Wynn Resorts, Limited

Welcome to the Wynn Resorts second quarter 2026 earnings call. All participants are on listen only until the question and answer session of today's conference. To ask a question, press star one on your touchtone phone, record your name, and I will introduce you. Please limit yourself to one question and one follow-up question. This call is being recorded. If you have any objections, you may disconnect at this time. I will now turn the line over to Craig Fullalove, Chief Financial Officer. Please go ahead.

Thank you, operator, and good afternoon, everyone. On the call with me today are Craig Billings and Brian Gullbrants in Las Vegas. Also on the line are Jenny Holaday, Linda Chen, and Frederick DiBasuto. Please note that we published a presentation to provide more color on the company and recent performance ahead of the call. You can find the presentation on our investor relations website. I want to remind you that we may make forward-looking statements under safe harbor federal securities laws, and those statements may or may not come true. I will now turn the call over to Craig Billings. Thanks, Craig.

Good afternoon, everyone, and as always, thank you for joining us. I'm going to jump right into the quarter, starting here in Las Vegas. When Las Vegas delivered $215 million of EBITDA in the quarter with particular strength in May, adjusting for low hold, the property would have produced $219 million of EBITDA. We saw impressive increases in both drop and handle driving a 5% increase in total casino revenues. We were also pleased to grow RevPar by 3% and saw retail lease revenue up 8% during the quarter. More recently, the business has seen solid volumes and increases in both slot revenues and RevPar, though we experienced unusually low hold in the month of July. Looking ahead, we remain positive about the business in Las Vegas. We are currently on track for another strong F1 weekend, and pacing ahead of last year in our transient leisure business for that event. On the group and convention side, we saw the forward booking pace accelerate as July progressed and the business looks strong heading into both Q4 and 2027. Turning to Boston, Encore Boston Harbor generated $56 million of EBITDA with the second quarter setting records for both 2Q RevPar and 2Q hotel revenue. Slots also remained an area of strength with revenues up 1%. More recently, demand in Boston has remained healthy, with slot handle running slightly ahead of last year. In Macau, the team delivered particularly solid results in the quarter. The business generated $306 million in VIP normalized EBITDA, with unfavorable VIP hold negatively impacting us by nearly $9 million. Volumes were up nicely in the quarter, with mass drop up 5%. So far in the third quarter, rolling volumes and mass drop were down slightly year on year as we absorbed the now well-publicized impact of the World Cup, coupled with usual seasonality. We saw drop pick up in the back half of July as the region entered the summer holiday season, and those improving trends continued into early August. Last quarter, we announced Enclave, a new 432 all suite hotel, and expect to commence construction on that tower before the end of the year. This quarter, I'm pleased to announce that we will also begin construction on our long-planned and previously announced Events Center and Theater at Wind Palace in the coming weeks after receiving our revised land contract from the government in July. The Events Center and Theater are expected to be completed in 2028, and Enclave is expected to be open in 2029. Taken together, these projects reflect a clear and confident investment in the future of the Macau market and our commitment to support its diversification efforts. Shifting to Wynn-en-Marjon Island, construction is progressing rapidly. We are now actively progressing through the interior fit-out of the hotel rooms with mechanical, electrical, and finishing work all moving along in sequence. In addition to construction, pre-opening hiring and operations planning are advancing very well. As development of When El Marjan Island Progresses, regional conflict-related disruptions initially impacted global supply chains and continue to impact the shipping insurance markets. This has required certain materials and equipment to be resourced, rerouted, or expedited to ensure the project's construction timeline. In addition, we experienced certain other disruptions associated with the movement of staff and consultants and other non-recurring issues. These disruptions have impacted both the timing and cost of the project. On timing, we now expect the project to open its doors to the public in September 2027. With respect to budget, we are increasing the total project budget for Wynn-en-Marjon Island by approximately $600 million. Of that, approximately half is directly attributable to disruption from the regional conflict. Material cost increases, shipping cost increases, and the pre-opening and capitalized interest costs associated with the extended construction timeline it created. The remaining portion reflects re-measurement, trade coordination and other costs you'd expect on a project of this scale and duration independent of anything happening in the region. I traveled to the UAE in June and saw the progress firsthand, the site, the team and the surrounding market. My flights were full and day-to-day activity in Dubai was healthy. What we are building in the region is one of a kind, and the quality of work on site is truly extraordinary. We continue to believe this will be the most exciting integrated resort opening globally in over a decade, and we remain as committed to and confident in the UAE as ever. I'll now hand it over to Craig Fullalove to run through some additional details on the quarter.

