Norwegian Cruise Line Holdings (NCLH) Q3 2026 earnings call transcript

I would now like to turn the conference over to your host, Sarah Inman. Ms. Inman, please proceed. Thank you, and good morning, everyone. Thanks for joining our third quarter 2026 earnings call. I'm joined today by John Chidsey, CEO of Norwegian Cruise Line Holdings, and Mark Kempa, Executive Vice President and Chief Financial Officer. As a reminder, this conference call is being simultaneously webcast on the company's Investor Relations website.

We will be referring to a slide presentation during this call, which can also be found on our website. Both the conference call and presentation will be available for replay for 30 days following today's call. Before we begin, I would like to cover a few items. Our press release with third quarter 2026 results was issued this morning and is also available on our investor relations site. This call includes forward-looking statements that involve risks and uncertainties that could cause our actual results to differ materially from such statements. These statements should be considered in conjunction with a cautionary statement contained in our earnings release. Our comments may also reference non-GAAP financial measures. A reconciliation to the most directly comparable GAAP financial measure and other associated disclosures are contained in our earnings release and presentation.

Unless otherwise noted, all references to 2026 net yields and adjusted net cruise costs excluding fuel per capacity day are on a constant currency basis, and comparisons are to the same period in the prior year.

With that, I'd like to turn the call over to John.

Thanks, Sarah, and thanks everyone for joining the call. I'm joined today by Mark as we discuss our third quarter results.

Mark will be stepping down as Chief Financial Officer after more than 25 years with the company. He will continue serving as CFO through the end of this year with Megan Montana, our current Chief Strategy Officer, succeeding him effective January 1, 2027. Mark has been with the company since 1999, and his career spans defining chapters in our history, from our years as a privately held company through our IPO in 2013 and the acquisition of Prestige Cruise Holdings in 2014, which brought Oceana Cruises and Regent Seven Seas Cruises into our portfolio.

His experience across our finance organization has given him a deep understanding of our business. I also want to recognize Mark's leadership through the pandemic. At a time when our industry faced an unprecedented shutdown, his steady leadership was instrumental in ensuring the company's survival. On behalf of the board and our entire team, I thank Mark for his years of service and dedication. We have been attracting and adding great talent to our leadership team and are pleased to announce that Megan will be our next CFO. She brings a strong combination of financial expertise, strategic perspective, and experience in a complex capital-intensive industry. Her background includes investment banking and senior leadership roles at American Airlines across treasury, financial planning, and corporate development.

Since joining NCLH in January 2026 as Chief Strategy Officer, Megan has overseen our Transformation Office, turnaround strategy, and global outsourcing initiatives. Through that work, she has developed a detailed understanding of our priorities and the actions needed to improve our performance. As CFO, Megan will draw on that understanding of our turnaround and our financial experience to strengthen financial discipline, improve execution, and support our capital allocation and balance sheet priorities. I have great confidence in her ability to lead our finance organization as we work to improve performance and deliver long-term shareholder value. Megan and Mark will work closely together to ensure a smooth transition. Now, getting into the quarter. We delivered better than expected third quarter results across the board.

Net yield declined 6.7%, approximately 220 basis points better than guidance, driven by stronger than expected close-in demand across our deployment and strong onboard spending. We also maintained discipline on cost, with unit costs declining 2.3% year-over-year, 140 basis points better than guidance. Together, these results drove adjusted EBITDA of $937 million, exceeding guidance by $63 million, and adjusted EPS of $1.12, 22 cents above guidance.

The strong beat, which was driven by the top line, was due to extraordinary close-in demand by consumers who deferred summer vacations and ultimately booked closer to departure, reinforcing our confidence in the appeal of our products and the opportunity across our brands. These strengths are central to our turnaround initiatives, and while we have more work ahead, our focus remains on translating these advantages into more consistent financial performance, which we expect to improve in 2027, as I will discuss later.

