Hello and welcome, everyone, joining today's call. This is the AMC Entertainment Holdings third quarter 2025 earnings webcast. At this time, all participants are in a listen-only mode. Later, you will have the opportunity to ask questions during the question-and-answer session. To register to ask a question at any time, please press star one on your telephone keypad. Please note this call is being recorded. We are standing by if you should need any assistance. It is now my pleasure to turn the meeting over to John Merriweather. Please go ahead. Thank you, Sabrina. Good afternoon. I'd like to welcome everyone to AMC's third quarter 2025 earnings webcast. With me this afternoon is Adam Aron, our Chairman and CEO, and Sean Goodman, our Chief Financial Officer. I'd like to remind everyone that some of the comments made by management during this webcast may contain forward-looking statements that are based on management's current expectations. Numerous risks, uncertainties, and other factors may cause actual results to differ materially from those that might be expressed today. Many of these risks and uncertainties are discussed in our most recent public filings, including our most recently filed 10-K and 10-Q. Several of the factors that will determine the company's future results are beyond the ability of the company to control or predict. In light of the uncertainties inherent in any forward-looking statements, listeners are cautioned against relying on these statements. The company undertakes no obligation to revise or update any forward-looking statements, whether as a result of new information or future events. On this webcast, we may reference non-GAAP financial measures such as adjusted EBITDA and free cash flow. For a full reconciliation of our non-GAAP measures to GAAP results, please see our earnings release posted in the investor relations section of our website earlier this afternoon. After our prepared remarks, there will be a question-and-answer session. This afternoon's webcast is being recorded, and a replay will be available in the investor relations section of our website at amctheaters.com later today. With that, I'll turn the call over to Adam. Thank you, John. Good afternoon, everyone. Thank you for joining us today. At AMC, we're especially pleased that with revenue of precisely $1.3 billion and adjusted EBITDA of $122 million. Yet again for another quarter, AMC Entertainment comfortably beat Wall Street consensus assessments for both our revenue and adjusted EBITDA. As has often been the case in the recent past, AMC's leading market position and the skills demonstrated in the implementation of our numerous and important marketing operations and cost containment strategies allowed us for yet another time to overperform the expectations of those who underestimate us. As we look at AMC's third quarter results, and for that matter, the full year to date, calendar year 2025 is turning out exactly, and I mean exactly, as we have long predicted. Due primarily to the timing of major studio film release dates, a weak first quarter was followed by a blazing hot second quarter, which then was followed by a softening third quarter. We continue to expect, however, that the year will culminate in what we hope will be quite a strong year-end in quarter four. Hello Universal's Wicked for Good, hello Disney's Avatar: Fire and Ash. Indeed, a broad array of appealing movie titles will be coming out before year-end. Our prediction of a so-so third quarter industry box office turned out to be true as the North American box office declined some 11% following tough comparisons against last year's strong third quarter. When evaluating AMC's performance in the context of the third quarter's challenging industry-wide environment, I see our company firing on all cylinders. Marketing prowess, operational strength, financial discipline, all are direct evidence that AMC is very well positioned to capitalize on the box office growth that we believe lies just ahead. Remember that about two-thirds of our incremental revenue drops to the adjusted EBITDA line. So when industry revenues rise, which we believe they will, in Q4 of 2025 and again throughout 2026, AMC's financial results should rise even more rapidly. The third quarter industry-wide softness should not be a cause for alarm, nor a harbinger of some negative trend about which to hand-wring or worry. To the contrary, we expect that the fourth quarter industry-wide box office will turn out to be the highest-grossing fourth quarter in six years. We also continue to believe that the size of the 2026 box office will be dramatically larger than that achieved in 2025. There are clearly bright spots in AMC's third quarter financial results that bode well for AMC with an expecting rising industry-wide box office in the fourth quarter of this year and again throughout 2026. Specifically, AMC outperformed the industry, achieving all-time record admissions revenue per patron of $12.25. In addition, food and beverage continues to be a shining success for us as we achieved the second highest food and beverage revenue per patron in our company's entire 105-year history of $7.74. Combining revenue increases with aggressive cost management, it is noteworthy that in the third quarter, we grew our consolidated contribution margin per patron by 9.2% compared to the prior year, and this metric is now approximately 54% higher than it was pre-pandemic in 2019. The improvements in our efficiency as a company are one of the reasons we are standing proud and tall today. Despite an industry-wide box office that was well below the third quarter of last year, AMC also generated improvements to cash used in operations and in free cash flow when compared to the same time of a year ago. Also, looking at the third quarter, it is especially satisfying to us that in the United States, during the third quarter, AMC significantly increased its market share. So much so that