Hello, welcome to Healthcare Services Group 2024 first quarter earnings conference call. The matters discussed on today's conference call include forward-looking statements about the business prospects of Healthcare Services Group Incorporated. For Healthcare Services Group Incorporated's most recent forward-looking statement notice, please refer to the press release issued this morning, which can be found on our website, www.hcsg.com. Actual results may differ materially from those expressed or implied as a result of various risks, uncertainties, and important factors, including those discussed in the Risk Factors, MD&A, and other sections of the annual report on Form 10-K and the Healthcare Services Group Incorporated's other SEC filings, and as indicated in our most recent forward-looking statement notice. Additionally, management will be discussing certain non-GAAP financial measures. A reconciliation of these items to U.S. GAAP can be found in this morning's press release. I'd now like to hand over the conference to the President and CEO, Ted Wahl, and Chief Communications Officer, Matt McKee. Please go ahead. Thank you, and good morning, everyone. Matt McKee and I appreciate you joining us today. We released our first quarter results this morning and plan on filing our 10-Q by the end of the week. Today, in my opening remarks, I'll first discuss our Q1 financial highlights and key accomplishments, including the Change Healthcare disruption and the temporary impact it had on our customers, cash collections, and cash flow. I'll then share our perspective on the latest industry trends and developments, and then lastly, I'll provide an update on our Q2 priorities and outlook for the rest of the year. I'll then turn the call over to Matt for a more detailed discussion on the quarter. So with that overview, I'd like to now discuss our Q1 financial highlights and key accomplishments. Our team delivered strong first quarter results, building on our positive momentum in 2023. For the three months ended March 31st, 2024, we reported revenue of $423.4 million, in line with expectations. Net income and diluted EPS of $15.3 million and $0.21, adjusted net income and adjusted diluted EPS of $16.5 million and $0.22, and adjusted EBITDA of $28.9 million, a 10.7% increase over Q1 of 2023. During the quarter, we managed adjusted cost of services under 86% and continued to grow our new business and manager and training pipelines. We remain confident that we will deliver on our goal of year-over-year growth in 2024, with the majority of those new business adds expected in the second half of the year. On the cash collections front, Q1 has historically been our most challenging quarter, especially on the heels of Q4, which typically sees our strongest collections. The first quarter seasonality is anticipated and accounted for in our cash flow forecasting. However, what was unanticipated was the February Change Healthcare cyber attack. The resulting disruption had a far-reaching impact across the healthcare landscape and affected the claims, submissions, and billing activities of long-term and post-acute care providers, many of whom are HCSG customers. In spite of these first quarter headwinds, anticipated or otherwise, we achieved 95% cash collections and would have met our first quarter cash flow estimates, if not for the Change Healthcare issue. While this event was disruptive during the quarter, we are confident that the impact on our customers is temporary. We expect to make up for any cash collection delays in the months ahead, which is why we're reiterating our previously shared 2024 cash flow range of $40 million-$55 million. I'd like to now share our perspective on the latest industry trends and developments. Industry fundamentals continue to trend positively, highlighted by a slow but steady increase in workforce availability, with the industry adding nearly 100,000 jobs since the beginning of 2023. At the current pace, the sector's workforce will match the 1.6 million pre-pandemic employee levels by the end of 2025. Rising occupancy, which now sits at 79%, 12 points higher than the January 2021 low and just 1% under pre-pandemic levels, and a stable reimbursement environment, which includes CMS's recently proposed 4.1% increase in Medicare rates for fiscal year 2025, as well as continued positive reimbursement trends at the state level. Reimbursement rates are especially important at this stage of the recovery in helping to offset the increased cost of doing business, driven by persistent inflation and the higher cost of capital. On the regulatory front, CMS published its final minimum staffing rule earlier this week. There is a growing list of stakeholders opposed to the rule, including healthcare industry leaders, trade associations like AHCA, MedPAC members, and a bipartisan group of legislators, including nearly every R and a growing number of Ds. The reason for their opposition include the unfunded nature of the mandate, the one-size-fits-all approach, the apparent disregard for the realities of present and future nursing availability, and the near certainty that if implemented, the rule would lead to facility closures and ultimately reduce access to care, especially in rural areas. We believe it's highly likely the rule will not be implemented or will undergo significant revision during the extended