Good morning, and welcome to Alliance Data's fourth quarter full year 2021 earnings conference call. My name is Charlie, and I will be coordinating your call today. At this time, all parties have been placed on listen-only mode. Following today's presentation, the floor will be open for questions. To register a question, please press star followed by one. It is now my pleasure to introduce Mr. Brian Vereb, Head of Investor Relations at Alliance Data. Sir, the floor is yours. Thank you. Copies of the slides we will be reviewing and the earnings release can be found on the investor relations section of our website. Today on the call, we have Ralph Andretta, President and Chief Executive Officer of Alliance Data, and Perry Beberman, Executive Vice President and Chief Financial Officer of Alliance Data. Before we begin, I would like to remind you that some of the comments made on today's call and some of the responses to your questions may contain forward-looking statements. These statements are subject to the risks and uncertainties described in the company's earnings release and other filings with the SEC. Alliance Data has no obligation to update the information presented on the call. Also, on today's call, our speakers will reference certain non-GAAP financial measures, which we believe will provide useful information for investors. Reconciliation of those measures to GAAP will be posted on the investor relations website at alliancedata.com. With that, I would like to turn the call over to Ralph Andretta. Ralph? Thank you, Brian, and thank you to everyone for joining the call this morning. Before we begin with the slides, I would like to address the news last week regarding our contract with BJ's Wholesale Club. As you may be aware, a lawsuit was filed noting the non-renewal of the contract. While we cannot speak further about this matter on the call today, we firmly believe we are in compliance with the terms of our contractual agreement. What I can comment on is our steadfast commitment and track record of delivering the highest level of service and support to our valued brand partners, including operating responsibly and with the utmost integrity. Our leadership team has decades of industry experience and understands the importance of building trusted relationships with our partners and working together to drive long-term success for all of the parties involved. We will be highlighting our achievements on this call this morning as we look back over 2021, a record year for new brand partner signings, successful renewals, and continued significant progress on our transformation. Regarding the BJ's non-renewal impact on our receivables growth and financial outlook, our forecast contemplates business activities, including new brand partner wins, not yet at announcement stage, thoughtful assumptions around our ongoing new business development pipeline and renewal probabilities, and expected but not yet announced non-renewal and portfolio optimization decisions like BJ's. We will maintain financial discipline in both signing new partners and renewing existing ones. As I said before, we will not chase unprofitable deals simply for the sake of growth. We remain committed to delivering responsible economics. With these factors and assumptions, we have clear visibility across our portfolio activity through 2023, underscoring our confidence in our outlook for continued growth. More importantly, we remain committed to our long-term financial target of $20 billion in average receivables for the full year of 2023. As the year progresses, I look forward to sharing updates regarding ongoing success, new brand partner wins, supporting the achievement of our goal. Now, moving to the slide deck, I will start on slide 3. Slide 3 highlights just a few of the major accomplishments we achieved in 2021 as part of our business transformation. We made great strides in simplifying our business model, including completing the spin-off of Loyalty Ventures in the fourth quarter. The spin-off allowed us to strengthen our balance sheet by improving our capital ratios and reducing our leverage ratio, as well as enabling a sharper focus on our investments and future growth plans. The spin-off marks the culmination of a three-year strategy implemented by our board to simplify and streamline the company, the outcome of which is a stronger, more focused business profile with increased flexibility and sustainable growth potential. We continue to develop our full suite of lending products to provide consumers with a diverse set of payment options. For example, we had great success introducing our new proprietary card as it grew to 1 million cardholders and nearly $650 million in outstanding balances at the end of 2021. We project continued success with this product, which provides a diversified growth driver and helps balance our portfolio risks. Our diverse product set, including private label and co-brands, installment lending, and split pay, unlocks graduation and optimization strategies that increase the lifetime value of a customer for us and our brand partners. Product choice allows us to meet the needs of a wide variety of consumers in a way that increases conversion while allowing brands to manage the product mix and optimization profitability. We recently celebrated the one-year anniversary of the Bread acquisition, which added buy now, pay later offerings, including digital installment lending and split pay products. These additions to our product set were instrumental at a time of increasing omni-channel focus by our partners and consumers, increasing digital payment preferences. Our versatile payments platform provides new opportunities to deepen our relationships, expand our total addressable market, and have provided new strategic relationships with RBC, Fiserv, Wayfair, and Sezzle. These partners leverage our nimble and flexible fintech platform to expand and improve their customer experience while also offering greater payment choices to consumers. We will continue to strategically invest in our digital platform, product innovation, marketing efforts, and technology monetization with a planned incremental investment of over $125 million in 2022. Also in 2022, we are scheduled to complete the conversion of our core processing system to Fiserv, which will allow us to be more nimble, manage risk effectively, and leverage new capabilities to drive both revenue opportunities and operating efficiencies. Last but not least, as highlighted in our environmental, social, and governance report, we have continued to refine and prioritize our ESG strategy with board-level oversight. We have an outstanding board of directors, which is aligned with and confident in the strategic direction of the company and is supportive of our ability to make disciplined financial decisions to drive long-term value for our stakeholders. Moving to slide four, I will highlight a few key updates for the quarter and full year. I am happy to announce that we exceeded our 2021 financial guidance, driven by stronger than expected revenue growth, thoughtful expense management, and positive credit performance. We are well positioned to build on this momentum in 2022. Consumer activity remained strong with credit sales up 15% in the fourth quarter from the prior- year period. Our beauty and jewelry verticals remain the front runners with holiday sales up more than 30% in each category. We saw particular improvement among Millennials and Gen Z, with spending and transaction activity during the holiday season exceeding