Q2 2026 Angel Studios Inc Earnings Call

August 5, 2026

[Company Representative] (Angel Studios): Hello, everyone. Welcome to Angel's Q2 2026 earnings call. Joining me are Angel's co-founder and CEO, Neal Harmon, and Angel's CFO, Scott Klossner. Before we begin, I would like to remind everyone that certain statements made on today's call, including statements regarding future financial performance, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are based on management's current expectations and assumptions and involve risks and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Information regarding these risks and uncertainties is included in our filings with the Securities and Exchange Commission, including our most recent annual report on Form 10-K and subsequent quarterly reports on Form 10-Q.

Speaker #9: Hello, everyone. Welcome to Angel's second quarter, 2026 earnings call. Joining me are Angel's co-founder and CEO, Neal Harmon, and Angel's CFO, Scott Klossner. Before we begin, I would like to remind everyone that certain statements made on today's call, including statements regarding future financial performance, are forward-looking statements within the meaning of the private securities litigation reform act of 1995.

Speaker #9: These statements are based on management's current expectations and assumptions, and involve risks and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements.

Speaker #9: Information regarding these risks and uncertainties is included in our filings, with the securities and exchange commission, including our most recent annual report on Form 10-K and subsequent quarterly reports on Form 10-Q.

Speaker #9: These forward-looking statements represent our outlook only as of the date of this call, and we undertake no obligation to update any forward-looking statements except as required by applicable law.

[Company Representative] (Angel Studios): These forward-looking statements represent our outlook only as of the date of this call. We undertake no obligation to update any forward-looking statements except as required by applicable law. During this call, we may refer to certain non-GAAP financial measures. Reconciliations of these measures to the most directly comparable GAAP measures are available in our earnings press release. These cautionary statements apply to all forward-looking statements wherever they appear in this call, including in the question and answer session. Our earnings press release is available on our investor relations website at angx.com, where we also encourage you to sign up for our email alerts. Neal and Scott will take approximately 20 minutes for their opening remarks before we turn the call over to questions. Thank you all for joining us. Now I'll pass the call over to Neal.

Speaker #9: During this call, we may refer to certain non-GAAP financial measures, reconciliations of these measures, to the most directly comparable GAAP measures, are available in our earnings press release.

Speaker #9: These cautionary statements apply to all forward-looking statements wherever they appear in this call, including in the question and answer session. Our earnings press release is available on our investor relations website, at angx.com, where we also encourage you to sign up for our email alerts.

Speaker #9: Neal and Scott will take approximately 20 minutes for their opening remarks before we turn the call over to questions. Thank you all for joining us, and now, I'll pass the call over to Neal.

Speaker #3: Go ahead.

Speaker #10: Thank you, Luke. Good morning, everyone, and thank you for joining us. When we started in 2026, we set out to accomplish two things. First, we wanted to continue growing the Guild, our community of paying members.

Neal Harmon: Thank you, Luke. Good morning, everyone, and thank you for joining us. When we started in 2026, we set out to accomplish two things. First, we wanted to continue growing the Angel Guild, our community of paying members. Second, we wanted to show that as Angel Studios grows, our business becomes more efficient and more valuable. This quarter, we've made meaningful progress on both. Angel Guild growth continues to exceed analyst expectations. Our operating leverage improved, we're reaffirming our commitment to limit our full year adjusted EBITDA loss to no more than $25 million. When investors look at Angel Studios, they usually ask four questions: What are you building? Why is it different? Is it working? How big can it become? I'd like to answer those today. First, what are we building? Investors should think about Angel Studios differently. We're not trying to build another streaming service. There's so many of those.

Speaker #10: And second, we wanted to show that as Angel grows, our business becomes more efficient and more valuable. This quarter, we've made meaningful progress on both.

Speaker #10: Guild growth continues to exceed analyst expectations. Our operating leverage improved. And we're reaffirming our commitment to limit our full-year adjusted EBITDA loss to no more than 25 million.

Speaker #10: When investors look at Angel, they usually ask, four questions. What are you building? Why is it different? Is it working? And how big can it become?

Speaker #10: I'd like to answer those today. First, what are we building? Investors should think about Angel differently. We're not trying to build another streaming service.

Speaker #10: There's so many of those. Or another studio. We're building a first-of-its-kind audience-driven entertainment platform. Everything begins with the Angel Guild. The guild helps us discover stories.

Neal Harmon: Another studio. We're building a first-of-its-kind, audience-driven entertainment platform. Everything begins with the Angel Guild. The Angel Guild helps us discover stories. It helps us to understand what audiences want. It helps us build awareness for every single title release. It helps filmmakers improve their work before release. Increasingly, it helps us decide where to invest. Every major decision at Angel Studios starts with one simple question: Does it strengthen the Angel Guild community? We've proved something that's become fundamental to how we think about Angel Studios. Every new Angel Guild member makes Angel Studios better for audiences, better for filmmakers, and ultimately better for investors. That's the company we're building together. Why is it different from the rest of the industry?

Speaker #10: It helps us to understand what audiences want. It helps us build awareness for every single title we release. It helps filmmakers improve their work before release, and increasingly, it helps us decide where to invest.

Speaker #10: Every major decision at Angel starts with one simple question: Does it strengthen the Angel Guild community? Because we've proved something that's become fundamental to how we think about Angel.

Speaker #10: Every new guild member makes Angel better. Better for audiences, better for filmmakers, and ultimately, better for investors. That's the company we're building together. Now, why is it different from the rest of the industry?

Speaker #10: Traditional entertainment companies start with a lot of capital, a lot more than we've got, and they invest billions-making content, and they spend billions more trying to find an audience for what they made.

Neal Harmon: Traditional entertainment companies start with a lot of capital, a lot more than we've got, they invest billions making content, they spend billions more trying to find an audience for what they made. We start with the audience. Our community tells us which stories matter. It helps us improve the stories we choose to distribute. It builds awareness before release. It validates demand before we commit capital. Traditional studios don't have a revenue problem, they have a cost problem. We use audiences to decide where to invest capital and do it far more efficiently. That's a different way to build an entertainment company, one that's aligned with filmmakers. It's more capital efficient and increasingly difficult to replicate as our community grows. The next question that investors ask is: Is this working?

Speaker #10: We start with the audience. Our community tells us which stories matter. It helps us improve the stories we choose to distribute. It builds awareness before release.

Speaker #10: It validates demand before we commit capital. Traditional studios don't have a revenue problem. They have a cost problem. We use audiences to decide where to invest capital and do it far more efficiently.

Speaker #10: That's a different way to build an entertainment company. One that's aligned with filmmakers, it's more capital-efficient, and increasingly difficult to replicate as our community grows.

Speaker #10: The next question that investors ask is, is this working? We very much believe the answer is yes. And this quarter gave us more evidence than ever before.

Neal Harmon: We very much believe the answer is yes, this quarter gave us more evidence than ever before. In three years, we've grown to more than 2.85 million paying Angel Guild members. In Q2, Angel Guild sales and marketing was reduced by over 26% over Q2 2025 from 71.6% of Angel Guild revenue to 52.8% of Angel Guild revenue, even as we added almost 400,000 Angel Guild members. That's exactly the type of operating leverage we hoped this model would create. What's encouraging is that we're seeing momentum across nearly every part of the business. Take theatrical. People often ask how theatrical fits into Angel Studios. We actually think they're asking the wrong question. We don't think of theatrical as a separate business. We think of it as part of the engine that strengthens the entire platform. "Young Washington" serves as a great example. It delivered one of the strongest theatrical openings in Angel Studios' history.

Speaker #10: In three years, we've grown to more than 2.85 million paying guild members. In Q2, guild sales and marketing was reduced by over 26% over Q2 2025.

Speaker #10: From 71.6% of guild revenue to 52.8% of guild revenue. Even as we added almost 400,000 guild members. That's the exactly the type of operating leverage we hoped this model would create.

Speaker #10: But what's encouraging is that we're seeing momentum across nearly every part of the business. Take theatrical. People often ask how theatrical fits into Angel.

Speaker #10: We actually think they're asking the wrong question. We don't think of theatrical as a separate business. We think of it as part of the engine that strengthens the entire platform.

Speaker #10: Young Washington serves as a great example. It delivered one of the strongest theatrical openings in Angel's history. But what was even more important and more exciting for us is what happened around the film.

Neal Harmon: What was even more important and more exciting for us is what happened around the film. It brought new audiences into the Guild with new talent. It will strengthen our existing streaming library. It has expanded awareness of Angel. It attracted new filmmakers to the Angel platform, and it demonstrated how our community can help build momentum long before opening weekend. Guild members, I being one of them, were proud to be part of the release of this great film on the 250th anniversary of the United States of America. That is exactly how we designed the model to work. Every successful release grows the Guild. A larger Guild attracts better filmmakers and better talent. Better filmmakers tell better stories, especially with early feedback from the Angel Guild, and better stories attract more Guild members. That is what we call the Angel Flywheel, and we are excited about what is ahead.

Speaker #10: It brought new audiences into the guild with new talent. It will strengthen our existing streaming library. It has expanded awareness of Angel. It attracted new filmmakers to the Angel platform.

Speaker #10: And it demonstrated how our community can help build momentum long before opening weekend. And guild members I being one of them we're proud to be part of the release of this great film on the 250th anniversary of the United States of America.

Speaker #10: That's exactly how we designed the model to work. Every successful release grows the guild. A larger guild attracts better filmmakers and better talent. Better filmmakers tell better stories.

Speaker #10: Especially with early feedback from the Angel Guild. And better stories attract more guild members. That's what we call the Angel Flywheel. And we're excited about what's ahead.

Neal Harmon: Six of our 10 planned theatrical releases are still scheduled for the remaining half of this year. These are in-person, in real-life experiences that build our Guild community and that build the Angel brand. We are also seeing momentum in technology. Each team member across Angel now uses AI tools in their daily work. Over the last several quarters, we have shared examples of how AI has helped us move faster, release more titles, and improved productivity across the company. I actually think the bigger story here is what AI will do for the entire entertainment industry, and it is really exciting. Every week we meet with filmmakers using AI to dramatically reduce both the cost and time required to produce great films. As an example, Wonder Project, the company behind "Young Washington," used AI to increase the production quality for theaters and to reduce the cost of production.

Speaker #10: Six of our 10 planned theatrical releases are still scheduled for the remaining half of this year. These are in-person, in-real-life experiences that build our guild community and that build the Angel brand.

Speaker #10: We're also seeing momentum in technology. Each team member across Angel now uses AI tools in their daily work. Over the last several quarters, we've shared examples of how AI has helped us move faster, release more titles, and improve productivity across the company.

Speaker #10: But I actually think the bigger story here is what AI will do for the entire entertainment industry and its really exciting. Every week, we meet with filmmakers using AI to dramatically reduce both the cost and time required to produce great films.

Speaker #10: As an example, Wonder Project—the company behind Young Washington—used AI to increase the production quality for theaters and to reduce the cost of production.

Speaker #10: The Angel Guild cares about quality. And they care about the values in the story. Not whether it was produced with practical or AI effects.

Neal Harmon: The Angel Guild cares about quality, and they care about the values in the story, not whether it was produced with practical or AI effects. However, we do believe AI will significantly increase the amount of film and television being created over the next decade. If this is true, something very interesting happens. As the supply of films grows exponentially, curation becomes even more valuable. What do I watch with all the titles available? That is exactly what our Guild does. They curate, and it is curation audiences trust because it represents them. Our release cadence is accelerating as well. July was the biggest release month in Angel's history, and so far this year, we have added 115 films, 31 comedy specials, and 340 television episodes, including 18 new series. More than halfway toward our goal of 750 total releases in 2026, and that is on top of doubling our library last year.

