Thank you, and welcome to CareTrust REIT's second quarter 2026 earnings call. Today, we will make forward-looking statements based on management's current expectations, including statements regarding future financial performance, dividends, acquisitions, investments, financing plans, business strategies, and growth prospects.

These forward-looking statements are subject to risks and uncertainties that could cause actual results to materially differ from our expectations. These risks are discussed in CareTrust REIT's most recent Form 10-Q filing with the SEC.

We do not undertake a duty to update or revise these statements, except as required by law. During the call, the company will reference non-GAAP metrics, such as EBITDA, FFO, and FAD.

A reconciliation of these measures to the most comparable GAAP financial measures is available in our earnings press release and Q2 2026 financial supplement, which are available on the Investor Relations section of CareTrust's website at www.caretrustreit.com. A replay of this call will also be available on the website for a limited period.

On the call this morning are Dave Sedgwick, President and Chief Executive Officer; Derek Bunker, Chief Financial Officer; and James Callister, Chief Investment Officer. I'll now turn the call over to Dave Sedgwick, CareTrust REIT's President and CEO.

Dave?

Thank you, Lauren, and good morning, everybody. Thank you for joining us.

The CareTrust flywheel cranked up a few years ago when we hit around 7x our lifetime annual average of investments in 2024, and again in 2025. The team shows no signs of slowing.

In fact, the opposite is true. After two back-to-back record-setting years, we are again on pace to deliver in a big way for our operators and shareholders.

Last quarter was the single largest investment quarter in our company's history, excluding M&A activity, with approximately $900 million of investments at a blended yield of 8.9%. James, Kyle, Joe, Trie, Josh, JP, Nick, Martin, and Killian, that's the dream team right there, responsible for a year's worth of investments in one quarter.

I'm so proud of them and proud of the entire CareTrust team across the board: accounting, asset management, finance, tax, legal, data, operations. Everyone is rowing hard together to make this year a three-peat of record performance.

Q2 results achieved record investments in the quarter, record revenues, record FFO per share, and a healthy raise to guidance built on a foundation of record operator lease coverage and operator quality care measures. Let me expand on that foundation just a little bit.

We're stoked to see our operator quality care measures exceed the industry averages for overall star ratings, health inspections, quality measures, successful discharges, and readmission rates. Let me repeat that: our operators outperform industry averages for overall star ratings, health inspections, quality measures, successful discharges, and readmission rates after they've had a chance to manage these buildings for at least four years.

In my 2025 annual report letter, I discussed how mission-critical it is for us to lease our properties to high-quality operators, and how we view the relationship between them and the value of our real estate investments. A quality operator is one who is driven by a mission, focuses their resources first on becoming the employer of choice, and through that becomes the quality care provider of choice in their market.

Only after achieving sustained quality care outcomes can a provider and the real estate they operate achieve sustainable financial stability. We have seen this formula for success prove out over the last 25 years.

A CareTrust operator is one who harmonizes mission-driven culture with the clinical and financial sophistication to adapt to an ever-changing environment. We apply those first principles to skilled nursing and senior housing alike.

We invest for the long term. The price we pay and the operator we choose are intended to result in long-term quality care, and as a result, compounding value creation.

That solid operator foundation and orientation allows us to grow in a sustainable and accelerated way across our three growth engines. Year-to-date, we have already closed on approximately $1.5 billion, and looking forward, the pipeline continues to reload and deal flow continues to be active and interesting across skilled nursing, care homes, and SHOP, both in the U.S.

and the UK. With the balance sheet as strong as it is, the team stronger than ever before, and the opportunity set expanded and great relationships with partners and new and existing high-quality operators, there has simply never been a more exciting time for CareTrust.

With that, I'll hand it off to James for a report on investment activity and the acquisition landscape. James?

Thanks, Dave. Good morning, everyone.

During the second quarter, we closed on investments totaling approximately $900 million at a blended stabilized yield of 8.9%. That capital was deployed across the full breadth of the platform: U.S.

skilled nursing sale-leasebacks with quality operators in multiple geographies, the continued expansion of our UK care homes platform sourced and executed by our London-based team, further growth in our SHOP portfolio, and relationship-driven real estate loans primarily to skilled nursing operators closed either alongside asset acquisitions or in anticipation of them. As Dave noted, we haven't slowed down since the quarter ended.

Since June 30, we've closed on an additional approximately $308 million at a blended stabilized yield of approximately 7.8%. Headlining that activity was a 16-property UK care homes portfolio net leased to a new operator relationship for CareTrust, joined by a two-community $65 million addition to our SHOP platform.