pre-pandemic levels. While diverse purchasing options across all channels is important to our brand partners, we did see a notable year-over-year increase in in-store transactions in the fourth quarter. As previously discussed, our business development pipeline remains robust, and you are seeing the results in our announced new signings and renewals during the quarter. Moving to slide five, I will highlight a few of these names. We signed several large new brand partners in the fourth quarter, including the National Football League, with its tens of millions of fans and their 32 affiliated club shops located at their stadiums. Michaels, the nation's largest retailer of arts and crafts materials with over 1,000 stores across 49 states. B&H Photo, which went live last week and is one of the world's largest independent retailers of photo, video, audio, computer, and creative technology equipment with nearly 50 years in the business. Finally, TBC Corporation, one of North America's largest marketers of tire repair and automotive services delivered through a multi-channel strategy for over 65 years. TBC has more than 3,000 franchise and company-operated tire and automotive service centers under brands like National Tire & Battery, Big O Tires, and Midas. We look forward to working with these new partners to drive incremental sales growth and customer loyalty through our comprehensive product suite and exceptional customer service. These new partners are prime examples of our ongoing vertical diversification efforts, and we continue to actively add new brand partners, which we will announce in the coming months. This morning, we announced the early renewal of a long-term agreement with Ulta Beauty, a top Millennial brand and one of our largest and fastest-growing brand partners, selling over 25,000 products at more than 1,300 stores and on ulta.com. The Ultamate Rewards credit card is designed to enhance the benefits of Ulta's loyalty program and increase engagement and spend among the 36 million loyalty members. Importantly, this renewal reinforced our industry-leading position in the beauty vertical. We have a demonstrated track record of growth that was important to Ulta for our continued relationship. Our breadth of lending products provides customer choice, increases top-of-the-funnel conversion while allowing Ulta to optimize the product mix for lifetime customer value. We have also renewed our relationship with Toyota, a preferred Gen Z brand, and Lexus, which further extends the growth of our diversified portfolios. With these renewals, nearly 90% of our year-end receivable balances, excluding BJ's, are now under contract through 2023. This clarity should provide additional confidence on our long-term receivables outlook and overall growth potential. Additionally, we continue to successfully add new online merchants through our direct acquisition platform channels, doubling new merchant additions in the fourth quarter compared to the third quarter. This success provides additional merchant diversification and is another source of our ongoing growth. A select few of the partners added to the platform are displayed on the right side of the slide. Also, our strategic partnerships continue to progress with new merchant additions to the RBC platform, as well as to the Fiserv platform pilot in the fourth quarter. We will be better positioned to provide additional details on the platform activities for Fiserv as we move from pilot stage to a full rollout. For Sezzle and Wayfair following our expected launch in the first half of 2022. We continue to monitor the changing buy now, pay later landscape, particularly in split pay or pay in four environment. As with any business, the consumer, economic, competitive, and regulatory landscape is continuously changing. However, the vast majority of our platform, businesses, and pipeline opportunities are aligned with our digital installment lending product where the returns and growth opportunities remain strong, where we will remain responsible and disciplined with adding new partners to ensure we are receiving acceptable lifetime customer returns. We remain the only provider who is primarily focused on deeply integrating with merchants and partners, allowing the customer to stay on the merchant site throughout the shopping journey rather than being directed to a third-party site or app. This is an important distinction, as many third-party sites promote multiple merchant offers and their number one priority is having their app downloaded so they could become the entry point of the shopping journey. This ultimately disintermediates the merchant. Our number one priority is sales conversion for our brand partners. We've launched bank compliant products that follow regulatory guidance, have strong underwriting discipline, lower cost funding, and industry experience that gives us confidence in making the appropriate responsible decisions to drive long-term shareholder growth. Finally, I am confident that with a full spectrum of lending products, we can compete, win, and drive growth with any size partner or merchant, from large brands like Victoria's Secret, Signet, and Ulta, to smaller merchants. Our ability to drive strong results for our many brand partners has been, and will continue to be the key to our success. I'll now turn it over to our CFO, Perry Beberman, to review the financials and our outlook for 2022. Perry? Thanks, Ralph. As a result of the Loyalty Ventures spin-off, our income statement and balance sheet have been recast with the LoyaltyOne segment and spin-related items reflected as discontinued operations. As you can see on slide six, this impacted net income for the quarter by $44 million, which was primarily comprised of related transaction costs, the release of a net investment hedge, and allocated interest expense. The remainder of the slides will focus on the continuing operations portion of the business. Slide seven provides our fourth quarter highlights. Credit sales were up 15% year-over-year to $8.8 billion as consumer spending continued to recover. Average receivables were up 2%, driven by strong credit sales and the recovery economy, providing for year-over-year momentum as we enter 2022. Revenue for the quarter was $855 million, and income from continuing operations was $61 million. Revenue increased 11% year-over-year, while total non-interest expenses declined 12%. Diluted EPS from continuing operations of $1.21 was impacted by a higher provision for credit losses, primarily due to provision build of $187 million for continued portfolio growth and the seasonal increase in year-end receivables. Credit metrics remain strong, with net loss and delinquency rates of 4.4% and 3.9%, respectively, for the quarter. Moving to slide eight. Slide eight highlights the key financial metrics for the full year. Credit sales were up 20% year-over-year to $29.6 billion. Revenue for the year was $3.3 billion, and income from continuing operations was $797 million. Revenue was nearly flat year-over-year, while total non-interest expenses declined 3%. Diluted EPS from continuing operations of $15.95 improved, driven by a lower provision for credit losses due to lower credit losses and a lower reserve rate at year-end. Our net loss rate was 4.6% for the year, remaining well below our historical average. Turning to slide nine. As part of our ongoing efforts to provide additional transparency and comparability in our reporting, we have transitioned our financial reporting to more closely align with the presentation