Hi everyone. Thanks for joining us here on the second day of our annual Growth Stock Conference. For those I have not yet met, my name is Jared Haase. I cover healthcare delivery and healthcare IT stocks for William Blair. It's my pleasure to introduce BrightSpring Health Services, first time hosting the company here at our conference. With me on stage, we have Jon Rousseau, the company's CEO. We also have David Deuchler, who heads up Investor Relations for the company, in the audience with us as well. BrightSpring's been public now for coming up on two and a half years, and over that time has demonstrated really remarkable consistency, good execution, really broad-based growth momentum across the business, and I'm sure Jon will get into this in a little bit more detail in the presentation, but you really have this vision that's coming together of this integrated platform, enterprise scale really coming together and playing out nicely and driving strong results. Two quick housekeeping items before we get in. I'm required to inform you that a full list of disclosures are available at williamblair.com. After we run through the presentation, we'll move to our breakout session on the second floor in room Jenny B. With that, Jon, over to you. All right. Good afternoon. Thank you, Jared. It's a pleasure to be here. Thanks for your time this morning. We'll roll through a few slides here on our organization. BrightSpring today, we are a leading home and community health services company, really full stop. We think within the world of healthcare, targeting home and community patients and settings is a very good place to be. It is a setting where you have a huge impact on populations. It's often a preferred setting, a lower cost of services as well, where you deliver really impactful, high-quality services. Thus a high ROI for the system. It's a space within healthcare that we've been in for almost a decade now. Within home and community, we've continued to try to drive what we think are our preferred markets. As I said, we serve very needed solutions for more acute chronic patients typically. With our platform, we have really focused on quality and operational capabilities to be serving almost a half a million people every day at this point across all 50 states. We really look to leverage the scale and capabilities of the organization in many ways that we'll talk about. I've been at the organization almost a decade now. It's been a fascinating journey. When I first arrived, we were largely a behavioral company focused on IDD populations. That was about 70% of the business. We have within the last quarter actually sold that business, which was the majority of the organization that I came to. Over time, what you have seen is a continued focus, strategic focus, and evolution on certain target markets and more clinical services that we believe fit well together. The schematic here on the bottom left-hand side of the page, today, we are a pharmacy platform and a provider platform all focusing on home and community settings. Those are really our two big pillars today. We think those fit very well together, as we'll talk about in a few slides. We have three primary service lines in each of the pharmacy and each of the provider business. We've been very focused on leveraging the quality and the operational capabilities that we've put in place over the last 10 years to drive more and more growth to reach more and more patients who can benefit from these services. As evidence of that, we've done over 150 de novo locations. These are new pharmacies, new branch locations, and new geographies that we continue to expand to. We really leverage our capabilities on the acquisition side to do accretive deals, mostly geographical tuck-ins and expansions. We've done almost 80 of those to date, with an almost 100% track record, where we really leverage our quality and operational capabilities and the synergies of our scaled platform to bring those benefits to the acquired operations. If you look at our growth historically, about two-thirds has been organic over this time period, and about a third has been through a very intentional, strategic, accretive M&A. As I started out with, we exist in what we believe to be our, is a sweet spot within healthcare in the United States today and in attractive markets. We serve seniors and specialty populations. We have attractive demographics that are supporting the markets that we're serving, whether it's the seniors population or 8%-12% type growth in the specialty populations and markets that we're in. The markets that we're serving are large and very fragmented, thus creating, I think, a lot more opportunity in the future for a scaled provider and a natural consolidator like us. As I said, chronic conditions, for the specialty patient populations we're serving, tend to grow at about 8%-12% in our markets. Ultimately that is resulting in a growth in pharmacy spend, primarily in the targets that we focused on in the specialty arena. The people we're serving are more complex and make up the majority of the healthcare spend. 