Turning to slide four, I want to touch on the progress of our turnaround strategy, which is built around three priorities, strengthening revenue performance, improving operating efficiency, and enhancing the guest experience. I'll spend a few minutes on the actions underway and the progress we are making in each area. While these efforts will take time to fully implement, we're highly confident that their full benefit will drive results well into the future. We look forward to sharing more detail on our plan, its expected financial benefits, and our outlook for the business at our investor day in the first half of 2027. We have implemented a new revenue management system, rolled out a new baseloading strategy across the majority of NCL's second half 2027 sailings and all 2028 sailings, and strengthen the team.

We are also changing how we reach our target guests and communicate the value of our offering. Significant work is underway to drive the top line, but we are also focused on many other areas, including increasing pre-cruise purchases and growing onboard revenue per passenger day.

Improving operating efficiency is another important part of the turnaround. We continue to streamline processes and improve productivity across the business. Over the prior two quarters, we identified approximately $225 million of annualized savings and cash benefits. This quarter, we are announcing an additional $100 million in expected run rate benefits, which will phase in over the next couple of years from guest and crew air optimization and refinements to our promotional offerings.

These initiatives will support the top line while helping avoid cost with benefits phasing in as we fulfill existing bookings under the prior offerings and a smaller proportion of guest sale with airfare included. Our work here is not done, and we continue to evaluate further significant opportunities to operate more efficiently, including efforts related to outsourcing and leveraging AI.

Finally, an exceptional guest experience remains at the heart of our business. We are enhancing our reservation system to make the booking experience easier and give us greater flexibility to offer guest upgrades and other personalized options, creating additional revenue opportunities over time. Across all three brands, we are improving our websites and apps to make the digital experience more intuitive and convert more of that interest into bookings.

Turning to slide 5, I want to give you more detail on the progress we are making in rebuilding NCL's demand generation engine. We have a strong product, and our opportunity is to connect more effectively with the guest who will value it most. The work follows a clear sequence. Understand the target customer and what is most important to them.

Define what the brand stands for and how it meets their needs. sharpen our messaging, and improve the overall effectiveness of our marketing investments.

Starting with our target customer, we have focused on premium families and seasoned travelers. Our research sizes these audiences at approximately 30 million vacationers from households earning more than $100,000 annually. We have quantified the opportunity these groups represent and refined our understanding of what they want from a vacation. That gives us a stronger foundation for deciding what we communicate and where we invest.

And the great news is that they are a largely untapped audience, as the significant majority, although avid vacationers, still do not cruise.

Fundamentally, we have more of an opportunity to enhance our brand communication as opposed to the product itself, which we believe is an advantage in our turnaround efforts. We will continue improving our product and service and refining our promotional offerings, but our research points to a significant opportunity to communicate the strength of our product more effectively. Our opportunity is to show the consumer what makes NCL distinctive and clearly communicate how NCL is differentiated in the market.

Our tagline, It's Different Out Here, which was first launched in the 90s, has embodied that ethos, but we did not articulate what it meant. Our job now is to bring to life through clear, consistent messaging targeted to untapped audiences.

So when our new NCL CMO started a few months ago, he and his team set about honing in on what makes us different, focusing on those products, services, and brand attributes that resonate with the core consumer and are perceived to be a gap in today's competitive offering. Our new positioning centers around the idea of cruise without compromise, built on NCL's strengths and freedom, choice, and hospitality.

Different members of a family or group often want different things from their vacation. Some want activities and adventure, while others want time to relax. NCL offers the breadth of experiences and flexibility for guests to enjoy their vacation in their own way while still spending meaningful time together. On vacation, no one should be forced to compromise, or worse yet, return from a trip feeling they need a vacation from the vacation.

Our opportunity is to communicate that distinction more clearly and consistently. We believe this positioning is differentiated and ownable, and perhaps most importantly, addresses the perceived experiential gaps in cruising that have resulted in such a low historical penetration with these consumers. This positioning will guide a new creative platform that we expect to launch in January alongside the 2027 wave season.

