Ladies and gentlemen, thank you for standing by for So- Young's first quarter 2026 earnings conference call. At this time, all participants are in listen-only mode. After management give their prepared remarks, there will be a question-and-answer session. As a reminder, today's conference call is being recorded. I would now like to turn the meeting over to your host for today's call, Ms. Mona Qiao. Please proceed, Mona. Thank you, operator, thank you everyone for joining So-Young's first quarter 2026 earnings conference call. Joining us today on the call is Mr. Xing Jin, our Chairman and CEO, and Mr. Sha Zhang, VP of finance. Before we begin, please refer to the safe harbor statements in our earnings release, which applies to this call as we'll be making forward-looking statements. Please also note that we will discuss non-GAAP measures today, which are more thoroughly explained and reconciled to the most comparable measures reported under GAAP in our earnings release on our investor relations website and filings with SEC. Please also note all figures mentioned in this call are in RMB. At this time, I'd like to turn the call over to Mr. Xing Jin. [Non-English content] Hello, everyone, and welcome to today's earnings call. [Non-English content] Entering 2026, China's medical aesthetic industry continues to evolve, with demand becoming more routine and supply continuing to grow. Large-scale operational capabilities and a uniform delivery framework have become the key mode for top players to achieve high-quality growth. We capitalize on this by expanding our aesthetic center business and advancing our dual engine of scale and efficiency initiative. As a result, we achieved robust performance. In Q1, total revenue reached RMB 433 million, up around 46% year-over-year. Revenue from our aesthetic center business reached RMB 282 million, up around 186% year-over-year. [Non-English content] Now let's take a closer look at our recent progress across a few core areas. [Non-English content] Thus, So-Young Clinic continued to lead China's medical aesthetics chain market, ranking number one by center count, treatment volume and user base. Our operational efficiency and profitability also continued to improve. [Non-English content] In terms of center footprint, as of today, So-Young Clinic has expanded into 17 cities with 59 centers in total. That is a net add of 10 centers compared to year-end 2025. On treatment volume in Q1, verified treatment visits exceeded 148,000, up 172% year-over-year. Number of verified treatments performed was over 325,000, up 164% year-over-year. Our active user base expanded further, reaching over 210,000 by March end. Within that, the number of level three and above core members exceeded 63,000. Core members maintain a high quarterly retention rate as before their LTV, driven by excellent user experience and positive word of mouth. The proportion of new customers from referrals rose to 52% in Q1. By enhancing platform partnerships and content marketing, new customers acquired through public domains continued to grow, while our overall CAC remained well under control. We also enhanced brand awareness and drove conversion by deepening partnerships with renowned IPs. For example, we launched Disney co-branded pop-ups in major commercial areas nationwide for our Miracle Collagen product line. These campaigns attracted active participation from potential customers and generated remarkable results. On top of that, we invited famous Chinese actress Fan Bingbing and popular Thai actress Mai to experience and endorse our collagen products. [Non-English content] Moreover, we continue to improve our per-center economic model. Through standardized operations, we accelerated the ramp-up of new centers. As we refined our product portfolio and customer acquisition, our per-center operational efficiency improved steadily. In Q1, the number of profitable centers rose to 41, and 48 centers generated positive operating cash flow. Aesthetic center business gross margin reached 27%, reflecting continued operating efficiency gains. [Non-English content] This year, we will continue expanding our center footprint and broadening access. We will focus on major Tier 1 cities. As economics of scale take effect, new centers ramp faster and operational efficiency improves further, we expect per-center revenue to keep climbing and the chain's financial model to improve meaningfully. [Non-English content] Next, let's turn to So-Young's professional medical delivery capabilities and reputation building. The long-term development of medical aesthetic chain business relies on high-quality medical service delivery. To this end, we continue to build core competitiveness across the physician team, diagnosis and treatment quality, and user experience. By March end, our full-time physicians reached about 230, up 9% from year-end 2025, maintaining industry leadership. We have also been enhancing physician capabilities and digitalizing operations to elevate the user experience and ensure consistent medical practice. [Non-English