Thank you, Tanya, and hello to everyone joining us today to discuss our fourth quarter 2025 financial results. On with us are Scott Peyree, President and CEO, and Jason Bengel, CFO.

This afternoon, we posted a detailed letter to shareholders on our investor relations website, and for the purposes of today's discussion, we will assume that listeners have read that letter and we will focus on Q&A. Before I hand the call over to Scott for his remarks, I remind everyone that during this call, we may discuss LendingTree's expectations for future performance.

Any forward-looking statements that we make are subject to risks and uncertainties, and LendingTree's actual results could differ materially from the views expressed today. Many, but not all, the risks we face are described in our periodic reports filed with the SEC.

We will also discuss a variety of non-GAAP measures on the call, and I refer you to today's press release and shareholder letter, both available on our website, for the comparable GAAP definitions and full reconciliations of non-GAAP measures to GAAP. With that, Scott, please go ahead.

Thanks, Andrew. Thanks to everyone joining us today as we discuss our very strong fourth quarter and full-year 2025 results.

I will first touch on some of the highlights from our earnings release, and then I'd like to take everyone through our '26 strategy before opening it up for questions. First off, we had a fantastic 2025.

VMD was up 14%, adjusted EBITDA grew at double that pace, 28%. Each of our three reportable segments grew VMD at double-digit rates.

Insurance again led the way, as very strong demand from carriers combined with our ability to take market share from competitors generated $174 million of VMD, a 10% increase over the previous year. We have heard some of our peers call out slowing demand from the largest insurers in Q1.

I just want to tell everyone, we are not seeing that at all ourselves, as top carriers' budgets with us remain robust as they're targeting our high-quality consumers. In fact, we expect Q1 to be yet another record revenue quarter.

The number four through 10 insurers on our network grew revenue by 65% with us in '25 from the previous year, a testament to the strength and breadth of partners in our marketplace. Insurance gathered strength as the year progressed, finishing with record performance in the fourth quarter that was just ahead of our previous record, the year-ago period.

The momentum has carried through the start of '26, and we expect another record year from the insurance division this year. Consumer segment consumer grew segment profit by 17% last year, anchored by a 60% revenue growth from our small business team.

Similar to the insurance segment, our consumer group of businesses strengthened throughout the course of the year, with segment profit increasing 24% in Q4 from the prior year and small business revenue growing a remarkable 78% year-over-year. Importantly, we have not sacrificed margin to generate this growth, as segment margin for both the quarter and full year was stable at 51%.

As a reminder, we have continually invested in additions to our small business concierge sales force, allowing us, as well as lenders on the network, allowing us to help a greater number of business owners find the best loan options for them while guiding them through the often complex process of completing their applications through through to funding. Continuing the buildout of this team is in our plans for '26.

The home segment recorded 6% year-over-year growth in revenue for the fourth quarter, although increasing media costs and lower conversion rates for our lender partners pressured segment margins. The national 30-year mortgage rate just dipped below 6% for the first time since 2022.

We are hopeful lower rates will finally start to unlock what has historically been a what's been a historically slow mortgage market. The guidance we published today does not assume any continued improvement in rates, we hope this means our home segment forecast will end up being conservative.

The pace of AI and AI-enabled search innovation has continued to accelerate. As I have said on previous calls, we view these new tools as fantastic opportunities for our business and are a key component of the strategy we have developed to increase the number of high-intent visitors to our sites to compare and shop for financial products.

We understand investor fears around the threat of disintermediation to our business model. There are many legal and regulatory structures in place that would make it difficult for agentic AI to overcome, not to mention our own partners' incentive structures that would negate the outcome.

Instead of focusing on playing defense, though, against these low-probability outcomes, we are embracing this innovative technology. I cannot be more excited about the AI-powered improvements that we are making to our consumer experience.

We have already driven results with our use of AI voice in our call center. As mentioned in the in the letter, we've seen significant revenue growth to the tune of $10-plus million in revenue growth per quarter over the last six quarters compared to opex growth of a few hundred thousand dollars per quarter of the last six quarters in our in our call center operations.