in looking at studio reported grosses for the full year to date, January and September, AMC's market share increase handily outshined that of any other movie theater circuit in the country. AMC's share now approximates 24% of the domestic box office versus 15% for Regal and 15% for Cinemark. Taking out Canada, where we have no theaters, AMC has a 27% share of the US box office, Regal and Cinemark 16% each. Marcus has just under a 3% share. No other U.S. circuit has even a 2% share. AMC is now about 50% larger than our two next nearest competitors. We are 10-ish times the size or more of everyone else. Our market share increases this year are encouraging to us and a sign that our strategies are working. It is simply the outsized magnitude of our market share that is so particularly compelling because, as the box office grows over the next 14 months, as we believe it will, AMC is better poised than anyone else to reap the benefit therefrom. We believe all this sets us up so very well as we look ahead, given what AMC believes will be a rebounding industry-wide box office going forward, coupled, of course, with all the actions and improvements being made specifically within and across AMC Theatres in the United States and Odeon cinemas in Europe. As previously announced, perhaps more important than any other accomplishment during the third quarter, AMC successfully completed several transformative capital markets transactions that greatly strengthened AMC's financial foundation. We refinanced $173 million of debt maturing in 2026 and equitized $143 million of exchangeable debt, the latter of which in turn was subsequently increased to $183 million of equitized exchangeable debt without the issuance of any additional equity or additional use of cash. Going forward, we will continue to take the necessary actions to enhance our balance sheet and position AMC to capitalize on what we believe will be a multi-year industry recovery. In conclusion, let me add that we are tremendously excited about the film slate coming in the remainder of this fourth quarter, both with blockbuster titles and also with more intimate storytelling. It all starts this weekend with Disney's action-packed Predator: Badlands, coupled with Sony Pictures' classic Nuremberg. In November. We also will have Lionsgate Now You See Me Now You Don't, Disney's family favorite Zootopia 2, Paramount's The Running Man, and Universal's acclaimed and much-awaited return to Oz with Wicked for Good. Not to be outdone. December brings more excitement with Universal's chilling Five Nights at Freddy's, Paramount's animated adventure, the SpongeBob Movie Search for SquarePants, Focus Features Song Sung Blue, and the third chapter of Disney's epic saga from the brilliant mind of the legendary James Cameron, Avatar: Fire and Ash. What a lineup of movies. With that and all the other highly anticipated films that will be coming out in November, December, and addition, we believe the fourth quarter box office will surpass that of last year and knock 2025 as the largest post-pandemic box office year yet. Of course, that all depends on ticket sales in November and December. We'll all know for sure in about a couple of months. To put an exclamation point on that expected box office growth in the near term, if one sets aside the anemic first quarter of 2025, the domestic industry-wide box office has actually been on a $10 billion pace since April 1. That is a number that is so very much larger than the calendar year box office recorded for either 2023, 2024, or the current year, 2025. What's more, knowing of the long list of great titles coming from our studio partners in 2026, we envision a strong and robust film slate is on the horizon for the full year ahead. Sean, let's go into the quarter in more detail. Thanks, Adam. Thanks, everyone, for joining us today. As predicted, the third quarter was relatively soft compared to last year. Nonetheless, while the North American box office was down 11%, AMC's consolidated admissions revenue was down by only 3.9%, and domestic admissions revenue was down by only 5%. This reflects the meaningful growth in our market share, thanks to the power of our premium large format offerings, unrivaled loyalty programs, innovative marketing, promotions, and pricing. This afternoon, I'd like to focus my comments on several key third quarter performance metrics that clearly demonstrate underlying strength of our business. Our consolidated revenue performance increased by 7.5% versus last year and is now 47% above pre-pandemic Q3 2019. This remarkable growth is driven by a 60.5%, that's 60.5. 60.5% increase in food and beverage revenue per patron and 33.8% increase in admissions revenue per patron, all relative to Q3 2019. These are impressive metrics, yes, but even more important is the incremental profit that we generate with each additional moviegoer. Our measure of this is contribution margin per patron, and we define it as total revenue minus both film exhibition and food and beverage costs divided by total attendance. In the third quarter, we grew our consolidated contribution margin per patron by 9.2% compared to the prior year, and this metric is now approximately 54% higher than in 2019. From a segment perspective, our U.S. operations delivered a truly exceptional quarter. Consider the following. In Q3 2025, our domestic adjusted EBITDA reached $111 million. This is nearly $4 million more than in Q3 2019. Despite us selling 18.9 million, or 31% fewer tickets than we did in Q3 2019. This achievement was possible because domestic revenue per patron was 50% higher, and domestic contribution margin per patron was 57.5% higher than in 2019. Turning to our Odeon operations, the European industry was challenging in the third quarter, with attendance at our Odeon cinemas down 11.4% versus the prior year. Nonetheless, the business continued to deliver strong fundamental results, with total revenue per patron up 13% and