phase-in period, especially given the inevitability of litigation and potential for legislation or administration change. As far as our outlook for Q2 and the second half of 2024, our top three priorities continue to be as follows: The first is managing adjusted cost of services in line with our target of 86%. We do not take operational execution for granted, but have full faith in the ability of our operators to deliver the services on budget. It took a considerable amount of work in 2022 to modify our contracts to better capture wage inflation and cost increases in our pricing on a closer to real-time basis. Those contract enhancements, along with recent positive trends in customer experience, systems adherence, regulatory compliance, and budget discipline, provide strong operating momentum heading into the second quarter. We expect Q2 adjusted cost of services to be at or below 86%. Our second priority is delivering year-over-year growth by executing on our organic growth strategy through hiring, training, and developing future management candidates, converting opportunities from our sales pipeline into new business adds, and retaining our existing facility business. We estimate a Q2 adjusted revenue range of $420 million-$430 million, and remain confident that we will deliver on our goal of year-over-year growth in 2024, with the majority of those new business adds expected in the second half of the year. The third priority is collecting what we bill. We view cash collections as a lagging indicator of industry recovery. While our recent trends have improved compared to 2022 and the first half of 2023, and if not for the Change Healthcare disruption, we would have met our Q1 cash flow estimates, this remains an area of opportunity for the company in 2024. We continue to expect some choppiness throughout the year ahead, but anticipate our cash collections gaining strength throughout 2024 and further still into 2025. We estimate a Q2 adjusted cash flow range of $5 million-$15 million and reiterate our previously shared 2024 adjusted cash flow range of $40 million-$55 million. As we round the turn of what has been a prolonged recovery for the industry, the company's underlying fundamentals are stronger than ever, and we remain focused on executing on our strategic priorities to drive growth and deliver meaningful shareholder value in the year ahead. So with those introductory comments, I'll turn the call over to Matt for a more detailed discussion on the quarter. Thanks, Ted, and good morning, everyone. Revenue was $423.4 million, in line with the company's expectations of $420 million-$430 million. The company estimates Q2 revenue in the range of $420 million-$430 million. Housekeeping & Laundry, and Dining & N utrition segment revenues were $190.5 million and $232.9 million, respectively. Housekeeping & L aundry, and Dining & N utrition segment margins were 9.7% and 7.6%, respectively. Cost of services was $358.9 million. Adjusted cost of services was $357.3 million, or 84.4%. The company's goal is to continue to manage adjusted cost of services in the 86% range. SG&A was $46.9 million. Adjusted SG&A was $42.8 million, or 10.1%. The company's goal continues to be achieving adjusted SG&A in the 8.5%-9.5% range. Net income and diluted earnings per share were $15.3 million and $0.21, respectively. Adjusted net income and adjusted diluted earnings per share were $16.5 million and $0.22, respectively. Adjusted EBITDA was $28.9 million or 6.8%. This is a 10.7% increase over Q1 of 2023. Q1 cash flow and adjusted cash flow used in operations were $26 million and $9.2 million, respectively. DSO for the quarter was 88 days. Also, as part of our adjusted results, we adjust for the impact of the change in the payroll accrual, but since it will still be included in our reported cash flow from operations, we would point out that the Q2 payroll accrual is 15 days. That compares to the eight days in the first quarter of 2024 and the 13 days that we had in Q2 of 2023. But again, the payroll accrual only relates to quarter-to-quarter timing. So with those opening remarks, we'd now like to open up the call for questions. We are now opening the floor for question and answer session. If you'd like to ask a question, please press star and number one on your telephone keypad. That's star and number one on your telephone keypad. Our first question comes from Bill Sutherland from The Benchmark Company. Your line is now open. Thank you. Hey, good morning, guys. Nice print. Ted, can you comment on client retention in the quarter? Just curious about if you had to offset the exits and maybe in that light, what the new adds were in the quarter? Yeah, from a retention perspective, Bill, our retention was greater than 90%, which is, as you know, our expectation. We're always aspiring for something greater than that, but we were in those levels and expect that to continue to trend along those lines. And from an adds perspective, again, modest adds, which offset some of the exits we had. But by and large, again, looking ahead, we expect to have additional facility adds and really begin to ramp up our new business additions in the second half of the year. So the cadence would, I would expect, would kind of build in the back half of the year as far as new adds? Yeah, we would expect the top line to look and feel similar to what it has