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DATE

Thursday, April 30, 2026 at 12 p.m. ET

CALL PARTICIPANTS

  • Chief Executive Officer — James R. Brickman
  • Chief Financial Officer — Jeffery Cox
  • President and Chief Operating Officer — Jed Dolson

TAKEAWAYS

  • Net Income -- $61 million, representing an 18.8% decrease year over year.
  • Diluted Earnings Per Share -- $1.39, down 16.8% year over year.
  • Total Revenue -- $465 million reported for the quarter.
  • Home Deliveries -- 908 homes delivered, two less than the prior year’s quarter.
  • Net New Orders -- 1,037 orders, down 6.2% year over year.
  • Homebuilding Gross Margin -- 28.9%, down 320 basis points year over year and 140 basis points sequentially.
  • Average Sales Price -- $493,000, a 4.1% sequential decline and a 6.9% decrease year over year.
  • SG&A Expense Ratio -- 11.7% of residential unit revenue, up 80 basis points year over year, attributed to mix and higher discounts and incentives.
  • Discounts and Incentives -- 10.1% of home closing revenue, up from 6.8% in the prior year.
  • Operating Cash Flow -- $56 million generated during the quarter.
  • Return Metrics -- Return on assets at 9.6% and return on equity at 13.1%.
  • Liquidity -- $475 million available, including $145 million in cash at quarter end.
  • Debt Ratios -- Homebuilding debt to total capital at 11.5% and net homebuilding debt to total capital at 5.5%, both among the lowest in the sector.
  • Home Starts -- 979 new homes started, up 13% year over year and 11% sequentially.
  • Units Under Construction -- 2,119 at quarter end, a 7.7% year-over-year decline but up 3.5% sequentially.
  • Completed Spec Inventory -- 419 units, down 13% from the previous quarter.
  • Backlog -- 649 units and $381 million in revenue, down 35% year over year.
  • Trophy Signature Homes Backlog Mix -- 40% of backlog units now Trophy, up from 27% last year.
  • Backlog ASP -- $587,000, a 13% decrease year over year.
  • Cancellation Rate -- 7.7%, positioned as one of the lowest rates in the public homebuilding industry.
  • Green Brick Mortgage Revenue -- $5.6 million in mortgage segment revenue, up from $1.3 million year over year.
  • Green Brick Mortgage Pretax Income -- $4.3 million for the quarter, an increase of 139% year over year.
  • Mortgage Loans Funded -- Over 300 loans in the quarter; average FICO score of 742, and debt-to-income ratios under 40%.
  • Construction Cycle Time -- Reduced by 25 days year over year, now below 130 days; Trophy brand’s average cycle in DFW under 90 days.
  • Land Position -- Approximately 49,000 lots owned or controlled; 77% owned directly, with 3,400 in joint ventures.
  • Investment in Land and Development -- $89 million for land and lot acquisitions, $78 million for land development in the quarter.
  • Share Repurchases -- 114,000 shares repurchased at $7 million in Q1; $160 million remains authorized.
  • Termination of Secured Facility -- Secured revolving credit facility terminated; $330 million unsecured facility remains and was unused at quarter end.
  • Restatement of Financials -- CFO Jeffery Cox said, "we determined that we will restate our previously issued audited consolidated statements of income" for 2024 and 2025 to reclassify closing cost incentives as a reduction in revenue, not cost of residential units.
  • Restatement Economic Impact -- "This reclassification...will not impact any prior period's reported gross profits, operating income, net income, earnings per share, cash flow, debt covenant compliance, shareholders' equity, or the strong underlying economics of the company's operations and business."
  • Incentives for New Orders -- 9.9% of order value, up 320 basis points year over year, but down 30 basis points sequentially.
  • Sales Pace -- 3.4 per community per month, versus 3.5 in the prior year.
  • Community Count -- Average active selling communities stood at 103, down 1% year over year.
  • Land Allocation to Trophy -- 75% of total owned and controlled lots are allocated to Trophy Signature Homes.
  • Lot Supply -- Excluding long-term master plans, lot supply estimated at approximately six years.