content] In Q1, we established the So-Young Phoenix Medical R&D and Training Center and National Command and Control Center. Focusing on medical research and training, the R&D center includes in-house labs for energy-based devices, injectables, ex vivo, and testing. This enables us to thoroughly evaluate products and devices in the market. As upstream product offerings continue to diversify, this capability keeps us grounded in clinical fundamentals, not marketing claims. We evaluate products based on clinical evidence to determine whether they are safe, effective, and appropriate. From these findings, our R&D team develops treatment protocols and SOPs. Meanwhile, the training center is now fully operational. All physicians joining So-Young clinics must complete intensive comprehensive training at the center and pass all assessments before practicing. [Non-English content] The command and control center is the brain of our clinic chain operations. Within it, the safety and compliance office closes the loop on compliance. It allows headquarters to remotely monitor safety and compliance at our clinics, receive offline alerts, and coordinate emergency responses. It enables real-time intervention to ensure medical safety. The user experience office manages the user journey, service design, and complaints. Any user feedback is immediately escalated to headquarters for action, which helps us continuously improve our medical workflows. In addition, the operations office tracks operating data across centers nationwide to keep operations healthy. [Non-English content] Thanks to our professional medical team, excellent treatment quality, and reliable premium services, we continued to cement our foundation of user trust and reputation. Looking ahead, we will harness So-Young's brand influence and wide market presence to attract more outstanding physicians. That will further enhance our medical delivery capabilities and service quality, reinforcing reputation and brand momentum. In turn, this creates a positive flywheel for long-term business growth. [Non-English content] Moving to our supply chain. We remain committed to diversifying and reinforcing our supply chain. Through multi-dimensional, in-depth upstream partnerships, we aim for win-win outcomes while driving health industry growth. In April, we announced our partnership with Jinbo Bio-Pharmaceutical. Through joint development, both parties will leverage their respective advantages to pool resources and create value. The partnership grants us exclusive rights to Jinbo's new product, Wei Yi Mei ColPact. On that basis, we launched our Miracle Collagen, offering full-scenario anti-aging solutions using recombinant collagen for head and face. This is our 20th GREEN LABEL product. The launch further reinforces our GREEN LABEL system, one that focuses on compliance, traceability, and price transparency while allowing us to optimize products based on our user feedback. By connecting directly with upstream partners and using reverse customization, we are improving supply chain efficiency and meeting user needs better. We also launched Enhanced Collagen, which combines Hydrolyse and Collagen Type XVII to address skin dermal irritation. The upgraded Sakura Skin Booster 2.0 further enriched our offerings. Through deep supply chain collaboration and accelerated rollout of proprietary products, our Blockbuster strategy is unlocking growth momentum. Revenue from Blockbuster products rose to 41% in Q1, driven by robust demand for BBL, Thermage, and other hints. [Non-English content] In closing, I'd like to emphasize that as mass aesthetic industry enters a new phase of high quality, inclusive growth, companies with standardized medical delivery capabilities, scalable operating efficiency, and a powerful supply chain will be well-positioned for the future. Market leadership advantage will become increasingly evident. With full industry chain capabilities built over years, we have developed a unique competitive edge. Looking ahead, we will firmly advance our 1,000 center score. While maintaining a measured expansion pace, we will continue optimizing our operating and financial performance. We aim to create value for users and shareholders, and to drive industry's long-term development. [Non-English content] Now, I'll hand it over to our VP of Finance Sha Zhang, to walk through the financial results, followed by the Q&A session. Thank you, Xing, and thank you everyone for joining us today. I'm Sha Zhang, Vice President of Finance. I will walk you through our first quarter 2026 financial results. For additional details on our first quarter performance, please refer to the earnings release issued earlier today. Unless otherwise noted, all amounts are in RMB. We started the year off strongly with a robust Q1 performance. Total revenue for the quarter grew 45.6% year-over-year to RMB 432.8 million, driven by the sustained growth momentum in our branded aesthetic center business. We are also encouraged that our strengthened supply chain is not only supporting our chain