Taken together, our 2026 investments now stand at approximately $1.5 billion year-to-date. Breaking that down: roughly $735 million in U.S.

triple-net skilled nursing and seniors housing, approximately $397 million in UK care homes, approximately $240 million in loans, and approximately $81 million in SHOP. Turning to what's ahead, the pipeline sits at approximately $540 million: roughly two-thirds skilled nursing and one-third loans to strategic partners plus UK care homes.

It's a healthy mix: some singles and doubles alongside mid- to large-portfolio opportunities. You'll note the immediate pipe doesn't include SHOP.

That's really just a function of timing and discipline. The team continues to deepen relationships, including with high-performing operators, and we are confident these relationships will drive attractive on- and off-market opportunities that we expect to convert in future quarters and give us a long runway to scale that portfolio in both the U.S.

and the UK. Our usual reminder on methodology: the quoted pipe includes only deals we have a reasonable level of confidence we can lock up and close within the next 12 months, and it typically excludes larger portfolios still under review.

Stepping back for a moment, what gives us real confidence is that all three of our growth engines are producing. In skilled nursing, deal flow remains deep and steady, with proprietary opportunities generated through long-standing relationships.

In SHOP, even amid stiff competition and compressing cap rates, we're pursuing the right assets with the right operators and see a long runway to scale that portfolio in the quarters and years ahead. In the UK, our London-based team has widened our aperture considerably: new operators, new sources of deal flow, and a pipeline that keeps building.

Across all three, the team continues to surface attractive opportunities to deploy capital, and we like our position in each of these markets. That growth will stay grounded in the same fundamentals that have served us well: disciplined underwriting, durable operator partnerships, and a creative, collaborative approach to structuring.

With that, I'll hand it to Derek to walk through the quarter's financial results.

Thank you, James. For the quarter, normalized FFO increased 44% over the prior year quarter to $119.7 million, and normalized FAD increased 43% to $118.5 million.

On a per-share basis, normalized FFO was 51 cents, an increase of approximately 19% over the prior year quarter, and normalized FAD was also 51 cents, an increase of approximately 19% over the same period. In the second quarter, we raised approximately $364 million of gross proceeds from the settlement of outstanding equity forward contracts to fund investment activity in the quarter.

Also in the quarter, we sold 14.4 million shares under forward equity contracts, raising $580.5 million of gross proceeds at a weighted average price of $40.23. Since quarter end, we sold another 2.2 million shares on a forward basis for gross proceeds of $90.6 million at a weighted average price per share of $41.46.

As of today, we have approximately 16.6 million shares remaining unsettled under forward sale agreements, representing approximately $671.4 million in gross proceeds available to fund future investment activity. In yesterday's earnings press release, we raised our full-year 2026 guidance, reflecting our year-to-date investment activity, including the volume we've closed since quarter end.

We're now projecting normalized FFO per share of $2.03 to $2.06, and normalized FAD per share of $2.01 to $2.04. At the midpoint, that represents growth of 16.2% in normalized FFO per share, and approximately 15.1% in normalized FAD per share compared to full-year 2025 results.

Our updated guidance is based on a weighted average diluted share count of 233 million shares, and includes the following key assumptions: first, no new investments, loans, or dispositions beyond those made year-to-date; second, no new debt or equity issuances beyond those made year-to-date; third, 2.5% inflation-based rent escalators under our long-term triple-net leases; fourth, $147 million of loans to be repaid throughout the year, of which approximately $104 million has been received so far to date; and fifth, no material change in the GBP to USD spot exchange rate. Additional guidance measures are detailed in the press release yesterday.

Lastly, our liquidity continues to remain strong at approximately $1.4 billion as of today, including approximately $90 million of cash on hand, $605 million of availability under our $1.2 billion revolving credit facility, and approximately $671 million of unsettled equity forward contracts. In addition, we have roughly $785.8 million of capacity available under our ATM program.

Net debt to annualized normalized run rate EBITDA was 1.0x at quarter end, well below our long-term target range, and our fixed charge coverage ratio was 9.9x. We continue to have no scheduled debt maturities prior to 2028.

With continued momentum and a reloaded investment pipeline, we have ample dry powder and multiple levers across our capital toolkit to keep funding our recent pace of investment activity. With that, I'll turn it back to Dave.

Thank you, Derek, and thank you, James, and thank you, everybody. We're really grateful for everybody's interest and support.