We've also seen efficient improvements that our marketing team has generated using AI-enabled technology to speed up design, ad testing, and funnel testing. This has shown with a 17% increase in overall conversions coming through our network year-over-year in in the fourth quarter.

That is with the headwind of legacy SEO coming down. Our North Star as a company continues to be I'm sorry.

The North Star of our company is to be the number one destination to shop for financial products. Everything that goes into forming our long-term initiatives is based on this aspiration.

We have the right to win, as LendingTree has the broadest network of financial partners of any consumer finance shopping site. Sourcing millions of visitors who are in the market for these products and want the best deal is our core competency.

We will we will use these strengths as the bedrock to scale customer volumes and improve outcomes with enhanced experiences, new tools, and better matching. Our North Star strategy has four strategic pillars: number one, accelerate the core business; number two, improve the consumer experience; number three, expand product offerings; and finally, number four, rebuild and reposition our brand.

I'd like to briefly hit on each of these pillars for the investors today. Number one, accelerate the core business.

Initiatives in this growth area focus on our existing businesses to support ongoing double-digit growth. These strategic initiatives support driving more consumers to our network, providing more purchase options to consumers, and increasing monetization of our traffic via our distribution networks.

Examples of areas we're focusing on now include the continued expansion of our SMB concierge sales force and network of lenders in SMB, the development of a concierge sales force in auto lending, investments into tech product and sales teams for rapid expansion of our media business development capabilities, and tech investment into major upgrades of our marketing technology platforms. Number two, improve the consumer experience.

In this pillar, our CX the CX team is systematically resolving consumer pain points, often with the use of AI technology. Initiatives in this pillar focus on making shopping easier for what are often complicated financial products.

We are seeking to serve both consumers looking to transact, as well as consumers who are just window shopping. The goal of this pillar is to become a trusted partner for the consumer when seeking financial products to drive an increase in return visits and referrals.

Examples in of this area focusing that we're focusing on now include improving our logged-in experience, taking learnings from our Spring app to our website, such as making it easier to log in and customizing the home page for logged-in users based on products they're shopping for, also simplifying the process to find and review offers they they'd previously received. Second, develop a personal loan rate table using our proprietary rate data we gather from millions of consumer shopping for loans on our network, which will allow consumers to know what rates they should expect before applying.

This tool can be provided on our website, in our app, it can be embedded with our business development partners, and importantly, embedded within LLMs. Third pillar, expand our product offerings.

This pillar focuses on the addition of categories of financial products offered to consumers. Our long-term strategic goal is to provide representation of all financial products a consumer could want.

We do not have to manufacture a shopping experience for some products when we can instead identify and partner with industry-leading service providers. The focus over the next 18 months is to sign partnerships in areas such as commercial insurance, pet insurance, boat and RV insurance, wealth management, robo-advisors, student lending, and others.

Finally, our fourth pillar, rebuild and reposition our brand. We have strong brand resilience with aided awareness, but need to rebuild the brand from an unaided awareness perspective.

We also are focused on repositioning our brand to be a destination to shop for a wide variety of insurance, lending, and other financial products, whereas historically we've been associated more specifically with mortgage products. In Q1, we made key brand hires and have begun the redesign of our home page.

Our goal is to target brand spend in several large geographic markets in the second half of this year, introducing new customers to our redesigned experience. Thank you everyone.

I know that was a lot, but I thought it was important with our new with our North Star and our new strategic focus to really lay it out for all of our investors. It was a little bit long-winded there, thank you for bearing with me.

With that, I'll pause there and open the line to your questions about about our results, outlook, and strategy.

Great, thank you guys for taking the question, and congrats on a strong quarter. Scott, maybe can you talk a little bit about the sustainability of growth in insurance, and really just trying to understand what the main drivers are?

I think you talked about how four out of the 10 insurance partners grew revenues, I think, by 60% or 65%. Maybe can you peel that onion one more layer and just kind of describe exactly what's going on that's driving all that growth?