been, well, what it was in Q1 into Q2, and then again, expect some step-ups in the back half of the year, which we'll be able to share in more detail on our next call. Okay. And the adjusted SG&A at 10.1%, it's outside the range. Is there anything in particular there? Well, you know, when we rebalanced our capital allocation strategy, we talked about making new and sustained investments along the lines that are organic growth drivers, and certainly highlighted that as part of our shift in strategy. I think specifically in Q1, and these have been in process now for well over a year, but we continue to have investments in employee engagement and experience, which we're in the midst of a company-wide initiative to drive retention and satisfaction among our employees. So we've increased marketing and branding, positioning investments, which we view critical for the future for both external as well as internal stakeholders. And our goal is to move this from a neutral to a strength, and then ongoing tech investments. I think most recently, this past quarter, we had facility-level investments in Chromebooks and tablets, specifically in our dining department. So we're gonna continue to make those investments. Again, they're central to our organic growth strategy, as well as our retention and customer satisfaction and employee, employee retention, drivers. And then, we've also seen some increases in T&E expense, like a lot of businesses, just with overall activity and inflation. But longer term, as we lever that top line, Bill, we expect to see, you know, the SG&A as a percentage of growth, as, as a percentage of revenue, rather, come back in line with our target. So we're committed to maintaining our target. It's just more of a timing, issue than anything else. Got it. Okay. All thanks, both. Thanks. Next question comes from Sean Dodge, from RBC Capital Markets. Your line is now open. Yeah, thanks. Good morning. Ted, you said cash collections in Q1, typically seasonally weak, but certainly impacted by the Change outage. How much of a drag do you think Change was in the quarter? Are there any bookends you can give us around some quantification there? Yeah, the Change disruption, Sean, affected about half of our customers in some form or fashion, and then obviously, depending on the scale of the relationship that our client had with Change, as well as, you know, their claims and billing volumes and even alternative capabilities of certain of those customers, some were affected more than others. You know, some that were the larger groups, especially, that were equipped with greater back office support, were able to offset, at least in part, the impact by processing manual claims. You know, many of our customers, actually, the majority of the affected customers did apply for CMS's Accelerated and Advance Payments Program, but we're not expecting that supplemental funding to really hit in the main until late April, early May. I think overall, when you think about, you know, the difference from forecasted cash flow to adjusted cash flow, we estimate, you know, anywhere from $12 million-$15 million being directly related to the Change impact. And we were able to get different levels of granularity and validation from some customers, more so than others, but that's, that's what we estimate that impact to be. Okay. And then you said it should only be temporary in some of the supplemental help impacting kind of or hitting later in April. Are you seeing any signs of collections elsewhere, I guess, so far to date in April? In April, we're pacing right on with what our forecast was for the month. So we're again confident that the impact, as you mentioned, as we touched on in our opening remarks, is temporary and expect to make up for any delays in the months ahead, which again, is why we reiterated that 2024 adjusted cash flow range of $40 million-$55 million. Okay, great. And then on cost of sales, so adjusted with 84.4%, so you continue to manage that very well. Is there anything else to call out there that's one time or more transient than helping right now? Or do you think you can kinda continue to operate, you know, well within this 86% range? Yeah, I know I touched on it in my opening remarks, but, you know, the contract enhancements from 2022 certainly are a key factor in providing the durability, and as we see it, the sustainability of our cost of services line. But most importantly, really, Sean, it's the positive trends we see in customer experience, system adherence, regulatory compliance, and budget discipline, which all the credit goes to our teammates that are leading the business in the field and their relationships with our customers and the impact they're able to have within the communities they're servicing. And that's really more than anything, central to driving consistency of cost of services and ultimately margins. So yes, we are very confident in our ability to continue to manage adjusted cost of services at or below 86%. You've seen before, Sean, there's always going to be some month-to-month and quarter-to-quarter movement, depending on the timing of new business adds or even, you know, exits, occasionally. Management development investments can impact that, even the business mix. But by and large, it's about execution and the consistency of that execution. Okay. Great. Thank you again. Our next question