Speaker #10: However, we do believe AI will significantly increase the amount of film and television being created over the next decade. And if this is true, something very interesting happens.

Speaker #10: As the supply of films grows exponentially, curation becomes even more valuable. What do I watch with all the titles available? That's exactly what our guild does.

Speaker #10: They curate. And it's curation audiences trust because it represents them. Our release cadence is accelerating as well. July was the biggest release month in Angel's history.

Speaker #10: And so far this year, we've added 115 films, 31 comedy specials, and 340 television episodes, including 18 new series. We're more than halfway toward our goal of 750 total releases in 2026.

Speaker #10: And that's on top of doubling our library last year. We're also becoming more than a destination for Angel originals. We're becoming a destination for a beautiful values-driven library of great stories.

Neal Harmon: We are also becoming more than a destination for Angel originals. We are becoming a destination for a beautiful, values-driven library of great stories. Industry data shows that nearly 90% of viewing happens on old catalog titles. People love discovering something new, but they also love returning to the stories they already know. That is why we have partnered with studios large and small to bring curated catalog titles onto Angel. Those partnerships make the platform more valuable for Guild members while also improving the economics of the business. Supporting these partners actually required us to build enterprise-grade digital rights management that is high-grade anti-piracy security for the movies. We were told by a major studio that to upgrade to that level would take over a year. With our AI tools, our engineering team delivered it in under 6 weeks. That is another example of how Angel is operating at scale.

Speaker #10: Industry data shows that nearly 90% of viewing happens on old catalog titles. People love discovering something new, but they also love returning to stories they already know.

Speaker #10: That's why we've partnered with studios large and small to bring curated catalog titles onto Angel. Those partnerships make the platform more valuable for guild members while also improving the economics of the business.

Speaker #10: Supporting these partners actually required us to build enterprise-grade digital rights management—that is, high-grade anti-piracy security for the movies. We were told by a major studio that to upgrade to that level would take over a year.

Speaker #10: With our AI tools, our engineering team delivered in under six weeks. That's another example of how Angel is operating at scale. We're also excuse me.

Neal Harmon: We're also making Angel available where audiences want to watch. During the quarter, we launched on Comcast X1, Xfinity Flex, Xumo, and LG, significantly expanding our reach on improved economic terms. Finally, our filmmaker ecosystem continues to strengthen. Filmmakers have now earned nearly $300 million through Angel. I actually remember when, many years into their story, YouTube announced a few creators getting paid over $100,000 in a single year, and that was a huge deal. Big news in the industry. Look where Angel has come in so little time. Filmmakers have earned $290 million. When we step back and look across the business, we don't see just individual wins. We see multiple parts of the Angel platform reinforcing one another. The royalties, the talent, the filmmakers, the Guild. Finally, how big can this all become?

Speaker #10: We're also making Angel available where audiences want to watch. During the quarter, we launched on Comcast X1, Xfinity Flex, Zumo, and LG. Significantly expanding our reach on improved economic terms.

Speaker #10: Finally, our filmmaker ecosystem continues to strengthen. Filmmakers have now earned nearly 300 million through Angel. As our community grows, the value of building with Angel grows too.

Speaker #10: And I actually remember when many years into their story, YouTube announced a few creators getting paid over $100,000 in a single year. And that was a huge deal.

Speaker #10: Big news in the industry. Look where Angel has come in so little time. Filmmakers have earned 290 million dollars. When we step back and look across the business, we don't see just individual wins.

Speaker #10: We see multiple parts of the Angel platform reinforcing one another. The royalties, talent, the filmmakers, the guild. Finally, how big can this all become?

Speaker #10: Well, in common baseball parlance, we believe we're still in the early innings. Today, as we stated in our earnings release, more than 90% of households subscribe to at least one streaming service.

Neal Harmon: Well, in the common baseball parlance, we believe we're still in the early innings. Today, as we stated in our earnings release, more than 90% of households subscribe to at least one streaming service. The average household in America pays for four streaming services. That's 117 million households, which is a huge domestic market. Streaming isn't a winner-take-all business. Consumers already choose multiple streamers because each serves a different purpose. At Angel, we're not trying to replace or replicate major streaming platforms, Netflix, Disney, or Prime Video. Streamers primarily focus on persuading audiences to consume what a few gatekeepers decided to make. At Angel, millions of Guild members help filmmakers know what they would like to see made with their values, votes, and their wallets. Guild members are part of a community with purpose, belonging, and impact. Again, 117 million households.

Speaker #10: And the average household in America pays for four streaming services. That's $117 million households which is a huge domestic market. And streaming isn't a winner-take-all business.

Speaker #10: Consumers already choose multiple streamers because each serves a different purpose. And at Angel, we're not trying to replace or replicate major streaming platforms. Netflix, Disney, or Prime Video.

Speaker #10: Streamers primarily focus on persuading audiences to consume what a few gatekeepers decided to make. At Angel, millions of guild members help filmmakers know what they would like to see made with their values votes in their wallets.

Speaker #10: Guild members are part of a community with purpose. Belonging and impact. Again, 117 million households. And when we grow into the international market, the opportunity grows exponentially.

Neal Harmon: When we grow into the international market, the opportunity grows exponentially. That's such a huge opportunity. As we look into the H2 of the year, our priorities are clear. First, we'll continue to grow the Guild because it's the foundation of everything we do, our Guild community. Second, we'll continue demonstrating operating leverage as we scale, showing that growth and improved economics can go hand in hand. Third, we'll continue to build Angel in a disciplined, cash, and capital-efficient way as we execute our long-term strategy. These priorities position us well, not only for the H2 of this year, but for many years ahead. Thank you. Now I'll turn it over to Scott.

Speaker #10: That's such a huge opportunity. As we look into the second half of the year, our priorities are clear. First, we'll continue to grow the guild because it's the foundation of everything we do.

Speaker #10: Our guild community. Second, we'll continue demonstrating operating leverage as we scale. Showing that growth and improved economics can go hand in hand. Third, we'll continue to build Angel in a disciplined, cash, and capital-efficient way as we execute our long-term strategy.

Speaker #10: These priorities position us well not only for the second half of this year, but for many years ahead. Thank you. And now I'll turn it over to Scott.

Speaker #3: Thanks, Neal. And welcome, everyone. Angel operates a unique and straightforward business model. Q2 saw that model continue to expose itself in building and sustaining for future profitability.

Scott Klossner: Thanks, Neal, and welcome everyone. Angel operates a unique and straightforward business model. Q2 saw that model continue to expose itself in building and sustaining for future profitability. Every facet of our business is directed toward growing the Angel Guild, our paying members. With each passing month, our results continue to demonstrate that the Guild's total addressable market is enormous. My job is, in part, to balance cash, adjusted EBITDA, and growth as we invest in sales and marketing to bring ever more paying members into our community. First, let me start with our Q2 results for 2026. Total revenue was $111 million in the Q2 of 2026, compared to $88 million in the Q2 of 2025, an increase of 28%.

Speaker #3: Every facet of our business is directed toward growing the Angel Guild, our paying members. With each passing month, our results continue to demonstrate that the guild's total addressable market is enormous.

Speaker #3: My job is, in part, to balance cash, adjusted EBITDA, and growth as we invest in sales and marketing to bring ever more paying members into our community.

Speaker #3: But first, let me start with our second quarter results for 2026. Total revenue was $111 million. In the second quarter of 2026, compared to $88 million in the second quarter of 2025.

Speaker #3: An increase of 28%. This increase is attributable to the growth in our core business, the Angel Guild, which achieved revenues of $90.7 million and increase of $94% over last year's Q2 guild revenue of $46.8 million.

Scott Klossner: This increase is attributable to the growth in our core business, the Angel Guild, which achieved revenues of $90.7 million, an increase of 94% over last year's Q2 Guild revenue of $46.8 million. Our Guild membership grew from 2.22 million members in Q1 to 2.61 million members in Q2, representing 17.6% sequential growth and 99% year-over-year growth. As you may be aware, we began disclosing this key performance indicator publicly on angel.com/impact. As of 31 July 2026, 2.85 million members now choose and enjoy entertainment on our platform. The trailing 12 months average revenue per member now stands at $13.63. This is down $0.06 from the last quarter. Annual revenue per member was impacted by the size of our successful America 250 campaign, which brought in a significantly higher volume of premium and annual members, which contributed to our Guild growth in Q2.

Speaker #3: Our guild membership grew from 2.22 million members in Q1 to 2.61 million members in Q2. Their representing 17.6% sequential growth and 99% year-over-year growth.

Speaker #3: As you may be aware, we began disclosing this key performance indicator publicly on angel.com/impact. As of July 31, 2026, 2.85 million members now choose and enjoy entertainment on our platform.

Speaker #3: The trailing 12 months average revenue per member now stands at $13.63. This is down 6 cents from the last quarter. Annual revenue per member was impacted by the size of our successful America 250 campaign, which brought in a significantly higher volume of premium and annual members which contributed to our guild growth in Q2.

Speaker #3: As you're aware, customers receive a discount by purchasing the annual membership, which puts some downward pressure on ARPM. However, annual sign-ups benefit our cash position.

Scott Klossner: As you're aware, customers get a discount by purchasing the annual membership, which puts some downward pressure on ARPM. Annual sign-ups benefit our cash position. This is reflected in the growth of our deferred revenue on the balance sheet. This campaign was successful at acquiring members to the Guild in a very cash-efficient manner. Now that small reduction in ARPM is an investment in the growth of our membership. The growth now reflects a membership that represents approximately $466 million in annual recurring revenue. That's calculated by multiplying our 2.85 million Guild members, paying an average of $13.63 a month times 12 months. This is reflective of a membership growing at an annualized rate of 60% through the H1 of this year. Our gross margin came in at 54% in Q2. This compares to 69% in the prior year period.

Speaker #3: This is reflected in the growth of our deferred revenue on the balance sheet. And this campaign was successful at acquiring members to the guild in a very cash-efficient manner.

Speaker #3: Now that small reduction in ARPM is an investment in the growth of our membership. The growth now reflects a membership that represents approximately 466 million dollars in annual recurring revenue.

Speaker #3: That's calculated by multiplying our 2.85 million guild members paying an average of $1,363 a month times 12 months. And this is reflective of a membership growing at an annualized rate of 60% through the first half of this year.

Speaker #3: Our gross margin came in at 54% in Q2. And this compares to 69% in the prior year period. The predominant cause of the difference is a shift in revenue mix.

Scott Klossner: The predominant cause of the difference is a shift in revenue mix. Q2 2025 included a heavy concentration of theatrical and distribution revenue at 45% of total revenue, mostly from the box office success of the film The King of Kings. Distribution revenue has structurally higher gross margins as a percent of revenue than Guild revenue does. This year in Q2, the bulk of our revenue, 84%, came from our core growing Guild business. Theatrical distribution accounted for only 16%. Now, operating expenses, excluding the cost of sales, were $78.5 million in the Q2 2026, compared to $81.7 million in the Q2 2025. Sales and marketing expense in Q2 2026 was essentially flat at $61.1 million versus $61.5 million last year, against a significantly higher revenue base.

Speaker #3: Q2 2025 included a heavy concentration of theatrical and distribution revenue at $45% of total revenue. Mostly from the box office success of the film The King of Kings.

Speaker #3: Distribution revenue has structurally higher gross margins as a percent of revenue than guild revenue does. This year, in Q2, the bulk of our revenue, 84%, came from our core growing guild business and theatrical distribution accounted for only 16%.

Speaker #3: Now operating expenses, excluding the cost of sales, were $78.5 million in the second quarter, of 2026. Compared to $81.7 million in the second quarter of 2025.