The platform combines creative development with consumer research and data to ensure the message connects with our core audiences. It will provide a consistent foundation for how we present the brand across our own channels, paid advertising, and earned media with room for the creative to evolve over time. We are also becoming more disciplined in how we allocate marketing investment.

Through media mix modeling, we are evaluating how our channels contribute to demand and where our spending can be most effective. We identified an imbalance in our prior approach with too much emphasis on consumers already considering accrues and insufficient investment in introducing NCL to potential guests earlier in their decision-making process. We are adjusting that balance to build awareness and consideration while continuing to support near-term bookings.

This includes greater visibility through social media and creator content, brand activations, and high-profile media placements, similar to what we recently did at the U. S. Open and the New York Food and Wine Festival. We plan to support the January launch with a focused media push during the first quarter, an important period for generating demand. We also have a focused effort on optimizing AI-driven search as consumers' travel planning behavior is rapidly evolving.

Taken together, this work gives us a clearer and more consistent approach to reaching our target guest. As we build demand, our revenue management capabilities and baseloading strategy will help us manage the booking curve more effectively and optimize yields over time. As you can see on slide 6, 2027 is a tale of two halves. For the first half, our book position remains behind the same point last year, although at higher pricing.

We do not expect our marketing and revenue management initiatives to meaningfully benefit first half performance due to natural shape of the booking curve. For the second half, our book position is in line with the same time last year, also at higher pricing, and we expect to begin seeing early benefits from those initiatives. The second half book position, together with the initial expected benefits of our turnaround initiatives, supports our expectations that full year net yield growth will be 1% to 2% with a meaningful acceleration in the second half of the year.

Turning to slide 7, I want to highlight an exciting milestone for NCL and a major step forward in the experience we offer our guests. On September 4th, we celebrated the official opening of Great Tides Water Park and our new two-berth pier at Great Stirrup Cay. I attended the opening and can tell you firsthand that Great Tides is an incredible addition to the NCL vacation experience With 19 water slides and a high river the water park offers everything from thrilling drops for adventure seekers to splash areas where younger children can join in the fun What stood out to me was how much there is for families to experience together with options for different ages and comfort levels.

It brings our promise of cruise without compromise to life. The new pier is an important part of that experience, making access easier and more reliable, and allowing guests to spend more of their day enjoying everything the island offers.

Most encouraging is the response from our guests. 90% of guests surveyed visiting Great Tides say they would recommend Great Tides Water Park, and the water park is receiving the highest ratings of any experience on the island. That is a strong early endorsement of what our teams have created.

We are also introducing that experience to a much wider audience. Approximately 100 social media creators joined us for the grand opening, and their content has generated more than 275 million views to date. That content continues to reach potential guests well beyond the opening itself, giving us a powerful way to showcase the island and the broader NCL vacation experience. Financially, the early results are in line with our expectations, including water park participation and onboard spending. We expect the opportunity to build as awareness grows and more guests experiencing the island. In the near term, that opportunity is primarily in onboard revenue, with the potential to strengthen demand and support higher ticket pricing on itineraries visiting Great Stirrup K over the longer term.

We believe Great Stirrup K gives guests another compelling reason to choose NCL in the Caribbean and will be a cornerstone of the brand's growth strategy. At Regent, we are also elevating the guest experience.

Turning to slide 8, we are preparing to welcome 7Cs Prestige to Regent this December, which will mark the brand's first new ship class in a decade and is an important next chapter in its growth. takes the space, service, and all-inclusive experience that region guests love to another level, with more space per guest than our previous ships. That translates into more room to relax, beautifully designed suites, and expansive public spaces, while preserving the personalized service that defines the region experience. New suite categories and dining experiences, including our Mediterranean restaurant Azure, guests even more to look forward to. The response has been truly exceptional. When reservations opened, launch day bookings exceeded Regen's previous new ship record set by 7C's Splendor by 26%.

Importantly, that demand is translating into strong pricing for Regen, with prestige commanding meaningful premiums to the rest of the fleet. The Skyview Regen suite is a great illustration of that pricing power. Spanning nearly 9,000 square feet across two decks, it offers an extraordinary private retreat at sea. With fares starting at $25,000 per night, the suite is already booked on over 70% of prestigious 2027 sailings, a powerful indication of the demand for this level of experience.