of traditional bank holding companies. Looking at the fourth quarter financials, total interest income was up 7% from the previous year, attributed to higher average receivable balances and improved loan yields. Total interest expense improved 24% due to continued improvement in our cost of funds, which you can see on the following slide. Non-interest income, which primarily includes merchant discount fees and interchange revenue, net of the impact from our share agreements and customer rewards, declined slightly in the quarter, driven by higher credit sales activity. Total non-interest expenses declined 12% year-over-year in the fourth quarter, largely due to one-time $48 million real estate optimization activities in the fourth quarter of 2020, partially offset by a 15% increase in employee compensation and benefits costs in 2021. The increase in employee costs were driven primarily by continued digital and technology modernization-related hiring, as well as higher volume-related staffing levels. We have provided additional details on a new expense driver slide in the appendix of the slide deck. Overall income from continuing operations was down 18% for the quarter, driven by provision build of $187 million this quarter versus a relief of $82 million in the fourth quarter of 2020. While pre-tax, pre-provision earnings, or PPNR, improved 52% year-over-year, as you can see on the graph to the right of the page. We are pleased with the PPNR growth over the last three quarters and expect this momentum of year-over-year PPNR growth to continue into 2022 as we profitably grow our portfolio and improve our efficiency. Turning to slide 10. As part of our updated financial presentation and quarterly disclosures, we are providing increased transparency into the components of our net interest margin, or NIM. The left side of the slide highlights our earning asset yields and balances. Fourth quarter loan yields came in stronger than we had expected in October as consumer payment behavior begins to gradually move back towards pre-pandemic levels. Excluding the impact of Fed rate increases, we expect loan yield to remain fairly steady this year as the benefit from payment normalization is offset by continued growth of our co-brand and proprietary products. On the liability side, we continue to benefit from the maturity of our longer-dated funding as new balances are added at current lower rates. As you can see from the stacked bars on the bottom right, our direct-to-consumer deposits have grown from 6% of our average interest-bearing liabilities in the first quarter of 2020 to 18% this last quarter. As this growth continues, we anticipate our cost of funds continuing to improve in the first quarter. However, once interest rates begin to rise, the benefits from lower cost of funds will reduce. Overall, rate increases will be nominally accretive to the net interest margin as variable priced assets slightly offset increases in funding costs. Moving to slide 11. I will start in the upper left. Our delinquency rate increased 10 basis points versus the previous quarter due to normal seasonal trends. On a year-over-year basis, the delinquency rate was down 50 basis points. On the upper right, you can see that we had a loss rate of 4.4% for the quarter, still well below historical averages. Turning to the bottom left of the page, our allowance increased sequentially due to seasonal balances. The overall reserve rate remains steady at 10.5%. We anticipate that the reserve rate will stay in this range until greater economic certainty emerges. Lastly, on the bottom right-hand side of the page, our revolving credit risk distribution was consistent with the third quarter. Our risk mix and associated delinquency and losses are the result of our ongoing thoughtful management of our book, as well as the strong payment rates indicative of the general health of the consumer. We expect these rates will begin to trend back towards historical averages in 2022 as COVID-related federal stimulus programs wind down. Slide 12 provides our financial outlook for full year 2022. We remain optimistic for a steady normalization of both economic activity and consumer behavior, and we remain vigilant in monitoring COVID conditions and the impact on consumers and our brand partners. Our outlook assumes a moderation in consumer payments throughout 2022, with payment rate volatility leading to the ranges provided. Four Fed rate increases are included in our 2022 outlook, with our models indicating that these rate hikes will result in a nominal benefit to total net interest income in 2022. Our full-year average receivables are expected to grow high single- to low double-digit as continued sales momentum, net brand partner additions, and direct-to-consumer products will drive strong growth. We expect year-end 2022 year-over-year receivables growth to be slightly stronger than our average receivables growth. As Ralph said, our previously provided outlook contemplated the BJ's non-renewal. Timing of the BJ's relationship wind down will likely cause some quarterly volatility within our forecast, but that does not have an impact on our long-term outlook of $20 billion in average receivables for the full year of 2023. We expect revenue growth to be aligned with average receivables growth in 2022. Net interest income growth is expected to be slightly favorable to average receivables growth as our NIM benefits from lower funding costs early in the year. This change in year-over-year non-interest income is anticipated to offset the slight favorability in net interest income. Note that conservatively, our guidance does not include any potential impact from the monetization of our 19% equity stake in Loyalty Ventures or any potential gains from portfolio sales. We are targeting modest full-year positive operating leverage in 2022. As Ralph already mentioned, we plan for incremental strategic investment over $125 million in technology modernization, digital advancement, marketing, and product innovation to fuel growth opportunities and future operating efficiencies. A large portion of the investment is expected in employee expense as we continue to hire digital engineers and data scientists to drive our continued business transformation. We also plan for higher marketing expenses in 2022 as a result of portfolio growth, new partnerships, and new products. Information processing costs will increase as a result of our ongoing technology modernization, including the conversion of our core processing to Fiserv this year. Our strategic investments will be thoughtfully balanced with our revenue growth outlook. We're making investments now to stay ahead from a technology perspective in today's dynamic environment. Regarding our net loss rate, both loss and delinquency rates were at historical lows in 2021. We expect credit metrics to begin to gradually normalize throughout 2022. We anticipate that the full year 2022 loss rate will remain in the low- to mid-5% range, still well below historical averages. As we discussed at our investor event last year, our disciplined portfolio and partner management focus on risk reward trade-off enables us to drive profitability and growth even at slightly higher loss rates. I would also reiterate our confidence in our long-term outlook. On average, through the cycle, net loss rate below our historical average of 6%. Overall, we are excited for the opportunities in front of us for 2022. We are making thoughtful investments and decisions to ensure we are driving long-term value creation