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RISKS

  • CFO Jeffery Cox stated, "Given the challenging economic conditions and oversupply of housing inventories in our markets, discounts and incentives increased year over year as a percentage of home closing revenue to 10.1% from 6.8%."
  • Homebuilding gross margin fell 320 basis points year over year and 140 basis points sequentially, reflecting margin pressure from higher discounts and incentives.
  • Backlog units and backlog revenue both declined 35% year over year, potentially reducing near-term visibility.
  • CEO James R. Brickman cautioned, "we are not getting a lot of relief from the interest rate front," while President Jed Dolson added, "just a little change in mortgage rates can cause a 1% decline in gross margin for us."

SUMMARY

Green Brick Partners (GRBK +0.15%) reported a quarter marked by declining net income, lower average selling prices, and margin compression, offset by continued expansion in its Trophy Signature Homes brand and growth in its mortgage segment. The company disclosed a restatement of certain prior period financials to reclassify closing cost incentives as revenue reductions; management emphasized no impact to overall profitability or cash flows. Green Brick Partners’ inventory strategy remains focused on self-developed, owned land, with nearly 49,000 lots under control and a six-year lot supply excluding long-term master plans. Strategic investments were made in new land acquisitions and development, and share buybacks continued within existing authorizations. Looking ahead, the company expects continued growth in the Trophy brand and plans to expand Green Brick Mortgage’s service coverage into new markets.

  • President Jed Dolson stated, "April is looking very similar to March, so we are still on a strong spring season," indicating seasonal demand trends have not deteriorated from the first quarter.
  • Trophy Signature Homes now accounts for 40% of the backlog, up significantly from 27%, reflecting ongoing brand expansion and increasing weighting of entry-level homes in the order mix.
  • Jed Dolson said, "elaborate on that—there is a very large pool of buyers, sub-$350,000, and Trophy can meet that price point and still make really nice margins," highlighting strategic performance at lower price points.
  • Management completed the rollout of Green Brick Mortgage in all Texas communities and expects capture rates to reach 70%-80% by year end as the platform is further expanded.

INDUSTRY GLOSSARY

  • Trophy Signature Homes: Green Brick Partners' entry-level home brand, delivering affordable product and driving volume growth in the Dallas–Fort Worth, Austin, and Houston markets.
  • Spec Inventory: Homes built without a specific buyer under contract, held to provide quick move-in options to buyers seeking faster closings.
  • Capture Rate: The percentage of total homes sold that utilize the company's affiliated mortgage service, indicating integration and cross-sell success.

Full Conference Call Transcript

James R. Brickman: Thank you, Jeff. I am pleased to announce our first quarter results, particularly given that we achieved these results against the backdrop of ongoing and persistent affordability challenges faced by many consumers in the housing market, as well as increasing uncertainty and volatility for consumers caused by domestic and global events and trends ranging from increasing gas prices to job concerns in this new AI era. Despite these challenges, our team's effort and disciplined approach led to another excellent quarter for our business and our shareholders. Net income attributable to Green Brick Partners, Inc. for the first quarter was $61 million, or $1.39 per diluted share, on total revenues of $465 million.

We delivered 908 homes in the quarter, only two less than in Q1 2025, and we had 1,037 net new orders. We achieved this despite, as we mentioned on our last call, losing about seven selling days in January due to inclement weather in DFW, our largest market. Orders have increased sequentially each month of the quarter, with market sales outpacing the same period in 2025. This was more in line with a normal spring selling season. We believe our aggressive, great balance sheet and low financial leverage provide us with the flexibility to navigate and take advantage of evolving market conditions.

At the end of Q1, our homebuilding debt to total capital ratio decreased to 11.5%, and our net homebuilding debt to total capital ratio decreased to 5.5%, among the lowest of our public homebuilding peers. We also have $475 million in available liquidity. Our industry-leading homebuilding gross margins of 28.9% give us the flexibility to profitably adjust the pricing of our homes to respond to market conditions. We believe the foundation of our industry-leading gross margin starts with our commitment to owning and developing land. We remain highly disciplined in how we control land.