Across the ship, the combination of strong demand and premium pricing reinforces our confidence and the opportunity to grow region through an exceptional guest experience. We are excited to welcome guests aboard and build on that foundation as we continue growing region.

With that, I will hand the call over to Mark to go through the financials.

Thank you, John, and good morning, everyone. Before turning to our results, I want to say what a privilege it has been to serve this company for more than 25 years. We have accomplished so much together and navigated extraordinary challenges. What I am most proud of is the dedication and resilience of our people, particularly the various teams that I have had the honor of leading.

As I prepare to step down as CFO, I do so with confidence in our brands, our strategy, and the opportunity ahead. Megan brings extensive financial experience and a deep understanding of the priorities driving our turnaround, and she has my full support. I look forward to working closely with her and remaining in an advisory capacity through June 2027 to support a smooth transition.

I am grateful to our teams, our board, and the investors and partners who have supported us throughout my time here. I'll begin our third quarter results on slide nine, which exceeded our guidance across all key metrics. Better than expected revenue performance combined with continued cost discipline drove adjusted EBITDA of $937 million, exceeding guidance by $63 million. Starting with the top line, net yield declined 6.7% on a constant currency basis, approximately 220 basis points better than guidance, driven by stronger-than-expected close-in demand and onboard spend.

That demand also lifted occupancy to 106.5%, approximately 250 basis points, above our expectation of 104%. While this performance is encouraging, we believe the stronger close-in demand primarily reflected pent-up travel demand from consumers who deferred vacations earlier in the summer and ultimately booked closer to departure, as John mentioned earlier.

Turning to costs, adjusted net cruise cost ex-fuel per capacity day declined approximately 2.3% year-over-year and 140 basis points better than guidance. This performance reflected better than expected savings across the business as well as favorable timing of certain expenses that shifted to the fourth quarter. Together stronger top line performance and lower cost drove an adjusted operational EBITDA margin of 43.3%, approximately 210 basis points above our guidance. EPS was $1.12, exceeding guidance by $0.22. These results reinforce our confidence in the appeal of our products and the opportunity to translate stronger revenue performance and disciplined cost management into improved profitability.

Turning to our fourth quarter outlook on slide 10, we expect net yield to decline approximately 6.5% on a constant currency basis in line with our prior implied guidance. This outlook reflects stronger underlying net yield growth offset by unfavorable mix impacts due to the delayed delivery of 7Cs prestige to late December and the cancellation of select 7Cs Voyager sailings transiting the Suez Canal. When looking at our fourth quarter guidance, we are taking into account the onboard benefits from the opening of all the amenities at Great Stirrup Cay, which has been tracking to our expectations. Over time, we expect the enhanced island experience to support higher ticket pricing on sailings that involve the island as awareness grows and demand builds throughout the booking curve.

For the full year, we are carrying through the stronger-than-expected third-quarter net yield performance and raising our full year net yield guidance to a decline of approximately 4.4% on a constant currency basis.

Turning to costs, we expect adjusted net cruise cost X fuel per capacity day to increase approximately 1.7% year over year, primarily reflecting expenses associated with certain initiatives shifting from the third quarter into the fourth quarter. Despite this timing impact, most of the third quarter cost outperformance carries through to the full year. We now expect full year adjusted net cruise cost excluding fuel per capacity day to decline approximately 0.4% and improvement of approximately 15 basis points from our prior guidance.

Moving to adjusted EBITDA, we expect fourth quarter to come in at approximately $414 million and are raising our full-year outlook by approximately $50 million to $2.55 billion. We expect fourth quarter adjusted EPS of negative 12 cents and are increasing our full-year outlook by 20 cents to $1.70.