Then I have a follow-up, please.

Sure. No problem, Youssef.

Thanks thanks for the question. Just just to clarify, what I was talking about with the insurance providers is our our carriers four through 10, like after our top three carriers, the next seven carriers combined grew by 65% year-over-year.

I was I just wanted to illustrate in that statement how it's just we're we aren't solely dependent The top three carriers also grew a lot year-over-year, but just the the growth is broad-based. It's not just purely based off the top three carriers.

Even though our top three carriers, it's fair to say they still represent an outsized outsized portion of our overall insurance revenue. Just a just a discussion on on the sustainability of the insurance marketplace right now, bottom line, I would I would start with, the insurance carriers themselves remain very profitable.

They they had a they had a great year last year. They've they've started the year well this year.

After many years of of unprofitable a few years of unprofitability and pulling back marketing spend amongst a bunch of other spends for a long time, they are now all very aggressive in growing market share, especially especially the top carriers. It is, and honestly, I would say over the past 3 to 6 months, they've become more aggressive, if anything, of trying to fight over market share.

We have just a lot of high-quality, high-intent consumers coming through our network. The carriers know that it's a our network is an extremely cost-effective way for them to get their insurance products in front of targeted, high-intent insurance consumers.

As as the year goes on, we we expect to start seeing some rate decreases more aggressively from carriers, which will bring more consumers shopping into the marketplace. Carriers have continued to open up geographies.

They're getting they're getting very open at this point, but but that is more geographies are open today than were a year ago, as a general statement, for carriers being willing to offer consumers product. Then finally, just internally, as I mentioned with our with our marketing strategy, we've just done a very good job of increasing consumer traffic coming through our site.

We're we're out there, and we're we're in front of a lot more consumers now today than we were a year ago. Honestly, we look at our opportunities in front of us over the next year, we are very excited about continued growth in consumer traffic coming through our site for insurance products.

Thank you. That's very helpful.

Then on the AI disintermediation topic, how are you currently working or integrating with some of these LLMs to try to stay visible, basically, as search transitions to more of a conversational kind of interface? Thanks.

I would say there's a number of fronts we're working on there. There's obviously the SEO front where you're getting referenced by the LLMs, driving consumers to our site.

We continue to focus on that, and it continues to grow. It's very high-intent consumers, as I've mentioned on previous calls.

I would say materially it's still a pretty small percentage of our overall consumer base, but it's continuing to grow. Some of the LLMs, ChatGPT being an example, are looking to start testing some advertising, which we're excited about participating in.

Again, I don't know how material to expect it to be in the calendar year 2026 as far as quantity of consumers. It's exciting, being that we are very, very good at paid advertising to get in front of consumers, we're excited about the LLMs starting to open up that.

Then just from a technology development standpoint, we've been working our teams on using AI development, conversational funnels, agentic AI bots to help get documentation necessary to finish application processes, developing comparison tools that helps consumers compare their offers, apples to apples, at the personal loans rate table I mentioned in my opening statements as an example. We're building a lot of technical chops on how to use AI in LLM-style technology for front-end consumer products.

I would say that there's been varying levels of success on the consumer engagement standpoint at this point, but we're getting better and better at building it, and as that consumer behavior starts to change, I think we'll be a leader in that space.

Got it. Thank you.

Best of luck.

Thanks.

Hello, everyone. This is Juan on for Ryan.

Thanks for taking the questions. Can you talk about the targeted brand investments in the second half of the year?

What's driving that decision, and if you could size the amount of the investment relative to 2025?

I'll start at high level, and Jason, you can throw in the level of investments, if you want to talk about that. It's just a critical part of our North Star strategy is to be the number one destination to shop for financial products.

As we looked at the landscape and our brand, we've got a really strong brand, and we're very proud of the brand we've developed. We haven't invested a ton on the pure basis of our brand over the past few years.

