Xenia Hotels & Resorts XHR

NYSE XHR

$17.64 -0.07 (-0.37%)

As of: Sep 9, 2026 · 3:59 PM EDT

Key Stats

Market Cap1.66 Bn

P/E-205.91

P/S1.52

Div. Yield0.05

Total Debt (Qtr)1.36 Bn

Revenue Growth (1y) (Qtr)2.75

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About

Xenia Hotels & Resorts, Inc. primarily invests in uniquely positioned luxury and upper upscale hotels and resorts across the United States. The company focuses on properties located in the top 25 lodging markets and key leisure destinations. As a real estate investment trust (REIT), Xenia owns hotel properties but does not operate them directly due to tax regulations. Instead, it leases its hotels to a taxable REIT subsidiary, which engages third-party management companies to run day-to-day hotel operations. As of December 31, 2025, the company owned 30 lodging properties comprising 8,868 rooms. Xenia’s strategy emphasizes acquiring assets with strong market characteristics, desirable locations, and opportunities for value creation through active asset management and targeted capital investments. The company is headquartered in Orlando, Florida, and trades on the New York Stock Exchange under the ticker symbol XHR.

Xenia generates revenue primarily through lease payments from its taxable REIT subsidiary (TRS), which in turn receives hotel operating income from third-party management companies. The TRS pays Xenia rent that qualifies as "rents from real property" under REIT rules, forming the core of the company’s income stream. This structure allows Xenia to benefit from hotel operations while maintaining REIT compliance. Revenue is derived from room sales, food and beverage services, and other ancillary hotel offerings managed by independent operators. The company does not operate or manage hotels directly, as doing so would jeopardize its REIT status. Instead, Xenia focuses on owning high-quality hotel assets and optimizing their performance through proactive oversight and strategic capital allocation. Its financial performance is closely tied to the operating results of the underlying hotel properties, which are influenced by factors such as occupancy, average daily rate, and revenue per available room.

The company operates through the following segments:

Hotel Ownership and Leasing: This segment involves the acquisition, ownership, and leasing of luxury and upper upscale hotel properties to the company’s taxable REIT subsidiary. Xenia focuses on assets affiliated with leading brands such as Marriott, Hilton, Hyatt, and Independent Collection brands including Autograph Collection and Tribute Portfolio. The segment emphasizes investing in properties with strong market positioning, desirable locations, and potential for long-term value appreciation. Xenia seeks hotels that offer distinctive guest experiences tailored to local market environments, often featuring exceptional facilities and competitive advantages difficult to replicate. The company pursues both newly constructed assets requiring limited capital and more mature properties where active management and targeted renovations can drive performance improvements. By maintaining ownership without direct operation, Xenia aligns its structure with REIT requirements while seeking to maximize risk-adjusted returns through careful asset selection and ongoing performance monitoring.

Xenia Hotels & Resorts, Inc. holds a competitive position in the U. S. lodging real estate sector by focusing on luxury and upper upscale assets in high-barrier-to-entry markets. The company differentiates itself through its disciplined investment approach, targeting properties with unique characteristics and strong supply-demand fundamentals. Its integrated asset management and in-house project management teams provide a competitive edge in identifying and executing value-add opportunities across the portfolio. Xenia benefits from relationships with multiple hotel brands and management companies, enabling flexibility in partnerships and performance benchmarking. While the lodging industry is highly competitive, with numerous REITs, private equity firms, and institutional investors pursuing similar assets, Xenia’s focus on quality, diversification, and proactive management supports its ability to generate attractive risk-adjusted returns. The company’s scale, with 30 properties and nearly 8,900 rooms, provides sufficient diversification to mitigate market-specific risks while maintaining operational focus.

Xenia’s customer base consists primarily of business and leisure travelers staying at its hotel properties, served through third-party management companies. The company’s hotels cater to transient guests, including corporate clients and individual tourists, as well as group business such as conferences, weddings, and events. Guests choose Xenia-affiliated hotels based on brand reputation, location, amenities, and service quality offered by operators like Marriott International, Hilton Worldwide, and Hyatt Hotels Corporation. While Xenia does not interact directly with hotel guests, its properties are designed to attract visitors seeking premium lodging experiences in urban and resort settings. The tenant structure—where the TRS leases properties and pays rent to Xenia—means the company’s immediate customer is its taxable REIT subsidiary, which in turn relies on hotel performance driven by end-user demand.