Turning to slide 11, improving operating efficiency remains a key pillar of our turnaround strategy. Building on the savings announced in the past two quarters, we identified an additional $100 million of savings related to guest and crew air optimization and other tactical changes in commercial offerings. Modifications to our promotions were made earlier this year and benefits will phase in beginning this year through to 2028 and will benefit both the top line as well as crew-related transportation and logistics costs.

Combined with the approximately $225 million identified over the prior two quarters, these These actions bring our total annual life savings and cash benefits identified this year to approximately $325 million and our total identified to date to over $600 million. As we have said before, our work here is not done. We continue to identify opportunities across the business including outsourcing select shore site support activities where specialized partners can help us simplify processes, improve service and lower costs. We expect to announce further savings as these initiatives advance. Our focus remains on improving our cost structure and strengthening cash generation to support margin expansion and deleveraging over time. As you can see on slide 12, we have maintained a consistent focus on cost discipline for several years.

We began 2026 expecting adjusted net cruise cost ex-fuel per capacity day to increase approximately 1%. During the year, we have continued our discipline focused on cost and as a result, we have improved our NCC XFuel outlook by almost 150 basis points, and we now expect a decline of approximately 0.4 percent, reflecting savings from both shore site and shipboard and the efforts of the teams across the company.

Sustaining this progress requires continued focus and execution. We have delivered three straight years of sub-1 percent unit growth, including an expected decline of 0.4% in 2026 and expect to continue that strong discipline in 2027. Together with the expected full-year net yield growth of 1% to 2% on a constant currency basis, accelerating meaningfully in the second half, this positions us well to improve profitability and strengthen our financial position into the future.

Turning to slide 13, reducing leverage remains a top financial priority. As we have discussed, this will take time, supported by stronger top-line performance, disciplined cost management, and a lower level of capital spending over the next few years.

Our new build and growth capital expenditures remain elevated through 2027 as we are completing an important growth cycle for the company. Moving into 2028 and 2029, our gross new-build capital expenditures decline by about $1 billion each year, which frees up important cash needed to improve the balance sheet. This reduction in CapEx, combined with a stronger business supported by the turnaround, further enhances our deleveraging profile.

Finally, turning to slide 14, we completed several transactions that strengthen our liquidity and supported our fleet optimization strategy since the last earnings call. We completed the sale of Oceana Serena and entered into a charter agreement to continue operating the vessel through spring 2028, and we entered into a memorandum of agreement to sell Oceana Insignia with delivery to the buyer expected in September 2027.

These decisions support our strategy to deliver a more consistent guest experience across Oceana's fleet aligned with the elevated standards of its newest ships while also generating cash to strengthen our financial position. More importantly, subsequent to the quarter end, we completed the issuance of $950 million of senior notes through 2031 and upsized our revolving loan facility to $2.8 billion, further enhancing our liquidity profile. This transaction was leverage neutral.

With no significant debt maturities until 2029, we believe our existing financial resources and ongoing cash generation provide a clear path to fund our turnaround strategy and strengthen our balance sheet over time. I'll hand the call back over to John for closing comments.

Thanks Mark Before we open the call for questions I want to leave you with a clear sense of where we are today and why we are confident in the opportunity ahead We have exceptional products across our three brands dedicated teams and compelling new experiences that give guests more reasons to choose us From Great Tides Water Park to Seven Seas Prestige, we are building on those strengths while moving quickly to improve how we market, price, and operate the business. The changes we have discussed today are concrete.

We have strengthened our commercial leadership, implemented a more disciplined approach to revenue management, and identified additional opportunities to improve efficiency. We are now focused on turning those actions into consistent results.

Looking ahead, our stronger second half 2027 booking position and higher pricing, together with the expected benefits of these initiatives, give us confidence in a return to positive net yield growth in the second half and for full year 2027. We see 2027 as an important step forward in restoring the performance this business is capable of delivering. We have more work to do, but we are moving with urgency and clear accountability to affect our turnaround, capture opportunity, and deliver value. I want to thank our team's shore side and onboard for their commitment to our guests and the progress we are making. We're excited about what lies ahead and look forward to sharing more in the quarters to come and at our investor day in the first half of next year.