operations, but also fueling growth in our upstream supply chain business. Let's dive into each business segment. Revenue from aesthetic treatment services increased to RMB 282.4 million, up 185.8% year-over-year, and exceeding the high end of our guidance for the fourth consecutive quarter. This segment accounted for over 65% of total revenue during the quarter. Its gross margin expanded by 8.4 percentage points year-over-year, and 3.3 percentage points quarter-over-quarter. We are pleased to see our core growth driver continue to gain traction in both revenue and profitability, as we execute our dual engine strategy focused on scale and efficiency. As of March 31st, we operated 54 So-Young clinics across 16 major cities, reflecting a net addition of five centers during the quarter. Breaking down revenue by center phase. Our 20 mature phase centers generated RMB 150 million in revenue, or roughly RMB 7.5 million per center. Our 23 growth phase centers contribute to RMB 109.5 million, or roughly RMB 4.8 million per center. The 11 ramp-up phase centers contribute to RMB 22.9 million or roughly RMB 2.1 million per center. It's worth mentioning that average revenue per center for this in the ramp-up phase saw significant growth both year-over-year and quarter-over-quarter. This clearly validates how our increasingly standardized operations are effectively accelerating. Their ramp-up trajectory. In the meantime, average revenue per mature phase center remains solid and well above the level seen in ramp-up and growth feed centers. In terms of profitability, 41 centers were profitable and 48 centers generated positive operating cash flow during the quarter, reflecting a net addition of 15 and nine, respectively, from last quarter, with a robust pipeline steadily transitioning into maturity. Alongside our ongoing scale expansion and operational efficiency enhancement, we are confident in our ability to continue driving revenue growth and improving our profitability profile of this segment. Turning to our other segments, information and reservation services revenues were RMB 8.3 million, down 30% year-over-year, primarily due to the increase in the number of medical service providers subscribing to our information services. Sales of medical products and maintenance services revenues were RMB 57.1 million, up 2.8% year-over-year, driven by an increase in order volume for medical products. Other services revenues were RMB 12.9 million, down 39.3% year-over-year due to lower insurance broker revenue. I will now walk you through our financials below revenue in more details. Cost of revenue were RMB 251 million, up 65.8% year-over-year, driven primarily by the expansion of our branded aesthetic centers. Breaking that down by segment. Cost of aesthetic treatment services was RMB 205.8 million, up 156.4% year-over-year. Cost and information and reservation services was RMB 6.4 million, down 72.5% year-over-year. Cost of medical products and maintenance services was RMB 30.4 million, down 0.1% year-over-year. Cost of other services was RMB 8.4 million, down 51.6% year-over-year. Total operating expenses was RMB 239.7 million, up 26.6% year-over-year, and more notably, growing at a slower pace than total revenues. Sales and marketing expenses was RMB 130.8 million, up 33.7% year-over-year. The increase was mainly driven by higher branding and user acquisition spending, as well as higher payroll costs to support our branded aesthetic centers. G&A expenses were RMB 84.5 million, up 42.5% year-over-year, reflecting the continued expansion of branded aesthetic centers. R&D expenses was RMB 24.3 million, down 24.2% year-over-year, driven by improved staff efficiency. Income tax benefits were RMB 0.8 million, compared with RMB 1.6 million in the prior year period. Net loss attributable to So-Young was RMB 49.2 million, compared with RMB 33.1 million in the prior year period. Non-GAAP net loss attributable to So-Young was RMB 46.6 million, compared with RMB 31.5 million in the prior year period. Basic and diluted loss per ADS was RMB 0.48, compared with RMB 0.32 in the prior year period. As of March 31st, 2026, our cash and cash equivalents, restricted cash and term deposits, term deposits and short-term investments total RMB 880 million, compared with RMB 936.4 million as of year-end 2025. The decrease reflects strategic capital allocation to accelerate the expansion of our branded aesthetic center and fuel the next phase of growth. Turning to our outlook Q2. Given our continued confidence in the branded aesthetic center business, we expect aesthetic treatment service revenues to be between RMB 307 million and RMB 317 million. Repetition year-over-year growth of 102.6% to 119.5%. Looking at 2026, we are advancing key initiatives across supply chain optimization, medical delivery excellence, and operational efficiency. Together, these efforts will strengthen our leadership position, drive sustainable growth, and support a clear path to profitability. This concludes my remarks. Operator, we are now ready to begin the Q&A