contribution margin per patron up 14.4% compared to last year. Total international revenue per patron is now up 37% versus 2019, and international contribution margin per patron is up 43.2% compared to 2019. These results are evidence that the box office does not need to fully recover for us to achieve pre-pandemic levels of adjusted EBITDA. This is thanks to a combination of initiatives focused on theater portfolio optimization, operational efficiencies, food and beverage innovations, industry-leading marketing programs, and the ongoing success of our AMC GO plan. Over the last few years, we have taken meaningful steps to optimize our theater portfolio. This includes rent negotiations, the closure of underperforming locations, and selective capital deployment in new and existing high-performing locations. In 2025 alone, we closed 20 locations and we opened 3. Since January 2020, we've now closed 212 locations and opened 65, for a net reduction of 147 theaters, or about 15% of our fleet. Going forward, we'll continue to strategically manage our theater portfolio to optimize profitability. Moving to the balance sheet, we ended the quarter with cash and cash equivalents of $365.8 million. This excludes restricted cash of $51.1 million. Our free cash flow in the fourth quarter will inevitably be dependent on the box office during the next two months. Provided this turns out in line with our expectations, we anticipate being free cash flow positive for the nine-month period ending December 31, 2025. From a capital expenditure perspective, we expect full year 2025 CapEx, net of lease incentives, to be in the range of $175 million-$225 million. Our capital allocation priorities remain: one, maintaining adequate liquidity and financial flexibility; two, strengthening the balance sheet; three, elevating the guest experience; and four, pursuing high-return growth initiatives. This disciplined approach to capital allocation reflects our commitment to building an increasingly strong and resilient company to deliver long-term shareholder value. Since the beginning of 2022, we have now lowered the principal value of our debt, finance leases, and COVID-related lease referrals by nearly $1.5 billion. We are not yet done. will continue to take decisive steps to strengthen our balance sheet so that we are increasingly well-positioned as the box office recovery continues. In closing, AMC's third quarter results underscore the meaningful progress that we have made over the last few years. With a promising fourth quarter already underway, a robust film slate ahead, and an improving capital structure, we believe AMC is exceptionally well-positioned to capture the full benefit of the industry's continued recovery and to deliver long-term value for our shareholders. With that, I will pass the call back over to Adam. Thank you, Sean. Before we take your questions on this webcast, I'd like to touch briefly on five different points. First. AMC Theater Distribution took another bold and imaginative step forward in the third quarter of 2025 when we partnered again with the iconic, one and only Taylor Swift to highlight the debut of the 12th studio album in her astonishing career. All the planning occurred within the third quarter for our theatrical release on October 3 to 5 of the one-weekend screening of Taylor Swift: The Official Release Party of a Showgirl. This unique theatrical event was showcased on approximately 6,500 movie theater screens in the United States and across some 56 countries, generating some $50 million in box office receipts in a weekend, $34 million domestically, and another $16 million internationally. We're proud that Taylor Swift: The Official Release Party of a Showgirl came in at number one in the domestic box office for its opening weekend. We're also proud that it was graded an A+ on CinemaScore and in the high 90s on Rotten Tomatoes. As a result, we put so many smiles on the faces of millions of Taylor Swift fans globally. These impressive results speak to the strength of AMC's innovative distribution abilities, not only bolstering AMC's results, but also contributing to the health of the overall industry. The numbers in the Taylor Swift project speak for themselves. To that end, here's a number for you: seven and a half. Seven and a half, you ask? It is incredible to think. From start to finish, from the time of our very first phone call about this potential project to generating from some 56 countries fully $50 million in box office ticket sales receipts, plus, of course, food and beverage revenues in addition. AMC pulled all this off in only seven and a half weeks. Seven and a half weeks from first conversation to completed project. Going back to the concept of our success in increasing AMC's outsized market share in the U.S. and Canada, of course, we take some real satisfaction that our normal market share has now grown up to 24%. On the Taylor Swift: The Official Release Party of a Showgirl event, AMC's market share was an ever so ebullient 36%. As excited as we are by the numbers, it is especially gratifying to us that after our immensely successful 2023 experience with Taylor, she came back to AMC for another round in 2025. What a compliment it is to AMC that the Swift family was so pleased with us that they came back another time. I've said this often before, but I want to say it again. Our every interaction with Taylor, with everyone in the Swift family, and all the people in her camp. All those interactions, every single one, has been nothing less than a true joy and an honor and a privilege for AMC. I say this with all the sincerity I can muster. Thank you, Taylor. We are so proud to be a small part of your team. This all leads us to believe, by the way, that while our bread and butter will always remain the vast output of the current studio system, in the future, there also is clear opportunity on an incremental basis for AMC to create and distribute more theatrical