Speaker #3: Sales and marketing expense in Q2 of 2026 was essentially flat at $61.1 million versus $61.5 million, last year. But against a significantly higher revenue base.

Speaker #3: In Q2, we added 390,000 guild members, versus only 230,000 that we added in Q2 of 2025. We actually accelerated growth and did so more efficiently.

Scott Klossner: In Q2, we added 390,000 Guild members versus only 230,000 that we added in Q2 2025. We actually accelerated growth and did so more efficiently. Now, on an annual basis in 2025, we spent 78% of Guild revenues on Guild sales and marketing. We got the return on that spend. We nearly quadrupled our paying Guild members that year. We always knew that as we scale, that spending intensity as a percent of revenue would ease. Through 2026, we've brought that Guild sales and marketing expense down to 48% of Guild revenue, a significant year-over-year improvement, while still growing paying Guild members this year by over 600,000 through June, or 60% on an annualized basis. Net income loss was approximately $23.8 million in the Q2 2026, compared to a net loss of $15.7 million in the Q2 2025.

Speaker #3: Now, on an annual basis, in 2025, we spent 78% of guild revenues on guild sales and marketing. And we got the return on that spend—we nearly quadrupled our paying guild members that year.

Speaker #3: But we always knew that as we scale, that spending intensity as a percent of revenue would ease. Through 2026, we've brought that guild sales and marketing expense down to $48% of guild revenue.

Speaker #3: A significant year-over-year improvement. While still growing, paying guild members this year by over $600,000 through June. Or 60% on an annualized basis. Net income loss was approximately $23.8 million in the second quarter of 2026, compared to a net loss of $15.7 million in the second quarter of 2025.

Speaker #3: The net loss per share was $0.129, compared to $0.106 per share in the second quarter of 2025. Neal made clear in his opening remarks that we're reaffirming our commitment to limit our full-year adjusted EBITDA loss to no more than $25 million.

Scott Klossner: That net loss per share was $0.129, compared to $0.106 per share in Q2 2025. Neal made clear in his opening remarks that we're reaffirming our commitment to limit our full year adjusted EBITDA loss to no more than $25 million. Well, for H1 2026, we show a net adjusted EBITDA loss for the year to date at $7.7 million. That compares to a loss of $46.2 million in H1 last year and a loss of $94.6 million in H2 last year.

Speaker #3: While for the first six months of 2026, we show a net adjusted EBITDA loss for the year to date at $7.7 million. And that compares to a loss of $46.2 million in the first half of last year, and a loss of $94.6 million in the second half of last year.

Speaker #3: And we stated in our Q1 call that due to seasonality in the streaming business by quarter, and the timing of theatrical releases and gap revenue and expense recognition, in both businesses, there will be quarter-over-quarter movements in our adjusted EBITDA, but we are still on track to remain below our adjusted EBITDA loss guidance of $25 million.

Scott Klossner: We stated in our Q1 call that due to seasonality in the streaming business by quarter and the timing of theatrical releases and GAAP revenue and expense recognition in both businesses, there will be quarter-over-quarter movements in our adjusted EBITDA. We are still on track to remain below our adjusted EBITDA loss guidance of $25 million. Moving on to the balance sheet. We ended the quarter with cash and cash equivalents of $48 million, compared to $39 million at the end of Q1. We are delivering record-breaking Guild membership and improving efficiency while we also deliver on growth. Let me mention a couple of things about how we're managing that. We have real-time coordination and feedback processes between the Guild acquisition marketing team and the finance team, measuring and directing spend for the best possible outcome.

Speaker #3: Moving on to the balance sheet, we ended the quarter with cash and cash equivalents of $48 million, compared to $39 million at the end of Q1.

Speaker #3: Now we are delivering record-breaking guild membership and approving efficiency while we also deliver on growth. Now let me mention a couple of things about how we're managing that.

Speaker #3: We have real-time coordination and feedback processes between the guild acquisition marketing team and the finance team, measuring and directing spend for the best possible outcome.

Speaker #3: This playbook assures that these teams are in alignment with financial investment, profitability, cash flow, etc. They are hyper-focused on multiple metric goals like guild acquisition, CAC, same-day return on advertising, this manages acquisition cash flow, and all the other metrics while growing guild membership.

Scott Klossner: This playbook assures that these teams are in alignment with financial investment, profitability, cash flow, et cetera. They are hyper-focused on multiple metric goals like Guild acquisition, CAC, same-day return on advertising. This manages acquisition cash flow and all the other metrics while growing Guild membership. It's hard science, and it's executed by really brilliant people. These metrics are targeted and aligned in coordination with our financial goals on a daily basis. It's not by accident we've seen these results. The takeaway here is that this real-time feedback loop enables the finance team and the Guild acquisition and marketing team to focus our growth while staying in alignment with our adjusted EBITDA goal. We drive the greatest financial returns possible while maximizing our key KPI, namely paying Guild membership growth. Some of this is exhibited on our balance sheet with the cash and deferred revenues.

Speaker #3: It's hard science, and it's executed by really brilliant people. These metrics are targeted and aligned in coordination with our financial goals on a daily basis.

Speaker #3: It's not by accident we've seen these results. The takeaway here is that this real-time feedback loop enables the finance team and the guild acquisition and marketing team to focus our growth while staying in alignment with our adjusted EBITDA goal.

Speaker #3: We drive the greatest financial returns possible while maximizing our key KPI, namely, paying guild membership growth. Some of this is exhibited on our balance sheet with the cash and deferred revenues.

Speaker #3: Total deferred revenue at the end of 2020 at the end of June of 2026 was $83 million. Six months prior to that, it was $67 million.

Scott Klossner: Total deferred revenue at the end of June 2026 was $83 million. Six months prior to that, it was $67 million, and a year ago, it was $40 million. Let me end where I started. Angel operates a unique and straightforward business model. Q2 saw that model continue to expose itself in building and sustaining for future profitability. Every facet of our business is directed toward growing and retaining the Angel Guild, our paying members. Our in real-life experiences, theatrical releases, premieres, and a growing library of values-driven films and shows drives more paying members to the Guild. The enhanced quality and quantity of our library reflects how filmmakers are attracted to our unique revenue-sharing model, which in turn drives more paying members to the Guild, which then increases the royalty pool and enhancing filmmakers' returns, and so on.

Speaker #3: And a year ago, it was $40 million. So let me end where I started. Angel operates a unique and straightforward business model and Q2 saw that model continue to expose itself in building and sustaining for future profitability.

Speaker #3: Every facet of our business is directed toward growing and retaining the age of guild. Our paying members. And our real-life experiences, theatrical releases, premieres, and a growing library of values-driven films and shows drives more paying members to the guild.

Speaker #3: The enhanced quality and quantity of our library reflects how filmmakers are attracted to our unique revenue-sharing model which in turn drives more paying members to the guild, which then increases the royalty pool and enhancing filmmakers' returns and so on.

Speaker #3: The Angel Flywheel for future growth is spinning and producing results. Strengthening our balance sheet and growing our community, the Angel Guild. Thank you. And I'll turn it over to the operator now for questions.

Scott Klossner: The Angel Flywheel for future growth is spinning and producing results, strengthening our balance sheet and growing our community, the Angel Guild. Thank you, and I'll turn it over to the operator now for questions.

Speaker #1: We will now be conducting a question and answer session. If you'd like to be placed in the question queue, please press *1 on your telephone keypad.

Operator 2: We'll now be conducting a question-and-answer session. If you'd like to be placed in the question queue, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. One moment please, while we pull for questions. Your first question comes from Eric Handler with Roth Capital. Please state your question.

Operator: We'll now be conducting a question-and-answer session. If you'd like to be placed in the question queue, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. One moment please, while we pull for questions. Your first question comes from Eric Handler with Roth Capital. Please state your question.

Speaker #1: A confirmation tone will indicate your line is in the question queue. One moment, please, while we pull for questions. And your first question comes from Eric Handler with Roth Capital.

Speaker #1: Please state your question.

Eric Handler: Good morning. Thanks for the question.

Speaker #4: Good morning. Thanks for the question. What if you could talk oh, good morning. What if you could talk a little bit about your sort of marketing patterns?

Scott Klossner: Good morning, Eric.

Eric Handler: Wonder if you could talk-

Neal Harmon: Good morning, Eric.

Eric Handler: Good morning. Wonder if you could talk a little bit about your marketing patterns. There's nothing linear about it. Trying to understand the ebbs and flows of when you push with marketing and when you pull back. It seems like there's a focus around the theatrical releases. Can you give some color about how you think about those patterns?

Speaker #4: I mean, there's nothing linear about it. But trying to understand the ebbs and flows of when you push with marketing and when you sort of pull back, it seems like there's a focus around the theatrical releases, but sort of can you give some color about how you think about those patterns?

Speaker #2: Well, since Scott's been here, he's really worked with the acquisitions and marketing team on this. I'll let him speak to that.

Neal Harmon: Well, since Scott's been here, he's really worked with the acquisitions and marketing team on this. I'll let him speak to that.

Scott Klossner: As we spoke in prior calls, Eric, and thanks for the question because it is really pertinent to the Q2 results. When we market, we are specifically looking towards three things. One is that we are able to grow effectively, meaning we want that number to grow, and we had amazing results in terms of growth in Q2, and we are really excited about that. Number two is we want to do it at a specific cost. That cost is a multiple of our ARPM. We added 175,000 members or so more in Q2 than we anticipated, or at least than the consensus anticipated, I should say. With that comes a cost, which we recognized in Q2 as well. It has a short-term push down on our profitability, but with the long-term benefit.

Speaker #4: So, as we spoke in prior calls—Eric, thanks for the question, because it's really pertinent to these Q2 results. As we market, we are specifically looking towards three things.

Speaker #4: One is that we're able to grow effectively, meaning we want that number to grow. And we had amazing results in terms of growth in Q2, and we're really excited about that.

Speaker #4: Number two is, we want to do it at a specific cost. Now, that cost is a multiple of our ARPM. So, if we added about 175,000 members more in Q2 than we anticipated—or at least than the consensus anticipated, I should say—and with that comes a cost, which we recognized in Q2 as well. So, it has a short-term push down on our profitability, but with a long-term benefit.

Speaker #4: But what we do is we actually buy into those numbers, meaning that if a particular campaign or a particular seasonality that may be occurring, there's different seasonalities both in cost of advertising and in terms of response.

Scott Klossner: What we do is we actually buy into those numbers, meaning that if a particular campaign or a particular seasonality that may be occurring, there's different seasonalities both in cost of advertising and in terms of response. Meaning that as our awareness grows and then we start to acquire different genres and the different things within the company grows and the changing demographics out there. If we're buying into those specific numbers, you may see that number adjust. If we're seeing great conversion on a campaign, we're going to spend more heavily into that, which will increase our growth, but do so at both a good cost from a GAAP perspective and in a cash-efficient manner. Both of those things have to be true for us to continue to spend hard. And if they are, you'll see the ebbs and flows as they go.

Speaker #4: Meaning that as our awareness grows, we start to acquire different sorts of genres, and as the different things within the company grow and the changing demographics out there.

Speaker #4: If we're buying into those specific numbers, you may see that number adjust. So we if we're seeing great conversion, on a campaign, we're going to spend more heavily into that, which will increase our growth, but do so at both a good cost from a gap perspective, and at a cash in a cash-efficient manner.

Speaker #4: Both of those things have to be true for us to continue to spend hard. And if they are, you'll see the ebbs and flows as they go.

Speaker #4: We may see August Q3 is a little bit of a slower quarter for us. So if we're not converting, we may pull back on our spend some, which will slow our growth.