comes from Andy Wittmann from Baird. Your line is now open. Yeah, great. Good morning, and thank you for taking my questions. Lots of questions on the SG&A. I'm gonna add another one to it, just for a little bit of a clarification. Ted, you, you, you talked about, you know, near term, you're making these investments, and, you know, those, those make sense. You talked about getting back to, to your targeted level in some period of time. You didn't, you didn't talk about how that happens. Does that require, offsets in the cost structure to get there? Or, or do you think that it's just going to be leverage from the revenue growth that you're expecting in the second half and beyond? Leveraging the fixed portion of our SG&A more than anything else, Sean, and you know, I would also be remiss if I didn't point out that it's not a coincidence that we're seeing, you know, our cost of services performance improve, while our SG&A perhaps offsets a portion of that. But we're still, you know, benefiting from the improvement in our cost of services, and one does directly relate to the other. Okay, that makes sense. And then just, excuse me again. As it relates to that, that expected second half ramp in organic growth, I was hoping maybe you could just give us a little bit more detail. I'd be curious, actually, if there's one of your particular segments that's expected to see more growth than the other. And really, just the visibility that you have into this. Are these contracts that are basically signed already and then just waiting for the transition to happen? Anything that you can give in terms of confidence as to why you feel like the second half is gonna show that ramp, would, I think, would be helpful for us. Yeah, Andy, this is Matt. I'll take this one. And, you know, we described last quarter the fact that our ramp back to growth will, you know, likely not be a clean, linear, sequential step up, but directionally, we expect ongoing revenue uptick and certainly year-over-year revenue growth. And realistically, we expect to onboard more new business in the back half, as we mentioned previously, as compared to the first half. So you know, that's sort of how we're thinking about it, having offered the revenue range expectation in Q2 of that $420 million-$430 million, you know, certainly suggests a first half, you know, compared to second half, you know, step up in the back half of the year. You know, we did onboard, as Ted mentioned, a modest amount of new business in Q1, but more importantly, we're in the midst of prospect discussions that will amount to more meaningful adds in the back half, and the coming quarters even beyond that. So, you know, while we have improving visibility into the pipeline business that will convert likely this year, the timing of those adds obviously has an impact on our quarterly top-line projections. So in as much as we lock in start dates and have a sense for increasing top-line targets, we'll share those. But as it relates to the top line, and Bill Sutherland asked about this, we'd be remiss if we didn't remind everyone that a component of top-line growth is retaining our existing business. And as we sit here, you know, we don't foresee any significant exits on the horizon, but it's worth reiterating that we're still in the final stages of an ongoing industry recovery. You know, changes in facility, operations, or ownership can alter our view on a piece of business. And, you know, we have to remain nimble if we believe that it's in our best interest, both in the near term and the long term, to exit a client group about whom we might have concerns. But overall, Andy, you know, net-net, we definitely have confidence in our ability to grow the top line year-over-year. The expectation would be that that growth comes from not only greenfield housekeeping opportunities with new customers, but also the ongoing cross-sell of dining into the existing customer base. We talked last quarter about the benefits of that cross-sell in the sense that, you know, we've had an opportunity to really understand the intricacies from an operational perspective as to the dining operation within an existing piece of business, an existing facility with whom we partner on the environmental services side. And we've established that track record of payment, which obviously in this environment, is more critical than ever. So, we do expect that the primary driver of growth will be organic growth, within the long-term and post-acute care segment, our primary segment. But you know, we remain committed to the education space as well, and we're sort of in the tail end of what would be described as the selling season in the education space. So we'll probably have, you know, greater visibility into growth opportunities in that segment in the coming months here as well. I appreciate the detail on that answer. Thanks, Matt. And then, just my last question here has to be. We have to talk about the minimum staffing requirement, given it's, it's, the way this is gonna play out. So I guess, Ted, obviously, this isn't news. This has been something that's been proposed and talked about for a long time and ad nauseam, obviously, now finalized. And heard your comments about, you know, challenges, administration change, all that. That makes sense. What are. When you're talking to your customers, I mean, they have to do a degree of