content. Second point, speaking of adding more content for our screens. I am especially optimistic that we can do more on a cooperative basis with Netflix. During the third quarter, we opened a new dialogue between AMC and Netflix that led to our showing K-pop Demon Hunters over Halloween weekend. Not surprisingly, given our array of theaters and our loyal customer base, AMC generated more than a third of all the U.S. theater guests seeing K-pop last weekend. The talks with Netflix are in their infancy, and we do not know yet the ultimate size there can be for this potential cooperation. There is much still to work out, especially, for example, on Windows. Even so, realizing that Netflix is a great company and the largest streaming service on the planet with an enormous amount of content, and that AMC is the largest movie theater chain in the world. Sitting here today, I am highly confident that there is more to come with our two companies working cooperatively together. Stay tuned. Third. Again, on generating more content, given the success we've demonstrated with Taylor Swift and Beyoncé, and when you factor in that we have now built the technical capability, and this is unknown to many of you, to be able to live broadcast events to 277 of our 530 theaters in the United States and to a similarly large percentage of our theaters in Europe, I believe there is dramatic opportunity for AMC to broadcast live concerts and live sporting events on our giant screens. We intend to make this pursuit one of our highest priorities for 2026. Fourth, when talking of giant screens. No one in our industry is anywhere close to AMC in the area of offering premium large format screens, extra large format screens, and other premium experiences. With 223 IMAX screens globally and right at around half of the IMAX screens in the United States, we are a significant recipient to share in IMAX's obvious success. Heretofore, our recent monies have been concentrated on improving the quality of our IMAX screens, enhancing them greatly through a multi-year effort to convert almost all of them to the much preferred IMAX with laser at AMC concept and format. That format includes laser projection, much enhanced sound, more attractive visual and auditorium aesthetics, and more comfortable seating. Depending upon your view of the terminology, that effort to upgrade our IMAX theaters to IMAX with laser is now either in the back stretch or the home stretch, such that we are now turning our attention to another notion that we have, in fact, entered into discussions with IMAX about once again increasing the number of our IMAX locations as well. Similarly, we are so incredibly pleased with our investment in Dolby Cinema PLFs, which are doing so, so very well for AMC. We currently have 177 installed globally, and as we announced earlier this year, we are so confident in our success with Dolby Cinema that we would like to grow that count of Dolby auditoriums by around 25% over the next few years. While today we only have six ScreenX auditoriums and no 4DX auditoriums, earlier this year, we signed an agreement with CJ to exponentially increase our count of their two premium offerings within the AMC and Odeon fleet of theaters. Not to be outdone only by our so-called third-party PLFs, AMC also has 147 of our own house brand PLFs, primarily branded Prime in the United States and ISENSE in Europe. I would expect that in the next couple of years, our house brand PLF locations will also grow in numbers, and specifically that with Prime in the United States, we will double, possibly even triple the number of our Prime auditoriums. In a fast-moving advance for AMC, we've moved ever so quickly to introduce what we call our extra large format screens with our new XL offerings, which I might add, command a price premium in ticket price. Launched just a year and a half ago, we already have 151 XL screens installed and delighting moviegoers, 67 in the United States and 84 in Europe. By next Christmas, that number should about double. I expect that we'll have in the vicinity of around 300 or so XL screens in full operation a year from now. You all likely know that premium large format and extra large format screens greatly appeal to moviegoers. What I find particularly impressive is that we have pulled off this great commitment to increasing and enhancing our premium experiences, all the while living within our very tight $175 million-$225 million. Annual net capital expenditures targets. Finally, the fifth point. As you might expect, AMC is actually, sorry, is actively canvassing how AI, artificial intelligence, can be used both to make our company more efficient but also to dazzle our guests. We're already using AI internally in many ways, and our use cases will increase dramatically in 2026 and beyond. Especially interesting, during the third quarter, we found our first way to participate in AI-powered technology that already is dazzling those people seeking engaging out-of-home entertainment. In August, we made a single-digit multi-million dollar equity investment in Nova Sky Stories, a company brilliantly conceived and led by its visionary founder, Tesla board member, Kimbal Musk, and brother of Elon. Nova Sky Stories was created a few years ago when Kimbal acquired the former aerial drone division of Intel. He has since turned its cutting edge and leading AI-powered technology into also crafting extraordinary storytelling aerial drone shows that fascinate both free guests and paid ticket buyers alike. Key in on that paid ticket buyers notion. As Nova Sky Stories creatively lights up the dark evening skies with its just wonderful aerial drone light shows. Nova's most recent effort was in September. A truly mind-bending Grace for the World concert and aerial drone light show that took place over St. Peter's Square in Rome in full cooperation with the Vatican in conjunction with its Jubilee. You can see footage on Disney+, which