for our shareholders. Operator, we are now ready to open up the lines for questions. Ladies and gentlemen, if you'd like to ask a question, please press star followed by one on your telephone keypad now. If you change your mind, it is star followed by two. When preparing to ask your question, please ensure your phone is unmuted locally. Our first question comes from Sanjay Sakhrani of KBW. Your line is open. Please go ahead. Morning, Sanjay. Thanks. Good morning. How are you guys? I had a couple of questions just on the marketplace. Obviously, it's very competitive, and you guys have had wins and losses. While we don't know, you know, what this other win might be, but Ralph, maybe you could just talk or Val, maybe you guys could just talk about, you know, what this means, right? Because some of the losses you have are good customers, and they were merchants that were growing well. We obviously don't know what you're getting, but maybe you could just talk about what the dynamics are and how competitive it is and, you know, how you expect to win going forward. Of course, Sanjay. You know, the nature of our business is you have wins and losses. That's the business we're in. What makes me confident and successful is we have far more wins and renewals than losses. If you think about 2021, it was a banner year for us. Double-digit renewals, double-digit wins. You know, when you lose something, you put it behind you. You plan for it, and you put it behind you, and we did that. But if you look at the wins we just talked about today, Michaels, NFL, B&H, and Ulta as a renewal, thousands of locations, national brands with millions, literally tens of millions of customers and loyalists. That's our sweet spot. We are going to grow that with our existing and new partners. That's what we focus on. The flexibility of our business enables us to compete with the big guys. Some of the things we talk about are takeaways from the big guys and also small- and mid-size, and to grow those partners as well. You know, you never like to lose a partner, but you move forward with new partners and renewals. We have a broad product set that really appeals to, you know, new partners. As we renew, we just demonstrate to our partners, like Ulta, that we're going to grow the pie and lean in hard on digital and, you know, omni-channel servicing. Okay. Just a follow-up, Ralph. You mentioned the regulatory pressures on buy now, pay later, and some of the merchants actually viewing them as disintermediators. I'm just curious how you think this shakes out. I know you guys have a little bit of a hedged model, but do the merchants get it? And how are they responding to that? Yeah, I think the merchants are starting to get it. Last year, there was a little desperation in the marketplace. They wanted, you know, volume. And I think buy now, pay later gives them that volume. But it's that second and next transaction that the merchants aren't seeing. And I think that's causing them some pause. As I mentioned, you know, the buy now, pay later space is very competitive. Now it's under regulatory scrutiny. And, you know, it's all about, I want to be, you know, I want to be the entry point. We're very different. We have partnerships. We want to drive that next transaction with our partners. And we've been in this business for a long time. You know, we built a regulatory product. We know what the regulations are. We know how to underwrite, you know, and I think for us, that gives us a really good hedge and a really good advantage going forward because we're ready to go with a compliant product, and others are going to have to play a little bit of catch up, and they're under a little bit of scrutiny. I appreciate that. Thank you. The other thing, Sanjay, before we get off this question, if you think about our product, it's split pay and installment lending. Installment lending is the place where there's real profitability for us. You know, we'll be in split pay business, but installment lending is where there's real profitability and growth. Got it. Thank you. Thank you. Our next question comes from Bob Napoli of William Blair. Your line is open. Please go ahead. Thank you. Good morning. Just on your long-term ROE targets, are you going to have an ROE target? Or what should be the return on equity for this company? I mean, are you going to give EPS? Do you plan to give EPS guidance? I know you give all the pieces, but I just wondered if you're going to take that a step further. Yeah. I don't think we're going to be planning to give an EPS target at any point in the near term. You know, we have previously communicated mid-to-high 20s in our long-term plan. You know, that's what we're building the business for. I mean, you heard Ralph talk about, you know, we're focused on profitability. That holds true for our partner renewals, new products that we launched, the partnerships. That's what we're focused on. Now, with that said, I think you all know from, if you look at your model, the faster you grow, you put on a little bit more of that CECL growth tax. That, you know, you moderate growth in the long term, that kind of dissipates. You know, I think you're going to see a little bit lower ROE when you're in high- growth mode, and then it'll temper. The long-term targets of what we're building towards is absolutely, you know, that mid-to-high 20s. Thank you. I guess the Ulta renewal, congratulations on that. This follows on Sanjay's question on the industry. What were the economics? How different were the economics on Ulta? I guess mid-to-high 20s ROE speaks to what your view is of the economics of the industry. I know if you go back years ago, portfolios never, you know, rarely changed hands. I mean, that changed. How was the economics on the Ulta renewal, and how do you feel about, you know, are the economics for the overall industry, you know, moderating? Yeah. We feel the Ulta economics were fair for both sides. When you enter a partnership, a renewable partnership, that's exactly what you want. You know, we've demonstrated to Ulta that, well, w e've demonstrated that we're growing that portfolio, and we'll continue to grow that portfolio. Our enhanced product suite, again, was confirmation for that. We are thrilled. It is a high-growth vertical for us, and we will grow the overall pie. There'll be benefits for both Ulta and us. We feel very comfortable about that new relationship and the renewal. Thanks. Just to sneak in one last one and following up on buy now, pay later. Ralph, do you feel like the model is settled for the—for ADS or for the industry, the profit model? I mean, there's some big players out there that I think it's still moving around on the discount rate versus the, you know, the interest income and, you know, other fee income. But has—how confident are you in the profit model around buy now, pay later? If I kind of bifurcate buy now, pay later, to me, there's two parts, right? You have installment loan. I think, yes, on installment loan is settled, and there's profitability and growth there. I think yeah, from that perspective, it is settled. I think with buy now, pay later, which is, you know, you know, four payments and so forth, a lot of work to be done. I think that market is still unsettled. You know, and particularly from a compliance perspective, right? You know, there's a little bit of regulatory pressure. You know, for us, you know, we're used to that regulatory pressure. We've had it for years, and we respond to it well. I think that split pay, and I want to be particular, you