As I hope you can tell, we are super bullish on the CareTrust story, and not just what we've achieved, but where we are headed. With that, we'd be happy to answer any of the questions that you might have at this time.

James, maybe if I could start with you, you gave some helpful color in the opening remarks, especially about building out the SHOP pipeline and SHOP not being mentioned in the current pipeline. Could you talk a little bit more about building those relationships with operators and how that'll eventually translate into volume, and how we should think about the cadence of that?

Sure. I think that it's hard to predict the cadence, John, because you're never really sure what's going to hit the market or what off-market is going to come.

I think that building relationships with these operators and managers, finding the ones you can use in different regions of the country or have proven track records there, that have maybe experiences with other publics and their reporting and back office, just really allows you to more quickly pursue transactions that come up. It opens up the off-market pipeline as you develop relationships with them.

Really, as you really start to develop frameworks with them of what your deal with them would look like, the terms on which you do it, and you get really all that kind of pre-baked so you can react quickly when the right deal in the right area comes up for you to work with that particular operator or manager. I think the team's done a great job of developing a lot of those relationships and being ready really to continue and ramp up pursuing acquisitions in different parts of the country.

Then,

would you also mind talking about the portfolio of deals outside of the quoted pipeline? Maybe you don't want to speak to specific deals, but can you talk about the composition of where you're seeing those opportunities?

Is it more SNF-tilted? Are there SHOP portfolios out there that you're currently evaluating?

I'm just kind of curious what the composition looks like more than anything.

There's a few portfolios tinkering around out there. I would say there's definitely one or two SHOP portfolios that are larger out there that we're reviewing to see how attractive they are and whether we want to pursue them.

There's also, I'd say, the same for SNF and one or two in the UK as well. There's always seemingly a couple of them floating around, but there are a couple SHOP ones out there that we're looking at, but we'll see if they're really worth us pursuing or if we think that there's traction there.

Got it. Thank you.

Thanks. Good morning out there.

With respect to the care home portfolio investment in August, I think this might be one of the largest purchases you've done in the UK since acquiring Care REIT, but what I'm wondering is how much did the scale impact pricing? Do you view this deal to open the door to potential future deals given the new relationship there with the operator?

The scale did impact the pricing a little bit, Austin, I would say, that it 16 facilities, it doesn't, deals that size in the UK don't come around all the time, there's definitely a teeny bit of a premium there. We definitely see it as a launching point with this operator.

We feel like they've demonstrated in the past their ability to operate at scale and to operate well at scale. This is really their first jump back in after selling their portfolio last year.

We definitely see it as a launching pad to grow with them in the future. Then,

Dave, as you think about tenant and geographic concentration, and kind of ensuring that you do have the right diversification balanced with partnering with the highest quality operators consistent with the above-average metrics that you highlighted in your opening remarks. How do you think about striking that right balance moving forward?

I think one of our first principles as we started the company was that the underwriting always starts and ends with who is the operator going to be. If we do not have what we think is a quality operator to match with a great opportunity, we're simply going to pass on that deal.

We'd much rather take an A operator in a B market than settle for a mediocre operator in a great market. That's just in our DNA.

That's the discipline we have. If we do have, which we do have, great operators, we don't mind concentration building with one or another, because over time the diversification and concentration sort of takes care of itself.

Appreciate the thoughts. Thanks for the time.

Thanks, Austin.

Hi, this is Robin Hanlon sitting in for Juan. I was curious if there are any opportunities to convert existing senior housing tenants to either SHOP in the U.S.

or UK?

We've certainly thought about that. The challenge that we have in doing that is that our senior housing portfolio here in the U.S.

and in the UK covers rent really well. There's very little motivation for the operators to walk away from that type of lease coverage.

I think a lot of those conversions that have happened in our space have been kind of from a defensive posture where maybe things haven't been performing super well, or there hasn't been really strong coverage. It was more of a defensive play to convert to SHOP.

Because ours covers so well, there's less opportunity to do that. However, as we look forward, everything's on the table.

I think more likely for us, SHOP will be coming from being on offense and identifying great assets that we really want to own and have operations responsibility for with great partners.

As a follow-up, I wanted to ask on where things stand with PACS today? What's the willingness to move forward?

What has discussions been sort of year-to-date?

We're really pleased to see PACS's performance this year. Happy to see them back to normal filing cadence.

Really happy to see their investments in compliance and happy to see them back on the growth path. We haven't done anything with PACS for a while, but that's not for lack of trying.

We have looked at some deals with them. We'd be happy to grow with them again if the opportunity presents itself.