Thank you, Craig, and good afternoon again. Let me walk you through the financials for the quarter, starting here in Las Vegas. When Las Vegas generated $215.2 million of adjusted property EBITDA on $643.2 million of operating revenue for a 33.5% margin, unfavorable hold was a modest headwind costing us just over $3.6 million in the quarter. On the cost side, OpEx, excluding gaming tax, ran at $4.5 million per day, up 6.2% year-on-year. That increase reflects higher business volumes, some contractual wage increases, and our continued investment in the types of offerings that matter most to our premium customers. The openings of Zero Bond in South Iona's last quarter, as well as Pisces, which opened only midway through Q2 of last year. We believe the best way to earn and retain the highest value customers in Las Vegas is to continually raise the bar on what we offer them, and that's what you're seeing in those numbers. Over to Boston, Encore delivered 56.1 million of adjusted property EBITDA on 209.3 million of revenue for a 26.8% margin. OPEX per day came in at 1.19 million, up just 2.9% versus the second quarter of last year, and that's despite real ongoing labor pressure in that market. The team in Boston is incredibly disciplined on costs and flow-through, and they continue to find smart efficiencies across the business while delivering a premium offering that is discernibly different from other properties in the region. Now over to Macau. The team delivered $297 million of adjusted property EBITDA on $1 billion of operating revenue, a 29.6% margin. BIP hold ran below our theoretical expectation this quarter, representing a negative impact at just over $8.6 million. On costs, OpEx excluding gaming tax was approximately $2.9 million per day, of 9% year-on-year with flat quarter-over-quarter. Similar to Las Vegas, that increase is partially driven by deliberate additional investment in the premium customer experience, including the recently opened Chairman's Club expansion that completed last quarter, as well as normal cost-of-living adjustments alongside variable costs associated with higher business volumes seen across several of our segments in the quarter. On Macau CapEx, Craig touched on the recent approval for construction to commence on the Event Center and Theater at Wind Palace, both of which are key concession-related projects in Macau, in addition to our announcement of the Enclave Hotel Tower last quarter. We look forward to getting construction underway very soon. Spend on these projects in 2026 will be limited to some piling and early development works. All in, we now expect our 2026 expansionary CapEx in Macau to land in the $350 to $400 million range. Turning to the balance sheets, our liquidity position remains excellent. Four billion of global cash and Revolver availability as of June 30th, split roughly as 2.3 billion in Macau and 1.7 billion in the US. That strong cash generation gives us the flexibility to keep returning meaningful capital to shareholders on both sides of the Pacific. On the Macau side, the Wind Macau Board approved a 2025 final dividend of 150 million, up from 124 million in the prior period, which was paid in the second quarter. We continue to view the dividend there as the cornerstone of our capital return policy to shareholders and we'll continue to revisit that dividend level with the board over time. At the Wynn Resorts level, our board has approved a cash dividend of 25 cents per share payable on August 28th to stockholders of record as of August 14th. In terms of total capex for the quarter, we spent approximately 153 million primarily related to the Encore Tower and spa remodels and the construction of the Cliff House Grill in Las Vegas, as well as the hotel refurbishment at Wynn Macau, which we completed at the end of the quarter, plus normal course maintenance across the business. Separately, we contributed $48.1 million of equity to the Wynn Au Marjon Island project during the quarter, bringing our cumulative contribution to just over $1.06 billion. We've also continued drawing on the Marjon construction loan with $1.4 billion drawn to date. As Craig mentioned, we have increased the expected budget for Wenal Mahjong Island, which at our 40% share will equate to approximately $240 million of required equity. Our equity for the remainder of the project, including JNU, is expected to be approximately $525 to $650 million. With that, we'll open the call up to Q&A.

