thank you, Simon. So just a short background on me. I spent about 12 years working in pet insurance, been working for one of the largest pet insurers in Europe, known Simon since 12 years back.

So the marketplace where I live in Sweden has the highest penetration rates in the world on pet insurance. We are at 90% penetration rate. The market leader has 50% of the market share. It's a very special market.

And then when we look at the rest of Europe, we would have the whole spread of penetration going all the way down to similar levels as we would see in the U.S. So inflation levels as well, as Simon mentioned, I would say those are likely highly dependent on how -- well, the marketplace.

In Sweden, 9 out of the 10 dogs are insured when it comes to the veterinarian. When the inflation hit, we saw the highest inflation rates in the whole marketplace in all categories being at veterinarian services. So we -- I think we peaked out at 18%, 20% inflation rate.

So yes, we absolutely saw high inflation rates. It was a challenge for many insurance companies, a lot of insurance companies lagged behind, had, well, to say the least, very bad loss ratios. What I've seen in Trupanion and the team I'm taking over in 2 weeks, I mean, I am impressed. The swiftness of actually getting all those rates through.

So compared to Europe, well, U.S. versus Europe, Europe has a slight benefit of we don't have to file. So we would have those -- that extra 3 to 6 months, so we could actually work quicker. But what I've seen here is the U.S. team, this team actually kept up with Europe. So I'm impressed. I don't know. Did that answer your question?

I think it did. I think the point you're making there is if there is -- the biggest point is that if there are price changes in the European market, you can go like that and you can put the new price, maybe not quite that quickly, but it's not going to have the lag having to go through regulator, having to get approval, having to get a pass-through, which means that the response rate, the proactivity there is -- or reactivity is much quicker.

Absolutely. Yes. So legislation-wise, you could do it in all territories, I want to say, I'm looking at Simon. You can put the price in the day after you realize that you will need to increase the rates. So it's a very different situation.

And also a lot of respect for -- the marketplace is very different. So I'm speaking about Swedish markets. What we experienced in other parts of Europe will vary because we have different market dynamics.

Fawwad, I wanted to circle back to the last time you gave us data points on Trupanion's capital surplus levels. Any chance you could update us on that? And is 2x over-capitalization still the right number to keep in mind?

You're right. I gave an update in Q4 earnings, and I said at the time that we were 2x the threshold. We've chosen not to continue to update that. I think the best way to track that is just look at the dividends and the extraordinary dividend is a great indicator of that.

Look, as long as the business continues to grow, we contribute capital naturally through that process. As Pets Best is rolling off, the growth rate is diminishing. That gives us additional capital, frees up capital. And then obviously, we hope that the long-term trajectory is a greater and greater understanding of the unique risk dynamics of the category.

And so I can't predict -- no one can predict the direction of that. But if you look at the trend line, I think the more understanding, the more dimensionality that we can provide on the risk profile, the more favorable the response.

So we've chosen not to continue to update that. But we feel very good about our ability to have the capital to take on more pets. That's first and foremost. Actually, I should say, first and foremost is our ability to pay the existing members. So obviously, always to be there. Second is to grow, and we feel good about both.

All right. Fair enough. And then a question for John. You had that slide showing the save rates in your prepared remarks. What changes to the retention team strategy drove the most recent year's improvement? And should we expect that trend to continue as you guys kind of think about the next phase of retention improvement?

Yes. I mean, obviously, Brian, help me out here if I miss anything. But I think ultimately, what it came down to is we understood that the rate flow was going to go up, right? And historically, we've had a pretty consistent save rate. But ultimately, we turned our attention to just looking at the 20% or greater bucket and understanding how to have those conversations.

Doubling down on the quality assurance aspect that I spoke about earlier, having the insights about what resonates with our members, what are they calling about their rate change and about understanding what they're talking about and what we're missing and being able to have the proactive conversations with our members actually, with our team members drove the performance increase there.

There obviously is a certain piece of this, too, of we've aligned compensation models to align to driving this behavior, too. And I think we've hit it out of the park on this spot.

I do also think that this save rate should become better as rate flow normalizes because we've become so confident in our conversations at the higher levels, I would expect that it would continue as kind of things normalize through.

I guess could you give us an example of some of the messaging that's been resonating?

It goes back into the value. It goes back into the value and the cost of care. It's the one distinct advantage we have in the contact center versus digital paths is we're able to have that conversation and meet that member where they're at and have that conversation about their pet specifically, whether cat, dog, Rottweiler, Mini Schnauzer and understand what their pet may experience and bring them full circle into why Trupanion and why we're the right choice versus others.

So it also starts with -- I love you asked that question. It's a question that we often talk about how high could this actually go because this also comes back to referring for another pet because they've got that connection with us. When a -- we're a product, we've always said we're a product that has to be sold.

So on the nature of that, if it's harder to sell, it's easier, forgive me for saying that, to retain because someone has had that -- they've had to go through that process of I have to figure out how I can budget for this every month, I have to think about why Trupanion versus another provider.