Good morning. Thanks a lot for taking my question.

James, in your prepared remarks, when talking about the UK, I think you talked about widening the aperture. Maybe you can provide a little bit more color of what you meant specifically by that?

Sure. I think what I mean by that is that I think the team there has done a great job of going beyond just seeing marketed deals, but also using operator relationships and other relationships they have, or that we've formed, to bring more pipeline or sources of deals than just the traditionally marketed deals.

I think also that as you start to look at maybe structures beyond just the triple-net, they've done a great job of starting to form relationships for us to start looking at deals like that that might work in other structures, like a SHOP if something presented itself. I think, Michael, that's pretty much what I mean.

Just opening the way in which deals come to us beyond just traditionally marketed deals, and thus really increasing the chances we get more opportunities.

Got it. Maybe just to follow up on John's question earlier about the no SHOP in the pipeline.

I think you cited timing and discipline. Obviously, you can only take advantage of the opportunities that you see.

At the same time, you are trying to maintain a certain level of discipline around what you're seeing. Then also, right, the underlying strength of the business is so strong and it feels like everyone's outperforming their own underwriting.

How do you kind of manage that across the portfolio and your opportunities that you're seeing, and making sure that you're in on the right deals and then also making sure you're not missing out on things, but also not just acquiring just for the sake of acquiring?

It's a tough balance, I would say. I think what we try to do is we try to really look at deals and pick our spots, right?

We try to find those opportunities where we feel like there's real confidence that we have that this can get to an IRR that we really want to pursue, and we'll stretch to try to go get it. On the other hand, we don't feel a huge compulsion to have to stretch to do a deal that doesn't make sense for us.

We're finding opportunities to put money to work in really good deals on the SNF side and in the UK care home side. When it comes to SHOP, we're going to continue developing relationships, continue to look at and underwrite a lot of deals.

We're going to continue to pick our spots with the right partners, operators, and stretch to try to go get those opportunities, but not go beyond what we feel is wise or prudent just in the name of growth. I think we work really hard to try to pick those spots, knowing that we don't have to do a deal to grow when we've got opportunities with SNFs and care homes.

Thank you very much. Good luck in the back half.

Thanks, Michael.

Thanks. James, just with the increased private market interest in the healthcare real estate space in general, how has that impacted acquisition cap rates?

Have you seen cap rates just broadly drift lower? Is there any one property type where you've seen that more apparent?

I think in the past you highlighted that there's probably the most competition in the SHOP space, but what have you seen on the SNF space and maybe the UK care home space?

SHOP is pretty well out there. There's a lot more private market entrants right now.

Cap rates are compressing as a result. You've got more competitive processes.

I think in the SNF world, we don't see too much of that really at all. I think you see the same players that there's been over the past several years, the same buyer pool, I think, really competing for the deals.

Portfolio deals in SNFs, larger deals, you maybe see a little teeny bit of compression in cap rates, but overall you still see the same of where they've been. It's just really having relationships that help you source more off-market, because there is more off-market than listed in the SNF world.

In the UK, I think you do see a slow influx of additional players on the private entrant side for sure. I don't think we've seen it impact dramatically the competitive process, but I would say you see an uptick in buyer entrants, but I haven't seen it really have that much of an impact at all on cap rates or bidding-up processes.

Great. Then, I guess Derek or Dave, could you talk about the purchase options?

I know that you have a few, meaning your tenants can potentially acquire one of your current assets. I know there was a window that opened up for one specific smaller purchase option, and there's a few that's coming up here over the next few quarters or so.

How should we think about that, or do you think that those could potentially be executed on, or is that just an option out there that will just kind of expire eventually?

Hey, Mike. We do expect and kind of bake in that there's a high likelihood that those will be exercised.

Of course, until we get the notices of exercise, it's always uncertain, and people's capital needs and plans change all the time. I think we're constantly in discussion with those tenants that have options.

It's a good relationship. It's collaborative.

It's not the end of the world if they exercise. We always look to do deals down the road with them in the future.

As of right now, we put a high likelihood that those would be exercised.

Great. Thank you.

Thanks, Mike.

Hi, good morning. Thanks for taking my questions.

My first one is on the composition of your financing receivables. I know that that can also refer to your sales leasebacks.

Curious what percentage of that is potentially SNFs, given that SNFs has been a smaller proportion of your acquisitions pipeline as outright purchases?

Hey, Farrell, it's Derek. It's almost 100% SNF.

These are really exciting, compelling sale-leaseback opportunities. The bulk of the financing receivables have purchase options that are 8, 9 years out.