know, be specific on these, you know, the four pay and that split pay is where I think there's some unsettlement. Installment loan, I think has been around for a very long time. We have a very, you know, digital flexible platform, and we see growth there. Yeah. I would add to what Ralph said. You know, the installment loan product has a bigger ticket, and, you know, we know how to underwrite that, whereas your split pay tends to be lower. You know, when you think about where we're going to lean in and grow, we're going to do it responsibly, and we'll be aggressive at the right time. If split pay looks like it's not providing the economics we want, we're not going to lean in as much there. You know, we'll throttle up and down. But we're ready to pounce when the market settles out on split pay. Thank you. Our next question comes from Bill Carcache of Wolfe Research. Your line is open. Please go ahead. Morning, Bill. Hi. Good morning. Ralph and Perry, thanks for the additional disclosures in the deck. I guess what would you view as your steady-state reserve rate given your risk appetite and expectation of sub 6% through the cycle NCOs? You said, Perry, I believe that, you know, it should hold at 10%-10.5% until there's greater clarity. Does that suggest that you'd expect it to eventually move lower once we move beyond the pandemic? It seems like you have lower loss content in your book than you did on day one, but you now appear to be running with higher reserves. Maybe if you could just frame for us how you're thinking about that. No. Thanks, Bill. Great question. I think when we spoke last quarter, we had said there were, from our position, trying to be cautious given the degree of uncertainty. If you think about last quarter, COVID cases have gone up 5x since that point. Omicron took off, and I feel it was pretty prudent that we held that posture. Now as we're moving through this, we're in a position where we're trying to wait and see and be prudent with that. Now, remember, we're only 12%-13% above day one CECL reserve rate. The others are still above 20%, some are obviously less, but I think everybody's taking a different position, and there's a number of different possible outcomes. You know, our customers benefited more greatly from the government stimulus, and so we're going to be—you're going to see us probably have an earlier normalization. What happens in the next three to six months will help drive that. I would expect as we're, you know, as you said, and as I said, we are going to have a, you know, through the cycle loss rate, you know, below the 6% average, you know, that would give us a good line of sight that at some point we should go, you know, start to reduce that reserve rate, all else being equal. Thank you. That's very helpful. Separately, can you discuss how you're thinking about the relative importance of starting up the buyback again on one hand and on the other, building capital back up to peer levels where CET1 gets up to that, call it 10%-11% range at the enterprise level? Then, you know, just I guess extending the, maybe the question that Bob asked earlier about ROE, could you maybe just close the loop on us and tell us what that translates into in terms of ROTCE? Thanks. Yeah. Let me comment on the buyback. I mean, you know, Ralph talked about in the past or, you know, we think about capital. Number one is growing this business. We're going to deploy capital for growth, and then make sure we're getting the right returns. Then over time, we obviously need to get our capital ratios up to, we'll call it peer levels of where it should be. Then at that point, you know, we'll be able to put in front of the board options for a buyback program. You know, I think the only thing we're giving guidance around right now is total ROE. That, you know, as Ralph, you want me to offer that, but I think that's consistent with what we've said. Yeah. You know, the mid-20s ROE. Yep. It's consistent. You know, we said that, you know, our view is we'll get there in 2023 when we get there responsibly. You know, buyback's important to us. You know, the use of capital is to continue to grow the business, pay down our remaining debt, and then obviously return to shareholders, whether it's dividend or buyback, and we'll put that in front of the Board when appropriate. You know, our balance sheet is strengthening. It just got, you know, a shot of adrenaline with the spin-off. We'll continue to do that. When we believe our ratios are appropriate, we'll put that in front of the Board. That's very helpful. Thank you for taking my questions. The next question comes from Mihir Bhatia of Bank of America. Your line is open. Please go ahead. Good morning, and thank you for taking my questions. First, let me just also add my thanks for the incremental disclosures in the presentation. I really hope you'll continue to provide those consistently going forward. Maybe, look, I understand you can't talk about a specific renewal or make any announcements right now. Given BJ's is around, you know, 9%-10% of your receivables, if the press reports are right, you can imagine there's a little bit of consternation with your investors. Maybe talk broadly about a couple of things. First, just should the expectation be that BJ's gets backfilled with like one of your big portfolio announcements, or is it going to be a series of smaller announcements? Just in terms of your pipeline with regard to 2022 opportunities, are there certain verticals or products that you're focusing on 2022? Just lastly on the same topic is just about future non-renewals contemplated in the guidance. Are there more non-renewals we should be aware of that could happen in 2022 or 2023? Thank you. Wow, that's a long question. Let's see if I can take all those parts. Listen, this will probably be my final comment about BJ's. You know, nobody likes to lose a partner, but you know, they're in our rearview mirror, quite frankly. We will do what's appropriate and have a, you know, integral separation from the company. At the end of the day, our focus is on growth. On the new partners we talked about, the NFL, Michaels, B&H, TBC, Ulta renewal. We'll talk— you know, and then what we have yet to announce. Now, we're not going to announce something prematurely, but I will tell you that our guidance hasn't changed. Our guidance contemplated a loss of a partner and additions of partners, and our growth comes from organic and inorganic. We are confident, you know, in our 2022 guidance and that $20 billion of average receivables in 2023. I'm, as I said, you know, we're focused on the future and the future of the partners we mentioned today and the renewals and the partners we'll mention and announce during 2022. Yeah. Then to add on to what Ralph said, you asked a question around additional products. You know, we talked about this before, diversifying our product set, you know, growing installment lending, proprietary card products. That combined, again, those strategies all in, and we're sticking to the strategies we've laid out and executing against those, and that's what will drive us to the targets around receivables growth. Got it. I guess just to confirm, maybe you don't want to answer, but are there any other non-renewals contemplated for 2022? Because I think you also said that. Your question had so many parts, I forgot one. My apologies. Sorry. I apologize. Yeah. No, no worries. Listen, all I would say is 90% of our A&R through 2023 is secure. You can do the math from that. Okay. You can make inferences from that, 