Whereas our brand is very good on an aided awareness perspective with consumers, it's not very good on an unaided awareness. We feel it's important to get out there, especially now that we want to reposition ourselves as a destination for all financial product shopping, whereas historically a lot of consumers really associate us specifically with mortgage and mortgage shopping.

The goal is, at the end of the day, to really get to the point where an average consumer on the street, we are one of the first companies that comes to their mind if they're thinking about shopping for financial products. That's really what we want to start.

We want to go in the second half of this year with a redesigned home page experience, a couple pages with some different messaging, some different types of messagings from a brand advertising perspective, and go into some large markets where we have good positioning with all of our financial products, some geographic markets where we can test different messaging and see what sticks and lands with the consumers well before we really roll it out on a national basis. That will probably start happening kind of mid-Q3 to mid-Q4.

Jason, you want to hit on just the investment levels we're looking at?

Yeah. Like Scott said, this is probably more in the second half.

The amount that we spend is going to be a function of how well we're performing, I guess is thing one, and then also how well that brand spend itself is performing as well. If it performs and exceeds our expectations, then we may wind up leaning into it.

The guidance does contemplate at least an initial investment where we're starting to roll this out and starting to do some testing. The investment itself is at least initially probably less than $10 million, as we're thinking about it in guidance.

Got it. That's very clear.

Just a quick follow-up: in terms of the outlook, can you provide a bit more granularity at the segment levels for revenue and VMD growth, as well as VMD margins?

Sure, happy to. I'll just talk through segment by segment how we're thinking about the guide.

First, Home. The backdrop for Home, we're not assuming any real rate benefit for Home.

We've seen some rate decreases coming through, but we're not assuming any going forward. That would be upside to the guide.

Generally Home, home equity should have support with record home equity balances. At the end of the day, there's still not a lot of consumers out there shopping, and we have seen some increase in competition with causing media costs to increase.

Margin-wise, I would say we expect Home to be roughly where it was landing in Q4. We are investing in quality to win a prominent space in our marketing channels, and we are investing in expanding our small lender network, which will provide some margin support.

Going on to Consumer, the real driver is SMB, small business. The merchant cash advance market is a strong market, that's growing.

We've been investing in our concierge experience, the staffing, the marketing channel placements to drive high-quality traffic. We expect all of that to continue in to 2026.

That's a model that's really working well for us. Personal loans, record credit card balances provide a great use case for debt consolidation in 2026.

But 2025 did see quite a bit of buy box expansions, which we're not expecting to repeat into 2026. We're being maybe a little bit more measured when it comes to PL growth expectations.

There we're focused on better matching consumers with lenders and finding additional sources of traffic to feed those lenders. Margin-wise, generally where we have been in Q4, I think is probably fair.

It will bounce around, but I think Q4 is generally a decent starting point. Then Insurance, when it comes to Insurance, that backdrop is very favorable, for all the reasons Scott said.

Carriers are becoming more competitive for market share and policies. They really want to grow policies.

Their profitability is extremely strong. With selective rate decreases coming through, that should spur additional traffic, which should support the CPL side of the house, the cost per lead.

Backdrop is really strong. Things we're doing, we're really focused on improving our margin.

We're making some key investments in MarTech to make sure we grab more margin. We're seeing a lot of that come through already in January and February in Q1.

We've noticed material increase in margins from where we were in Q4, and we expect that generally to continue throughout the year. I think just candidly, we are running hotter than when we expected in Q1 in Insurance.

The backdrop is favorable. We have no indications that it's going to slow down, but when it comes to the guide, we're also being a little bit cautious.

It's only been two months. We kind of don't want to bake in this very, very strong performance for the rest of the year yet.

To be totally candid, we are pulling that down a little bit and being a little bit more conservative just to be prudent when it comes to the Insurance segment. Then, like we said, we do want to allow ourselves room to spend in brand as it relates to the strategy.

I think that's generally some color on each of the pieces there. Hopefully, that's helpful.

Yep, got it. Appreciate all the detail, and congrats on the print.