Thank you. To ask a question, press star 1 on your touch-tone phone, unmute your phone, and record your name clearly after the prompt. and I will introduce you for your question. Please limit yourself to one question and one follow-up question. To withdraw your question, press star 2. Our first question will come from Sean Kelly with Bank of America. Your line is open.

Sean Kelly Hi, good afternoon everyone and thank you for taking my question. Craig, I wanted to start in the UAE if we could. Obviously some positive news on getting a hard date to work from. Can you just talk through a little bit of the strategic pros and cons? I mean, obviously, still a bit of uncertainty in the region, but that does push us to more than a year from today. And obviously, on a day like today, it feels like perhaps there's some positive signs. But just anything that needs to happen further in the region and flexibility around that date, or is this pretty hard and fast? Just help us think through kind of what you were contemplating as you laid this date out and just kind of how you thought about it. That'd be helpful.

Yeah, sure. Look, we talked a little bit about this on the last call when the UAE was absorbing really the heaviest bombardment of the war. And since then, the intensity directed specifically at the UAE has eased, even as the broader conflict has continued to play out. And that's kind of a point that's consistent with a point that I made in May. You know, this is a country that absorbs pressure and keeps functioning rather than one that gets knocked off course by it. So, look, I'm not going to tell you there's no risk, but when we underwrote the project, again, I said this last time, we didn't underwrite a region with zero geopolitical risk. We underwrote a country with a demonstrated ability to manage through it. If you look at what's been happening with Dubai Airport, where they've really, over the course of the past couple months, have continued to grow flight capacity and and kind of carry on, I can tell you on the ground there, consumer supply chains are normal and day-to-day life is pretty normal. So, you know, you're talking about an opening that's well over a year out. And, you know, if the conflict is persisting at that point, I think we've got bigger problems from the perspective of the energy markets. So, you know, we're planning We're planning pretty normal course. Construction is carrying on normal course, and we're looking forward to opening the doors.

Great. Thanks for that. And then maybe to switch gears as a follow-up on Macau, I think the mass market table hold at Wynn Palace was exceptional this quarter, maybe one of the highest numbers we've ever seen. I know we typically probably don't hold normalized for that, but just kind of trying to think more about What's happening in the market? How is the, you know, maybe composition of customer changing between VIP and maybe the upper level of premium mass? And how sustainable is maybe either an elevated level of play or what you're doing to lean into a higher value guest there?

Thanks. Sure. Yeah, I mean, look, we tried to normalize for mass hold. We did that for a few quarters and nobody liked it. So we reverted back to normalizing for VIP, particularly as the market became more mass oriented. And you're right, mass hold was at the higher end of the range. If you're asking if that's some type of broad trend based on side betting activity and other things like that, I think we've talked about that before and we certainly are seeing more of that activity on the floor. Really, we kind of just continue to stick to our knitting there. We're very focused on one particular customer type. That happens to be the customer type that is driving the market at the moment, and we continue to double down. It's just really, really good management of the business there more than anything else.

Thank you very much.

Sure.

Thank you. Our next question comes from Dan Paltzner with J.P. Morgan. Your line is open.

Hey, good afternoon, everyone. Thanks for the question. I wanted to go back to Winnell Marjon, but perhaps, you know, through a different approach. I guess as you think about that September 2027 opening, how do you think about that timing and why is that the right time? You know, I guess asked another way, it's basically the property we're ready to open today would now be the right time. Are you underwriting, you know, a real significant improvement in terms of the operating environment there?

That's the point at which construction and punch will be done and OPS has had sufficient handover on the building to actually operate it the way it should be operated.

Okay. And then in terms of Macau, I think you talked a little bit about an uptake post-World Cup. How much of that do you attribute to a pent-up demand versus an event calendar, any changes to the promotional environment? I guess we're trying to drive out what's driving that incremental level of play.