Scott Klossner: We may see August, Q3 is a little bit of a slower quarter for us. If we're not converting, we may pull back on our spend some, which will slow our growth. As we efficiently can convert, we'll continue to do so. Did you want to add something?

Speaker #4: But as we efficiently can convert, we will continue to do so. Did you want to add something?

Neal Harmon: Well, I think you've done a great job with the team as far as having discipline in the costs, but also prioritizing growing into our huge total addressable market. I wanted to just talk about two things, Eric, from a big picture standpoint that were breakthroughs for us this quarter. One is that we developed internally our own system. We call it the Ad Factory, and another one called Creative Studio that has enabled a new level of scale for our marketing efforts and more granularity by using AI tools to help us launch and iterate on ads for this growing number of titles. You saw how much we're ahead of schedule on the number of titles for this year that we've released. That's been made possible, and we're able to take advantage of those opportunities because of this new technology that we've developed here internally.

Speaker #2: Well, I think you've done a great job with the team as far as having discipline in the costs, but also prioritizing growing into our huge total addressable market.

Speaker #2: I wanted to just talk about two things, Eric, from a big picture standpoint that were breakthroughs for us this quarter. So one is that we developed internally our own system.

Speaker #2: We call it the Ad Factory. And another one called the Creative Studio that allows has enabled a new level of scale for our marketing efforts and more granularity by using AI tools to help us launch and iterate on ads for this growing number of titles you saw how much we're ahead of schedule on the number of titles for this year that we've released.

Speaker #2: And that's been made possible, and we're able to take advantage of those opportunities, because of this new technology that we've developed here internally. So that's been a big breakthrough for us.

Neal Harmon: That's been a big breakthrough for us. The second thing is that we've tracked through a third party a question about basically aided awareness. Which of these streaming services do you recognize? Angel's name's included in that question. We've gone from around 8% a year ago to 14.9% in our last survey. The overall awareness of Angel is growing. Our marketing becomes more effective as people become aware of Angel, and Angel actually has a streaming service as part of the platform. The community, the streaming service, the theatrical campaigns are all part of the Angel platform that are helping grow our mission. Those kind of breakthroughs where we have those kind of basic awareness here in the US double in a year, it's a pretty big deal for us, and I just wanted to talk about those things from a big picture standpoint.

Speaker #2: The second thing is that we've tracked through a third-party a question about basically aided awareness, which of these streaming services do you recognize? And Angel's names included in that question.

Speaker #2: And we've gone from eight some around 8% a year ago to 14.9% in our last survey. So the overall awareness of Angel is growing.

Speaker #2: So our marketing becomes more effective as people become aware of Angel. And the Angel actually has a streaming service as part of the platform.

Speaker #2: The community the streaming service the theatrical campaigns are all part of the Angel platform that are helping grow our mission. But those kind of breakthroughs where we have those kind of basic awareness here in the US double in a year, it's a pretty big deal for us.

Speaker #2: And I just want to talk about those things from a big picture standpoint.

Speaker #4: That's very helpful. And then secondly, the last two quarters you've seen some nice upside from the content licensing line. Now, admittedly, it's a bit small, but can you talk about what sort of triggers the content licensing deals?

Eric Handler: That's very helpful. Then secondly, the last two quarters, you've seen some nice upside from the content licensing line. Now, admittedly, it's a bit small, can you talk about what sort of triggers the content licensing deals? Is it VOD? Is it licensing out content to other streamers? What goes into that?

Speaker #4: Is it PVOD? Is it licensing out content to other streamers? What goes into that?

Speaker #2: That's a great question. So if you look through the like cycle of an Angel original like Young Washington, which had a great release, it goes to theaters.

Neal Harmon: That's a great question. If you look through the life cycle of an Angel original, like "Young Washington," which had a great release, it goes to theaters. The first place it becomes available after theaters is for Angel Guild members, and it becomes available for premium video on demand, which we have direct relationships with Amazon, Apple, Fandango, and other providers, where people can essentially rent or buy the title to watch at home while it's in theaters for $24 or $25 or something like that. That goes into the content licensing category. There was a recent announcement. We're trying to grow the notoriety of the David IP, and we licensed the title to Netflix, which it hit number one on Netflix, which was very exciting, because there's tens of millions that are now being exposed to the David intellectual property.

Speaker #2: As soon as it—the first place it becomes available after theaters is for Angel Guild members, and then it becomes available for premium video on demand.

Speaker #2: Which we have direct relationships with Amazon, Apple, Fandango, and other providers. Where people can essentially rent or buy the title to watch at home while it's in theaters for 24 or 25 bucks or something like that.

Speaker #2: And that goes into the content licensing category. There was a recent announcement at we're trying to grow the notoriety of the David IP, and we licensed the title to Netflix.

Speaker #2: Which it hit number one on Netflix. And which was very, very exciting. Because it's there's tens of millions that are now being exposed to the David intellectual property.

Speaker #2: That also falls into content licensing. The we've done deals with Prime and Peacock and Solo Mio was just released on Hulu. We licensed that to Disney.

Neal Harmon: That also falls into content licensing. We've done deals with Prime and Peacock, "Solo Mio" was just released on Hulu. We licensed that to Disney. All of these fall into the content licensing category.

Speaker #2: And so all of these fall into the content licensing category.

Speaker #4: Thank you.

Eric Handler: Thank you.

Speaker #3: Thank you.

Speaker #2: You're welcome.

Neal Harmon: You're welcome.

Speaker #4: Thanks, Eric.

Eric Handler: Thanks, Eric.

Speaker #1: Your next question comes from Drew Crumb with B. Reilly. Please state your question.

Operator 2: Your next question comes from Drew Crum with B. Riley. Please state your question.

Operator: Your next question comes from Drew Crum with B. Riley. Please state your question.

Drew Crum: Okay, thanks. Good morning, everyone. Scott, the business has demonstrated some nice year-to-date gains on adjusted EBITDA. I guess in order to achieve your annual guidance, you will need to increase the year-on-year improvement more substantially relative to H1. Can you address what the swing factors are in H2 to delivering against your annual target?

Speaker #4: Okay. Thanks. Good morning, everyone. Scott, the business has demonstrated some nice year-to-date gains on adjusted EBITDA. I guess in order to achieve your annual guidance, you'll need to increase the year-on-year improvement more substantially relative to the first half.

Speaker #4: So can you address what the swing factors are in the second half to delivering against your annual target?

Neal Harmon: Can I just interject real quick before Scott jumps into that answer? Scott's the right one to answer.

Speaker #2: Can I just interject real quick before Scott jumps into that answer? It's Scott's the right one to answer. But I just want to reiterate something just from the big picture.

Drew Crum: Please.

Neal Harmon: I just want to reiterate something just from the big picture. When it comes to adjusted EBITDA, Scott talked about how we have a customer lifetime value. We have a customer acquisition cost, we have a monthly average guild member revenue. Angel is in growth mode today. We have a large total addressable market, we are growing as fast as possible in a cash efficient manner where we can control our own destiny. The size of the market is so large that we are very focused at the company on just reaching a larger and larger section of that market. I will let Scott speak to the specifics of the financials. Sorry for getting your name wrong.

Speaker #2: So when it comes to adjusted EBITDA, and this Scott talked about how we have a customer lifetime value. And then we have a customer acquisition cost, and then we have a monthly average guild member revenue.

Speaker #2: Angel is in growth mode today. We have a large total addressable market, and we are growing as fast as possible in a cash-efficient manner.

Speaker #2: Where we can control our own destiny. So the size of the market is so large, that we are very focused at the company on just reaching a larger and larger and larger section of that market.

Speaker #2: And then I'll let Scott speak to the specifics of the financials. Sorry, forgive me if I'm wrong.

Scott Klossner: Spot was a dog we had when I was a kid, yeah.

Speaker #3: Spot was a dog we had when I was a kid. Yeah. Keep in mind, we added approximately 600,000 members to our ranks in the first half of the year.

Neal Harmon: Spot.

Scott Klossner: Keep in mind, we added approximately 600,000 members to our ranks in the H1 of the year, we did so at a -$7+ million adjusted EBITDA number. If you look at the current number that we post, it is approximately $2.85 or $2.86, or $2.88 rather right now. As we continue to buy into that growth, we are not anticipating. For example, we could stop growing right now and we would massively change our adjusted EBITDA guidance. Because we are in this growth mode and we continue to spend into that number, we anticipate for the rest of the year to be at a slightly -adjusted EBITDA number based on the growth expectations we are having.

Speaker #3: And we did so at a negative 7-plus adjusted EBITDA number. Now, that and if you look at the current number that we post, it's approximately 2.85 or 2.86 or 2.88, rather, right now.

Speaker #3: As we continue to buy into that growth, we're not anticipating for example, we could stop growing right now, and we would massively change our adjusted EBITDA guidance.

Speaker #3: But because we are in this growth mode, and we continue to spend into that number, we anticipate for the rest of the year to be at a slightly negative adjusted EBITDA number, based on the growth expectations we're having.

Speaker #3: If we don't if we were to stop at 2.88, where we're at today, and at the end of the year, we would be in a from a profitability standpoint, we'd look far, far better.

Scott Klossner: If we were to stop at $2.88, where we are at today, at the end of the year, from a profitability standpoint, we would look far better, then you would be asking us why we did not take advantage of growth in the H2. The reality is that we are going to continue to grow as long as we can do so at the numbers that we are experiencing at this time, which according to our calculations, would put us still south of a -$25, meaning less than -$25 adjusted EBITDA. If it is better than that, one of two things happened. One is that we slowed growth because we were not seeing the numbers coming back to us in terms of targeting efficiency, both on a cash basis, on a CAC basis.

Speaker #3: And then you'd be asking us why we didn't take advantage of growth in the second half. And so the reality is, is that we're going to continue to grow.

Speaker #3: As long as we can do so at the numbers that we're experiencing at this time. Which, according to our calculations, would put us still south of a negative 25, meaning less than negative 25 adjusted EBITDA.

Speaker #3: And if it's better than that, one of two things happens. One is that we slowed growth because we weren't seeing the numbers coming back to us in terms of targeting efficiency.

Speaker #3: Both on a cash basis, on a CAC basis. And/or secondly, we're starting to see things like a massive theatrical hit may make a difference.

Scott Klossner: And/or secondly, we are starting to see things like a massive theatrical hit may make a difference to some degree, or we get a great downstream deal we were not anticipating. The business is fairly scientific. As long as we are growing and we can do so at the numbers we are looking at right now, we keep literally on a daily basis, we are adjusting one way or another. We have got this massive TAM we are going after, and we were going to grow as quickly as we can with our current balance sheet. We are not expecting to raise cash to do this. We believe we can grow.

Speaker #3: To some degree. Or we get a great downstream deal we weren't anticipating. But the business is fairly scientific. As long as we're growing, and we can do so at the numbers we're looking at right now, and we keep, literally on a daily basis, we're adjusting one way or another.

Speaker #3: We've got this massive TAM we're going after, and we're going to grow as quickly as we can, with our current balance sheet. We're not expecting to raise cash to do this.

Speaker #3: We believe we can grow. Now, down the road, we may say, "Hey, we can bring even a greater result if we had some more cash." And we might say, "Let's go ahead and raise some funds next year or the year after, sometime down the road." But right now, based on our current balance sheet and our current growth expectations, we're continuing to spend into that.

Scott Klossner: Down the road, we may say, "Hey, we can bring even a greater result if we had some more cash." We might say, "Let us go ahead and raise some funds next year or the year after or sometime down the road." Right now, based on our current balance sheet and our current growth expectations we are continuing to spend into that. The only real swings that I would say that would occur, like I said, would be that we, for some reason, growth were to slow, which we do not anticipate, or secondly, that there was sort of another revenue stream that came on that we were not expecting, that was higher than what we were expecting, like a box office hit of some sort. Otherwise, I would say we added 600,000 members with a -$7 million adjusted EBITDA.