planning, assuming that this is gonna get phased, and I recognize it's three or five years and taking some time, but what are they telling you about how this can affect the way they interact with you, or the propensity to stay on with you or sign up with you? Yeah, it's a great question, Andy, and I think broadly, not just this, but any sort of uncertainty that's introduced into the industry or the sector creates a demand for our services, for no other reason, because we provide certainty. Certainty is a central part of our value proposition, peace of mind, cost certainty, operational certainty, and being able to be that partner that allows the operator to focus on the lifeblood of their business, which is really patient care and patient mix. So from that perspective, that's how we believe it could or would impact, at least the demand for our services. But more poignantly, you know, before you even talk about the theoretical or the hypothetical of it ever being implemented, we do believe that the rule will not be implemented, or at a minimum, will undergo substantial revision during the phase-in period. You know, and I mentioned in the opening remarks, the inevitability of litigation and the growing number of political will for legislation and the possibility for administration change. The reality is, the provider community and most industry stakeholders, and you can include us as part of that stakeholder group, do not view this as a serious or a sincere policy. The provider community has seen serious policy in the past, and this is so far outside the realm of what's possible, and the fact that it's unworkable and dated. I think Mark Parkinson has publicly referred to this, Mark Parkinson, the president of AHCA, has referred to this as a 20th century solution to a 21st century problem. You know, one is left with no choice but to really view the rule cynically through an election year's eyes, as an attempt to cater to a specific constituency. You know, there's no funding, the required staff are simply not available, and there's no plan or pipeline that's being built to produce the number of RNs that's needed. So again, we're confident the rule will not be implemented, or if it does, it'll undergo significant change. So, you know, I appreciate the question. It's, it's interesting to even speculate on it, but at this stage, it's just so, there's so many hurdles for this to overcome. You know, there has to be, to your point, at least a degree of thought put forth, but the realities of it ever becoming a rule are still, we believe, very slim. Okay, thank you for your thoughts on that. Have a good day, guys. Our next question comes from Ryan Daniels from William Blair. Your line is now open. Hey, guys, this is Jack Senft on for Ryan Daniels. Most of my questions have been asked already, but first, just back on the cash flow expectations. I appreciate that you're reaffirming the $40 million-$55 million cash flow range, and I think you said second quarter cash flow is expected between $0 and $15 million. So I guess, how should we think about this for the remainder of the year, though? Is the Change Healthcare makeup kind of included in the second quarter guidance? I guess I'm just trying to see if you expect to make up a good portion of the Change Healthcare impact in the second quarter. Maybe it's something that'll trickle into third quarter too. Hoping I'm on the right track there. Thanks. Yeah, $5 million-$15 million was what we mentioned for Q2, and then second half of the year would be $40 million-$50 million from a range perspective. So trickle is one way to describe it. We're actively working on plans and, you know, outlining expectations with customers on making up the shortfall from Q1. That'll be iterative, that'll be over not just Q2, but over the course of the rest of the year in a TBD type of way. But again, that's why we reiterated the expectation that we're gonna deliver on our range of $40 million-$55 million. Okay, understood. Thanks. And then just a quick follow-up, too. I think it's been a few quarters since you discussed the education segment. Just kind of curious if this is an opportunity for second half of 2024 and into 2025. Can you just kind of talk about your expectations here, and then if there's any recent updates on the education front? Thanks. Yeah, I would say, you know, we would certainly reiterate our commitment to the opportunity that exists in the education space. You know, there is a bit of seasonality to that market with respect to, you know, selling and then obviously, the operations, which largely coincide with the academic year. So, you know, there'll be less of a, you know, first half dynamic in the education space in the way that we're speaking about the growth opportunity that exists in our core market, the long-term and post-acute care, at least in 2024. So we would view that as more of the, you know, longer term, linear growth opportunity. It still represents less than 5% of total company revenue. So, you know, with our firm commitment to the growth opportunity there, you know, with the compelling nature of the value proposition that we're able to offer in that space, you know, relative to the competitive environment, we do still feel very bullish about the opportunity that exists in the education space. So as that grows to be a more meaningful component of, you