Yes, Steve, it's John. I'll go first and we'll forgive you for multiple questions. No, I'm kidding. I think it's a lot of things actually that give me a lot of confidence or give us a lot of confidence about 27. You know, first, if I look at the performance in Q3, where we outperformed, when you look at the fact, even with the headwinds of the delay and prestige in Voyager, you know, not going through the Suez, that we're able to, you know, maintain our outlook for Q4, which tells you the underlying business was doing better. So the fact that three and four are better and we can sort of absorb that hit, if you will, So I think those are good signs right there.

And then when I look at the fact that we're ahead on pricing in every single quarter next year, and to your point, while we are behind the booking curve in the first half of the year, which we've been very clear about, but when you look at the second half where we're on the curve and with our new base loading strategy, presumably we can get better from there for sure. I'm not saying we're at the optimal spot at all, but definitely the fact that we're where we were last year is a great thing.

And then when you think about the fact that marketing will be launching with the wave season in January, which hasn't begun at all, when you think about the revenue management systems that we put in place and all the changes we made to that team, I think when you put all those factors together, that's why I'm highly confident or we're highly confident we will get to the net yield that we're giving you guys for 2027.

Okay. Thanks for the color. Appreciate it. Thank you.

Yeah, so, well, actually, for the second part, yes. I mean, we just put that strategy in place. We have some – I think we talked about this on the last call. We have some marketing ideas on how to drive that point home much more clearly with both the consumer as well as the travel agent community, which we'll be talking about that on the next call. You'll be seeing that. So I do think it's working at its early days. But again, given that we're ahead on pricing and we're where we were last year, again, that's a great sign. Can it improve from there? Yes, absolutely.

I think the other unknown that you bring up is this close-in booking that we saw in the third quarter, which is one of the reasons that we outperformed. Does that continue? So as an example, in the fourth quarter, we've assumed that it doesn't, but we're still confident we can overcome those headwinds. And the reason we don't know, I don't think one quarter Duffy trend make, and then you've got the holidays in the fourth quarter. So I think we're going to learn a lot more in the coming months. So if that close-in booking continues, there could be some upside potentially in the first half as it goes through the second half of the year, same thing.

So I just think we have to be a little patient and see how this all plays out. But again, I feel really good about how we're set up for 27.

Great. Thanks, everyone. Thank you.

Yeah. A couple of things there, Ben. One thing, I think the six and a half to seven is a little high. I think it's a little lower than that, but I take your point. No, I would say from where we sit, we believe we have sufficient liquidity and financial resources after both the recent bond issuance and the revolver upsizing. So we don't foresee the need for equity issuance at all. And I think we've got plenty of liquidity to get us through this turnaround. In terms of deleveraging, yeah, I mean, ideally it would occur organically. That's what should happen. Having said that, don't forget we take only one ship apiece in the year 2028 and 29, and that's about a billion dollars per year in reduction in terms of our CapEx there.

So that is also available to delever. So depending on how the situation goes, you've got both of those things in your favor. So we are very focused on delevering the business over the coming years.

Yeah, and I think, Ben, as you think about 2027 as well, you know, we are taking two ships, you know, one about mid-year and the other in the third quarter, I believe. So, you know, when you think about leverage, we're not going to get the annualization of that, of those earnings, yet we still do have the full debt load. So, again, that will be another natural decelerator as you think about, you know, entering the first half of 2028.

Got it. That's all for me. I appreciate it. Thank you.

Yeah. Hi. Good morning, Connor. So just to clarify, through our last call, we had announced $225 million. This quarter, we're announcing another incremental $100 million, bringing it to $325 million in the course of 2026. Equally as important, I think, when you think about our prepared remarks, we have clearly said we're not done here. We do believe and we do have line of sight of further incremental cost savings for next year.

Some of that we talked about strategic sourcing and offshore and related. So I think there is more to come on that. And look, I think when you're thinking about 2027, in addition to that, if you look at historical, over the last three years, we've been able to deliver sub-1% unit costs, including this year going from, I believe, we were up 1.25 or 1.5 to going down almost half a percent. So we clearly are very, very focused on this.