5%-10% of the people in the U.S. can make up 50%-70% of the healthcare spend. That is who we are serving, taking care of, and that's where we provide services to them in preferred settings that really lower these costs. That's where we think we are a solution, a continuing solution in the future of healthcare. These patients typically have multiple chronic conditions, and they are defined by polypharmacy. That is to say, they're typically on six or more medications. Historically, what you see with the U.S. healthcare system, and a lot of this is self-evident probably to everybody in the room, but your experience as a complex patient can be very fragmented. It can be very disjointed, whether it relates to your medication and your pharmacy services or the care you're receiving. The platform that we have built to address this over time is one that focuses on these populations in home and community settings, serving both the pharmacy and the provider side of these patients and individual needs. Everybody that we serve will have a pharmacy need, and the vast majority of the people we're serving will also have a provider need. In the future, we see more and more opportunity to serve the multiple needs of these chronic senior and specialty populations. Our clinical services rate at an extremely high level. I think there's opportunities for even more coordinated services in the future, continued scale with geographic expansion, and ultimately, we see potentially adding a third pillar, which would be value-based care, where we've been building out a primary care model, serving people in the community, and ultimately using that model to drive differential and more attractive economic contracts and structures. We believe that we have a very purpose-built platform that not only serves clinical needs today but is very well-positioned for the future of healthcare and what is needed in this space. Key pillars of the platform as we take a little bit of a deeper dive into our business. As I mentioned before, there's really three primary businesses, both on the pharmacy and the provider side. On the pharmacy side, it's our specialty business with a focus on oncology and other rare and orphan therapies. It's our infusion business and our home community pharmacy business. The best way to describe our pharmacy business is it is closed door. It is the opposite of retail, and closed door meaning you can't go in. We go to the customer, to the patient, wherever they are. Whether you're in a skilled nursing facility, a senior living community, whether you're somebody at home fighting cancer, whether you're somebody in a home who needs home infusion therapies, whether you are on hospice in your home, we will go to you wherever you are with very white glove, specialized, and customized services for that setting, for that patient. That is what we do in pharmacy across the board. On the specialty side, our beachhead there and our historical footprint has been more in on the oncology market. That's obviously one of the bigger and faster-growing markets within the specialty world. Thankfully, it's defined by a lot of very innovative therapies that continue coming to the market. We have leveraged the quality and the platform that we have built out in the oncology space into other areas of specialty that we think benefit from the same business model drivers and enablers that we have today, certain rare and orphan therapies, other spaces like cardiac, where we have now been winning new therapeutics in partnership with manufacturers. This market is defined by limited distribution drugs. That is where the biotech or the manufacturers, when they come to market with a new therapeutic, typically will pick and select a pharmacy partner. That can be three, that can be two, or that can be one. This is a dynamic that has really unfolded over the last 10 or 15 years, where we have seen our manufacturing partners really want to work with just a select amount of pharmacy partners that they feel that can optimally serve their patients. These are obviously really serious conditions that we serve and support. It goes far beyond just filling the script. There are over 30 different things we do or points of interaction and support with a patient as they go through their journey. We're proud to be a terrific partner with all of the manufacturers out there. Up today, about 150 drugs that go through this limited distribution drug model. On the infusion side, that's a $20 billion plus market in the U.S. for home infusion. We remain very enthusiastic about the prospects for that business over the long term. For us, we provide both acute and chronic specialty infusible therapies. The history of our infusion business was on the acute side. These are antibiotics, TPN, which is nutrition through the vein. Very steady, stable business, no risk of disruption. We like to build as much scale as we can in the acute business for a variety of reasons, and there's a lot more to go in terms of geographical expansion on the acute side. Chronic, there's a 10-30 drugs out there from a specialty chronic perspective on the infusible side that are all interesting that we are continuing to grow into. Specialty for us, given the history of our company on the acute side, is much more of an upside opportunity that we are continuing to lean into. Home and community pharmacy, that's where we have the majority of our scripts, given the nature of that business. That is going into senior living communities, ALFs, skilled nursing facilities, hospitals, people at home on hospice and home health, behavioral group homes, where we go to that entity on a daily basis, 24/7, with the meds and with the pharmacy support services. It's a really great business that also benefits tremendously from dependable service levels and a lot of scale. As you can see, the majority of the revenue in the company today is on the pharmacy side. It becomes much more balanced when you look at our margins from an EBITDA standpoint when you factor in Provider. The three primary businesses in Provider are home health, hospice, and rehab. These are all terrific markets. They're large markets, and we have great management teams and continue to execute really