Investment Thesis

▲ Bull case

Xenia Hotels & Resorts (XHR) is positioned to sustain and expand its EBITDA margin improvement beyond current guidance, leveraging structural operating leverage from disciplined expense management and resilient demand patterns. The company has demonstrated consistent success in controlling per-occupied-room expense growth, which management has revised downward to the mid-2% range for the full year, well below prior projections of 3%. This is not merely a transient benefit from strong occupancy but reflects deeper operational efficiencies gained through renegotiated vendor contracts, optimized labor scheduling, and enhanced revenue management systems deployed across the portfolio. These improvements are particularly impactful because they occur in a revenue environment where RevPAR growth is being driven by both rate and occupancy—occupancy rose 180 basis points and ADR increased 4.8% year-over-year in Q1—creating a virtuous cycle where incremental revenue flows through to EBITDA at a higher rate than historical averages. The margin expansion from 27% to 29.7% in same-property hotel EBITDA (a 270 basis point improvement) is especially significant given that it was achieved despite elevated energy costs from winter storms, which drove portfolio-wide energy expenses up over 9%. This resilience suggests that underlying cost discipline is robust enough to absorb external shocks while still delivering margin gains. Furthermore, the company’s ability to grow food and beverage profit margins by approximately 150 basis points—despite outlet closures at W Nashville during renovation—highlights the scalability of its F&B optimization strategy, which includes partnerships with premium operators like José Andrés Group. As these initiatives mature across more properties, they represent a durable, internal source of earnings growth that is not fully priced into current expectations, especially as the company guides for continued margin expansion in FY26, a notable upgrade from prior guidance that had anticipated a decline.
The company’s balance sheet strength and financial flexibility provide a significant, underappreciated catalyst for shareholder returns through a combination of debt reduction, share repurchases, and strategic acquisitions—all supported by a well-laddered debt profile and abundant liquidity. With over $600 million in total liquidity (exceeding $100 million in cash and an undrawn $500 million credit line) and 28 of 30 hotels unencumbered by property-level debt, XHR has exceptional capacity to act on opportunities without compromising financial stability. This is particularly valuable in the current environment, where management has noted the transaction market is “a bit more robust than it has been in the last couple of years,” and they are actively evaluating both acquisitions and dispositions. The company’s history of disciplined capital allocation—having bought back roughly 9% of its shares last year while trading below NAV—suggests that repurchases remain a high-return use of capital, especially given the stock’s current valuation. More importantly, the absence of preferred equity or senior capital simplifies capital structure decisions, and the weighted average debt duration of over three years reduces refinancing risk. Management’s long-term leverage target of sub-4x net debt to EBITDA (currently at 4.8x) is not only achievable but likely to be exceeded sooner than expected as Grand Hyatt Scottsdale stabilizes and other renovated properties ramp up, generating incremental EBITDA without proportional debt increases. This deleveraging trajectory, combined with the ability to fund accretive acquisitions or increase shareholder returns, creates a powerful, multi-pronged return framework that is not yet fully reflected in the stock’s valuation, particularly as the company continues to trade at a discount to its net asset value.
The food and beverage (F&B) reconcepting initiative, exemplified by the W Nashville transformation with José Andrés Group, represents a scalable, high-margin revenue engine with substantial upside potential that is currently underestimates in guidance. Management explicitly stated that the W Nashville F&B overhaul is expected to generate incremental EBITDA of $3 million–$5 million over time, with the goal of stabilizing the hotel’s earnings in the low $20 millions range. This is not a one-off project but part of a broader strategy to enhance ancillary revenues across the portfolio, as evidenced by the 6.2% same-property F&B revenue growth in Q1, driven by nearly 11% banquet growth and offset slightly by outlet declines due to renovations. The success of the W Nashville rollout—completed on time, on budget, and with “extremely positive” initial feedback—provides a proven blueprint for replication at other underperforming assets, particularly in urban and resort locations where F&B can differentiate the guest experience. Crucially, these initiatives are not dependent on macroeconomic cycles; they drive higher-margin revenue streams that are less volatile than room revenue and can be incrementally deployed as capital becomes available. The company’s ability to leverage celebrity chef partnerships and localized concepts (e.g., Zaytinya, Bar Mar, Butterfly, GloBird) to increase both outlet profitability and private dining demand—especially for small groups seeking custom banquet menus—creates a defensible competitive advantage. Given that F&B margins improved by approximately 150 basis points in Q1 despite operational disruptions, and that total RevPAR growth guidance already incorporates ancillary strength (3.75%-6.25% vs. 2.75%-5.25% for rooms-only RevPAR), there is clear evidence that the market is underestimating the contribution of these initiatives to overall profitability. As more properties undergo similar upgrades, the cumulative EBITDA impact could meaningfully exceed current guidance, especially if the company accelerates its rollout beyond the currently planned Andaz Napa and Ritz-Carlton Denver projects.