Speaker #3: The only real swings that I would say that would occur like I said would be that we for some reason growth were to slow, which we don't anticipate.

Speaker #3: Or secondly, that there was sort of like another revenue stream that came on that we weren't expecting—that was higher than what Office hit, of some sort.

Speaker #3: Otherwise, I would say we added 600,000 members with a negative 7 million adjusted EBITDA. If that were to happen again in the second half, I think everybody would be really pleased.

Scott Klossner: If that were to happen again in the H2, I think everybody would be really pleased.

Speaker #2: And we've got the yeah. And we've got the balance sheet to exceed consensus expectations for Angel, for sure.

Neal Harmon: And-

Scott Klossner: Okay.

Neal Harmon: We've got the-

Scott Klossner: Yeah.

Neal Harmon: Yeah, we've got the balance sheet to exceed consensus expectations for Angel, for sure.

Speaker #4: Okay. And then maybe a follow-up, Neal. As you think about extending into new genres, Q2 featured two breakout hits in Obsession and Back Rooms that were spawned through popular YouTubers.

Drew Crum: Okay. Maybe a follow-up, Neal. As you think about extending into new genres, Q2 featured two breakout hits in "Obsession" and "Backrooms" that were spawned through popular YouTubers that seemed to appeal to younger audiences. For your business, do you see that as a white space opportunity? Thanks.

Speaker #4: It seemed to appeal to younger audiences. For your business, do you see that as a white space opportunity? Thanks.

Speaker #3: Thanks.

Speaker #2: That's a great question. And those were perhaps not Angel titles, but they were good examples of community getting behind a particular launch of a film for a specific YouTuber.

Neal Harmon: That's a great question. Those were perhaps not Angel titles, but they were good examples of community getting behind a particular launch of a film for a specific YouTuber and kickstarting the release of those films. What's powerful about Angel's model is that rather than being based on a YouTuber or a specific film or brand, it's based on the trust of the community for the Angel brand. Angel, all titles are selected by the Angel Guild members, and as people grow to trust the brand, and our Guild grows in size, our releases will get bigger and bigger. We think that those are great examples of the anatomy of a successful release. It's just that we've built an economic model that takes advantage of that.

Speaker #2: And kick-starting the release of those films. What's powerful about Angel's model is that rather that being based on a YouTuber or a specific film or brand, it's based on the trust of the community for the Angel brand.

Speaker #2: Because all titles are selected by Angel Guild members, as people grow to trust the brand and as our guild grows in size, our releases will get bigger and bigger.

Speaker #2: So we think that that's a great those are great examples of the anatomy of a successful release. It's just that we've built an economic model that takes advantage of that.

Neal Harmon: It's one thing to go and have a flash in the pan box office, then when you're done, you have to start over again and release another title with another YouTuber. With Angel, we have this defensible community that gets increasingly difficult to replicate, where we're able to deliver those kinds of results over and over again. Occasionally, we'll have a title that once it gets kickstarted by the community, it'll catch fire in the greater market, and it'll do something like what David or King of Kings or Young Washington or Sound of Freedom did. That's great. That helps us reach new audiences and build the size of that community to a larger community.

Speaker #2: It's one thing to go and have a flash-in-the-pan box office, and then, when you're done, you have to start over again.

Speaker #2: And release another title. With another YouTuber. But with Angel, we have this defensible community that gets increasingly difficult to replicate, where we're able to deliver those kinds of results over and over and over again.

Speaker #2: And occasionally, we'll have a title that, once it gets kick-started by the community, will catch fire in the greater market, and it'll do something like what David or King of Kings or Young Washington or Sound of Freedom did.

Speaker #2: Did. And that's great. That helps us reach new audiences. And build the size of that community to a larger community. Now, when it comes to actually working with YouTubers, we do have some specific efforts and projects and technologies we've been developing to make it easier for people who have YouTube followings to get involved at Angel.

Neal Harmon: Now, when it comes to actually working with YouTubers, we do have some specific efforts and projects and technologies we've been developing to make it easier for people who have YouTube followings to get involved at Angel, we think that's going to be an important part of the future.

Speaker #2: And we think that's going to be important part of the future.

Drew Crum: Okay. All right. Thanks, guys.

Speaker #4: Okay. All right. Thanks, guys.

Speaker #3: Thanks, Drew.

Scott Klossner: Thanks, Drew.

Speaker #1: Your next question comes from Thomas Forte with Maxim Group. Please state your question.

Operator 2: Your next question comes from Thomas Forte with Maxim Group. Please state your question.

Operator: Your next question comes from Thomas Forte with Maxim Group. Please state your question.

Thomas Forte: All right. Neal, Scott, Luke, and Jeanette, congratulations on the quarter. I have a statement and a long two-part question, and I'll say it all at once. First off, it was an honor and a pleasure.

Speaker #2: Great.

Speaker #4: So Neal Scott, Luke, and Jeanette, congratulations on the quarter. I have a statement and a long two-part question. And I'll say it all at once.

Speaker #4: So, first off, it was an honor and a pleasure.

Neal Harmon: Objection, compound question. No, just kidding. I'm sorry, Tom. Go ahead.

Speaker #2: Objection, compound question. No, just kidding. I'm sorry. Tom, go ahead.

Speaker #4: Okay. But I didn't want you to start answering before I finished, Neal. So thank you. Thank you for the objection. All right. So first off, it was an honor and a pleasure to watch Young Washington in a movie theater with my family on the 4th of July, to celebrate America's 250th.

Thomas Forte: Okay. I didn't want you to start answering before I finished, Neal, so thank you, though. Thank you for the objection. All right. First off, it was an honor and a pleasure to watch "Young Washington" in a movie theater with my family on the 4th of July to celebrate America's 250th. Thank you for that. Second, Neal, you discussed this in your prepared remarks, but I wanted to ask the following. I think there's a lack of understanding by investors on how Angel Studios makes money, including a misunderstanding in the role theatrical releases play in the strategy. I think investors believe Angel Studios is trying to make money on its theatrical releases, otherwise, why else would you spend the time and effort to do that?

Speaker #4: So thank you for that. And then second, so Neal, you discussed this in your prepared remarks, but I wanted to ask the following. I think there's a lack of understanding by investors on how Angel Studios makes money including a misunderstanding in the role of theatrical releases play in the strategy.

Speaker #4: So I think investors believe Angel Studios is trying to make money on a theatrical releases otherwise why else would you spend the time and effort to do that?

Speaker #4: I think your clear and communicating that the theatrical releases are a means to market your subscription video on demand service and increase your membership.

Thomas Forte: I think you're clear in communicating that the theatrical releases are a means to market your subscription video on-demand service and increase your membership. I think investors still expect you to at least try to make money on the theatrical releases, but appreciate your thoughts on that. Lastly, I think there's a structural challenge for the company to overcome and would appreciate your thoughts on the following. I think most investors think theaters and theatrical releases are going the way of the dinosaur. Why do you feel differently?

Speaker #4: But I think investors still expect you to at least try to make money on the theatrical releases. But I appreciate your thoughts on that.

Speaker #4: And then lastly, I think there's a structural challenge for the company to overcome and would appreciate your thoughts on the following. I think most investors think theaters and theatrical releases are going the way of the dinosaur.

Speaker #4: So, why do you feel differently?

Speaker #2: Okay. These are great questions, both around theatrical and give me an opportunity to speak to those points. So of course, Angel is going to execute on every single theatrical release with the utmost marketing efficiency.

Neal Harmon: Okay. These are great questions, both around theatrical and give me an opportunity to speak to those points. Of course, Angel is going to execute on every single theatrical release with the utmost marketing efficiency and with the intent that they will hit the zeitgeist and become profitable ventures. We've had that happen a number of times, where films have made a profit in the box office, and we celebrate those films when they give a return in the box office. That's a great success. Building a business model around that is like going to Vegas to try to make money. You got to be at the table over and over again for a long time to be able to make money. We just don't want to operate with our livelihood dependent upon that business alone. Now that said, we do it really, really well.

Speaker #2: And with the intent that they will hit the zeitgeist and become profitable ventures. And we've had that happen a number of times where films have made a profit in the box office, and we are we celebrate those films when they yeah.

Speaker #2: When they generate a return at the box office, that's a great, great success. But building a business model around that is like going to Vegas to try to make money.

Speaker #2: You got to be at the table over and over and over again for a long time to be able to make money. And we just don't want to operate with our livelihood dependent upon that business alone.

Speaker #2: Now, that said, we do it really, really well. The Mediocrity Podcast said that for 2023 through 2025, we had the highest average per title box office of all distributors in independent films.

Neal Harmon: The Media Odyssey podcast said that for 2023 through 2025, we were the highest average per title box office of all distributors in independent films. Our model's working. We're becoming more and more successful at the box office and intend to do so moving forward. The box office has a couple of other unique things about it. That is that we've got a younger generation who's growing up, and they're kind of sick of living on their phones. Some people are addicted to their phones, but they are hungry for in-person experiences. They're hungry to meet new people. We are very intentional at Angel about building the brand around being together in person.

Speaker #2: So, our models were working and becoming more and more successful at the box office, and we intend to do so moving forward. The box office has a couple of other unique things about it.

Speaker #2: That is, is that we've got a younger generation who's growing up, and they're kind of sick of living on their phones. I mean, they're some people are addicted to their phones.

Speaker #2: But they are hungry for in-person experiences. They're hungry to meet new people. And so we are very intentional at Angel about building the brand around being together in person.

Speaker #2: So we have guild premieres. We have guild screenings. We have these large theatrical events. And we actually show when people are checking out with their seats, where guild members could be sitting so they can sit next to a guild member and get to know somebody new.

Neal Harmon: We have Guild premieres, we have Guild screenings, we have these large theatrical events, and we actually show, when people are checking out with their seats, where Guild members could be sitting so they can sit next to a Guild member and get to know somebody new. That's community. The strongest brands in our world today are built on a mixture of digital and physical experiences. That's going to be really important. The numbers bear this out. I was on a panel, I mentioned this before, but I was on a panel with the IMAX CMO, and I think the CFO of Cinemark. The IMAX CMO said that their biggest demographic and the fastest-growing is Gen Z. That Cinema United study came out that Gen X, or am I getting it confused? No, Gen Alpha.

Speaker #2: And that's community. The strongest brands in our world today are built on a mixture of digital and physical experiences, so that's going to be really important.

Speaker #2: And the numbers bear this out. When I was on a panel, I mentioned this before, but I was on a panel with the IMAX CMO, and I think the CFO of Cinemark.

Speaker #2: And the IMAX CMO said that their biggest demographic and fastest growing is Gen Z. And then that Cinema United study came out that Gen X or is it am I getting it confused?

Speaker #2: No, Gen Alpha. IMAX said Gen Alpha, and then Cinema United said Gen Z is the fastest-growing among the theatrical population. So, those are the young people, and they go to movies more, and increasingly more, than other people do.

Neal Harmon: The IMAX said Gen Alpha.

Scott Klossner: Yeah

Neal Harmon: The Cinema United said Gen Z is the fastest-growing among the theatrical population. Those are the young people, and they go to movies more and increasingly more than other people do. This story that cinema is dying, it doesn't bear out in the numbers. Young people are going, which is the future of the cinema, and people are increasingly wanting that in-person experience. Angel, we're leaning into this long term because it's such a growth driver for the larger Guild community. I'll just add that really great talent wants to be on the silver screen, and so we're able to get talent to participate in Angel's ecosystem that wouldn't otherwise do so. Thanks for those questions, Tom. Do you have any follow-up, or is that good?