One of the primary differentiators from many of our peers is that we do not engage in off-balance sheet, high interest cost land banking arrangements that can distort a builder's economic leverage and risk, and that can give a land banker indirect control over a builder's lot purchase timing. At the end of the first quarter, 77% of our approximately 49,000 lots are owned. We have 3,400 lots owned or under contract in four joint ventures with other homebuilders or landowners. These joint ventures account for 7% of our total lots owned and controlled and only 2.9% of our total assets.

These joint ventures are evaluated with the same underwriting criteria as our other land investments to ensure that we remain focused on attractive risk-adjusted returns and protect shareholder value. As many of you who follow our company know, this disciplined approach to land acquisition and development is not a new philosophy for our company. We have always believed that a self-development-focused strategy provides us with better capital efficiency and returns, allowing us to make higher margins, lower cost, and enhanced inventory control so that we can better determine the pace of land and lot deliveries. We generated strong operating cash flows of $56 million for the quarter.

In the last twelve months, we generated [inaudible] in operating cash flows, and returned $74 million to shareholders through repurchases. Even with our land-heavy balance sheet and macroeconomic headwinds, we delivered strong returns during the quarter of 9.6% return on assets and 13.1% return on equity, among the very best of public homebuilding peers. Our disciplined, returns-focused approach and our experienced team of operators position us well for future value creation. This quarter, we began reporting on financial services operations as a separate segment due to the strong growth of our wholly owned mortgage company. Rendrick Mortgage was founded in 2024 and funded its first loan in 2025.

During 2025, Green Brick Mortgage grew rapidly, and by the end of Q1 2026, was serving all of our Texas entities. For the first quarter, revenues for Green Brick Mortgage increased from $1.3 million to $5.6 million year over year as the number of funded loans increased by almost 250%. Pretax income from our financial services segment increased year over year by 139% in Q1 to $4.3 million. While the macroeconomic landscape presents short-term headwinds for the entire industry, we believe the core strengths that have driven Green Brick Partners, Inc.'s success over the past decade will enable us to continue to navigate any challenges with confidence and flexibility.

As always, we will focus on maintaining operational excellence, centered on our disciplined approach to land acquisition and development, to position us for future growth and ensuring we continue to build out our team of experienced, dedicated employees who drive our growth and provide a quality home and buyer experience for our customers. We believe we are well positioned to sustain our peer-leading return metrics and provide long-term value to our shareholders. We remain focused on growing our business, particularly our Trophy brand. Trophy's continued growth in DFW and Austin, combined with our first community opening in Houston in Q1, presents significant opportunities for sustained growth for the next few years.

This expansion allows us to continue serving the critical first-time and first move-up buyer segments while further diversifying our revenue base and strengthening our presence in key Texas markets. With that, I will now turn it over to Jeff to provide more detail regarding our financial results.

Jeffery Cox: Thank you, James. I want to take a few minutes to address the Form 8-Ks that were filed yesterday in which we concluded that certain closing cost incentives offered to our buyers had been previously incorrectly classified as cost of residential units, rather than as a reduction of the transaction price.

After evaluating these issues under ASC 606, we determined that we will restate our previously issued audited consolidated statements of income for the years ended December 2024 and 2025 included in the annual report on Form 10-K, and the unaudited condensed consolidated statements of income for the quarters ended in 2025 and 2024, to reflect the reclassification of closing cost incentives as a reduction in revenue rather than as a cost of residential units. This reclassification of closing cost incentives will not impact any prior period's reported gross profits, operating income, net income, earnings per share, cash flow, debt covenant compliance, shareholders' equity, or the strong underlying economics of the company's operations and business.