Xenia Hotels & Resorts (XHR) is positioned to sustain and expand its EBITDA margin improvement beyond current guidance, leveraging structural operating leverage from disciplined expense management and resilient demand patterns. The company has demonstrated consistent success in controlling per-occupied-room expense growth, which management has revised downward to the mid-2% range for the full year, well below prior projections of 3%. This is not merely a transient benefit from strong occupancy but reflects deeper operational efficiencies gained through renegotiated vendor contracts, optimized labor scheduling, and enhanced revenue management systems deployed across the portfolio. These improvements are particularly impactful because they occur in a revenue environment where RevPAR growth is being driven by both rate and occupancy—occupancy rose 180 basis points and ADR increased 4.8% year-over-year in Q1—creating a virtuous cycle where incremental revenue flows through to EBITDA at a higher rate than historical averages. The margin expansion from 27% to 29.7% in same-property hotel EBITDA (a 270 basis point improvement) is especially significant given that it was achieved despite elevated energy costs from winter storms, which drove portfolio-wide energy expenses up over 9%. This resilience suggests that underlying cost discipline is robust enough to absorb external shocks while still delivering margin gains. Furthermore, the company’s ability to grow food and beverage profit margins by approximately 150 basis points—despite outlet closures at W Nashville during renovation—highlights the scalability of its F&B optimization strategy, which includes partnerships with premium operators like José Andrés Group. As these initiatives mature across more properties, they represent a durable, internal source of earnings growth that is not fully priced into current expectations, especially as the company guides for continued margin expansion in FY26, a notable upgrade from prior guidance that had anticipated a decline.
The company’s balance sheet strength and financial flexibility provide a significant, underappreciated catalyst for shareholder returns through a combination of debt reduction, share repurchases, and strategic acquisitions—all supported by a well-laddered debt profile and abundant liquidity. With over $600 million in total liquidity (exceeding $100 million in cash and an undrawn $500 million credit line) and 28 of 30 hotels unencumbered by property-level debt, XHR has exceptional capacity to act on opportunities without compromising financial stability. This is particularly valuable in the current environment, where management has noted the transaction market is “a bit more robust than it has been in the last couple of years,” and they are actively evaluating both acquisitions and dispositions. The company’s history of disciplined capital allocation—having bought back roughly 9% of its shares last year while trading below NAV—suggests that repurchases remain a high-return use of capital, especially given the stock’s current valuation. More importantly, the absence of preferred equity or senior capital simplifies capital structure decisions, and the weighted average debt duration of over three years reduces refinancing risk. Management’s long-term leverage target of sub-4x net debt to EBITDA (currently at 4.8x) is not only achievable but likely to be exceeded sooner than expected as Grand Hyatt Scottsdale stabilizes and other renovated properties ramp up, generating incremental EBITDA without proportional debt increases. This deleveraging trajectory, combined with the ability to fund accretive acquisitions or increase shareholder returns, creates a powerful, multi-pronged return framework that is not yet fully reflected in the stock’s valuation, particularly as the company continues to trade at a discount to its net asset value.
The food and beverage (F&B) reconcepting initiative, exemplified by the W Nashville transformation with José Andrés Group, represents a scalable, high-margin revenue engine with substantial upside potential that is currently underestimates in guidance. Management explicitly stated that the W Nashville F&B overhaul is expected to generate incremental EBITDA of $3 million–$5 million over time, with the goal of stabilizing the hotel’s earnings in the low $20 millions range. This is not a one-off project but part of a broader strategy to enhance ancillary revenues across the portfolio, as evidenced by the 6.2% same-property F&B revenue growth in Q1, driven by nearly 11% banquet growth and offset slightly by outlet declines due to renovations. The success of the W Nashville rollout—completed on time, on budget, and with “extremely positive” initial feedback—provides a proven blueprint for replication at other underperforming assets, particularly in urban and resort locations where F&B can differentiate the guest experience. Crucially, these initiatives are not dependent on macroeconomic cycles; they drive higher-margin revenue streams that are less volatile than room revenue and can be incrementally deployed as capital becomes available. The company’s ability to leverage celebrity chef partnerships and localized concepts (e.g., Zaytinya, Bar Mar, Butterfly, GloBird) to increase both outlet profitability and private dining demand—especially for small groups seeking custom banquet menus—creates a defensible competitive advantage. Given that F&B margins improved by approximately 150 basis points in Q1 despite operational disruptions, and that total RevPAR growth guidance already incorporates ancillary strength (3.75%-6.25% vs. 2.75%-5.25% for rooms-only RevPAR), there is clear evidence that the market is underestimating the contribution of these initiatives to overall profitability. As more properties undergo similar upgrades, the cumulative EBITDA impact could meaningfully exceed current guidance, especially if the company accelerates its rollout beyond the currently planned Andaz Napa and Ritz-Carlton Denver projects.