Our work is not done, and you will continue to see us make significant efforts on that front over time.

Okay, thank you. Thank you.

Yeah, no, nothing, Lizzie, has changed about the cadence in terms of the first half versus the second half other than, as we just said, it's gotten better over the last few quarters on a relative basis. But still, the second half is really where you're going to see the major impact. And yes, Oceania and region continue to perform very well. And you see no reason why that would change. So, yes, obviously, Norwegian has to be, by definition, given the size of the business, you know, in a relative to the overall portfolio, yes, most of the improvement is obviously coming from the Norwegian brand, which is, again, what is driving the shift to the positive yield. And, again, you know, what we've seen both in Q3, what we see in Q4 and looking out, again, if you're looking specifically at Norwegian, not just across NCLH, again, high confidence on what we can deliver next year.

Thank you. Thank you.

I think initially we had said 1.2. And given a lot of the itinerary work we've been doing, because that's one of the other areas we've been focused on about improving our itinerary planning for 27-28. So through some changes to there, we were able to actually get another 200,000 people on the island next year. I don't know what the percentage off the top of my head is.

Yeah, I think, Stephen, we haven't given exact percentages, which we would expect that are participating. What I can tell you very clearly is that it is meeting our expectations both in terms of the take rate on the ship as well as the pricing. So as we continue to get more and more exposure, especially into Q4, with more and more families sailing on those itineraries, we would expect that to continue to improve. and then of course over time as that awareness builds, I think over time then we would start to leverage the pricing on the itineraries that we be calling on the island But that will take time to build awareness But certainly the on amenities as we have expected so far are performing to expectations.

Absolutely. We hear that loud and clear from travel agents when we're out talking to travel agents from doing consumer research. I think that we did a good job when we first launched the Haven, how many ever, 10 years ago? We talked about it a fair amount. And then for whatever reason, we sort of walked away from reminding people that, to your point, we really have a luxury ship within a ship. And so when you see the new marketing campaigns that will roll out with wave season in January, you will see a re-emphasis on the Haven. So it is absolutely something we need to remind consumers about, not only just to get more people there, but obviously I think that's going to help us raise yields on that particular product within the ship as well.

So stay tuned. Thank you.

Look, I think, Zion, when you think about, you know, the first half, you know, yes, we've said we're behind in load, but we are ahead in pricing. I think the ideal situation is that we're going to claw that back. And, of course, as you think about the second half, we would expect both acceleration and overall yields, which is going to be a combination of pricing and load factor. But generally speaking, I think when you look, you know, you step back and you look at it from a 30,000-foot view, I would expect that we are going to see overall load factor increases next year, again as we're annualizing over some of the underperformance that we've seen in 2026.

And our ad campaign. As well as our, yeah, good point. As well as our increased ad and marketing campaigns and really focusing on families, as well as more of the destinations, having the full tool chest of having our full island operations open. That should be complementary in terms of load factor. Great. Thank you.

So, Richard, the reason that you don't see it as much in 20s, obviously, there was a lot more inventory already booked in the first quarter of 27. So when we came in and decided to do this more in line with the rest of the industry, it's really you couldn't impact it that much in the first half of 27. So that's why I differentiate between the two. And it's not across the board. I mean, you do this by itinerary. So there are certain markets where I think it's more imperative to help you. There are other markets where it's very solid either because of our position in that market. So you kind of have to go sailing by sailing.

But, yes, it's fully implemented in the back half of 27. You will clearly see it for all of 28. And then I think on the incremental demand piece, again, I think some of the marketing things we can do is we either through some of our programs that we're going to roll out or just conditioning the consumer and the travel agent over time, you should have more people booking earlier instead of waiting because traditionally, again, if you wait with Norwegian, you've gotten a better deal over time. So is it incremental? I'd like to think we will get some because of the programs we're going to roll out so people have confidence the deal they're getting is what they're going to get no matter what happens with the price.