telecasted live, and stunning excerpts can be found throughout YouTube. The next incredible Nova Sky Stories show will take place at the Rose Bowl in Los Angeles just next weekend on Saturday, November 15. For more information, check out www.novaskystories.com. That's N-O-V-A for novas kystories.com. In addition to just investing in this company with what we expect will be its explosive growth financially in 2026 and 2027, there is much that AMC Entertainment can and will do together in cooperation with Nova Sky Stories. More details about that to come in the coming year. I'll wrap up our webcast today by saying that AMC is so very excited about the eight-week sprint that we have in front of us to finish out 2025. Over the next two months, it will be movie after movie after movie. I can't wait for Nuremberg this weekend. I was not alone when I found myself crying in the movie theater while I was viewing an advanced screening of Focus Features' movie coming out at Christmas, The Remarkable Song Sung Blue. After all, as our very own Nicole Kidman has said for some four years now, sometimes heartbreak feels really good in a place like this. Of great importance financially to AMC, advanced bookings for Wicked for Good are through the roof. They exceed the advanced bookings that we previously had at the same time before release for the original Wicked movie of a year ago, which itself was a global triumph both for Universal and for AMC. What is there to say to James Cameron, storyteller extraordinary? The entire world is on pins and needles waiting to see your latest sure-to-be masterpiece, Avatar: Fire and Ash. With that, Sean, let's go to questions from our shareholders and from analysts. Sabrina, could you repeat the instructions for our analysts online? Absolutely. Thank you. If you'd like to ask a question, please press star one on your keypad. To leave the queue at any time, press star two. Once again, that is star one, ask a question, and we'll pause for just a moment to allow everyone a chance to join the queue. Once again, if you'd like to ask a question, please press Star and one on your keypad now. We'll take our first question from Eric Wold with Texas Capital Securities. Your line is now open. Thanks. Good afternoon, Adam and Sean. Quick question a little bit on kind of the concessions and ticket prices. I know, obviously, you had some great success driving up the per-patron spending over the past couple of years with a lot of the initiatives you've had within the theater. Just want to talk about kind of the baseline pricing kind of below the surface, given the consumer environment we're in right now. Maybe talk a little bit about the pricing power and maybe the price increases that you've been kind of pushing through on both tickets and concessions. I guess starting with tickets, have you been pushing up baseline ticket prices kind of across the board, or has the focus mostly been on the various premium pricing options, IMAX and whatnot, kind of letting the consumers kind of choose to pay the higher prices for the premium options versus raising prices across the board on all tickets? On concessions, kind of what are your thoughts on kind of price increases up and beyond the need to offset kind of inflationary headwinds right now? If you feel that's something that moviegoers. Would be accepting in this environment, or if that's something that you think is kind of a that maybe kind of needs a wait a little bit to get a little further into 2026? That's a good question. Thank you, Eric. Nice to talk to you again, as always. I have to be very—we're happy to talk to the play, but I got to be very careful because it is patently illegal to talk about pricing thoughts on a going-forward basis because that could be interpreted to mean signaling to competitors. I can comment on our pricing actions previously, and you can read into those whatever you want to read into those. If you look at our ticket pricing of $12.24 that was achieved in the third quarter, which is on a consolidated basis, it was the highest number we've ever had in our history. If you look at our ticket pricing, it's risen pretty substantially over the past several years. It's moved in a path much faster than general consumer inflation. I would especially point you not only to looking at our consolidated prices, but looking at our prices by geographic segment. Our prices have increased in Europe, and our prices have increased in the United States as well. I think what's really interesting is, yes, some of those price increases derive from our growing commitment to PLFs. We've also not been shy in taking ticket pricing up. In fact, if you go back to May of 2025, just six weeks before the third quarter began, knowing that we had some big movies coming in June and July, we did take across-the-board price increases. Not at all of our theaters in the United States, but I would say most of our theaters in the United States. Those price increases varied theater by theater and market by market. Prices did go up. They went up because we think—again, I want to be careful. Only to talk about what we have done looking backwards, not looking forward. Our thoughts then were we ought to cleverly price. It goes back to your very first economics class in the freshman year of college when you learned the laws of supply and demand. The laws of charging prices in the peak and charging different prices in the so-called off-peak, charging more in periods of high demand and charging less in periods of low demand. We have not been shy in taking prices up at those theaters with the most demand. We have not been shy in taking prices up on Friday and Saturday nights when demand for our theaters is at their peak. One of the things that gave us comfort in being able to put those prices into place is that we also have been maniacal in finding intriguing ways to discount prices for bargain hunters. The two biggest examples that come to mind are A-List. We