Great, thanks for taking my question. Can you hear me okay?

Yep. ):

Great. It was cutting in and out.

Just in your shareholder letter, can you kind of explain more of what's going on with these trigger leads and how that benefits? Then, if I'm kind of taking the last comments around the guidance, are we kind of coming into an environment when the Insurance segment is just now a lot more predictable and easier for you guys to forecast than it has been the last 5 years?

Then I have a follow-up.

All right. I'll I'll I'll start with hit hitting on the trigger leads, Jed, and then we can go to the insurance.

The trigger leads is is for those that don't know the trigger leads, the the the very basic version of that is when for example, when we develop a lead and sell to our mortgage providers, and then they do a hard credit pull to to provide a firm offer to the consumers, then the credit bureaus will send it will trigger them, that's why they call trigger leads, they'll be triggered to sell it off to a bunch of like third-party buyers that we have no association with, our clients have no association with, but it's basically saying like, "Hey, this consumer just got a hard pull on their credit for from an insurance from I'm sorry, a mortgage company, so maybe you might want to call them to see if" So so it turns into a really horrible consumer experience, where like they're they're about to close a mortgage and then all of a sudden they're getting another 50 or 60 calls from know, who knows who. The long story short is Congress passed a bill that basically said that can no longer happen.

That's coming in Jason, Andrew, I I don't know the exact date. This it's quick, that that it's

This week.

This week, that's coming out. It helps us on the front end of the quality of our traffic, because now you don't have our clients, when they're giving their firm offers to the consumers, it's not triggering like 50 calls on the back end.

Like that will really help the consumer experience and the quality of our leads to to our to our direct clients. Secondly, how it helps us, there's a lot of buyers of these trigger leads that can that will no longer be able to buy these leads.

We we think that will drive many companies that to come to buy these consumers on the front end from the likes of us, which should help our monetization. I'm And I'm sorry, Jed, what was your second question around insurance?

):

Just are we kind of entering this period, the predictability following last 5 years of a decent amount of volatility?

I think the short answer there is yes. It seems, there always be some level of carriers leaning in and leaning out, and that's why we manage a large network and keep all of that.

I do feel like the past two quarters there's been a lot more stability than maybe the previous eight quarters were, and I expect that to continue. I expect the changes in geographic targeting, demographic targeting, total ad spend to be a lot lower swings than they've been in recent history.

Jason, you have anything to add to that?

I agree. I would just add on the market will be less defined by two carriers, I think as we progress throughout 2026.

As we said, we saw a lot of strong growth from the next seven carriers. As it becomes more competitive, as more carriers really start to come into the market and play more prominent position in our market, we'll be less defined by a smaller number of carriers.

That should help the predictability. ): Can I just sneak one more in?

Sure. ):

Just we've had a drawdown in valuations in most of this sector. Can you just talk about I get wanting to get your debt down below $200 million and potentially maybe do buybacks.

Can you talk about just potentially the acquisition landscape where you've seen valuations come in quite a bit with what's been going on over the last couple of months?

Sure, I'll start on that, and Jason, you can feel free to add in. It is a big priority for us to bring down our total debt load and especially as a multiple.

We are very focused on continuing to do that and looking at that. Jed, as you said, with valuations coming down pretty significantly across the board, there's no denying that makes opportunities out there become a lot more interesting.

Now, it's always the classic, it takes two to tango, right? You deal with a scenario where some others out there view that their value is way below where it should be, and that makes them less interested in M&A sort of activity, which I totally understand personally.

Cuz if it sustains over a longer period of time, could it potentially drive consolidation? I think absolutely it could.

Are we interested in it? Yes.

Are we aggressively pursuing it at this point in time? No.

):

Thank you. I would just tack on, we had a 101 soft call on our term loan.

That was up in February. We are free now to pay down debt at par.

Kind of like we're saying here, the uncertainty is significant out there. Right now, when you have that much uncertainty, let's just hold on to cash and, for at least the short term here, we're not going to pay down debt, we're going to accumulate cash and maintain flexibility, just given how dynamic things are at the moment.