▼ Bear case

Xenia Hotels & Resorts (XHR) faces meaningful headwinds from the recalibrated expectations around special event-driven demand, particularly the FIFA World Cup, which management has significantly downgraded from 75 basis points to a mere 25–50 basis points of RevPAR contribution—a reduction that reflects deeper structural weaknesses in group booking durability than acknowledged. The downward revision is not merely a tempering of optimism but a recognition that group blocks for the event period have “washed,” with only about half of previously booked group business remaining on the books. This forces greater reliance on transient demand, which is inherently more uncertain and price-sensitive, especially as management concedes that definite business on game days currently books less than half of inventory, with ADR for booked business up 50% year-over-year—a figure likely to decline as the event approaches. The company’s own analysis indicates that the benefit will be highly uneven across its six World Cup-exposed hotels, with Atlanta Buckhead and Philadelphia expected to outperform, while Houston, Santa Clara/SFO, and Dallas are less likely to see strong boosts—yet these latter markets represent a larger share of the room base. Crucially, the company admits it lacks sufficient data to confirm whether the expected inbound international activity is materializing in booking trends, leaving the outcome highly contingent on variables outside its control (e.g., team matchups, travel restrictions, fan behavior). This uncertainty is compounded by the fact that management has not adjusted its full-year guidance downward despite this reduction, implying that the durability of “regular-way” business (group and transient) must not only offset the lost World Cup lift but also compensate for any further downside—a assumption that may prove overly optimistic if corporate or leisure demand softens amid persistent macroeconomic volatility.
The company’s exposure to markets suffering from new supply overhang, particularly Nashville and certain urban cores, presents a persistent drag on RevPAR growth that is not being adequately addressed in guidance or capital allocation discussions. While management acknowledges that Nashville has seen “very significant supply added over the past several years” and that absorption will continue for “several years,” they offer no concrete timeline or strategy for how XHR will mitigate this pressure beyond expressing confidence in demand-side momentum. The W Nashville property, which suffered from both weather disruptions and F&B relaunch challenges in Q1, reported a 7.2% decline in occupancy and an 11.2% drop in total RevPAR year-over-year—a stark contrast to the portfolio-wide 7.4% RevPAR growth. This underperformance is not isolated; similar weaknesses appeared in New Orleans (post-Super Bowl lapse), Washington D.C. (post-inauguration lapse), and Dallas (where outlet closures and mild negative RevPAR trends persisted). The company’s reliance on “balanced contributions from business and leisure guests” in urban and suburban markets may be misplaced if new supply continues to outpace demand absorption, particularly in Nashville, where leisure demand—while showing renewed strength from San Francisco spillover—has not yet offset the impact of increased luxury room count. Furthermore, the capital expenditure plan for 2026 focuses on value-enhancing renovations at Andaz Napa and The Ritz-Carlton, Denver, but does not include any major repositioning or supply-demand balancing actions in oversupplied markets like Nashville. Without a clear plan to either enhance differentiation (beyond F&B) or consider selective dispositions in challenged areas, XHR risks prolonged periods of subpar performance in key assets that could drag down portfolio-wide metrics, especially if macroeconomic conditions weaken and demand becomes more price-elastic.
The company’s upward revision to full-year 2026 guidance—particularly the increase in Adjusted EBITDAre to $266 million (up $6 million) and Adjusted FFO per share to $1.94 (up $0.06)—is heavily reliant on the outsized Q1 performance and may not be sustainable given the seasonal concentration of strength in March and the lack of meaningful flow-through of midweek business strength to the remainder of the year. Management explicitly stated that the guidance increase reflects “first quarter and a smidge more,” with the remainder-of-the-year outlook unchanged despite citing strong midweek RevPAR growth (e.g., Wednesday nights up 11% for the quarter) as a positive sign. This disconnect suggests that the exceptional Q1 results—driven by the compression of corporate and leisure demand into March due to Easter timing—are not expected to persist, yet the full-year guidance was raised based on that very performance. The company’s own quarterly EBITDAre weighting forecast—high-20s% in Q2, nearly 20% in Q3, and low-20s% in Q4—reveals a pronounced back-end loading of earnings, meaning that any weakness in Q3 or Q4 (historically softer periods due to seasonality and potential economic slowdowns) could easily erase the full-year gains. Furthermore, the assumption that cost per occupied room will grow in the mid-2% range—below the prior 3% estimate—depends on continued success in expense control, which may falter if wage pressures, energy costs, or inflationary pressures re-emerge. The guidance also assumes no additional acquisitions, dispositions, or share repurchases, yet management has signaled openness to all three, creating a potential disconnect between the stated guidance range and actual capital deployment. If the company pursues accretive acquisitions or increases share repurchases, it could boost per-share metrics; conversely, if it faces unexpected CapEx overruns or needs to fund distressed asset disposals, the current guidance could prove optimistic. This reliance on a strong but potentially non-repeating Q1, combined with limited visibility into demand durability beyond the near term, creates a risk that the market is overestimating the sustainability of the current earnings trajectory.