know, total company revenue, you know, we would certainly begin to speak about that, more specifically. But generally speaking, firm commitment and still, very much a compelling opportunity. Great. Thank you. Our next question comes from A.J. Rice from UBS. Your line is now open. Hi, good morning. This is M.J. on for A.J. I would like to ask about whether there seems to be an industry expectation that there's gonna be higher ownership turnover, at least in the SNF industry, year-over-year in 2024. Does that pose a significant risk to any of the retention of your businesses? And how would the company think about quantifying that? Thank you. Yeah, we've not yet seen you know, sort of a significant step up in transactions within the space. You know, operator changes, ownership changes are you know, certainly a normal course and expected component of our business, you know, we deal with those very well. While theoretically, you're exactly right in the supposition that ownership changes would potentially put us at risk if there is you know, an acquiring company that's coming into a facility that we currently operate, and they either are you know, philosophically opposed to outsourcing, or they choose not to specifically partner with Healthcare Services Group, or you know, from our perspective, we choose not to partner with them. So, you know, that is definitely where we're most at risk. You know, Ted reiterated our expectation that 90% client retention year-over-year remains the target. That's inclusive of any ownership or operator changes. I would point really to the flip side, in the sense that typically, when there are those owner or operator changes, we're the beneficiary of those acquisitions, right? I mean, we would like to think relative to the end market, we're partnering with most of the strongest operators. So those tend to be the folks who are expanding their holdings, expanding their portfolios, and acquiring facilities. So, you know, assuming we've demonstrated the benefit of our partnership, you know, as they go along and increase their holdings, generally speaking, there's no guarantees or assurances, but we're along for the ride, right? They recognize the benefits of our partnership when they're acquiring a facility, especially if it's a turnaround opportunity. The last thing they wanna prioritize is, you know, remedying, the environmental service departments or rightsizing the dining departments and getting their food spend under control. All of those issues, which they can very easily offshift to Healthcare Services Group. So we would view, any increase or uptick in a transactional, environment, to be beneficial for the company. But you're correct that we have to work hard, and we have to maintain the business that we currently have, through the possibility of ownership or operator transitions. Great, thank you. Maybe just one follow-up. I know that you negotiated a lot of your contracts back in 2022 to give it an annual inflation that's more tied to wage increases. Do you have a sense of what the underlying rate increases on the contracts are running? I assume it will be around maybe 3%-5%. Is that the right way to think about it? Yeah. Well, not as much of an annual increase, but the goal was to be able to capture, inflationary increases on both the, you know, the food, the supply, and the wages in something closer to real time. So we really went out of our way to sort of mirror and mimic the parameters that were put in place in the dining agreements relative to food inflation, whereby those are generally captured and passed through on a quarterly basis, typically tied to CPI food at home. So, you know, you see that food at home for Q4 was, you know, 50 basis points. I'm sorry, it was 50 basis points in Q4. We saw a little bit of a downward movement to 40 basis points in Q1. So, you know, that is the dynamic that's in play on the food. We did attempt to mirror that with respect to wage inflation. So, you know, that was down from 1.5% in Q3 to 0.8% in Q4, so there's a little bit of a lag in the availability of those data. But, you know, that's generally where we're at. We continue to see, you know, a slowdown in the inflation, a disinflation, if you will. And, you know, the goal is, of course, related to all of the above inflationary increases, to pass those through in as close to real time as possible. Thank you. As of right now, we don't have any pending questions. I'd now like to hand back over to the President and CEO, Ted Wahl. Thank you. Okay. Thank you, Ellie. It's an incredibly exciting time for the company as we're rounding the turn of what has been a prolonged recovery for the industry. The challenges we navigated the past few years have further solidified our value proposition, the durability of our business model, and our market-leading position. The company's underlying fundamentals are stronger than ever, and with the industry at the beginning of a multi-decade demographic tailwind, we are very favorably positioned to capitalize on the opportunities ahead and deliver meaningful, long-term shareholder value. So on behalf of Matt and all of us at HCSG, I wanted to thank Ellie for hosting the call today, and thank you again to everyone for joining. We'd like to thank everyone for attending today's call. We hope you have a wonderful day. Stay safe. You may now disconnect to the session.