Most of the people who sign up for Trupanion have an understanding of why they've done that. They could tell you, I've done it because of these reasons. They thought about it, considered, they are so confident they tell their friends, they add their pets.

So when it comes to the point when they end up talking to someone on the phone, it's a conversation they're open to having because they already made the decision. And that's a -- it's a key difference between Trupanion and another provider where it potentially is an easier sell, but it's also easier to walk away from it.

I was just thinking about the staffing in the call center now that you've pivoted from -- I shouldn't say pivoted, more focused on growth. How do you think about staffing the call center now that you're going after growth? Is it more time consuming for operators to focus on growth versus retention? How do you think about that? How do you manage that? How do you use technology to improve productivity?

Yes. So I mean, I think in the contact center, we have three distinct teams. So everyone is specialized in something different. So we have a sales team, a customer care team and a retention team. And so going after those different pockets of staffing or workforce to handle our members' conversations is actually quite easy.

Attracting talent has been pretty easy. And I mean, I'd look to Brian. I mean, I would have to venture a guess that we have probably the record retention rate for employees in the contact center. And our tenure of team members inside the contact center is actually quite impressive. And that comes with years of experience and being able to have not only just the conversations that they're having every day, but also the growth conversations.

And then as we think about AI or artificial intelligence and where it can play a part, I think the quality assurance piece is one aspect. But I think there's other areas of the business that are lower level transactional pieces that we could look at integrating things to increase throughput by these agents and also giving them more time to have conversations with our members.

One thing that we don't do, which a lot of people do, is put average handle time targets on conversations. If a conversation needs to take 1 minute, great, if it needs to take 20 minutes, fantastic.

The retention conversations for that save rate, they're the longest conversations we have. And to me, that's a good sign. That means members are calling in, wanting to cancel, but ultimately, we're keeping them on the phone and having that conversation and opening them up to the dialogue of the value of Trupanion.

Brian, could you speak a little bit to how you're thinking about staffing? So as we expect that core volume to pick up in the sales team, what would that look like?

Yes. So first, I'll just say Trupanion does a great job of attracting pet passionate, genuine people. And so I think -- and that goes everywhere, right, not just the contact center. When you start with that base, so much easier, right? If you've ever tried to train care or empathy, it's very difficult to do.

So I'll just shout out to everyone that works here. Everyone is very pet passionate and that makes it a lot easier. Kind of what John said, Margi, when you think about the three different teams in the contact center, we want to grow one, the sales team because that's a high converting team for us. We want to shrink the other two.

If you think of retention, that one is obvious. But customer care is a -- it's a defect pool for our entire team. And so when you think about like fewer defects, and I say that because not many people here, if I ask you to raise your hand, if you like calling into a customer care team, not many hands are going to come up, right?

So we think about those as defects, and we're trying to shrink that. I think John had a chart up at one point where you saw a decreasing contact rate. And that's an indicator for us. If you think of how many calls we get per 1,000 members per month, that's an indicator of our experience in that customer care team. The fewer the calls, the better.

And so the answer in short is it depends. We want to shrink a couple of teams and grow one of the teams. And to John's point, the more that we can do from a self-service standpoint transactionally, especially the simple transactional pieces, the better, and that saves time and people to work on the more complex things.

I think it kind of talks to the flow. I mean you've heard there are a number of people in the team today who've come up through the contact center. Our contact center team is an entry point for a number of roles across the business and our sales team, we often see people moving from care into sales.

And we think about it's really where do you redeploy those people, where do you make sure that you've kind of where have you got the greatest need. And John mentioned earlier, thinking about the ways that we can help drive that first year retention.

We have people in our sales team who haven't had much core volume earlier this year, doing things that help enable retention and conversion and care and hospitals.

So they're always working as a unit to ensure that we're able to provide support where it's needed. The nice thing is we don't have to necessarily add to that team, but we can make sure that people put where their strengths are.

Follow-up question back on the topic of free cash flow from Raymond James. Does higher excess cash flow allow Trupanion to become more interested in M&A opportunities? Or is the company most focused on investing in organic growth? What types of targets could be attractive?

Yes, it's an interesting question. I've always thought of M&A as part of the execution of a strategy. It is not a strategy in and of itself. So if we felt that within the strategy that we have today, there are certain assets, there are certain capabilities that we need, we can either build them ourselves, we can license them, we can partner with someone or we could buy them.

We would obviously look at the most optimal path. So it's not to say M&A we have a predisposition for or one of the others we do, it's all at the behest of a strategy. We feel very good about the strategy that we have today.

We have shown you today clearly that we have a tremendous growth opportunity ahead of us. We feel we have products that serve the needs of members. We're going to continue to invest in technologies that help unlock some of the efficiencies that John is talking about. All of that improves the member experience.

So yes, I think sometimes companies make a mistake of thinking that M&A is a strategy. M&A is a series of steps you can take. It's at the behest of a strategy. So it would have to fall within that framework for us to consider it. But we would consider everything, whatever is best in the achievement of the strategy.