The impact will be a reduction in home sales revenues and associated average sales prices, and an improvement to our gross margins. We are currently in the process of completing the restatement of our prior period financial statements and expect to file an amended annual report on Form 10-K. However, our comments today reflect these changes for prior periods referenced. We have also filed an 8-K that sets forth our preliminary assessments of the impact of this reclassification for the years ended December 2024 and 2025 as well as each of the quarters in 2025 and 2024. Our first quarter 2026 results are not affected by the pending restatement.

Net income attributable to Green Brick Partners, Inc. for the first quarter decreased 18.8% year over year to $61 million, and diluted earnings per share decreased 16.8% year over year to $1.39 per share. SG&A as a percentage of residential unit revenue for the first quarter was 11.7%, an increase of 80 basis points year over year, driven primarily by mix and higher discounts and incentives. Given the challenging economic conditions and oversupply of housing inventories in our markets, discounts and incentives increased year over year as a percentage of home closing revenue to 10.1% from 6.8%. Our average sales price of $493,000 was down 4.1% sequentially and down 6.9% year over year.

Home closings revenue of $448 million on 908 deliveries declined 7.1% compared to the same period last year, and our homebuilding gross margins decreased 320 basis points year over year and 140 basis points sequentially to 28.9%. Sixty-three percent of our Q1 closings were sold during the quarter, driven largely by our Trophy Signature Homes brand. We started 979 new homes, an increase of 13% year over year and 11% sequentially due to increasing buyer demand in the quarter. Units under construction at the end of the quarter were 2,119, down 7.7% year over year but up 3.5% sequentially as we increased starts in Q1 to better match our sales pace.

We ended the quarter with 419 completed specs, an average of 4.1 per community, a reduction of 13% from Q4. We will continue to monitor market conditions and seasonal trends, and align our starts with our sales pace to appropriately manage our investment in spec inventory. Our goal is to maintain approximately 1.5 months of supply of completed spec in our communities. Primarily due to adverse weather in January, we saw a 7.1% decline in traffic year over year during the quarter. Net new home orders during the first quarter were 1,037, down 6.2% year over year. Average active selling communities of 103 were down 1% year over year.

As a result, our sales pace for the first quarter decreased slightly to 3.4 per month compared to 3.5 per month in the previous year. As noted in our prior call, we still expect community count to increase in the second half of the year. Our backlog at the end of the first quarter was 649 units with backlog revenue of $381 million, a 35% decrease year over year. We experienced a significant shift because Trophy Signature Homes represented 40% of our backlog units compared to 27% in 2025. As a result of the increased mix of Trophy orders in our backlog, along with continued elevated discounts and incentives across all of our brands, backlog ASP decreased 13% to $587,000.

In Q1, we repurchased 114,000 shares of our common stock for approximately $7 million, with $160 million remaining in authorized share repurchases. We will continue to repurchase shares opportunistically as part of our disciplined capital allocation strategy and efforts to return value to our shareholders. During Q1, we terminated our secured revolving credit facility, and as of quarter end, we had no outstanding borrowings on our $330 million unsecured revolving credit facility. At the end of the quarter, we maintained a robust cash position of $145 million and total liquidity of $475 million.

We believe we are well positioned to weather the challenging market conditions and ongoing volatility, to opportunistically deploy capital to maximize shareholder return, and to accelerate growth as the housing market improves. With that, I will now turn it over to Jed.

Jed Dolson: Thank you, Jeff. We continue to see a challenging sales environment within all our consumer segments, but we are encouraged by the positive response we have seen from first-time homebuyers who are most impacted by affordability challenges and a weakening job market. Our team responded well to these conditions, as evidenced by our relatively strong first quarter sales volume and low cancellation rate of 7.7% during the quarter, which continues to be one of the lowest cancellation rates in the public homebuilding industry. We believe it demonstrates the creditworthiness of our buyers, the quality of our product, and the desirability of our communities.