But I also think it will just get people to book sooner. So I think we're going to benefit on both. Some of it will be incremental and some of it will just be pulling it in because people have confidence in what we're doing from a pricing standpoint.

And Richard, another important point to that is that by doing that, we would expect that we're going to have a much more stickier customer over the course of the booking curve. So ultimately, that theoretically should reduce and more churn as you get toward the final payment which also in turn reduces your overall acquisition costs and promotional value that you would have to go back to re-chase those customers or refine those customers or new customers thank you the next question is coming from Trey Bowers of Wells Fargo please go ahead.

Well, on the occupancy side, Mark and I can both chime in on this one. I think if you look back, you know, over five, six years when we were much more family focused in terms of our advertising and going after our premium families, you know, we would have quarters where we were 111, 112, might have even hit 113 for one quarter. So I would expect us to clearly get back to 110 and above. Again, to your point, probably won't happen overnight because it'll take a while to keep hammering that message about premium families, remind people about the island, all those things. But I certainly think reclaiming lost ground is not unreasonable in the least and something we should absolutely be striving for.

Yeah, going after occupancy over the next few years is another key pillar around the strategy. That is an area where we've declined over the last few years, and it's clearly an area where we think there's significant opportunity. Trey, on the air dynamics, obviously we mentioned that we've made some improvements in our overall operational and commercial capabilities around that, as well as the promotional activities. That's going to phase in over the course of, you know, the latter part of 26, 27, and 28, the benefits, primarily as a result of, you know, you did have a lot of passengers who had already booked under that existing program. So from a, you know, from that standpoint, you have to let that bleed out.

But as well as on the crew side, you would expect to see a bit more of a benefit of that in 2027. So, again, that is an identified savings. That one just has a little bit more of a bleed-in period over time.

Thanks, all. Thank you.

I can hear you. Great. So I wanted to ask, and since I had to hop off and dial back in, And I hope that you didn't, I think you addressed a little bit of this in your earlier commentary, but just to get a finer point on the base loading and your expectation that both load and price would move up from here. I guess, how do you get confidence that you don't have to have price move down to move your load up? Just given that base loading hasn't led to that higher load yet. And are there any data points on Q3 in particular where you can see that dynamic? In other words, does Q3 look better than Q4 in terms of what's on the books?

And then I just have a little clarification on something else. Thanks.

Hi. Good morning, Robin. So I think in terms of the base loading strategy, I want to clarify that we've really just implemented this over the last, let's call it 60 to 90 days. And again, mostly for back half 2027 sailings and all of 2028 sailings. So again, that will take time. That's not gonna turn into instant mashed potatoes.

But of course, obviously us doing that, we would expect that over time that is going to generate an overall improvement and yield across the board as well as lower acquisition costs over time. And then I think your second part of the question was bifurcating Q3 and Q4 of next year. Look, at this stage it's a bit early. As we've said, the second half is at similar load factors but at much better pricing. And I think as we think about going forward in February, we'll definitely be able to give you much more color at that point in time. Thank you very much.

It's both. So obviously the net cruise and the yield line is more – I look at this airfare program that we were doing as basically a marketing subsidy.

And so when that goes away, that obviously will affect your revenue line. But if you look at the crew cost, that piece, that obviously is in your cost. So it's a little bit of both.

We're not going to give that level of detail, Robin.

I'm not sure I understand the question, Alec. You mean what year would we compare it to? I'm not understanding what you're asking.

Yeah, got it, Alex. I don't think it's a particular year that we're looking at in terms of setting our benchmark pricing for Q3 and Q4. Revenue management is an art as much as it is a science. So I think it's about, number one, looking at obviously historical data from both internally, but more importantly, historical data in the broader competitive environment.

And again, the whole idea is to ensure that we're getting a proper baseloading strategy up front, which will then really allow us to leverage that pricing dynamic on the remaining itinerary. So it's a combination of all that versus just taking a prior historical point in time and building off of that.

Yeah, thanks, Alex.