I think it's just a return to a more normal cadence. I think you've heard this from some of our peers in the industry. The World Cup occurred during a period that is already impacted by seasonality, frankly, in both markets, Vegas and Macau. In Macau, it happened to occur in the seasonal trough that generally follows Golden Week. So I think a lot of what's being asked or has been asked on this particular topic is, is this the World Cup or is this normal seasonality stacked with the World Cup? And I think disentangling the two with precision isn't something I think really anyone can do with great Great confidence. What I can tell you is what we're seeing now, and I mentioned it in my prepared remarks, we're starting to see the summer holidays emerge in the market. We had solid results in the quarter that we just reported with 3.4 million in VIP normalized average EBITDA per day, and rolling volumes and mass troughed during the tournament itself, and then picked back up in the back half of July and continuing into early August.

Thanks so much. Sure.

Thank you. Our next question comes from Stephen Grambling with Morgan Stanley. Your line is open.

Hey, thank you. Maybe turning back to Vegas, I know you gave some good detail on the cadence of the quarter. Curious how you think about the net impact from the World Cup, perhaps, and then separately, can you just remind us As we look at the renovations that are going on there, any impact? I know you've been able to mitigate that in the past, but how's that been trending versus your expectations? Sure. So on the World Cup side, it was obviously less pronounced here in Vegas. Hard to say if it had an impact or not. Again, what I can tell you is in July, we had solid drop, very low hold, but solid drop. and Rev Park grew nicely in July as we exited the tournament. On the Encore renovations, the way we tend to look at that is on the peak days when we could have sold those rooms, what was our foregone revenue? It's probably the best way to think about it. On the non-peak days when you weren't at that occupancy level anyway, it really didn't matter and I would expect the absence of that inventory on those peak days to cost us Something like $2 to $4 million in revenue per quarter through the first half of next year.

Got it. That's helpful. And maybe one follow-up in Macau. As the Chairman's Club is ramped, is this driving incremental customers or is it just increased play from existing customers?

Chairman's Club is actually still ramping. I mean, it's only been open several months now, so we're still in the process of ramping it. It is designed to do both. and it's also designed to increase dwell time which obviously has a positive impact on hold.

Fair enough. Thank you.

Sure.

Thank you. Our next question comes from Lizzy Dove with Goldman Sachs. Your line is open.

Hi. Thanks for taking the question. I guess coming back to Wenal Mahjong and the September opening, I'm curious, like, super high level, how we should kind of think about the cadence of the ramp there. I think you've said in the past you don't do soft launches, but just curious with the timing of the peak season there, how you're thinking, very high level again, not expecting guidance, but of scaling revenue in EBITDA and whether this is kind of phased or not.

Yeah, I don't – well, let's put the regional – I think it's important to put the regional conflict to the side because obviously we don't control that. So if you think about September, the middle of September, end of September, something like that, you're really talking about entry into the beginning of the peak season there. And you're right, we generally don't do phased openings. So what I can tell you is that we would open the doors and open all the amenities exactly as we would any other particular opening. We don't do hoarding. And so that would be the plan. And as I mentioned on the last call, we continue to believe very strongly in the market, very strongly in the opportunity and stand by the projections that we put out for the project.

Got it. Makes sense. And then I guess now you have this confidence of putting this date out. I know at the Investor Day, there'd been a topic of just you know hopefully having some of the other hotel development in Ras Al Khaimah kind of up and running for them. I'm curious to the extent you have you know kind of color on this if you've heard whether these other projects are kind of keeping pace with that and on a kind of similar timeline?

Yeah it's a bit of a mixed bag actually. What I would remind you is the other thing that we talked about Pretty extensively actually at that investor day is the fact that we were underwriting our base case and our high case really on the back of our own room base. We had a long discussion about when we took a little flack for not increasing our numbers at the time, we had a long discussion about how we were going to rely very, very heavily on our own room base. So that remains true to this day, and therefore we stand behind the numbers that we published.