now have almost a million members of our A-List program. We have a similar program in Europe, I might add, called Limitless. Just talking about A-List in the United States, it is only a million consumers, just under. It is only a million consumers out of a population of 330 million people. These people account for 15% of our total patronage at AMC. That is an incredible number from only a million people. Those people are paying between $20 and $28 a month. On average, they're seeing 2.4 movies a month on average. They're entitled to see four movies a week. That's theoretically 17 movies a month. They're getting all that for, depending upon what geographic market they live in, between $20 and $28 a month. For people who want to seek out a bargain, that's a good bargain. The second bargain that comes to mind, in what I think was a bold initiative by AMC that was announced effective with Tuesday, July 8, and Wednesday, July 9, and what we said would be a permanent feature going forward, we expanded our long-time discount Tuesday offering for AMC Stubs members to discount Tuesday and discount Wednesdays for AMC Stubs members. Now, it's free to join AMC Stubs, and you can do it instantly merely by giving us your email address. So, anybody who wants to take advantage of the new Tuesday, Wednesday discounts can do so. We made the level of the discount much more dramatic by positioning it as a 50% discount to the typical evening list price on a standard auditorium. It's a powerful discount. It's available on twice the number of days per week than it was for the last 15 or so years when the movie industry thoroughly had discount Tuesdays. The fact that we now have 50% off Tuesdays and 50% off Wednesdays also is a tremendous enrollment device to encourage moviegoers to join AMC Stubs, because they only get the discount if they're AMC Stubs members. As I said, you can easily and instantly join. And so. AMC is committed to offering bargains, but we've also proven in the past that we believe we not only can offer premium experiences, which in themselves command premium prices, but we believe and we demonstrated through our past actions, again, not signaling about the future, that we are willing and able to raise price across the board. As for food and beverage pricing, I'll let Sean talk to that and our otherwise impressive strength in the area of concessions. Thanks, Adam. Clearly, food and beverage is a key focus area for us, as one would expect, right, because of the profitability of that segment. And when we look at our food and beverage business. The key drivers of our food and beverage per person are the percentage of people participating, going to the concession stands and buying food and beverage, the number of units that they buy when they go to the concession stand, and the price they pay. If you look at the increase in food and beverage per person versus pre-pandemic levels, all three of those factors, all three—participation, units per check, units per transaction, and price—have been part of that significant increase in food and beverage per pay. If you look just at Q3, in Q3, the percentage participation and the price were the biggest drivers of our food and beverage increase. To drill down on the price aspect of that food and beverage per person in a little more detail, I think there are a couple of factors here. One is the price is impacted by mix, right? What are our guests buying? As we've added collectible concession vehicles and we've increasingly focused on movie-themed drinks and movie-themed cocktails, that's really helped to increase the price, even if actually the price for the regular item hasn't changed. You have that positive mixed impact, and we see that still being very, very beneficial for our business. The other thing to say about price is we've been very analytical with the data that we have on pricing. Really looking at individual theaters, individual market locations, where can we take price, where should we reduce price. We're very focused on that. We're always offering opportunities and discounts. As we spoke about the discount days, if you look at the food and beverage, we have discount food and beverage offerings on those discount ticket days as well. There's something available for the consumer in order to jump. Again, food and beverage is really critical to our business and has been a big part of why we've been so successful in our per-person metrics as we've gone through the recovery. If I can add, Eric, I think getting to the thrust of your question as opposed to the factual answers, I think you were trying to inquire, do we think with angst in the general economy, are we somehow constrained by consumer sentiment that somehow our pricing actions will be limited? I do not want to make any kind of speculative comment about what we will do in the future, but I would like to point out this fact. I do not feel—I think we have to be, I always think one has to be prudent in not taking prices up too quickly. I do not feel any price limitation from our clientele. The fact that our premium screens sell out first tells us something. The fact that we introduced 151 XL screens that already were screens that already existed in our theaters, they were bigger than other screens in our theaters, and we just slapped the XL logo on the door to remind people it was a bigger screen, and that we're able to command almost a 10% price premium from those XL screens. Here's one other little factoid that shows you that I believe that our consumer is willing to pay for what we offer. Our merchandise business was literally nonexistent three years ago. Nonexistent. I mean, like $0 in revenue for merchandise. This year, 2025, globally, U.S. and Europe combined, it's going to be over $65 million. If you look at the price points of some of these merchandise items that we're selling at the concession stand. It's not hard to find items that are priced at $15.99, $19.99, $29.99, more