Xenia Hotels & Resorts (XHR) faces meaningful headwinds from the recalibrated expectations around special event-driven demand, particularly the FIFA World Cup, which management has significantly downgraded from 75 basis points to a mere 25–50 basis points of RevPAR contribution—a reduction that reflects deeper structural weaknesses in group booking durability than acknowledged. The downward revision is not merely a tempering of optimism but a recognition that group blocks for the event period have “washed,” with only about half of previously booked group business remaining on the books. This forces greater reliance on transient demand, which is inherently more uncertain and price-sensitive, especially as management concedes that definite business on game days currently books less than half of inventory, with ADR for booked business up 50% year-over-year—a figure likely to decline as the event approaches. The company’s own analysis indicates that the benefit will be highly uneven across its six World Cup-exposed hotels, with Atlanta Buckhead and Philadelphia expected to outperform, while Houston, Santa Clara/SFO, and Dallas are less likely to see strong boosts—yet these latter markets represent a larger share of the room base. Crucially, the company admits it lacks sufficient data to confirm whether the expected inbound international activity is materializing in booking trends, leaving the outcome highly contingent on variables outside its control (e.g., team matchups, travel restrictions, fan behavior). This uncertainty is compounded by the fact that management has not adjusted its full-year guidance downward despite this reduction, implying that the durability of “regular-way” business (group and transient) must not only offset the lost World Cup lift but also compensate for any further downside—a assumption that may prove overly optimistic if corporate or leisure demand softens amid persistent macroeconomic volatility.
The company’s exposure to markets suffering from new supply overhang, particularly Nashville and certain urban cores, presents a persistent drag on RevPAR growth that is not being adequately addressed in guidance or capital allocation discussions. While management acknowledges that Nashville has seen “very significant supply added over the past several years” and that absorption will continue for “several years,” they offer no concrete timeline or strategy for how XHR will mitigate this pressure beyond expressing confidence in demand-side momentum. The W Nashville property, which suffered from both weather disruptions and F&B relaunch challenges in Q1, reported a 7.2% decline in occupancy and an 11.2% drop in total RevPAR year-over-year—a stark contrast to the portfolio-wide 7.4% RevPAR growth. This underperformance is not isolated; similar weaknesses appeared in New Orleans (post-Super Bowl lapse), Washington D.C. (post-inauguration lapse), and Dallas (where outlet closures and mild negative RevPAR trends persisted). The company’s reliance on “balanced contributions from business and leisure guests” in urban and suburban markets may be misplaced if new supply continues to outpace demand absorption, particularly in Nashville, where leisure demand—while showing renewed strength from San Francisco spillover—has not yet offset the impact of increased luxury room count. Furthermore, the capital expenditure plan for 2026 focuses on value-enhancing renovations at Andaz Napa and The Ritz-Carlton, Denver, but does not include any major repositioning or supply-demand balancing actions in oversupplied markets like Nashville. Without a clear plan to either enhance differentiation (beyond F&B) or consider selective dispositions in challenged areas, XHR risks prolonged periods of subpar performance in key assets that could drag down portfolio-wide metrics, especially if macroeconomic conditions weaken and demand becomes more price-elastic.
The company’s upward revision to full-year 2026 guidance—particularly the increase in Adjusted EBITDAre to $266 million (up $6 million) and Adjusted FFO per share to $1.94 (up $0.06)—is heavily reliant on the outsized Q1 performance and may not be sustainable given the seasonal concentration of strength in March and the lack of meaningful flow-through of midweek business strength to the remainder of the year. Management explicitly stated that the guidance increase reflects “first quarter and a smidge more,” with the remainder-of-the-year outlook unchanged despite citing strong midweek RevPAR growth (e.g., Wednesday nights up 11% for the quarter) as a positive sign. This disconnect suggests that the exceptional Q1 results—driven by the compression of corporate and leisure demand into March due to Easter timing—are not expected to persist, yet the full-year guidance was raised based on that very performance. The company’s own quarterly EBITDAre weighting forecast—high-20s% in Q2, nearly 20% in Q3, and low-20s% in Q4—reveals a pronounced back-end loading of earnings, meaning that any weakness in Q3 or Q4 (historically softer periods due to seasonality and potential economic slowdowns) could easily erase the full-year gains. Furthermore, the assumption that cost per occupied room will grow in the mid-2% range—below the prior 3% estimate—depends on continued success in expense control, which may falter if wage pressures, energy costs, or inflationary pressures re-emerge. The guidance also assumes no additional acquisitions, dispositions, or share repurchases, yet management has signaled openness to all three, creating a potential disconnect between the stated guidance range and actual capital deployment. If the company pursues accretive acquisitions or increases share repurchases, it could boost per-share metrics; conversely, if it faces unexpected CapEx overruns or needs to fund distressed asset disposals, the current guidance could prove optimistic. This reliance on a strong but potentially non-repeating Q1, combined with limited visibility into demand durability beyond the near term, creates a risk that the market is overestimating the sustainability of the current earnings trajectory.