Great. Thank you.

Sure.

Thank you. Our next question comes from John DeCree with CBRE. Your line is open.

Hi, everyone. Thank you for taking my questions. Craig, maybe to build on Lizzie's question, you know, we kind of follow the Ras Al Khaimah tourism and metrics quite closely, and we're pleasantly surprised to see a record first half travel tourism to Ras Al Khaimah despite the regional conflict, and a lot of that was Domestic Demand. A, do you have, you know, any comments on, you know, you were there in June, you said in terms of demand, you know, particularly domestic, any views on how quickly kind of international demand had recovered when there weren't travel advisories and generally to cap it off, how do you kind of, how has your thinking evolved on your customer segmentation? You know, as we kind of get through this, a lot of stuff has happened, a lot has changed, the world is very fluid and I know that domestic demand during this last six months really surprises. So how are you kind of thinking about the demand pockets and customer segmentation when you open?

Thank you for the question. It's a good question. So I think what you're really alluding to is which customer funnels are you really focused on at the point of opening, and I think that's the right way to think about it. We've talked extensively about the fact that when this property opens, we expect a pretty robust, for lack of a better phrase, locals pipeline or regional pipeline. And that is certainly the case, and that's what you're seeing driving Russell Hyman's visitation today. We also expect a very healthy, more global pipeline of customers, which, again, we talked extensively about at the investor day. So the real question is, if we fast forward to September of 2027 and we're opening the doors, which of those customer funnels are we addressing in the near term and which, if not all of them, and which of those customer funnels are we addressing over time? Because I think it's fair to say, particularly for the core gaming product, given that we will be a monopoly, demand should exceed supply. It's just a question of where it's going to come from. And so that changes where you spend marketing dollars. That changes where you focus your hosts and their attention. But it doesn't change the core of what you're opening. Does that make sense?

It does. Yep, correct. I appreciate that.

That's the way I would think about it. I'll put it to you this way, in an elevator pitch version. We have a lot of levers to pull there, and it's a question of which levers we pull when, based on the state of play as we open.

Understood. I think I kind of packaged two and a half questions there for you, so I'll step into back of the queue. Thank you.

Okay. Thank you. Thank you. Our next question comes from Robin Farley with UBS. Your line is open.

Great. Thanks. Craig, I wonder if you have any thoughts about, you know, some potential go-private transactions in Vegas and how you think that might change the, you know, competitive landscape or any aspect there. Curious for your thoughts.

I really don't. I mean, I read the same press reports that you do. I think if that's calling out what we already view as undervaluation of the industry, that's the only point really that I would make beyond that. Again, I read everything in the press just as you do.

And I guess I was thinking more about if a lot more of your competitors in Vegas ultimately end up not being public companies. Do you think that's better, worse, or indifferent for Wynn Resorts?

Well, I think that ship sailed a long time ago, Robin. I think if you go back in time, you had a set of public companies that were all in land-based gaming that all owned real estate. and you had fragmentation of that simplified view of valuation kind of piece by piece over time. You had operators that moved into digital, you had operators that sold their real estate, you had operators that own their real estate, which has made the industry quite difficult to compare over the course of probably the past 10 years, which Obviously, I think it creates complications for investors and some on the sell-side community. So, I think there's been a lack of comparability for quite some time. I don't think having a smaller set of public comparables makes it any more or less complicated.

Okay. All right. Great. Now, thank you for the thoughts. And maybe just a follow-up on the cow. I guess, how would you describe sort of the current competitive environment in Macau? It sounded like a quarter ago that you felt like it was extremely competitive, but stable. Some others have talked about, you know, investing more in both OPEX and CAPEX. I'm just wondering how you feel the environment is today.

I think you described it well. It is a very competitive market, but it has been stable. particularly with respect to the promotional environment and reinvestment. Our reinvestment has been relatively stable over the course of the past couple quarters, so I think your description of it is accurate.

Okay, great. Thank you.

Sure.

Thank you. Our next question comes from Brant Montour with Barclays. Your line is open.