Speaker #2: And so this story that cinema is dying doesn’t bear out in the numbers. Young people are going, which is the future of the cinema, and people are increasingly wanting that in-person experience.

Speaker #2: And so Angel, we're leaning into this long term because it's such a growth driver for the larger guild community. And then I'll just add that really great talent wants to be on the silver screen.

Speaker #2: And so we're able to get talent to participate in Angel's ecosystem that wouldn't otherwise do so. So thanks for those questions, Tom. Do you have any follow-up, or is that good?

Scott Klossner: Can I just make one point?

Speaker #3: Can I just make one point? I think it's really important.

Neal Harmon: Yeah.

Scott Klossner: I think it's really important.

Speaker #2: Sure.

Neal Harmon: Go ahead.

Scott Klossner: Tom, we read your guys' analytics reports around the theater chains, the IMAXs, Cinemark, et cetera. As I look at them, it looks like those that are doing it right are seeing growth in their returns, and that they're actually getting-- It's a different world, and you have to address it differently. I think what you're seeing is an evolution, perhaps, of the way that the theaters present their value proposition to their customers, and it's going to change, but I don't believe it's going away. Malls did the same thing back in the e-com days, is that they had to adjust, and there was consolidation. At the same time, in some places, retail is still a real thing. It's not going away. We believe that theaters are still going to continue to thrive. It may be a little bit differently. Maybe there'll be consolidation.

Speaker #3: So Tom, we read your guy's analytics reports around the theater chains, the IMAXes, Cinemark, etc. And as I look at them, it looks like those that are doing it right are seeing growth in their returns.

Speaker #3: And that they're actually getting it's a different world, and you have to address it differently. And I think what you're seeing is an evolution, perhaps, of the way that the theaters present the value proposition to their customers.

Speaker #3: And it's going to change. But I don't believe it's going away. Malls did the same thing back in the Ecom days, is that they had to adjust.

Speaker #3: And there was consolidation. But at the same time, in some places, those things are retail is still a real thing. It's not going away.

Speaker #3: We believe that theaters are still going to continue to thrive in maybe a little bit differently. Maybe there'll be consolidation. But we believe in the fact that people are searching for great storytelling.

Scott Klossner: We believe in the fact that people are searching for great storytelling, and they like it in different modes. I think they will continue to see them in theaters. They're going to continue to stream. Who knows what's next? All we know is that it's all about giving value to that customer at the end of the day.

Speaker #3: And they like it in different modes. And I think they will continue to see them in theaters. They're going to continue to stream. They're going to who knows what's next?

Speaker #3: All we know is that it's all about giving value to that customer at the end of the day.

Speaker #4: Awesome. Thank you, Neal. Thank you, Scott, for taking my questions.

Thomas Forte: Awesome. Thank you, Neal. Thank you, Scott, for taking my questions.

Speaker #1: Your next question comes from Jason Helfstein with Oppenheimer. Please state your question.

Operator 2: Your next question comes from Jason Helfstein with Oppenheimer. Please state your question.

Operator: Your next question comes from Jason Helfstein with Oppenheimer. Please state your question.

Jason Helfstein: Hey, everybody. A few questions. First, if I'm doing the math right, I think your Guild contribution margin in the H1 was something like 38%, which is obviously positive and meaningfully better than last year. I guess as you think about the seasonality between the H1 and the H2, do you generally think about that marketing efficiency, how does it move? Do you generally have higher or lower contribution margins in the H1 versus the H2? I've got a few more.

Speaker #5: Everybody, few questions. So first, if I'm doing the math right, I think your guild contribution margin in the first half was something like 38%, which is obviously positive.

Speaker #5: And meaningfully better than last year. So I guess, as you think about the seasonality between the first half and the second half, you generally think about that marketing efficiency.

Speaker #5: How does it move? Do you generally have higher or lower contribution margins in the first half versus the second half? And I've got a few more.

Speaker #2: Generally speaking, it's not going to change too dramatically. You do see some things happening in Q4 in particular. For example, advertising CPMs go up, which makes it more difficult to be as efficient on your marketing spend.

Scott Klossner: Generally speaking, it's not going to change too dramatically. You do see some things happening in Q4 in particular. Example, advertising CPMs go up, which makes it more difficult to be as efficient on your marketing spend. The same time, you do have more customers out there looking for entertainment, and so you get a little bit benefit of both worlds. There may be a slight tweak from one season, from one period, the H1 to the H2. If I were to say, it would probably slightly go down in the H2 because of the cost of marketing. I don't think you'll see it that dramatically. Remember, we have a base that we've already acquired, and they're the largest component of that revenue number.

Speaker #2: At the same time, you do have a greater—you have more customers out there looking for entertainment. And so you get a little bit of benefit from both worlds.

Speaker #2: So there may be a slight tweak from one season from one period the first half to the second half. But I would if I were to say it would probably slightly go down in the second half because of the cost of marketing.

Speaker #2: But I don't think you'll see it that dramatically. Remember, we have a base that we've already acquired, and they're the largest component of that revenue number.

Speaker #2: So that will continue to go forward. And you'll just see it in the growth in terms of how that works in terms of contribution margin.

Scott Klossner: That will continue to go forward, and you'll just see it in the growth in terms of how that works in terms of contribution margin. Our pricing isn't really changing. You may see some discounting occasionally for a sale that might go on at Black Friday or something, which could have a temporary impact on it, but nothing dramatic, I would say, in H2.

Speaker #2: Our pricing isn't really changing. You may see some discounting occasionally for a sale that might go on at Black Friday or something, which could have a temporary impact on it.

Speaker #2: But nothing dramatic, I would say, in the second half. And then, of course, we've got—oh, of course, we've got seven theatrical releases in the second half of the year and three in the first half.

Neal Harmon: Then, of course, we've got seven theatrical releases in H2 of the year and three in H1.

Speaker #2: Those tend to change the margins.

Scott Klossner: Okay.

Neal Harmon: Which those tend to change the margins.

Scott Klossner: Yeah. That mix is probably the biggest component of the overall contribution.

Speaker #3: Yeah. That mix is probably the biggest component of the overall contribution.

Speaker #5: Right. And then just help us to that point on the theatrical revenue side, right? Which, to your point, very hard to predict. So those and then how do those seven movies allocate between 3Q and 4Q?

Jason Helfstein: Right. Just help us to that point on theatrical revenue side, which to your point, very hard to predict. How do those seven movies allocate between Q3 and Q4?

Speaker #2: Well, we've got one released, right? We released Young Washington. It's about $46–47 million. And so, the majority of that's going to be—I mean, the theatrical for that's going to be recognized in Q3.

Neal Harmon: Well, we got one released. We released "Young Washington." It's about $46 million, $47 million. The theatrical for that's going to be recognized in Q3. We'll have "Brink of War" and "Runner" this quarter, the next quarter we've got "Hershey" and-

Speaker #2: And then we should we'll have Brink of War, and Runner, this quarter. And then the next quarter, we've got Hershey, and Angel and the Bad Man, and Drummer Boy that will come out early enough to start recognizing revenue.

Scott Klossner: Drummer Boy.

Neal Harmon: Angel and the Badman" and "Drummer Boy" that will come out early enough to start recognizing revenue. "Zero A.D." is going to mostly get pushed. Well, it's December 11, Q4 should be pretty strong, assuming that we have some good releases. Both quarters we're going to have a lot stronger theatrical revenues than we did in Q2.

Speaker #2: And then a zero AD is going to mostly get pushed well, it's December 11th. So Q4 should be pretty strong. Assuming that we have some good releases.

Speaker #2: But both quarters, we're going to have a lot stronger theatrical revenues than we did in Q2.

Speaker #3: Q2 is a bit of an anomaly.

Scott Klossner: Q2 is a bit of an anomaly.

Jason Helfstein: Yep. Just talking a little, I don't think anyone's talked about it, the transfer of the 10 million super voting shares to the Angel Mission Trust, maybe talk a bit about that and just how public investors should think about how it kind of impacts them. I've got one last technical follow-up after.

Speaker #5: Yep. And then just answer just talking a little. I don't think anyone's talking about it. But the transfer of the 10 million super voting shares to the Angel Mission Trust, maybe talk a bit about that and just how public investors should think about how it kind of impacts them.

Speaker #5: And then I've got one last technical follow-up there.

Neal Harmon: It's been kind of fun because we're releasing the movie Hershey at the same time, we learned about Milton Hershey setting up a trust for The Hershey Company. There are trade-offs for a company whose mission's controlled by a trust, for sure, in the public markets. The Hershey Company has replaced their board and management team twice, it is our understanding, because they got off mission or tried to sell the company or do something that was not in line with their original mission. The interesting thing is, from a public investor side, if you go compare Hershey to other companies from that era, they've outperformed the rest of the market. Being mission-driven can also have great returns. Our goal for this was, we loved the Disney brothers growing up. Our mom read us stories about them.

Speaker #2: It's been kind of fun because we're releasing the movie Hershey at the same time, and we learned about Milton Hershey setting up a trust for the Hershey Company.

Speaker #2: And there are trade-offs for a company whose missions controlled by a trust, for sure, in the public markets. But the Hershey company has replaced their board and management team twice.

Speaker #2: It is our understanding because they got off mission or tried to sell the company or do something that was not in line with the original mission.

Speaker #2: But the interesting thing is, from a public investor's side, if you go compare Hershey to other companies from that era, they've outperformed the rest of the market.

Speaker #2: So being mission-driven can also have great returns. Our goal for this was that we loved the Disney brothers growing up. Our mom read us stories about them.

Speaker #2: And then we went through a big lawsuit with the Disney company. And it just felt like that the company lost its way after the founders were gone.

Neal Harmon: We went through a big lawsuit with The Disney Company, it just felt like the company lost its way after the founders were gone. We studied as much as we could about companies like Patagonia, Hershey, Rolex, and others. Talked to a lot of people to figure out how to do this and try to maintain the mission of Angel beyond our tenure. Our hope is that we've got this set up as wisely as possible and that it bodes well for the future returns of the company by staying true to the original mission of Angel.

Speaker #2: We studied as much as we could about companies like Patagonia, Hershey, Rolex, and others. We talked to a lot of people to figure out how to do this and try to maintain the mission of Angel beyond our tenure.

Speaker #2: And our hope is that we've got this set up as wisely as possible, and that it bodes well for the future returns of the company by staying true to the original mission of Angel.

Jason Helfstein: Just last, you've got two mergers that I think have to be consummated by 31 October of this year, the Toothy Cow and Tuttle Twins. Can you just remind us the impact on the balance sheet, cash flow statement, et cetera? Thanks.

Speaker #5: And just lastly, you've got two mergers that, I think, have to be consummated by October 31 of this year: the Toothy Cow and Tuttle Twins.

Speaker #5: So just can you kind of just remind us the impact on the kind of kind of balance sheet cash flow statement, etc., thing?

Speaker #2: Yeah, go ahead.

Neal Harmon: Yeah, go ahead.

Scott Klossner: There's multiple impacts from it. There will be approximately-

Speaker #3: So there's multiple impacts from it. So there will be approximately I want to say 10-ish million shares that are being issued in conjunction with maybe it's a little less shares that'll be issued in conjunction with those acquisitions.

Neal Harmon: Excuse me

Scott Klossner: I want to say 10-ish million shares that are being issued in conjunction. Maybe it's a little less shares that'll be issued in conjunction with those acquisitions. They are two of our biggest performing titles that we have on the platform, and thereby receive some of the highest royalties that come from Angel. We've done a really intensive sort of analysis of the benefit to our bottom line by acquiring them, and we think that they're both accretive to the company in terms of the bottom line, vis-a-vis what the cost of the acquisitions can be for the company. Yeah, we've got both of those in play, and they should be, like you said, we've got a timeline to get those done as soon as possible at this point in time.