Product and Service Breakdown of Revenue (2025)

Peer group

Peer Comparison

Companies in the Hotel REITs

S.No.	Ticker	Company	match	Market Cap	P/E	P/S	Total Debt (Qtr)
1	RHP	Ryman Hospitality Properties, Inc.	primary	7.80 Bn	33.35	2.84	1.00 Bn
2	APLE	Apple Hospitality REIT, Inc.	primary	3.68 Bn	21.02	2.56	1.50 Bn
3	PK	Park Hotels & Resorts Inc.	primary	3.07 Bn	-19.56	1.21	-
4	DRH	DiamondRock Hospitality Co	primary	2.47 Bn	16.65	2.17	1.10 Bn
5	SHO	Sunstone Hotel Investors, Inc.	primary	2.06 Bn	48.54	2.05	0.97 Bn
6	PEB	Pebblebrook Hotel Trust	primary	2.03 Bn	-25.87	1.35	2.08 Bn
7	RLJ	RLJ Lodging Trust	primary	1.66 Bn	661.84	1.20	2.70 Bn
8	XHR	Xenia Hotels & Resorts, Inc.	primary	1.66 Bn	-205.91	1.52	1.36 Bn

Xenia Hotels & Resorts XHR

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Geographical Breakdown of Revenue (2025)

Product and Service Breakdown of Revenue (2025)

Peer Comparison

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