session. We will now begin the question-and-answer session. To ask a question you may press star then one on your touch-tone phone. If you're using a speaker phone please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question please press star then two. At this time we will pause momentarily to assemble our roster. Our first question comes from Jinp eng He with CITIC. Please go ahead. [Non-English content] So let me briefly translate for myself. Thank you for taking my question. I'm Jinp eng He from CITIC Securities. I have a question about the medical aesthetics industry. We are seeing the industry has experienced a slowdown in overall growth and also intensified the competition in the past two years. Under this background, what are the development status and consumer characteristics in China's medical aesthetics industry? And looking ahead, what opportunities do you see? Thank you. [Non-English content] We remain bullish on light medical aesthetics China. While the broader market is cooling, structural opportunities remain. As of 2025, China's medical aesthetics market had exceeded RMB 317 billion. Light medical aesthetics captured nearly 80% of the market, overtaking surgical treatment as the mainstream choice. This segment also has leading growth potential globally. [Non-English content] This internal structural change is driven by evolving consumer habits in the following areas. First, medical aesthetic conception is evolving from changing appearance to anti-aging. People now want to look younger, not become someone else. Second, consumers are becoming more rational. They will pay a premium for better technologies, but not hype. Third, medical aesthetic is gaining rising popularity. Second and third tier cities now match first tier cities in both output and consumer awareness. We believe this new demand is difficult for traditional clinics to meet, as they focus on the affluent with these services, prepared card requirements and large single city centers. What's needed is what we offer: convenient, standardized, affordable and premium services through a clinic chain. [Non-English content] Overall, the industry has entered a new phase: more device supply, greater price transparency, and fiercer yet more mature competition. Upstream supply has been accelerating since 2025, particularly in hot categories like PLLA and collagen. We've already seen more than 10 Class III certificate approvals in each category, and we expect more to come, eventually reaching the same level of diversity as HA products. For So-Young, that means more product choices, better procurement costs, and enhanced user experience. [Non-English content] In this environment, medical aesthetic clinics, the key bridge connecting upstream manufacturers and consumers, will succeed only if they can deliver effective, affordable, safe, and reliable products and services. In 2026, we expect competition to remain intense across the industry. Weaker players will continue to exit, and survivors will need differentiated positioning. In our case, So-Young Clinic is positioned like a Sam's Club of medical aesthetics, known for consistency, affordability, and accessibility. Combined with our established supply chain and diversified customer acquisition channels, this gives us a competitive edge over traditional high-end and single-store private centers. As we scale, our advantage will compound. [Non-English content] Looking ahead, China's medical aesthetic market is forecast to exceed RMB 600 billion by 2030, making it the world's most promising market in this industry. We believe the industry's biggest opportunity lies in network expansion through uniform services. China's market capacity can accommodate thousands clinic chain brands. So-Young is confident in becoming one of them. [Non-English content] Thank you. [Non-English content] Thank you much. Thank you. [Non-English content] Our next question comes from James [Zhang] with GF Securities. Please go ahead. [Non-English content] This is James from GF Securities. My question is, we can see that the purchase rate among core members is very high, indicating strong user stickiness. Can you help us understand whether there is still upside potential for high-value users' annual spending? Or will you grow ARPU through SKU expansion? Which blockbuster products can we expect? [Non-English content]. [Non-English content] Yes, indeed. We are seeing strong repurchase intent and consumption stickiness among core members. This gives us a solid foundation to build user value over time. [Non-English content] Going forward, we will increase ARPU in two ways. First, we will provide dedicated services for core members at levels three and above. Through differentiated benefits and personalized services, we will enhance brand value. Combined with curated SKUs, this allows us to meet our users' diverse and evolving medical aesthetic needs while increasing lifetime value. Second, we will continue expanding our mid to high-end offerings while promoting coordinated diagnosis and bundled complementary treatment