90%. Got it. Just as a last— And for— Yeah. That doesn't mean 10% are not renewing. It just means that those are still yet to be worked on and are being worked on for continued renewal. Got it. No, that's helpful. Just the last one was, I guess just switching topics maybe completely just on credit. Are you seeing—w e've heard from one other issuer about, you know, little bit of different pace of normalization between different FICO buckets. I mean, to be clear, nothing to be worried about, but there is—w e are starting to see some differences. Are you seeing the same thing? Anything worth calling out there? I'll just stop there. Thank you. Yeah. I think I mentioned that earlier a little bit, right? If you think about that, you know, we have a concentration in the private label space. You know, our consumers who are, say, more near-prime are seeing a little bit faster normalization than those customers that are high, you know, high risk scores that are really strong, that have more transactive behaviors. You know, to give context, if you think about that there's still close to $2 trillion-$2.5 trillion of savings pent up out there. That's sitting in the—l et's put it this way, i t wasn't directed to the low-income folks or the near-prime, i t's sitting out in those savings accounts. People who need to spend the money have spent the money, and the stimulus is unwinding. That's where you're starting to see that. With us, you know, we've got a balanced portfolio, and, you know, we've got the mix of both. We can see what's happening to the full spectrum of those customers. The, you know, that's what's driving our delinquency up, say, a little bit sooner. I think it's, but I will tell you this, we're actually better than we thought we were going to be at this point right now, you know, with the most recent quarter. Things are normalizing, but, you know, I think we're very positive on the outlook. Okay. Thank you. The next question is from Jeff Adelson of Morgan Stanley. Your line is open. Please go ahead. Morning, Jeff. Hi, good morning, guys. Just as we think about the loan growth target for this year, I know you guys have spoken in the past about your long-term loan growth or receivables growth being roughly 2/3 coming from organic growth, 1/3 from inorganic growth. Are you thinking about a similar mix of growth this year? I know we're basically done with the BJ's questions, but is there anything you can do to help us with the timing of that portfolio? I think that there's some speculation that's more of an, you know, August date. Anything you can help us think through the timing and growth map there would be helpful. Yeah. I think as you think about the how we're growing, there's absolutely a mixture of organic and inorganic, and that will vary in any given year or any given quarter based on the biz development activity that we have. I really can't comment specifically on that. In a year like this, you've got a net going out. You've got the net positive coming in. You know, we're going to be net up overall. You know, the wins and losses they net. You know, how we get there is probably a bit more on the organic side when you think about the netting of the wins and losses of the partners. You know, in terms of the timing of the non-renewal, you know, that's something that is in active discussion and something we can't comment on. There's definitely that will add a little volatility into, you know, whatever quarter that happens in. We do have a, you know, a central view in our guidance that we've provided. Understood. Just maybe switching to expenses. I know you've given the guide for modest full-year operating leverage in 2022. Are you guys thinking about targeting potentially an efficiency ratio over the medium long term as you kind of continue along this path? I think you're at 50% right now, and your peers are more in the 40% or so range. Yeah. I think over the, if we deliver positive operating leverage, then that's the goal. Ralph and I have talked about is we want to give the team flexibility to invest in our future. If revenues come in a lot stronger this year, we may lean in harder to be opportunistic on those investments. The investments that we're making will provide continued long-term revenue growth. At the same time, we have a big portion of investments that are driving efficiencies in our cost to serve. Our expectation is over the long haul, we expect an improvement in our efficiency ratio. Yeah. Thanks. Thanks for the questions, guys. Thank you. The next question comes from John Hecht of Jefferies. Your line is open. Please go ahead. Morning, guys, and thanks for taking my questions. Your yield increased, you know, nicely in the second half of 2021. I'm wondering how much of that was, you know, whether it was mix or fee. You know, there was enhancements from some fees, maybe from some contribution from Bread. Outside of rate hikes, what might influence that yield in 2022? Sure. You know, one of the biggest thing that's happening is some of the behavior. The payment behavior is starting to normalize. When you think about payment rates normalizing, you know, the rollover behavior, some additional delinquency drives some fees. You know, that starts to normalize it. That will, you know, happen in, you know, say, the near term and throughout 2022. At the same time, you have product mix shifts occurring. When you put on higher credit quality, co-brands and proprietary card often comes with lower yield but also lower losses. When you think about the interplay between revenue yield and credit losses, they have to be looked at in tandem. Okay. That's helpful. Thanks. Second, I mean, your commentary on Bread is interesting. The installment component, it's profitable, but the split pay is, you know, you perceive it as potentially not profitable. What about the split pay is not profitable? Is it skipped payments? Is it customer acquisition? Is it the cost to manage the process? I'm just interested because that's an interesting, you know, take on that product relative to other things we've heard. Yeah. Let me clarify that. You know, it can be profitable if it's done correctly, right? I think that to me is our focus, is to do it correctly and make sure that we are, you know, compliant. We're not chasing transactors. That there's an ability to cross-sell. That there's our ability to, you know, extend the relationship with the customer. But all that makes—t hat's how you do it. It's, you know, stickiness and longevity. That's why I think we have the right product for the merchants because it's about driving that next transaction, not just, you know, loading an app and disintermediate the merchant. We're on the merchant side. I think it's gonna, you know, the profitability is gonna evolve and mature. It's gonna be a mature market. It's a hot new market that's starting to settle. You know a market's starting to settle when it gets the attention of the regulators, quite frankly. You know, we anticipated that. That's why we spent, you know, the right amount of time making sure that we had a compliant bank product that could stand the test of review. That I think gives us a good advantage, and that's how you do it. Okay. Appreciate that, guys. Thanks very much. The next question is from Meng Jiao of Deutsche Bank. Your line is open. Please go ahead. Hi. Good morning, Ralph and Perry. Thanks for taking my questions. I wanted to sort of get your thoughts on in-store versus digital. I mean, clearly, we've seen that second quarter of last year was a benefit to online, but