well on the provider side. This has been about a 15% EBITDA CAGR for us on the provider side for a long time, and it's a business we remain really excited about. Home healthcare, this is going into the home with clinical services, nursing therapy, or the personal care support services to keep people out of the hospital and out of the ER. From a rehab perspective, that's historically been more of a workers' comp and commercial population serving people with neuro and spinal cord injuries, but literally where you go into the home or we have day outpatient center, six hours a day, very intensive rehab for extended periods of time where you make a dramatic change in the patient's future and tremendously bend the cost curve. For example, unfortunately, somebody, could be a 33-year-old car accident, spinal cord injury. You're in that home for 18 months, literally bringing that person back to life. It is an unbelievable business. We're leveraging the rehab platform and capability we now have also into the senior side as we're building out Part B outpatient with [RehabNow], which we are now offering together with home health in senior living communities and extending that into the senior space, which is something that I have a fair amount of experience with before running the rehab and home health businesses at Kindred. From a revenue perspective, this has been a solid grower for us. The margin profile is higher than the pharmacy side and really complementary from that perspective, and it really balances our EBITDA out from an enterprise perspective. We've gained some recent scale on the provider side, picking up the divested assets from the UnitedHealth acquisition of Amedisys, and that's going very well. Really proud of the quality and the management teams in all of these businesses. Again, we've touched on this, but when you look at our markets, they're all very large, giving us a huge TAM that we operate within, and they're all growing for various demographic and therapeutic innovation growth reasons. You can grow across the board here, and we're very positive on the growth rate. If you look at on the provider side, home health, hospice, rehab, those are markets that are generally growing at 5%-7%. We've been growing at rates north of that historically for a long time, just driving market share gains through our investment in sales and clinical quality. From a specialty perspective, when you look at oncology and some of those other areas within the chronic specialty world, those, depending on the therapeutic category, are growing at about 8%-12%. Again, we've been able to grow at rates exceeding those historically due to investments in our operational quality and sales capabilities as well. Mentioned quality a few times. It's really the bedrock of our organization. If you are not taking really good care of your patients and offering great quality services, everything else unravels really quickly. For us, this is the bedrock and the basis for which we try to reach more and more patients with our really high quality and high ROI services. You can go across each one of the pharmacy service lines and each one of the provider service lines, and we can point out quality statistics that are either the lead or in the top 10% of all of our markets. I can't tell you how seriously we take quality within the organization. We have seen continued improvement in this area over the past decade. We literally get Net Promoter Scores in some of our businesses of 100 in our quarterly pulsing that we do with our customer base and with our referral sources. We just continue to Lean into this. We enable more and more of our caregivers and our services with technology, which has been a helpful enabler for our ability to deliver these outcomes for patients over time. We will continue to try to drive a leadership position in quality in our markets. We get a lot of benefits from scale. I think each one of our three-by-three pharmacy and provider businesses are very complementary fundamentally. We were taking care of very similar people in the same setting. They all need pharmacy services, and most of them need provider services at some point. We are able to leverage the scale of our organization in a lot of ways. One of the most obvious would be just procurement and contracting, where we're buying drugs or other supplies or the other 5,000 things we buy in our company on a regular basis. You get a lot of benefits of scale in your purchasing. Leveraging and deploying technology and IT capabilities across the organization, that is a very real thing. I would say from an enterprise perspective, we really try to drive best practices out of corporate through all of the service lines. Every one of the businesses in the service lines has their own management team, dedicated teams, leadership teams, but we try to augment any of those capabilities from support from my office, out of HR, out of IT, out of Legal and Finance, and really driving expertise in those disciplines and those domains throughout our organization. For example, we should be able to drive technology capabilities and performance in our home health business than a standalone two-state home health company. We see that time and time again. We drive technology best practices. We drive clinical and quality scores like on the prior slide. We drive sales and marketing expertise into our businesses from corporate. We drive HR systems and expertise through our businesses. We have seen improving retention and turnover scores every single year that I've been here to really strong levels today. We have a PMO in the company that goes business by business, constantly working on