Additional questions? Perhaps then I'll pivot back to just a couple of follow-up questions. These are slightly outside of the topics for the panelists on stage, but we can take them as we have time.

Really, again, two-part question coming from William Blair, and then I'll just tag along a Raymond James question to it. So what is the latest on employee benefit partners? Any thoughts on when we might see Trupanion offered as part of broader employee benefit plans is the first part of that question.

The second part of the question is, what are some other avenues to increase penetration in the U.S. besides Trupanion education efforts.

Emily or John? John? Would you like a microphone?

Yes. When you think of worksite benefits, right now, we're partnered with Aflac. And I think we was having this conversation in one of the breaks earlier, so you could hear a repeat of the same message.

But I think growth there and what we focus on '25 is making sure we're removing some low-hanging fruit and creating efficiencies and moving hurdles. So we made some investments into making it more efficient for employee members of worksite benefits, HR benefit teams and the brokers themselves to be able to administer the policies.

And some of those are done. Some of those will continue to be done with technology improvements going into early next year. With that hurdle removed, that really makes it so that those partners at Aflac can scale at a much greater pace.

And where we will play another important role for all of our partnerships is making sure that we're continuing to arm all of our partners with our value prop, that 30-second elevator pitch, the 2-minute more deeper dive into the why us, so they can be successful in rolling out those programs. Anything beyond that, I'd kick it over to Emily. Thank you.

What was the other question? Distribution?

What opportunities to grow outside of education opportunities here in the U.S.? Any other distribution channels?

There are a lot of distribution channels that we already have. So MJ touched on many of them. So breeder, shelter as well as vet, we'll continue to build all of them. None of them are exhausted. I think if we were at that point, then we would be looking to introduce new.

We've talked in the past about social media. We've talked about paid search. We have our members referring their friends. We have partners, so Aflac, State Farm, Chewy, we have hospital groups, distribution channels.

As we think about the bigger brand spend and where we're moving in terms of the direction of sort of where do you meet pet parents where they're at, there are a number of different avenues you could go down when you think about target partners.

For us, as John said earlier, it's really about making sure we find a partner that is suited to us as a brand to what we're trying to do that fits within our ecosystem, that helps to build and deepen the moats rather than create new ones necessarily.

So I would -- without being too specific, we talk to a number of different partners and different channels to see whether it makes sense for us to open the door there. And as we said before, we have a lot of opportunities.

So we'll continue to dive into that with the increased investment we have to start to build additional routes to market, but nothing that's suddenly going to be switched on overnight. We've got a lot of channels to work and perfect the art of really pushing those through. So I think we have our hands full for now.

Final questions from the audience. Okay. Well, if there are no more questions for the audience, we'll close on one final one from Raymond James, who asks, what is Margi most excited about.

Very cheeky. I see what you did there. I'm so excited about having this adjusted operating income. I sat down on a boat with Darryl probably, I don't know, 12 years, 10 years ago, probably was 10 years ago, and we talked about the concept of how do you spend $100 million.

Well, he said to me, can you spend $100 million? I'm like, no, not effectively. At the time, we were spending $6 million. The idea of having that was just ludicrous. Here we are looking at an adjusted operating income that's going to be $130 million 10 years later.

Can we spend that? We can spend that, and we will spend that. And I'm so excited for the team to have the tools to finally actually do some of the things that we've always wanted to do, to get our arms around making sure that we own the spaces we're in. We truly own the spaces we're in.

We have a brand to be proud of, a product that story is yet to be told, and we are -- so I stole that from Jeff, by the way. I'm so excited about where this team and the technology and the financial strength of the businesses.

We are immeasurably stronger today than we were a year ago. And with that strength, with the market opportunity untapped in so many ways globally, we are poised to enter that with the money that we've never had before. So I'm excited about everything, but I'm especially excited about AOI.

Okay. Great. Well, that concludes the final Q&A session. Thank you so much for the questions. Thank you so much for the participation. I think before we close out, I'll just turn it back to you one more time, Margi, and say any final thoughts.

Well, you just asked me kind of, I think, a nice summary. I should just point out when we -- I talked about the 60-month plan and intrinsic value growth and what we're aiming for. If we look at where the AOI is, I just want to reiterate that I said it would be up 30% at the end of this year. That's our greatest proxy to intrinsic value growth.

This team is adding to the value of this business with everything they're doing. And I couldn't be prouder of the team that we've amassed here. You've met lots of -- you've seen lots of tenured faces. You've seen lots of new faces. It continues to build.

The people you can't see here are hard at work supporting our members day in, day out, whether they're in the field, in the contact center, in the claims team, in finance, in legal. They're across the company.

And we're doing great things, and I look forward to updating you on -- the whole team looks forward to updating you on where we take it. But thank you for your questions. Thank you for your time today. Thank you for your support, and we're excited for the future.