solutions. This will meaningfully boost ARPU. [Non-English content] For blockbuster products, popular treatments like Thermage and BBL have been strong drivers of ARPU. New products launched with upstream partners are also gaining traction. Our skin booster series with Xihong Biopharma and collagen products with Jinbo Bio-Pharmaceutical have shown strong market reception and sales momentum. These new products enrich our mid to high-end product portfolio while also driving with trust, behavior and ARPU. They are definitely something to look forward to. [Non-English content] Thank you. Our next question comes from Daisy Chen with Haitong Securities. Please go ahead. [Non-English content] I'll translate myself. Could management elaborate more on talent reserve and organizational capability building? How is the reserve of high quality doctors and what unique mechanism does the company adopt for the long-term retention of the professional talents? Thank you. [Non-English content] We have always said that premium services are defined by high quality medical delivery. This is critical for earning user trust and driving consumption, which is why talent development is so central for us. [Non-English content] It all starts with rigorous hiring and training standards. As China's largest light medical aesthetic chain, So-Young continues to attract high quality doctors with physician team keeping expanding. We now have about 230 full-time physicians. All hires undergo rigorous selecting, and we require every physician to complete theoretical and hands-on training and assessments before practicing. As mentioned in our remarks, our physician training center and R&D center at Beijing headquarters are now up and running. These facilities further strengthen our already high standards for skills and treatment consistency across our network. [Non-English content] In terms of talent retention, we have built a multilayer long-term retention mechanism. Our physician turnover rate is currently in line with the industry average. First, on performance incentives, we offer competitive commission linked to treatment volume to reward high performers. Second, we design clear progression path for our physicians at different levels. For instance, doctors at PT2 level or above can receive customized training through our deep collaborations with leading partnerships like Allergan. We also help them to professional influence through live streaming visibility and other reputation building opportunities. Additionally, we have a well-defined promotion ladder from in-clinic physician to regional physician and ultimately to master group physician. [Non-English content] Meanwhile, as an internet company, So-Young has established a comprehensive talent incentive system. We offer equity plans to core and outstanding employees. By aligning individual growth with company development, employees share the benefits of our success, fostering both motivation and a deeper sense of belonging. We are confident that So-Young's brand awareness, robust training system, and diversified talent retention mechanism will continue to underpin a solid pipeline of quality physicians and other outstanding talents, further reinforcing our medical delivery capabilities. [Non-English content] Thank you. Our next question comes from Jessie Xu with CICC. Please go ahead. [Non-English content]？ So, could you walk us through what innovations the company has introduced in restructuring the traditional clinical service model? What are the specific changes in the roles and positioning of physicians and consultants? Thank you. [Non-English content] We are driving innovation through two main paths: upgrading our diagnosis and treatment systems, and advancing our physician-led initial consultation policy. [Non-English content] On the system front, we are working with experts to categorize users' skin types by their underlying causes. This work enables us to build templates and create treatment guidance that ensures standard services. We also plan to upgrade skin detectors, integrating big data and AI to enable automatic treatment recommendations. We believe these initiatives will help us automate our diagnosis and treatment process, boosting operational efficiency across our clinics. [Non-English content] In parallel, we are rolling out a physician-led consultation policy where doctors are involved from the very first customer visit to provide professional in-person consultations. Under this model, the role of consultant shifts from leading consultation to supporting the doctor in diagnosis and treatment. This adjustment highlights the medical nature of our services, which will enhance customer trust and improve conversion. We have piloted this policy in selected clinics. In future, we plan to have 100% of new customers consulted by a physician, with physician-led consultation gradually expanding to returning customers. [Non-English content] Thank you. This concludes our question-and-answer session and today's conference call. Thank you for joining us. You may now disconnect.