process improvement. I think we've got a very unique acquisition engine within these very large fragmented markets. As I said before on the, I think, second slide, we've done almost 80 deals. We've had an almost 100% hit rate. Most of our deals are proprietary. We have a lot of operators with relationships throughout all of our markets, and we have an IMO, an integration management office, that takes these acquisitions very seriously. We leverage our synergies and our operational capabilities in the process to improve what we buy. These are all of the benefits that we are driving through our organization by having our one enterprise approach in building out this scale leader in home community healthcare. I won't go into too much of these bullets on this slide, but just another reinforcement around how much we focus not only on quality, but on operational execution. We've been able to drive cost reduction and efficiency in our organization every year. It's been a focus for us over time. A lot of the savings that we've driven, we've reinvested back into people, hires, wages, 401(k) into IT systems, into compliance, into quality. Some of this has been an adder to the bottom line, but a lot of what we've done from an efficiency standpoint has been reinvested, and we continue to drive more and more innovation and leadership, I think within our markets in IT and what we're doing from a quality perspective. Even in the last year or two, we've tried to take Lean to another level in the organization. We have a dedicated 20-person PMO team. In addition to the IMO doing acquisitions, we have a PMO that is just constantly working on upwards of 100 projects in the organization at any point in time, just looking at every process and trying to make it better, whether that involves technology or not. They are constantly driving a myriad number of projects throughout the organization, through the service lines, trying to optimize what we're doing from a process standpoint. We've actually created a white, green, and black belt program within the organization from a Lean and Six Sigma perspective in the last year that we formalized that I think already a couple hundred people in the organization have graduated through. We're trying to not only have a centralized focused team driving process improvement, but we're further trying to make that sort of Lean mindset something in the DNA across the organization, where people are doing and thinking of these things on their own, where they work and live every day. IT has been a big focus for us. We're aspiring to be the most technology-advanced company, certainly within healthcare services, hopefully within healthcare over time. We've brought on a lot of really good leaders in our technology shop over the past couple of years. Most recently, we hired a CTO about nine months ago, who's done an amazing job getting about 10 different AI projects off the ground and going, and those are going really well. We're looking to deploy AI across clinical, across operational processes, and to help drive commercial and revenue growth as well. Some simple examples of that would be an intake process in one of our pharmacy businesses that could take two hours otherwise. Getting 200 pages of information into a system through intake can now literally take two seconds, doing that through the AI agent that we're building. Another example would be pharmacy med management. We have to do that for all of our customers. That's a human being doing that typically today. Pharmacy reconciliation and med management is something that is perfectly suited for an AI agent with human oversight. That would be another key area that we're looking at today. How do you look at a sea of your patients out there that you're serving across all 50 states? How are you identifying potential risk factors more proactively that you can address and respond to more quickly as we're building out home-based primary care? NPs and doctors who are getting responses on, have you thought about this or that for the patient, properly coding patients, properly having the right care plan. These are all things that the right AI agent can make more seamless for our employees and for the organization, which has both quality and operational efficiency and cost impacts for the organization. It's been a big focus area for us. About a year ago, we said, "Hey, in five years, I don't know that we want to be working with 200 different AI vendors out there across our service lines. With our scale and the people we have with this organization, we should be able to do this on our own." That's what we set out to do. We've got about 30 people probably hired on our AI team right now, working on about 10 or so AI projects, they're going to start rolling out sequentially, probably in the fall of this year. I think as we look out to the next five or 10 years, I think we'll continue to see more and more positive impact and a large impact from all of these efforts. From a growth perspective, multifactorial growth model in the organization that we've always had. If you look at our 10-year history, I think it's about an 18%, both revenue and EBITDA CAGR, as you go back almost a decade now that we've been able to drive. That has really fundamentally come from three things. Volume growth, which has been based on our quality. Number two, just continued efficiency. Number three, accretive M&A. Those are the same three things that we're going to continue to focus on and drive in the future. I hope there's a fourth driver in the future, which is more integrated care and value-based care, and we're working hard on that as well. First of all, as I talked