Speaker #3: They are two of our biggest performing titles that we have on the platform, and thereby receive some of the highest royalties that come from Angel.

Speaker #3: So we've done a really intensive sort of analysis of the benefit to our bottom line by acquiring them, and we think that they're both accretive to the company in terms of the bottom line, vis-à-vis what the cost of the acquisition is going to be for the company.

Speaker #3: So, yeah, we've got both of those in play. And they should be, like you said, we've got a timeline to get those done as soon as possible at this point in time.

Speaker #3: But we're excited about that opportunity, and what that's going to do for the bottom line at Angel.

Scott Klossner: We're excited about that opportunity and what that's going to do for the bottom line at Angel.

Jason Helfstein: Okay. Appreciate all the color.

Speaker #5: Okay. Appreciate all the comments.

Scott Klossner: You bet, Jason. Thank you.

Speaker #3: You bet, Jason. Thank you.

Speaker #1: Your next question comes from Eric Wold with Texas Capital. Please state your question.

Operator 2: Your next question comes from Eric Wold with Texas Capital. Please state your question.

Operator: Your next question comes from Eric Wold with Texas Capital. Please state your question.

Eric Wold: Thanks. Good morning. Just a couple of questions. I guess one, any additional insight into the theatrical slate for 2027? I know you've announced a handful of titles confirmed already. I'm not necessarily asking for title names, but just maybe talk about the pipeline that you have that you're working through for 2027. Would you expect a similar number of titles next year as this year? Would the cadence be similarly back-weighted next year, or do you think it'd be more even from what you can tell at this point? I have one more question after that.

Speaker #4: Thanks. Good morning. Just a couple of questions. I guess one, any additional insight into the theatrical slate for '27? I know you've announced a handful of titles confirmed already.

Speaker #4: It's not necessarily asking for title names, but just maybe talk about the pipeline that you have, kind of what you're working through for '27.

Speaker #4: Would you expect a similar number of titles next year as this year? And would the cadence be similarly back-weighted next year, or do you think it will be more even, from what you can tell at this point? I have one more question after that.

Speaker #2: Yeah. So, for 2027 theatrical titles, we would expect to have a similar release quantity in 2027 as we had in 2026. There may be opportunities where we decide to take it to a release a month.

Neal Harmon: Yeah. 2027 theatrical titles, we would expect to have a similar release quantity in 2027 as we had in 2026. There may be opportunities where we decide to take it to a release a month. We haven't made that decision yet. In terms of timing, I wouldn't want to speak to whether we're going to weight it as heavily on the back end until we actually make the announcements.

Speaker #2: But we haven't made that decision yet. In terms of timing, I wouldn't want to speak to whether we're going to weight it as heavily on the back end until we actually make the announcements.

Eric Wold: Got it. Understood.

Speaker #4: Got it. Understood. And then one of the benefits you talked about with the growth in the content library, the shooting content library has been obviously making the value proposition for a new member that much higher in terms of why they'd want to become an Angel Guild member and subscriber.

Eric Wold: Got it.

Eric Wold: One of the benefits you talked about with the growth in the content library, the streaming content library, has been obviously making the value proposition for a new member that much higher in terms of why they'd want to become an Angel Guild member and subscriber. I guess, I know churn is not something you divulge, but any way to kind of frame as generally as you'd like, how you've seen churn hopefully improve or kind of change throughout the year as that content library has increased such that the need to kind of grow the subscriber base or kind of the subscriber base is not as dependent on new subscribers as that churn number gets better?

Speaker #4: I guess I know churn is not something you divulge, but is there any way to kind of frame— as generally as you'd like— how you've seen churn, hopefully, improve or change throughout the year as that content library has increased? Such that the need to grow the subscriber base, or that the subscriber base, is not as dependent on new subscribers as that churn number gets better?

Speaker #2: Yeah. So, this back catalog strategy has some real benefits to Angel—on an economic level and from a guild member value proposition—but also, we've developed, I mentioned, the ad factory and the creative studio and how those things are helping us scale up marketing around these titles in a way that hasn't been possible before.

Neal Harmon: Yeah. This back catalog strategy has some real benefits to Angel on an economic level and from a guild member value proposition. We also, I mentioned the Ad Factory and the Creative Studio, and how those things are helping us scale up marketing around these titles in a way that hasn't been possible before. We're not only getting watch time and some retention benefits from these titles.

Speaker #2: So we're not only getting watch time and some retention benefits from these titles, but we're actually finding back catalog titles that are little gems that didn't get a proper marketing push in the day, didn't find the right audience for them.

Neal Harmon: That's right.

Neal Harmon: We're actually finding back catalog titles that are little gems, that didn't get a proper marketing push in the day, didn't find the right audience for them, and we're finding that audience. This is really a scalable value proposition for us from a retention side and an acquisition side. We are seeing improvements in retention from cohort to cohort year-over-year, and we're learning the seasonality of retention, and we're increasing learning about the strength of our people who've been with us over a year, and it's very exciting.

Speaker #2: And we're finding that audience. So this is really a scalable value proposition for us from a retention side and an acquisition side. We are seeing improvements in retention from cohort to cohort, year over year.

Speaker #2: And we're learning the we're learning the seasonality of retention. And we're learning this and we're increasing learning about the strength of our people who've been with us over a year.

Speaker #2: And it's very exciting.

Scott Klossner: I would just add one more thing, is that we literally, this is almost like our acquisition strategy. On a daily basis, we are constantly testing and tweaking different things to help with our retention numbers. One of them is, or many of them, which Neal just mentioned. It's definitely, even though we're not necessarily giving out churn numbers or retention numbers at this point in time, we can tell you that they're improving. The metrics that enhance retention are improving. We've seen watch time continue to go up, especially as we add more titles and continue to create more variety within our offering. At this point in time, we're learning a lot about what retains a customer, and it's hard to point to one thing and say it's because of this or it's because of that.

Speaker #3: I would just add one more thing is that we literally this is almost like our acquisition strategy on a daily basis. We're constantly testing and tweaking different things to help with our retention numbers.

Speaker #3: And one of them is, or many of them are, which Neal just mentioned—but it's definitely, even though we're not necessarily giving out churn numbers or retention numbers at this point in time, we can tell you that they're improving.

Speaker #3: The metrics that enhance retention are improving. We've seen watch times continue to go up, especially as we add more titles and continue to create more variety within our offering, and at this point in time, we're learning a lot about what retains a customer.

Speaker #3: And it's hard to point to one thing and say it's because of this, or it's because of that. But we are doing constant testing.

Scott Klossner: We are doing constant testing and we're seeing the fruits of that effort.

Speaker #3: And we're seeing the fruits of that effort.

Speaker #2: There is one thing that we consistently see, and we've mentioned it on previous calls. If we can get the right first title to the viewer and the right second title to the viewer, those are the largest predictors of high retention.

Neal Harmon: There is one thing that we consistently see, and we've mentioned on previous calls. If we can get the right first title to the viewer and the right second title to the viewer, those are the largest predictors of high retention. We've built up.

Speaker #2: And we've built up since I think it's since the last call, we've built up our entire discovery team and hired an expert in machine learning to help us with that process.

Scott Klossner: Yeah

Scott Klossner: we've built up our entire discovery team.

Scott Klossner: That's correct.

Scott Klossner: Hired an expert in machine learning to help us with that process, and we've seen gains across the board. It's particularly when we brought in some new genre titles and new audience titles that might not be traditional for Angel Studios. We were able to quickly, with these technologies, find the titles in our library that will then be the next best titles for somebody to watch. As our library grows, this data opportunity is growing as well. Think of it as just more data points, more opportunities to merchandise great stories to people of an increasingly diverse set of audiences that is enabled by this back catalog license strategy.

Speaker #2: And we've seen gains across the board. It's particularly because we brought in some new genre titles and new audience titles that might not be traditional for Angel.

Speaker #2: And then we were able to quickly with these technologies find the titles in our library that will then be the next best titles for somebody to watch.

Speaker #2: And as our library grows, this data opportunity is growing as well. So think of it as just more data points—more opportunities to merchandise great stories to people of an increasingly diverse set of audiences.

Speaker #2: That is enabled by this back-catalog license strategy.

Speaker #4: Perfect. Thank you both.

Eric Wold: Perfect. Thank you both.

Speaker #1: Your next question comes from Ryan Myers with Lake Street Capital. Please state your question.

Operator 2: Your next question comes from Ryan Meyers with Lake Street Capital. Please state your question.

Operator: Your next question comes from Ryan Meyers with Lake Street Capital. Please state your question.

Speaker #4: Yeah, just as a follow-up to the last question, I just want to make sure I understand it correctly. Scott, you said you guys are still not giving the membership retention numbers, but they are in fact improving. Just, really, any detail that you can provide us with on that?

Ryan Meyers: Yeah, just as a follow-up to the last question, I just want to make sure I understand it correctly. Scott, you said you guys are still not giving the membership retention numbers, but they are in fact proving just really any detail that you can provide us with that year-over-year improvement. What exactly is improving and how we should think about that?

Speaker #4: Year over year improvement, what exactly is improving and how we should think about that?

Scott Klossner: We've seen significant improvement in the points that Neal brought up, that we know some of the things that improve retention. We're seeing greater watch time, longer watch times, more engagement by that cohort in our audience center. We are seeing voting. We are making adjustments in the way we vote. We've seen adjustments in the way that we discover and deliver the different things to the customer and seeing how they're responding to them. We're not currently, like we said, giving those numbers out at this point in time. In large part, it's just because we're in a growing phase of the company and those numbers may gyrate a little bit from one quarter to the next. There is some seasonality in terms of retention that occur.

Speaker #3: So we've seen significant improvement in the points that Neal brought up that we know the things or we know some of the things that improve retention.

Speaker #3: So we're seeing greater watch time, longer watch times, more engagement by that cohort in our audience, and we are seeing voting. We are making adjustments in the way we vote.

Speaker #3: We've seen adjustments in the way that we discover and deliver the different things to the customer and seeing how they're responding to them. So I mean, we're not currently like we said, giving those numbers out at this point in time.

Speaker #3: In part, in large part, it's just because we're in a growing phase of the company. And those numbers may gyrate a little bit from one quarter to the next.

Speaker #3: But and there is some seasonality in terms of retention that occur. And the older your customer base is, not meaning age-wise, but in terms of how long they've been with the company, as that continues to expand, we're now a three-year that we've had this the platform streaming in the way that it is, the guild growing.

Scott Klossner: The older your customer base is, not meaning age-wise, but in terms of how long they've been with the company, as that continues to expand, we're now at three year that we've had the platform streaming in the way that it is, the Guild growing. As the Guild grows over three, five, six, seven, and eight years, as you have a customer that stays with you, one of the things that are for sure is that if a customer stays with you over a year or nine months, is sort of where the real drop-off or the real boom takes place, that they just don't ever leave you. They stay. They've bought into what you're offering.

Speaker #3: And as the guild grows over three, five, six, and seven, and eight years, as we have a customer that stays with you, one of the things that are for sure is that if a customer stays with you over a year or nine months, is sort of where the real drop-off or the real boon takes place.

Speaker #3: That they just don't ever leave you. They stay. They've bought into what you're offering. They like it. They're part of your customer base, your membership, your community.

