Guardian Pharmacy Services, Inc. · NYSE:GRDN
Guardian Pharmacy Services — Q1 2025 Earnings Presentation
26 slides from Guardian Pharmacy Services's earnings presentation, May 12, 2025
Slide 1: Smarter Growth, Better Service
Smarter Growth, Better Service Investor Day June 18, 2025
Slide 2: Disclaimer
Disclaimer Forward-Looking Statements: This presentation (including oral commentary that accompanies this presentation) has been prepared by Guardian Pharmacy Services, Inc. (“Guardian,” the “Company,” “we” or “us”) and contains forward-looking statements. Any statements about our expectations, beli
Slide 3: Agenda
Leading the Way in ALF Smarter Acquisitions, Lasting Partnerships Differentiated Technology & Services AGENDA
Slide 4: Leading the Way in ALF
Leading the Way in ALF
Slide 5: Guardian's History – Disciplined Execution
Business Finance in Founded Regional Account Planning Pharmacy SCPC Trade Group Mgmt. Strategic Purchasing National PBM Initiative Vaccine Strategy Account Sales EY – PCAOB Clinics Initiative Audit IPO 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 Quarterly Purchasing Guardian Compass
Slide 6: Where is Guardian Now?
Large Population: Unique and Scalable Model: 189,000k+ 53 pharmacies(3) residents(1) (3,000+ employees) Centralized Support + Local Service Model Where is Guardian Now? Strong Volumes: (1) Market Leader in the Growing ALF 27mm Rx’s (2) Market ALF Market Leader: Industry High 13% market share(4) Adop
Slide 7: ALF & Memory Care Market Share
Locations(1) and Market Share(2) 1111states Market Share Leader(2) 32 pharmacies with > 40% Market Share > 25% Market Share (2) 11 states with 20%- 40% + Market 40% Share (3) Market Share 12 pharmacies States with Greater than 25% Market Share ALF & Memory Care Market Share 1) Locations as of 6/15/2
Slide 8: Strong Competitive Position
Guardian Pharmacy Institutional Pharmacies Independent/Regional Pharmacy ALF Market Emphasis ALF focused SNF focused Generalists – both SNF and ALF Highly flexible – Service Flexibility Centralized approach Highly flexible enabled by local ownership Relationships Local and national Central /regional
Slide 9: Why is Guardian a Market Leader?
Why is Guardian a Scale built atop a multi-pronged Market Leader? $1,228 Proprietary Technology revenue growth strategy • Manage performance internally • Organic growth + acquisitions • Reduces customer costs • Improves clinical outcomes 13.7% Residents CAGR $909 $736 15.8% 186 Revenue CAGR $600 Dif
Slide 10: Where is Guardian Going?
Continue to Increase Market Share Leverage Technology Where is Guardian Going? • Internally drive efficiencies We believe we are positioned for and Expand our Footprint • Value-Based Care (VBC) continued • Organic growth + acquisitions • Improve resident outcomes – GROWTH, SCALE, and LEADERSHIP “Fal
Slide 11: Smarter Acquisitions, Lasting Partnerships
Smarter Acquisitions, Lasting Partnerships
Slide 12: Strategic and Measured Approach to M&A
Guardian’s Priority: • A leader who can develop the local team to manage growth • An operator who seeks to tap into a broader network of knowledge and expertise to improve the business • A collaborative business partner and team player who exercises good judgment Geography: • Answer national ALF Typ
Slide 13: SUCCESS Partnership Structure – Powerful Opportunity
Guardian’s platform sets partners up for SUCCESS Corporate Support = Profitable Growth Economic Incentives = Performance • Margin Management (Systems & Tools) • Upfront Purchase Price + Retained Equity • Enhanced PBM Contract Economics Stake • Purchasing Platform • Quarterly Profit Distributions • O
Slide 14: Case Study - Sample Set of Acquisitions
The following charts demonstrate the growth in combined revenues and residents served at five pharmacies that were acquired since 2015, and which have been operating as Guardian pharmacies for at least five years. These pharmacies represent typical acquisition target pharmacies, with up to 3,500 res
Slide 15: Goal: Targeted Level of Accretion by Year 4
Year 1 Year 2-3 Year 4+ Launching collaborative Pouring concrete - the foundation Integration integration process Key objectives: Key objectives: • Hiring and strengthening team • Leadership development Execution • Supervisory skills development • Culture project Optimization Key tasks: Key tasks: •
Slide 16: Acquisition & Greenfield Impact Opportunity
Pharmacies in first 12-15 High single digit months of integration organic growth COVID Acquisition Pause operating with minimal at targeted operating profitability margin 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 • Minnesota, • Grand • Eastern • Heartland • Wichita, KS MN Island, NE Michigan
Slide 17: Differentiated Technology & Services
Differentiated Technology & Services
Slide 18: Tech Powers Operational and Financial Performance
Data Analytics Enhances Performance • Rev/scrip • Rev/patient • Inventory management Reduces Costs • Optimize purchasing • Monitor labor costs • Track productivity Improved Margin Profile Tech Powers Operational and Financial Performance Internally, corporate + local level
Slide 19: Client Impact from Services & Technology
Facilities & CLINICAL Residents FINANCIAL OPERATIONAL Client Impact from Services & Technology
Slide 20: Clinical
Clinical Intervention Proactive, pharmacist-led interventions to prevent adverse drug events and reduce hospital readmissions CLINICAL Psychotropic Medication Reduction Oversight to prevent overuse, improve behavioral health, and audits Antibiotic Stewardship Tracks appropriate usage to reduce resis
Slide 21: Financial
Insurance Optimizer Insurance Optimizer Benefit(1) Assistance with prior authorizations and non-covered drugs, plus Medicare benefit reviews to reduce residents’ drug costs ~79k residents with claims FINANCIAL Med Spend Analyzer Insights and opportunities to contain costs by targeting high- cost med
Slide 22: Operational
Refill & Reorder Services Aids in med continuity. Reduces missed doses, decreases nurse ~80 # of robotic machines OPERATIONAL workload, and improves care consistency • High automation and low manual burden on staff Robotic Dispensing and Integrated EMAR System Ensures accuracy, adherence, and accoun
Slide 23: Guardian Pharmacy Services (GRDN) – Where Smart Capital Grows!
We operate in a high-need environment, and we thrive because we’ve built a model that we believe is efficient, scalable, and trusted. Our growth is both disciplined and defensible, with upside driven by execution and expansion in a market with significant runway. We have the right team, the time-tes
Slide 24: Appendix
Appendix
Slide 25: Reconciliation of Adjusted EBITDA
($ in thousands) 2020 2022 2024 Net Income $ 29,660 $ 49,661 (71,033) Add: Interest Expense, Net 2,156 1,926 3,278 Depreciation & Amortization 17,258 16,563 19,772 Taxes - - 4,556 EBITDA $ 49,074 $ 68,150 $ (43,427) Add: Share-Based Compensation (1) 3,208 (3,381) 131,490 Acquisition Accounting Adjus
Slide 26: Footnotes to Reconciliation of Adjusted EBITDA
(1) Prior to the Corporate Reorganization and IPO, our share-based compensation expense primarily represented non-cash recognition of changes in the value of Restricted Interest Unit awards, which has historically been recorded as a liability using a cash settlement methodology as calculated on a qu
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