about, we're in attractive markets that have populations that are all growing. We want to continue, number two, within those markets to drive market share gains through our investments in quality and through our investments on the commercial side. We've done over 150 de novos historically. We would like to do about 15 or so de novos every year, continuing to expand into adjacent geographies, setting up shop in new areas to access and serve more patients who can benefit from our services. As I've talked about, we continue to drive platform efficiencies from a cost perspective that we reinvest in the company. We reinvest that in technology, which is continuing to drive improvements in quality and efficiency in the organization. We've been thoughtful about where we continue to leverage what we do today into adjacent or neighboring end markets. Home and community would be a good example. Home and community pharmacy. Historically, that eight years ago was skilled nursing pharmacy. Now, skilled nursing pharmacy is the fourth biggest end market we have just in that home community pharmacy business. We've built out into hospice pharmacy. We're further building out into senior living pharmacy. We're always looking. Another good example I talked about earlier would be rehab. We had a great rehab platform in the workers' comp and commercial space, focusing on more neuro patients. Let's leverage that in the senior living community with seniors and Medicare side by side with the home health offering in those businesses. We're always looking to see how we can leverage our capabilities into an adjacent and attractive end market where we can deploy what we're already doing to address more people and more customers. We're looking to build out value-based care as well with kind of a third pillar, if you will, in the future, investing in our house calls business, where if those patients are attributed to you are the doctor for them. If you can drive better outcomes, driving shared savings, I think that has the potential to be materially larger and very meaningful for the organization in the future. Obviously, last, acquisitions, I think we have a very unique track record of success in acquisitions. We are a scale provider in large, fragmented markets that will continue to benefit from scale providers leaning into quality, leaning into efficiency, leaning into technology capabilities. With our team and the company, with our ability to integrate really well, with our ability to access deals, there is an almost endless opportunity to do interesting, attractive tuck-in M&A in our markets. We will continue to do that to expand geographically and to try to deliver these terrific services to more people. From a financial perspective, looking at Q1 after a very successful 2025, everything I've talked about has resulted in another good quarter. We grew revenue about 26% in Q1 of this year. EBITDA growth was higher than that, and the growth was very broad-based, and that's something that we really focus on in the organization. We talk about core growth, and we talk about strategic growth in our company. Core growth is each one of those six service lines. How do they continue to grow at double digits as best possible? Strategic growth is some of the integrated care, value-based care, and technology investments we make in the organization. The growth has been broad-based. The only hiccup on the page was in home and community pharmacy. That was the result of a specific customer or two in the SNF space that declared bankruptcy, but otherwise, a very healthy business. Each one of the businesses has clear strategic plans for how they're going to continue to try to access and treat more patients in these markets that are big and defined by high-need populations. When we released Q1 at the end of February, and most recently here in our last quarter, we updated our guidance for the year. Our view on EBITDA, adjusted EBITDA for the year at this point in time is a range of $795 million-$825 million, and we feel good about that number as we continue to tick through the second quarter. Really last, if I were to just literally sit down and just talk to somebody in words about BrightSpring and what makes it unique and different, I would say this: We are creating great value through our focus on home and community healthcare services to large and growing populations of complex patients, with services that all improve outcomes and reduce cost. That is everything that we do. We prioritize attractive markets within home and community. We leverage our scale, and we create efficiencies in meaningful ways based on our platform. We drive best practices throughout each one of our businesses, and we give them the resources that they need to be successful in their markets. We executed a very high level on acquisitions, and our scale, leverage ratio, and cash flow position us to continue to do that, I think, in a very unique way and capitalize on accretive opportunities in the market. We have a lot more opportunities from an integrated care perspective that I touched on that I'm excited about for the future. Collectively related, these attractive service lines are continuing to gain share in all of their markets. They do better because we are one enterprise, and we are able to leverage our enterprise capabilities throughout each one of these service lines. We think we're on the right side of healthcare trends, and we think more and more of these services is good for healthcare, good for our country, and a part of the solution, and we want to be the highest quality provider and most innovative provider in this space. Thank you. Five seconds to go.