Hi, everybody. Thanks for taking my questions. So moving back to Vegas, I was hoping Craig you could give us a sense for how the Strip feels just in sort of the April-May bucket versus the June-July bucket, specifically convention-heavy months versus leisure-heavy months. Some of your Strip peers for a year now have been sort of dealing with a tale of two Vegases, and you guys have been pretty insulated from that given your higher-end position. So just wondering if it still feels that way for you guys, sort of You know, being insulated there and more stable from convention versus leisure.

Sure. I'll start and then I'll ask Brian to weigh in as well. Certainly, as I mentioned in my prepared remarks, May was exceptionally strong. I think you also heard that from maybe one of our peers. Yeah, I guess only one of our peers in Vegas actually did a call. So, I think you heard that from one of our peers here in Vegas as well. That was the strongest month of the quarter. For us, I mean, you can see the numbers, and you can see drop, you can see handle, you can see how we're doing, you can see how we're doing on rep bar, and we continue to feel fine. I think you're right. I think we service a very particular customer, and that customer has held up extremely well. On the group side, group has actually been quite encouraging. Brian, do you want to talk a little bit about group, which is really our best leading indicator?

Thanks, Craig. Actually feeling good on group. Full year 26 group pace remains ahead of 25, so we're pacing well in both room nights and rates. Team's done a great job. And 27 is pacing nicely right where we should be for a solid 27. We do see some competitors going out with all inclusives and different things, highly promotional, but that's not really our core customer.

I think it's helping the market, but we're sticking to what we do best.

Okay, thanks for that. I appreciate that. And just to follow up on Macau, I'm going to ask Sean's question in hopefully a slightly different way. You know, the rolling ship volume, you know, drawdown year over year is just sort of too dramatic not to be curious about it. Obviously, we know World Cup had an outsized impact on those super higher end players, but you also gain share in mass drop. So just, I guess, more directly, are those two things linked in any way, or are those two sort of completely separate dynamics?

Sure. I mean, I think they're somewhat separate in the sense that it's driven by, obviously, the value of the customer, but separate to that, it's also driven by the type of reinvestment that that customer gets, and so that drives a lot of how that segmentation works. I think within VIP, we have seen some of that taper off a little bit, but we're seeing that strength come back through on the mass side, and so that's obviously been encouraging for us overall. We're continuing to calibrate across those different segmentations, and within VIP, we think there's more we can do there for sure, and we're going to continue to stay super focused on it and keep working towards it. But we're really, really happy with what we're seeing on the mass side, both at Wynn Palace in particular and then at Wynn Macar as well.

And then I would just add, don't forget the impact of credit and credit extension. And we tend to be very, very prudent with credit. You know, we and others in the market have longstanding relationships with particular customers who we extend credit to, and that can tend to make those customers sticky, which is both beneficial and then also problematic if you're trying to take share. VIP is just much more of a individual business. S is S. There's a lot more people. And so It tends to be a lot less money.

Great. Thanks, everyone.

Thank you. Our next question comes from Chad Benign with McCorry. Your line is open.

Afternoon. Thanks for taking my question. Two for me. First, on the equity repurchase program, $75 million in the quarter, slightly up from what we saw in the first quarter, yet at a similar stock price. If your stock remains in this range here, is this still a good run rate given the additional capital needed for UAE, or should we think about maybe dialing that back as you focus more on funding?

It really depends, to be honest. As we talked about in the past, we repurchase using a price-based grid. We take all of our funding needs into account when we set that price-based grid, and some quarters that grid hits and some quarters it doesn't. What's important to us is decapitalizing over time, and you've seen that. If you look in the investor deck, there's a cumulative total with respect to all the shares that we've bought back. So I could give you a very simple answer to that question, but it wouldn't be intellectually honest. So instead, I'm giving you the intellectually honest one.

Thank you. And then with respect to Las Vegas potentially getting an NBA franchise, I think there's been a number of potential stakeholders who are partnering up or expressing interest. How would Wynn see themselves either in a partnership with an individual using your land or just benefiting from and more visitors coming to the city if this ends up landing. Thank you.