There's a lot of uncertainty in the meantime about those exercise. We view them more in substance as a owned triple-net, but for accounting purposes it falls within the financing receivable bucket.

These are really high-quality assets in the skilled nursing space.

Thank you. Then also, just given the growing debate around the path of Fed policy, I'm curious how you're thinking about your cost of capital and especially being able to leverage either your balance sheet or also continue to lean into your equity if there's any updated thoughts?

We prepare for all uncertainties, and I think it's a benefit of having relatively low leverage. It gives us the optionality, depending upon Fed policy and other macro factors.

We really like carrying a little balance on the revolver. It's competitive for us.

We really like the price of our equity right now. We've got the optionality to do something longer-term or term loan.

All those are on the table. We're looking at the full toolkit.

For right now, looking at the pipeline, we've got earmarked probably the settlement of our equity forwards and then some. I think we've given ourselves some runway to maneuver, be flexible depending upon how those macro conditions continue to unfold.

Right now we're really just pricing it out and watching those rates daily, and trying to be opportunistic about it.

Thank you so much.

Hey, thanks. Good morning.

There's one pretty clear disconnect going on in your world, and that is you guys are not finding many in the way of SHOP transactions, and I know you're working hard at it, but it's raining SHOP. You're not going to talk about their process, but you're the one with the best cost of capital in the group.

I guess it all doesn't sort of ring clear to me, except for the fact that you're going to be very disciplined and all that. When you're on the ground looking at deals that you're competing with, how far off are you missing from the ultimate winner?

Is it coming down to pricing? What is it that's causing yours to be such a slow, out-of-the-gate process in SHOP whereas others are really moving quite fast?

Maybe James can give a little bit of more vibrant color to the specific question on how far off are we versus the competition. I would say one of the main differences between us and some of our peers is we view SHOP as a long-term complementary growth engine to the CareTrust story.

I think some of our peers have really pivoted and gone all-in on SHOP. With that type of publicly publicized strategic change, there's quite a bit of motivation on their side to put money to work and show that they're executing on that new strategy.

Whereas we have, I think, the luxury of being opportunistic across all three. If we have the ability to put double-digit FFO per share growth by maintaining that discipline and being opportunistic across all three, we really prefer that approach than kind of putting ourselves in a corner, per se, to have to do a ton of SHOP to show that we're executing on a particular strategy.

I think that's high-level why it appears that we've been more measured in our deployment of SHOP capital. I wouldn't be surprised either, Rich, if we did do a large SHOP portfolio deal in the future.

For us, that can happen because there are portfolios out there that I think will eventually check all the boxes for us.

Okay. James, any comment on where you're missing?

Look, it's no secret. If you're missing, you're almost always missing on price, right, Rich?

When we look at it and we look at a deal, and we say, "Look, what do we feel like the projections are here? What's the IRR going to be?

What's the return? What's the risk-adjusted return?"

You start getting portfolios that are in the mid-90s occupancy that are stable, where the pricing is going to a mid- to low-5 cap, and you start looking at that versus a plethora of SNF and other opportunities that are going to be in the 9s or high 8s, and you start looking at the risk-adjusted return and you think maybe it's wiser to allocate capital to where we have the most opportunities with a better risk-adjusted return for us if the pricing is just going to be too risky for us and not get the returns that we're looking for. That's really what process that you go through.

Yeah. Okay.

Then, last quickly for me, Dave, maybe for you, what do you like about skilled nursing business? I ask that question a little tongue-in-cheek, but you're obviously making a spread on your investments.

If for some reason the acquisition environment suddenly screeched to a halt, you'd be stuck with a 2% growth platform in U.S. skilled nursing.

Assuming I'm right about that, what does the draw to skilled nursing as an industry for you? I'm not suggesting it's right or wrong, I'm just asking the question, your perspective on it.

As you know me, I personally and we as a company have a long relationship and history in skilled nursing. That's where we come from back in the Ensign days in 1999 when Ensign started.

We know and love this business. We view it as a vital part of the healthcare continuum in the country.

We see it as too important to fail. We saw that during the pandemic.

We see, as the demographics continue to blow up over the next 25 years, that it will continue to be a really important part of the healthcare continuum. Not only that, because our history is so deep with skilled nursing, as our lease coverage and track record demonstrates, I think we do a really good job of identifying the best operators out there who can do it the right way, providing high-quality care.

To James's earlier point, what it does is it produces really high risk-adjusted returns for us compared to just about any other asset class.