than $30 a pop. Literally, one of our biggest problems is that we're selling out too quickly. We're often sold out. We're sometimes ordering 50,000, 100,000 of these units in the United States alone, and we're selling out on the first night or two. It's a high-class problem. You do have to order this stuff nine months in advance and get it shipped in economically. I mean, it's just another example. Consumers are willing to reach into their pocket to pay us for the experience that we offer, provided that we do a good job of it. That's why we work so hard to keep our theaters in good shape. That's why we work so hard to keep our film crew staff motivated and treating our guests well. Just look at the results. Highest ticket prices in our history, second best food and revenues per patron. I guess it's ticket prices per patron in our history. Second highest food and beverage revenues per patron in our history achieved in this third quarter. With that, operator, I think we're going to turn to some shareholder questions. Sean, what's the first question from our shareholder base? Yes. There's been a lot in the press about the Warner Bros. situation, and people are interested in what our comments on that are. It is a little premature to speculate about what's going to happen at Warner Bros. There are some, obviously, who believe that Warner Bros. will stay independent. There are others who obviously are aware of Paramount's repeated offers. There are other potential suitors for Warner who seem to be emerging. Let me just say this. Because. It's not a reality yet, and so there's no real need to speculate too much. I would like to comment that AMC is thrilled beyond thrilled that David Ellison and his organization led by Jeff Shell have bought Paramount. We think they're going to do a spectacular job. And they have committed to greatly increasing the movie count that Paramount will be releasing going forward. Paramount was down to seven movies a year. We think that Paramount is on record as saying they want to more than double that movie count as quickly as they can under the ownership of David Ellison. Similarly, Warner Bros. has told us that they also—I think they were down to 11 movies in 2025. And they also would like to be and are committed to increasing the release of more movies in 2026 and beyond. That also is very good for AMC. So. I guess with respect to any potential studio consolidation, our attention will be laser-focused on one issue and one issue only. That is the count of movie releases. Excuse me, that's coming out from studios. Clearly, if it's more movies, that's good for AMC. If it's less movies, that's not as good for AMC. We are watching closely. What we are watching more than anything else is, will the number of movies being issued going forward go up or not? Next question. We've had—and we were just talking about it a few moments ago—we've had a couple of quarter after quarter of really, really strong performance metrics for the business. Kind of related to the question we just discussed as well is, people are asking, "So how sustainable is that? Can we continue to keep these key performance metrics at this high level as the industry box office continues to recover? I'm completely convinced that we can keep these metrics strong, that they are, in fact, not flukes, but sustainable, and that we can grow them. What gives me that confidence is we've been growing them now for six years since 2019, or really in the last three years since the box office sort of got semi-respectable post-COVID. We apply, as a company, so much attention and brain power and mental acuity to getting those metrics up. They didn't happen by accident. We'll apply that same emphasis on keeping those metrics strong and growing looking ahead. There are two numbers that kind of float in my head more than anything else about how AMC survived the last five years. Because, look, I mean, the industry box office is still 20% down from pre-pandemic levels. That's a problem. Some people don't want to admit that's a problem, but that's a problem. It would be much easier for us if we can see the box office grow to what we hope will be a much larger pace in 2026 than it's been the last three years. As I said in my prepared remarks, if you look at the nine-month period from April 1 to December 31 of 2025, the industry has not been on the $9 billion pace that it will probably be on for 2025 calendar year, but a $10 billion pace. It sure would be nice if that's the pace that we have going forward. In a rising box office environment, AMC does very well because two-thirds of our incremental revenue drops the EBITDA line. It's not a linear relationship between rising box office and rising EBITDA. It's an exponential relationship between rising box office and EBITDA. The same attentions that we're paying to keeping these metrics strong comes much more easily in a growing box office. The other metric, the number that—or I said there are two numbers that float in my head—look at our contribution per patron. Our contribution per patron. Pre-pandemic 2019 versus today, it's up 54%. In six years. 