Sure. I think it falls into the latter category of the two things that you mentioned. And if you really think about the very, I think we talked about this on previous calls, but if you think about the various sports teams that are resident in Vegas, You can think about leagues that tend to have a very, very high game count, so number of games every year, and those leagues tend to be more of local teams. And then you can think about leagues, most notably the NFL, that have a very, very limited game count, and those games tend to occur on or around weekends. and it is the latter category, the Raiders in particular, that are most beneficial, in my humble opinion, to the town because they drive visitation and in particular to us because they tend to drive premium visitation for a subset of customers that go to those games. The NBA kind of sits somewhere in between and so we would love to see an NBA franchise in Las Vegas. We obviously want to be very supportive of whoever ends up to the extent that it does happen with the NBA ends up owning that franchise. And we would play the same role that we play with the Raiders. We tend to get the premium end of visitation. We tend to get folks who are affiliated with the league and with the opposing teams when they're in town. And those are great customers, and they're good for our business.

Thank you. Appreciate it.

Sure.

Thank you. Our next question comes from Steve Wazinski with Stifel. Your line is open.

Hey guys, good afternoon. So Craig, one more for the UAE. With the uptick in the budget now for the UAE, wondering how that or if it doesn't change your return profile for that asset, meaning you've got a $600 million increase in budget and maybe more uncertainty around the geopolitical environment, even though you said we should kind of somewhat ignore that. But just wondering if there have been any material changes to the way you're underwriting that asset now.

So to be super clear, I'm not suggesting you ignore. There's a conflict happening and we completely acknowledge that there's a conflict happening. My point was that we don't control it. And so, you know, we shouldn't, we can form our are opening and operating plans accordingly, but we don't control that component. And so that was the point that I was trying to make. Obviously, the return profile will be impacted by an increase in budget. If you recall, our returns there are quite healthy, so I don't think it changes the investment thesis for us one bit, and then we continue to see a lot of potential upsides. I do think it's important to note that when you're managing a project of this scale and complexity, the calculus isn't really kind of spend more or don't. We have thousands of workers on site, thousands of construction drawings in flight, specific trades mobilized in a precise sequence. Stopping or slowing that down has ramifications that are far more costly than absorbing the budget increase and keeping the project moving. What's important is to get it open and earning EBITDA. The return profile from our perspective still remains very, very strong.

Okay, gotcha. Thanks for that. And then if we think about the start of the third quarter, you mentioned Vegas had difficult hold in July, but sounds like drop there was fine or normal, whatever you want to think about it. So just wondering if you can help us quantify a little bit more, maybe how bad hold actually was so we can get those assets in the right spot to start off the quarter. Thanks.

Well, we'll talk to you about that on the next call. We don't get further into Q3 than what we've already disclosed.

Okay. Thanks, guys. Appreciate it.

Sure.

Thank you. Our next question comes from Barry Jonas with Truist Securities. Your line is open.

Hey, guys. We wanted to ask about Macau Forensics. What extent do you think about the next round of concession renewals as you're planning out long-term investments?

And then maybe just as a follow-up, can you remind us how much non-gaming spend you have left for your current concession investment obligations? Thank you.

Sure, I'll take the first portion, and then I'll ask Craig to take the second portion. So, first of all, we operate the business in Macau's going concern because that's what it is. And So when we think about CapEx deployment, Enclave in particular, you know, Wind Palace runs full every night or really close to full every night. And so, you know, that's not a speculative bet for us. That's meeting demand that is there today that we are not meeting today. So that's kind of very, very clear, very, very clear EBITDA. Beyond that, we committed as part of the concession renewal to implement a series of CapEx projects. We chose to be very entertainment-focused because we believe that's additive to the market and can drive the core business, and we're executing those projects now. Craig, do you want to cover the... Yeah.