I do like that too-important-to-fail comment, though. Thank you for that great color.

Appreciate it.

Thanks, Rich. All right.

Hey, thanks for taking my question. Are there any portfolio initiatives that you're working on with SNF operators, large or small?

I'm not sure what you're asking. What do you mean portfolio initiatives?

There's been some other of your peers working on some pretty large portfolio initiatives, either replacing operators, doing changes to leases, extending leases. Is there any of that going on in your portfolio?

Oh. No, there's always scrutiny, right, on the portfolio.

As you look in the supp, you see just really, really healthy lease coverage. Even with that, the portfolio management team here is always looking to improve and take assets from maybe weakening hands to stronger hands.

There's nothing currently underway that would impact guidance or our results at all, nothing of significance.

Got it. Thank you.

That's it for me.

You bet. Have a good one.

Hey guys, good morning. It's Dave.

I know, Dave, that there's always headlines and risk from a regulatory standpoint out there. I'm wondering, maybe to ask that question a different way, are you seeing anything in the acquisition pipeline that either the operators are bringing you or you're increasingly turning down where there's more lit risk, and vice versa, are there asset types or areas where you're now feeling there's less risk that are opening up opportunities?

I don't know if that's more rehab, less skilled, whatever the case might be. Are you seeing any shift within the mix in kind of the skilled nursing business that's giving you this opportunity to continue to acquire so well?

No, Dave, I'd characterize the skilled nursing environment right now as stable. I think from a regulatory standpoint, from a reimbursement standpoint, there have definitely been previous periods of time that have been more choppy.

Right now, I'd say it's really stable. I think that the operators and we feel comfortable with it, and there's quite an appetite to grow in today's environment.

Then

maybe one follow-up, it's pretty small, but the loan-to-own that closed in the third quarter, one, any details about that small asset? Then maybe a bigger question around that is, is that instructive or could that be instructive of any way where you might get more assets back that you'd want to own more quickly?

Dave, are you talking about Q3?

Yeah.

I think what you're talking about is in the UK, sometimes some of the parts of the transactions have to be structured a little differently as kind of a loan-to-own to facilitate closing while licensure is being received. We anticipate that would turn into real estate in the next 6 to 12 months.

For instance, we closed a transaction last fall that was under this loan-to-own, and just recently they got the licensure and converted into the real estate. That's really what that is.

It's just a function to help facilitate closing earlier while you're waiting for licensure.

Great. Thank you.

Thanks, and good morning. It sounds like loans are a decent chunk of the pipeline.

Can you just talk about the strategic rationale of these particular loans, and if we should expect loans to continue to be a meaningful part of external growth moving forward?

There's always a purpose behind the loans, Michael. Really, it's that they're either going to be done alongside asset acquisitions or in contemplation of.

Whether it's a purchase option or an agreement that real estate deals will follow, it's really a way for us to unlock the door to future real estate acquisitions with that particular borrower or operator. Those relationships, that cycle has been a very virtuous one for us.

It's been very successful for us in the past and been a driver of a lot of the growth that's happened over the last couple of years in a cycle that with the right operators and the right properties that will continue to feed. It's never going to become anywhere close to the primary business, but it'll fluctuate quarter-to-quarter.

When those opportunities arise and we see real estate in the future, it's a cycle we'll feed.

Understood. Maybe one on the most recent SHOP deal, I guess where do you ultimately see that mid-6% yield stabilizing at, and what's the timeframe that you guys are assuming there?

I think those two are pretty stable assets. I think that we see they're well-positioned for rate growth, they're well-positioned for some OpEx savings.

One of the facilities has some expansion potential that we're actively looking at. We definitely see a low-double-digit IRR return there.

I think really we would look at margin expansion from the low 30s to the high 30s in the next 2 to 3 years.

Got it. Thanks for the time.

Thank you for taking my question. This is Jyoti on for Vikram.

You guys mentioned record coverage. Can you talk about perhaps potential for rent resets over time or at expirations?

I think in the supplemental we show the maturity of our rents starting, I think, in 2031. That's when the conversation kind of begins.

The lease coverage is so strong overall that as we get there in 2031 and beyond, there will certainly be opportunities to reset those rents to more market rates. It's a few years off.

Got it. That's all from me.

Thank you so much.

Thank you, everybody, for your time and interest. Really just want to take a second to again acknowledge the amazing team here at CareTrust and thank them for the hard work.

Thank you for our operators as well setting the high standard of quality care out there that allows us to continue to expand our and their missions. Hope everybody has a great weekend.