that's, you know, sort of fallen back down to roughly historical levels or even below. I guess my question is, why do you think that percentage of digital sales hasn't really been sticky? Do you guys feel it necessary to sort of increase this from these current levels? If so, how would you accomplish that? Yeah. You know, it's interesting. You know, I think there's a strong social aspect to purchasing. You know, people like to go in the store, feel something, try it on. I'll speak for myself. You know, it's hard for me to buy soft goods online. I like to go and feel and see what it is. I think there's some social aspect to that. I think digital will always be important. You know, I think people have gotten used to the hybrid model now, the in-store model and the digital model. People will pivot based on, you know, based on the environment. Importantly, when they pivot, we are there to pivot with them. You know, I think it'll, you know, as long as they're transacting with us, whether it's digital or in store, we're happy and we can accommodate that. Gotcha. Great. I guess, Perry, a question for you. I wanted to follow up on your comments regarding deposit costs, specifically the lower cost of funding in 2022. Just, you know, sort of can you give us more color on, you know, the cost of deposits and how they'll trend from sort of current levels, especially as you know, mentioned rate hikes or could begin later in this year? Yeah. I think when you think about deposits, what we've talked about in the past is a large part of the loan growth, or the receivables growth that we're going to see over the coming year or two are gonna be funded by more direct-to-consumer deposits. When you look at the rates of our funding of different instruments, you know, we're replacing or say, not replacing, but we are growing into a lower cost of funds product than other instruments. As it depends on how far rates rise, you know, in terms of what that guidance would look like. You know, we've modeled in four rate hikes, so we'll see some early period benefits as we fund, you know, the growth with deposits. Remember, our assets are largely variable rate as well. As cost of funds go up on deposits, you know, they're offset by increases for our variable portion of the portfolio. Gotcha. Great. Then just one quick one. Sorry about that. Have you sort of seen any impact from Omicron recently and how sales have trended relative to that in January? Thank you. Yeah. You know, sales were strong in the fourth quarter. Both Perry and I mentioned the 15%, you know, year-over-year growth. We did see sales growth, you know. It's early days. We saw some sales growth in January, but you can see that Omicron is having a bit of an effect on growth. Thank you for taking the questions. Yeah. I would add to that is, you know, just as the last time, we're very confident going forward. I mean, this spike in Omicron is going to pass. It's already, you know, should start to settle out. Candidly, we're surprised at the extent it didn't slow people down through the holiday season and more recently. But I think it's as much of an impact as, you know, people being able to get into work as it is their desire to shop. I, you know, we feel confident, and I think now that we've seen it with two different variants, that this will pass. Yeah. I think the last thing I'll say is people are now shopping with a purpose. You know, when they go to, you know, they're not browsing, they're shopping. That you see, you know, that gives us confidence in our sale and, you know, our sales projections. The next question comes from John Pancari of Evercore ISI. Your line is open. Please go ahead. Morning. Morning. I know you had indicated that your guidance assumes the non-renewal on BJ's. Just one clarification. Does that mean that you do assume that the back book is sold as well, not just the discontinuation of the relationship for the new purchases? Well, you know, we can't specifically talk about anything within the, you know, about the contract with BJ's. You know, typical in these transactions, the back book is often, you know, considered for sale. Got it. Okay. All right. Thanks for clarifying. Separately, on the revenue share agreements, can you possibly help size up where your RSA stands now from a ratio perspective? Maybe give us a thought on the trajectory, how we should think about that if we are able to begin modeling that out here. Thanks. Yeah. Right now the RSA is included in our non-interest income, and you should think about that as, you know, largely growing in line with credit sales. You know, again, there's a lot of different unique relationships, but if I was looking to give you a proxy, I would use that as a proxy. Okay. All right. Thanks. Lastly, in terms of the rate assumptions, I know you indicated you have four rate hikes dialed in. Can you just maybe help us with the sensitivity to your net interest income from a 25 basis- point increase in rates? Yeah. It will vary over time, right? I mean, that's the sensitivity. What I would tell you is, you know, we've indicated it is a nominal impact, so it's slightly accretive. Again, it goes back to there's a point in time where if it goes up, you know, dramatically, you know, there may be a different view. In the near term, for what's expected with the four rate increases in 2022, you could think about that as, nominally accretive. Got it. Okay. Thanks for taking my question. You bet. The next question comes from Bill Ryan of Seaport Global. Your line is open. Please go ahead. Good morning. A couple of questions. One, in the guidance you talk about non-interest income, year-over-year change expected to offset the favorability in net interest income. I wonder if you could elaborate on that a little bit more. Kind of follows along the last question. Is that anticipation of a little bit higher RSAs or rewards on your new proprietary card credit sales? If you could just kind of provide some color on that. Second, has there been any geographic change in the revenue recognition associated with Bread in the new presentation format? Because I believe you were putting it all in the effective yield under the prior presentation format. Thank you. You know, MDF is in non-interest income for Bread. I'll mention the Bread one first. You know, that's where we have that sitting. As it relates to your question on the RSA, I mean, that will go up with sales. You know, proprietary card is another growth piece. If we have incentives to grow a proprietary card or customer rewards, those things are typical of what you would see in there. You know, again, that's netted against interchange income that we would receive. And then for the yield component of Bread products, that is in NII, in net interest income. Okay. Thank you. The next question comes from Dominick Gabriele of Oppenheimer. Your line is open. Please go ahead. Hey, great. Thanks so much for taking my question. If we just think about the credit sales growth year-over-year that you would need, that you're kind of assuming that would get you to your roughly $20 billion average balance in 2023, how should we think about that growth rate? I just have a follow-up. Thanks. Yeah. I mean, I think of it as, you know, in terms of the general rule of thumb, it'll grow in line with average receivables growth. Now, that can depend on product mix and revolving balances. You know, if we put on a lot more transactors, well, then clearly, you know, the spend would have to grow faster to achieve that. If you put on, you know, more PLCC that