I mean, obviously, at a high level, as you would have heard before, we've We've already added recent additions like the Wynn Illuminarium and then the new Gourmet Pavilion at Wynn Palace, which were part of the concession planning. Those are open in 2024 and 2025. We've spoken previously about, and we've just received the approvals on the event center and the theater, and those are obviously our anchor CapEx projects that Craig described. Overall, when we went into the concession, we effectively committed to $2.6 billion of overall non-gaming spend, of which 1.6 of that was CapEx and the rest was OpEx. and obviously this is kind of the piece that's anchoring it and so we're working through that right now but we're tracking really really well and with these new projects now coming online which we've been dialoguing with the government over many many years now on and they're very aware of exactly where we are in the process in that regard we're now able to move through those as well so we're excited to get the construction underway on all of it.

Great and then just for my follow-up

I wanted to extend the promotional environment question to Las Vegas. Anything you're seeing there from competitors worth noting?

Not really. You've seen some new promotional forms. I think Brian alluded to them, and I think one of our peers alluded to them on their call. The all-inclusive stuff doesn't really impact our customer base. So at the upper end of gaming, which is where we tend to focus, it's always quite competitive. And we're used to that. We tend to compete on product and service and not just straight reinvestment. But I don't see the market exhibiting anything other than normal behavior.

Great. Thank you.

Sure.

Thank you. Our next question comes from Trey Bowers with Wells Fargo. Your line is open.

Hi, it's Zach filling in for Trey here. Thanks for taking our question. So just following up on the previous question on Macau CapEx, you're obviously investing pretty heavily in the non-gaming product, but just curious long-term how you're feeling about the gaming, the amount of gaming product in the market or in your portfolio and if you think it requires further investment for the market to grow.

Look, you're talking about a market that's whatever, five times the Las Vegas Strip with a third of the hotel rooms. And so there's it's a very unique market dynamic. And so in that environment for us, what's it about? It's about getting the best heads in bed and getting the best customers in those rooms, which is really have been our strategy from day one. So do we need a whole bunch of incremental infrastructure for the market to grow in Macau? We don't because we're very focused on a very small subset of customers, a little bit like Las Vegas, to be honest. So you've seen us grow and our growth in Las Vegas materially outpace the growth in the market over the course of the past five years. And so I don't think we need a whole bunch of incremental infrastructure in Macau to grow our business there and be competitive. I think we're going to tack on Enclave, and you're going to see exactly what I mean by that, where we have the database to fill those rooms, and we have the occupancy to fill those rooms. So would additional infrastructure be helpful to the market overall? Probably. I think that would be the case in almost any market, but not specifically for us, and we're not dependent on it.

Gotcha, I appreciate that. And then apologies if I missed this earlier, but Las Vegas OPEX per day was 4.5 million. Could you just maybe provide us with any sort of color on the back half of the year and what we should expect and what we could kind of pencil down on our models? Thank you.

Yeah, let me start, and then Craig will talk you through the numbers. So, look, if you put Las Vegas in context, when you look at the Q2 results, despite kind of normal seasonality, demand remained very solid for us. And you can see that in the top line numbers. We also had notable strength in our retail outlets, which I alluded to in my prepared remarks. But on the other hand, we had contractual labor rate increases, which are real. We had some rooms at Encore that were out of service, and then we had some venues that opened right at the end of Q1. So we had full staffing in those venues, but revenue was really just beginning to ramp. So I think it's important to keep all of that in mind. The cost base in Las Vegas has increased, it's fact. And not just for us, for others as well. Craig, do you want to talk about specifics?

Yeah, so as you mentioned, we came in at 4.5 for the quarter. We've been guiding at about 4.4 to 4.7. That's sort of the range that we put out there through the rest of the year.

Thank you.

Thank you. And as a reminder, if you'd like to ask a question, please press star 1.

And at this time, we have- And at this time, we have- Thank you very much.

Do you have one coming in? I apologize. No, we have no further questions.

Thank you all for attending the conference. We appreciate it. We'll see you all next quarter. Thank you.

Thank you. That concludes today's conference. Thank you for participating. You may disconnect at this time.