54% increase in contribution. We would not be alive today had it not been for our ability to increase our contribution payment per margin by 54%. We are simply a much more efficient operator than we were pre-pandemic, and we don't need the box office to come all the way back to pre-pandemic levels for us to be very successful at the EBITDA line. This other number that floats in my head, of course, is we raised $4.5 billion of equity over the past six years. And $2 billion of debt, which we have since repaid off not only the $2 billion that we raised, but we paid off more than a billion dollars more than that. Our debt levels are actually lower today than they were going into the pandemic. We still owe so much gratitude to our shareholder base, especially our retail shareholder base, who stayed with us all these years because their belief in our future, their willingness to let equity come into our coffers, to keep our cash reserves robust and healthy and strong, are why we've made it. Next question. Do you want to comment a little bit about the M&A environment and. We recently noticed Cinepolis's acquisition of Imagine Entertainment and any thoughts on the M&A environment in this industry for us? Sure. We ended the third quarter with $363 million of cash on hand. Every dollar of that cash is earmarked. Now is not a great time for us to be diverting cash to other strategies other than running our company well and strengthening our balance sheet. Similarly, we are out of shares. It is not like under the current situation we could use share equity capital as a currency for M&A activity. Having said that, over time, our cash reserves will grow from whatever means. When I look at the M&A environment, it looks quite attractive to us right now. Cinepolis, a very high-quality operator in Europe, bought 14 movie theaters in the United States at 5x EBIT, trailing EBITDA, 5x. No, it's only 14 theaters. You couldn't buy AMC for 5x EBITDA because we're 900 theaters, not 14. It does tell you that. Bargain levels. At bargain levels and then arbitrage them into being worth much more if they were part of the AMC network. Not only much more merely because we trade at higher multiples than what you might pick up some of these circuits for in the cheap, but also because if those theaters were run by AMC, we believe they would do better. We have better marketing strategies. We have better purchasing power. I think our ability to deliver the numbers bottom line beat a lot of the smaller operators who are still around in what is still a quite fragmented industry. 40% of the industry is still coming from very small operators. I think the M&A market is ripe for us. To move. If we have the resources to move. Today, we don't have those resources. I can tell you that we are paying a lot of attention to M&A activity. We're still analyzing a lot of potential combinations, small ones, not necessarily big ones. It appears to us there is opportunity out there for us at hand when it's the right time for us to move intelligently. That is as we can do it wit hout compromising either our cash reserves or our absolute commitment to strengthening the balance sheet. A final question here regarding the loyalty programs. We've provided a lot of additional benefits to our loyalty members recently. Some people are just asking for an update about that. How's that going with things like Discount Wednesdays? We did just add a significant benefit by adding Discount Wednesdays to the mix of Discount Tuesdays. Remember, one of our tiers of AMC Stubs is AMC Stubs A-List. Back in May, we enhanced the benefits of A-List. A-List was quite successful for us before. You used to be able to see three movies a week. Now you can see four movies a week. We made it much easier to use the A-List program because you no longer need to fish for a state ID, a driver's license to get in using your A-List. You just have to flash your phone because we added a picture ID to your profile within our A-List, within the app, within the AMC app for A-List. That is all. We did add a lot of benefit. The results are just great. A-List started out right after COVID when we reopened theaters in 2020, having only about 500,000 members. It's up to close to a million, so that's doubled over the last five years. We also introduced a new tier of Stubs, our loyalty program, on January 1, called Premier Go, which gives people double the points generosity that a so-called Insider or member of our free tier gets, and gives them other benefits. It's a path to getting from Insider to Premier. Premier, you got there by paying $15 a year, now $18 a year, speaking of price increases. Now $18 a year. I guess my marketing department would insist I say it's $17.99, so it's not quite $18, right? In a consumer's head, we only raise it by $2, not $3. With Premier Go, you get this increased generosity level. It's not all the way to the generosity level of Premier because Premier is a 5x level of discount. You earn Premier Go not by paying us a $17.99 purchase price, but you earn it basically by making eight visits a year to our movie theaters, which is not that hard to do. Here is the number. We did not have one single member in our Premier Go tier on December 31 of 2024. Sitting here today, we have between 600,000-700,000 of them. By definition, they are seeing eight movies or more a year. This is really good for us. Our knowledge of loyalty programs continues to be enormous. We continue to reap great benefit from it. We are doing this not only in the United States. In 2025, we launched a points-based loyalty program in the United Kingdom. The U.K. has always had, not always, but for a long time has had. Actually, ever since we bought it in 2016, has had its Limitless program, which was a model for A-List. We now have a loyalty scheme in the U.K., just like we have Stubs here in the U.S. That loyalty program in the U.K. is also being spread to some of our other country territories across Europe. This is an area where we know we're doing, and it is one of the reasons why we're optimistic for our future. With that, I think is that the last question for today. I would just like to close by telling you all, I do not know where you're going to be Friday night, but I'm going to be in an AMC theater watching Nuremberg. It's going to be a really great movie, I think, starring Russell Crowe. My goodness, the movies we have coming out over the next eight weeks, it's a parade of one great title after another. I think I can say with some degree of confidence. America and the world is going to be in movie theaters in November and December. We hope we can count you among them. Thank you for listening to us today and joining. We'll talk to you again soon. All the best. Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.