):

Thank you, and nice job.

Thanks.

Hey, guys. Thank you.

Scott, if you could, could you maybe talk about the visibility you have in the business today for revenue versus maybe 6 months or a year ago?

Sure. I think the visibility for revenue in '26 is pretty solid.

I don't expect massive pendulum swings. I do think our ability to drive more consumer traffic in an outsized pace will continue to drive revenue growth, because I think I would say pretty much every industry we're in right now, if we have the ability to drive more quality consumers at the existing monetization levels, our clients will keep buying those consumers and wanting to get their products in front of those consumers.

I would almost argue our revenue is much more dependent now on our ability to continue driving more and more consumers to our network than it is on clients opening up a lot more budget. That does go to creating more predictability in the revenue.

Got it. On the mortgage side, not home equity now, but sort of mortgage purchase and refi, how close are we to a tipping point?

I think last quarter you talked about maybe 5.75%. Kind of what's your thoughts there?

How should we handicap that?

It's nice seeing a five handle on the 30-year rate right now. That feels good.

It's still too high to really drive a lot of consumer traffic on specifically the refi side. Home purchase can be a lot more around just there's a lot bigger affordability issues, more than just pure interest rates.

There's still, when people sit on a 2.5%, 3% interest rate, it's hard to convince them to go and buy a new house at a 6% rate or 5. 5.98% or whatever it is.

I do think at 5.75%, as we've mentioned on previous calls, that is where you really start to see the snowball start to build, where and the mortgage industry has lots of metrics that you can look at as well, but the 5.75% is really where you have more and more homeowners quote/unquote in the money on a cash-out refi. Then 5.5% at 5.5%, it really starts to build.

Then if you get below 5%, it could really start being a tidal wave. I think we're ways away from that.

Hopefully that answers your question.

Thank you.

Thanks. Hey Scott, I think in the letter you mentioned something to the effect that partners were not incentivized to provide actionable quotes for automated bots.

I think you singled out loan and insurance. Could you maybe just expand on that a little bit, please?

Insurance is a big one. I wouldn't just single out insurance.

I think that there's a number of levels where there's incentivation to do it, and then there's I would also say there's capability to do it. Starting on the incentivation front, you don't need AI or agentic AI for these insurance companies, for example, they could have made their actuarial tables available as a commodity 20 years ago to Google if they wanted to.

There was nothing stopping it from being embedded, but they've built big brands, they consider their rate information probably the most proprietary thing that they have as a company, and so they've always been always, not just recently, extremely resistant to any sort of bot, agentic or not, coming in and accessing their rate information. All the indications in our conversations, they're very profitable.

They are offering rates direct to consumers that they want to and writing a lot of policies, and there's no real incentive or desire for them to really open the kimono there at the end of the day. Then there's a lot of insurance carriers you go to their website today, you cannot get a rate online.

I would say the majority of carriers are that way. Those basically say, "Hey, we're going to connect you to an agent or a call center rep, but you've got to talk to someone over the phone or in person to get a rate."

A lot of that is just technical capabilities of providing rates. You go into the lending world, there's a lot of similarities in the lending world.

A lot of our small business lenders, for example, they don't even write direct to merchants. They write loans through brokers like us.

It's deep API logged-in access we have to get their loan information. These consumers wouldn't even know that these companies exist outside of talking to us to get a loan.

There's a bunch of hurdles from that side where I just don't think agentic AI overlay on going out filling out a bunch of forms is really going to solve any consumer's problems anytime soon.

Yeah.

In these industries specifically. You take real estate, there's a lot of publicly available information there, it's a little easier to implement a ChatGPT app there.

Yeah. Very helpful color.

Thanks, Scott.

Yeah.

All right, thank you everybody for joining, for all of your questions today. I hope we've given you helpful context around some of the incredible opportunities we're working on to enhance the marketplace.

We're very excited about our path ahead and look forward to connecting with you again soon when we report our first quarter earnings.