Scott Klossner: They like it. They are part of your customer base, your membership, your community, and we will see that continue to grow. So the more of these customers or Guild members that we can push into the 9 months or beyond, we keep them there. We are testing, we are seeing that number also improve. So, those things are improving over time and we will continue to see it going forward. Again, one of the things that you would see is that if it went the other direction, you would see a lack of efficiency in the way that we are acquiring members, because it would become more and more difficult just to replace those. So it is a large component of the efficiency at which we are growing the membership right now.

Speaker #3: And we'll see that continue to grow. So the more of these customers or guild members that we can push into the nine-month or beyond, and keep them there, the better.

Speaker #3: We're testing. We're seeing that number also improve. So those things are improving over time, and we'll continue to see that going forward. As we get bigger, it's just such a key metric.

Speaker #3: Again, one of the things that you would see is that if it went the other direction, you would see a lack of efficiency in the way that we're acquiring members, because it would become more and more difficult just to replace those.

Speaker #3: So it's a large component of the efficiency at which we're growing the membership right now.

Ryan Meyers: Got it. Then lastly, just wondering if you can help bridge the gap between Guild membership quarter-over-quarter and Guild revenue quarter-over-quarter. Looks like the actual membership base increased 18% or so, and then the actual Guild's revenue, I think, was around 9%. Can you just walk us through that? Was it just timing, pricing, different promotions? Just help us understand the difference there between the two.

Speaker #4: Got it. And then lastly, just wondering if you can kind of help bridge the gap between guild membership quarter over quarter and guild revenue quarter over quarter.

Speaker #4: It looks like the actual membership base increased by 18% or so, and then the actual Guild revenue, I think, was around 9%. Can you just walk us through that?

Speaker #4: Was it just timing, pricing, different promotions? Just kind of help us understand the difference there between the two.

Speaker #2: Yeah, so one of the exciting things we did last quarter was we started getting really transparent about the guild membership and reporting on a regular basis.

Neal Harmon: Yeah. One of the exciting things we did last quarter was we started getting really transparent about the Guild membership, and reporting it on a regular basis. So if you have been following that, or anyone who has been following that, has seen that a lot of our growth in Q2 came in the latter part of Q2. And so while we grew 99%, almost 100% year-over-year in Q2, we grew 94% in revenue. That is just because if you back-weight some of the growth to the end of the quarter, then you only have so many days to recognize revenue. So the revenue growth for all that growth will lag a little bit, just based on the timing at which they join during a quarter. And I forgot the second part of the question. What was the second part of the question, Ryan?

Speaker #2: So if you've been following that, or anyone who has been following that, has seen that a lot of our growth in Q2 came in the latter part of Q2.

Speaker #2: And so while we grew 99 almost 100% year over year in Q2, we grew 94% in revenue. And that's just because if you backweight some of the growth to the end of the quarter, then you only have so many days to recognize revenue.

Speaker #2: So the revenue growth, for those for all that growth, will lag a little bit. Just based on the timing at which they join during a quarter.

Speaker #2: And I forgot the second part of the question. What was the second part of the question, Ryan?

Speaker #4: No, Neal, that helps. It really just comes down to timing, so I think you answered it adequately. Thank you for that.

Ryan Meyers: No, Neal, that helped. It really just comes down to timing. I think you answered it adequately, so thank you for that.

Scott Klossner: Recognition requires us to recognize their revenue based on how many days they were with us in the quarter. If they were with us one day, we'd get one day's worth of benefit for them, even though they're paying for a monthly membership. In the next month, you'll see the full benefit. Because we had back-weighted, as Neal said, we back-weight. We had real heavy growth in the last half of the quarter.

Speaker #3: Recognition requires us to recognize the revenue based on how many days they were with us in the quarter. And so, if they were with us one day, we'd get one day's worth of benefit for them, even though they're paying for a monthly membership.

Speaker #3: So in the next month, you'll see the full benefit. Because we had backweighted, as Neal said—we backweighted—we had real heavy growth in the last half of the quarter.

Neal Harmon: Oh, I remember.

Speaker #2: Oh, I remember. You made a little comment about promotion. We did the America 250 promotion. Scott spoke to that on the call. So that was the largest contributor to the $0.06 drop in ARPM.

Scott Klossner: It turned out to be the same.

Neal Harmon: You made a little comment about promotion.

Scott Klossner: Oh, yeah.

Neal Harmon: We did the America 250 promotion. Scott spoke to that on the call. That was the largest contributor to the $0.06 drop in ARPM, in average revenue per Guild member.

Speaker #2: In average revenue per guild member, or—yeah. So, it's definitely worth the investment to take advantage of that opportunity.

Scott Klossner: Yeah.

Neal Harmon: Yeah. Definitely worth the investment to take advantage of that opportunity.

Speaker #3: And as I mentioned earlier also, it was a huge benefit to annual memberships. We had a big spike in annual memberships, which pushes that ARPM number down as well, slightly.

Scott Klossner: As I mentioned earlier.

Ryan Meyers: Okay

Scott Klossner: it was a huge benefit to annual memberships. We had a big spike in annual memberships, which pushes that ARPM number down as well, slightly.

Neal Harmon: Annual memberships do really well on retention, too.

Speaker #2: And annual memberships do really well on retention, too.

Neal Harmon: Annual memberships do really well on retention, too.

Scott Klossner: Yeah, amazingly well. Excuse me.

Speaker #3: Yeah. Amazing.

Speaker #2: Excuse me.

Ryan Meyers: Got it. Makes sense.

Speaker #4: Got it. Makes sense.

Speaker #1: And your next question comes from Michael Grondahl with Northland Securities. Please state your question.

Operator 2: Your next question comes from Michael Grondahl with Northland Securities. Please state your question.

Operator: Your next question comes from Michael Grondahl with Northland Securities. Please state your question.

Michael Raath: Hey. This is Michael Raath just filling in for Mike. Congrats on a great quarter. Just wanted to ask, with about 2.88 million members today, what does the path to five or 10 million look like? Is this going to be primarily through theatrical releases, or are you considering new channels and potentially international exposure?

Speaker #5: Hey, this is Michael Rikus filling in for Mike. Congrats on a great quarter. Just wanted to ask—with about 2.88 million members today, what does the path to 5 or 10 million look like?

Speaker #5: Is this going to be primarily through theatrical releases or are you considering new channels and potentially international exposure?

Scott Klossner: Good question.

Speaker #3: Good question.

Neal Harmon: Yes. That's the short answer. Now, we're at 2.88 million Guild members today, which is surpassing what consensus expected for this year. We did that with only -7.7 million in adjusted EBITDA. We consider that a huge win. It took a couple of breakthroughs around the Ad Factory awareness and promotion in order for us to get there. We're optimistic about the second half of the year, but also realistic that it's going to require some innovation to keep that up this year. five million Guild members, we're thinking in the tens of millions of Guild members when we're thinking about attacking this TAM. As soon as we're profitable or free cash flow, we'll be leaning into a couple of international markets. That's around the corner for us. Huge TAM getting to five million members.

Speaker #2: Yes, yes, yes. I mean, that's the short answer. No, we I mean, we're at 2.88 million guild members today, which is surpassing what consensus expected for this year.

Speaker #2: And we did that with only negative $7.7 million in adjusted EBITDA. We consider that a huge win. It took a couple of breakthroughs around the ad factory, awareness, and promotion in order for us to get there.

Speaker #2: And we're optimistic about the second half of the year, but also realistic that it's going to require some innovation to keep that up this year.

Speaker #2: But 5 million guild members—we're thinking in the tens of millions of guild members when we're thinking about attacking this TAM. But as soon as we're profitable or free cash flow positive, we'll be leaning into a couple of international markets.

Speaker #2: And that's just around the corner for us. So, huge TAM—getting to 5 million members. We're thinking more about how we get to tens of millions of members right now.

Neal Harmon: We're thinking more about how do we get to the tens of millions of members right now, and what kind of breakthroughs are we going to have. 5 million members is just a given. We're just on that trajectory just by keeping the cost controls in place.

Speaker #2: And what kind of breakthroughs we're going to have, like 5 million members is just a given. We're just on that trajectory just by keeping the cost controls in place and everything.

Scott Klossner: That's right.

Neal Harmon: Everything, that's just going to happen. Now, we're not giving guidance on when it's going to happen.

Speaker #2: That's just going to happen. Now, we're not giving guidance on when it's going to happen. But we're optimistic, because we're seeing the scale of what Angel is creating right now. A lot of people see us as niche.

Scott Klossner: Right.

Neal Harmon: We're optimistic. Because we're seeing the scale of what Angel's creating right now is A lot of people see us as niche, and I think the markets are going to start understanding that Angel's a lot broader than they're expecting. Yeah.

Speaker #2: And I think the markets are going to start understanding that Angel is a lot broader than they were expecting. Yeah.

Speaker #3: I would add this is really important. We have a path to 5 million dollars worth our current balance sheet based on the returns that we're seeing currently on our marketing spend.

Scott Klossner: I would add, this is really important. We have a path to $5 million with our current balance sheet based on the returns that we are seeing currently on our marketing spend. If we were to say, if we stayed on the current trajectory, we would get to $5 million without adding additional revenue streams, without necessarily going international at some point in time, which all those things are a way. I would say when you think about international, I would think far beyond $5 million. Randy, you think about if we do end up doing some live person activities. If different revenue streams become available that we embrace, I would find those as being additive to get into our number.

Speaker #3: And so, if we were to say, if we stayed on the current trajectory, we would get to five million without adding additional revenue streams, without necessarily going international at some point in time.

Speaker #3: With all those things are away, I would say when you think about international, I would think far beyond $5 million. And if you think about if we do end up doing some live person activities, like if different revenue streams become available that we embrace, I would count those as being additive to get into the store number.

Michael Raath: Finish with keeping with burning through that balance sheet going into Q3.

Speaker #4: Benefits. Turning through that with all people.

Neal Harmon: Thank you.

Speaker #5: Thank you.

Michael Raath: There's some-

Speaker #4: There's some.

Speaker #1: Thank you. And those are all the questions we have from the line. Now, I'd like to send it back to Neal Harmon for closing remarks.

Operator 2: Thank you. Those are all the questions we have from the line. Now I'd like to send it back to Neal Harmon for closing remarks.

Operator: Thank you. Those are all the questions we have from the line. Now I'd like to send it back to Neal Harmon for closing remarks.

Speaker #2: Thank you. The most important thing that we demonstrated this quarter wasn't simply that Angel can grow. Or that we're growing more efficiently. It's that growth makes Angel better.

Neal Harmon: Thank you. The most important thing that we demonstrated this quarter wasn't simply that Angel can grow or that we're growing more efficiently. It's that growth makes Angel better. Not just bigger, better. More efficient, more valuable, and more difficult to replicate. That's what great platforms do. They don't just simply add customers. Every new customer makes the platform stronger. We believe that's exactly what we're building, and that's why we're excited about what the H2 of this year can bring. Even more excited about where Angel can be a decade from now. Thank you for joining us on the journey.

Speaker #2: Not just bigger, better. More efficient, more valuable, and more difficult to replicate. That's what great platforms do. They don't just simply add customers. Every new customer makes the platform stronger.

Speaker #2: And we believe that's exactly what we're building. And the second half of this year can bring. And even more excited about where Angel can be a decade from now.

Speaker #2: Thank you for joining us on the journey.

Speaker #1: Thank you. That does conclude today's teleconference and webcast. You may disconnect your line at this time. And have a wonderful day. We thank you for your participation.

Operator 2: Thank you. That does conclude today's teleconference and webcast. You may disconnect your line at this time and have a wonderful day. We thank you for your participation.

Operator: Thank you. That does conclude today's teleconference and webcast. You may disconnect your line at this time and have a wonderful day. We thank you for your participation.

Operator 2: Goodbye

Operator: Goodbye

Q2 2026 Angel Studios Inc Earnings Call

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