has high revolve, those balances will grow in line. You know, overall, I think it's a good proxy to think about it growing in line with average receivables guidance. Great. That makes a lot of sense. I guess if we just think about, you know, Mastercard just reported U.S. credit sales up 33% year-over-year in the U.S. If we think about that number and general purpose in general versus private label growth in credit card and some of the dynamics that are playing out between consumer desires as you look, you know, on the shift in spend, maybe you could just talk about where that's been, how you think that might affect your business going forward as the shift in spend, as maybe experience versus store sales. Anything that could help us understand just general positioning and whatnot. Thanks so much. Really appreciate it. Yeah. You know, I you know, I saw that data, and you know, some of that I would think is pent-up travel demand, some of that spend. You know, I think, you know, travel demand's a big ticket, and I think some of that demand was that. I was very comfortable with 20% year-over-year growth in our portfolio. That portfolio was both private label and, you know, our general purpose cards. A 20% average is, you know, really healthy without travel as, you know, as a dominant factor. I think if you look at two of our growing verticals, jewelry and beauty, those grew 30% year-over-year in the fourth quarter. You know, I think there is growth there, but I think that, you know, some of that was in, you know, that 30+ number was some pent-up travel demand. Thanks so much. Appreciate it. The next question comes from Reggie Smith of JPMorgan. Your line is open. Please go ahead. Hey, good morning, guys. Thanks for taking my question. Not to beat a dead horse, I know folks have asked about BJ's in a number of ways this morning. My question isn't meant to be specific to BJ's, but I wanted to know, when I think about, you know, those types of detailed relationships where a debit card had a pretty rich reward feature, whether it was in gas or cash back, and I would assume, and correct me if I'm wrong, the APR is probably below, I guess, your line average yield for the company. I guess my question is, am I wrong to assume that, you know, probably the economic impact would be less than, you know, what's reported kind of the headline percentage of your portfolio? Am I thinking about that right, or am I being a little? Am I missing something there? Yeah. I mean, I think, you know, traditionally with co-brands, the margins are thinner and they get thinner on renewal. You know, I think your assumptions are directionally correct that, you know, while it is, you know, it, you know, as they reported a portfolio of size, but the profitability wasn't equal to the size of the portfolio, the way I think about it. You know, there's transactors in that portfolio, and the impact to our bottom line was, you know, again, we planned for it and the significance wasn't as great as the loss would indicate. Yeah. I would add to what, you know, Ralph said, and your comment. I mean, these are, you know, highly competitive deals, and there's a point where, you know, the team walks away from a deal because it's, you know, addition by subtraction. You know, I'm not gonna be specific to this partner, but there are sometimes, you know, the right decision for the company is to not pursue at any cost. Understood. No, that makes sense. If I could sneak two quick ones in. I know you guys talked about the payment rate kind of normalizing next year or beginning to normalize. Are you seeing anything in pockets of your portfolio that kind of support that notion beyond, you know, the obvious pieces everybody thinks of payment rates as a category? Seeing anything at this point yet, anything worth calling out? I apologize if this has been covered already. My last question, kind of bundle them together. With the new lenders that were announced, what, if any, impact did Bread capabilities have on those lenders? Was it top of mind with, you know, some of those new partners? Are those gonna be, you know, as currently planned, just kind of legacy ADS programmable type relationships? Thank you. Let me answer the last question first, and I'll turn it over to Perry for the payment rate question. You know, when we talk to new partners or renewals, we lead with a basket of products and capabilities. You know, we give the partner choice. As we sign these partners, you know, it's primarily a cards deal, and of course, we're good at that, and we demonstrate how we can grow the pie. With each of these partners, certainly the Bread capabilities, particularly around installment loan, is under negotiation. We'll, you know, work with them to implement that. One of the things we do is, you know, when we get a new partner, you install that digital suite. You know, all of our products become, you know, ease of integration. That's the important part. The, y ou know, we offer the partner choice, we offer the customer choice, and the ease of integration of that choice is, you know, makes it easier for us to, you know, bring more products to the consumer and to the partner. Yeah. I'll answer your question on payment rate. We spoke about that earlier, you may have missed it. You know, we believe payment rates are going to normalize. We're starting to see some of that from where they peaked out midway this past year. That is starting to occur. You know, wish we had a crystal ball where we could see what that was going to be and exactly when, but that's why we gave our guidance in our AR range. You know, if payment rates remain really high, it could be on the lower side. If they come in better, it will be on the high side. You know, I think we're all across the industry trying to figure that out, and we're all watching it. Got it. Thank you. Appreciate the time. The final question comes from Vincent Caintic of Stephens. Your line is open. Please go ahead. Hey, thanks for taking my question. Just one quick one. On the receivables guidance, the 10% year-over-year that excludes BJ's. I guess if I were to use the news reports number of the BJ's portfolio size, that implies that the rest of your portfolio is growing at 20% year-over-year for 2022. I guess first, you know, if maybe if you could talk about if you're able to give the BJ's size or talk about whether that math is directionally correct. If so, you know, the sustainability of that growth rate going into 2023, I think you know, might seem that maybe the at least $20 billion might be conservative, but that's sustainable. Thank you. Yeah. Let me just reiterate. You know, we've given guidance in high single- to low double- digit growth in our receivables. We're not gonna comment on the size of the non-renewal or the timing of when that might happen. But what we can tell you is we have a good line of sight into our pipeline. We understand our product strategy and growth strategy, and I'm very confident in achieving the range that we've put out there. What that means to the following year is, you know, we have, again, working on the pipeline for that year. We have plans in place to achieve the $20 billion. Okay. Understood. Thank you. Good. I wanna thank you all for joining today and your continued interest in Alliance Data. I must say 2021 was a transformational year for Alliance Data, and we look forward to building our success in 2022 and beyond. Thank you all, and everybody have a terrific day. This concludes today's call. Thank you for joining. You may now disconnect your lines.