Rate buydowns remain a necessary tool to drive traffic and sales, especially with first-time homebuyers and quick move-in homes, and we helped address the affordability challenges faced by many consumers by providing our homebuyers with price concessions, interest rate buydowns, and closing cost incentives. Incentives for net new orders during the quarter were 9.9%, an increase of 320 basis points year over year although a decrease of 30 basis points from the prior quarter. With our superior infill and infill-adjacent communities and industry-leading gross margins, we believe we are strategically positioned to adjust pricing as needed to meet market demand and maintain our sales pace.

While we recognize the importance of preserving our margins, we also recognize that our industry-leading margins provide us with significant pricing flexibility to compete effectively in a volatile market and drive sales pace when appropriate. We are also excited about the progress of our wholly owned mortgage company. During the first quarter, Green Brick Mortgage closed and funded over 300 loans. The average FICO score was 742 and the average debt-to-income ratio was just under 40%, consistent with the previous quarter. We completed the rollout of Green Brick Mortgage to all of our Texas communities in the quarter, and we expect to roll out Green Brick Mortgage to The Providence Group, our Atlanta builder, in the latter part of 2026.

As Green Brick Mortgage continues to expand its service to most of our communities, we anticipate that by year end, its capture rate will range from 70% to 80%, which should generate additional revenue as we increase the number of loans funded through our mortgage company. We continue to reduce our construction cycle times, which were down 25 days from a year ago to under 130 days. Trophy's average cycle time in Dallas–Fort Worth was under 90 days, the lowest in their history, and a testament to the efficiency and quality of our construction teams and trade partner base.

While labor availability remains relatively stable across all our markets, we are monitoring potential cost increases related to the rise in oil prices. We remain engaged with our trade partners to monitor potential cost pressures and will adjust as necessary. As part of our efforts to position ourselves for future growth, during the quarter, we invested approximately $89 million in land and lot acquisitions and $78 million in land development, excluding reimbursements. For 2026, we expect land and lot acquisitions of approximately $400 million and land development outflows of approximately $420 million, excluding reimbursements. We believe our superior land position provides a competitive advantage that will be the foundation for strong growth in subsequent years.

Approximately 38,000 of our lots are owned, with approximately 11,000 lots under option contracts. Approximately 75% of our total lots owned and under contract are allocated to Trophy Signature Homes. Excluding approximately 25,000 lots in long-term master plan communities, our lot supply is approximately six years. With approximately 49,000 lots owned and under contract, we remain patient and selective with future land opportunities without compromising the ability to grow our business in the near and intermediate term. With that, I will turn it over to James for closing remarks.

James R. Brickman: Thank you, Jed. In closing, we remain confident in our long-term outlook and our ability to continue to deliver excellent operational and financial results. Our land strategy, diversified product portfolio, and strong balance sheet continue to differentiate Green Brick Partners, Inc. from our peers and support attractive returns for our shareholders over the long term. Like the rest of our industry, we continue to navigate a challenging environment, but I am hopeful that the market is starting to find a more stable footing and normalization. I believe that 2026 will be a year that we lay a foundation so that we can execute our strategy and accelerate our growth in the coming years.

With all of these challenges, I would like to recognize our team for their disciplined execution and resilience successfully navigating this market. Our results would not be possible without their focus, leadership, and commitment. This concludes our prepared remarks. We will now open the call for questions.

Operator: Thank you. If you would like to ask a question, please press 1 on your telephone keypad. We ask that you limit yourself to one question and one follow-up and rejoin the queue if needed. Your first question comes from Ryan Gilbert of BTIG. Your line is open.

Ryan Gilbert: Hey, thanks, guys. It is definitely encouraging to hear that demand improved throughout the quarter. Can you give us an update on how things are looking so far in April in terms of traffic and sales pace?

James R. Brickman: Jed, why do you not take that?

Jed Dolson: I would say April is looking very similar to March, so we are still on a strong spring season.

Ryan Gilbert: Got it. And then just around your commentary about the challenging sales environment, but you are still seeing consumer response to the incentives that you are offering, I am just curious, James or maybe Jed, if you could expand on how long you think this can last, or if you expect a weakening labor market to pressure first-time homebuyers. It does not seem like that has been the case so far, but just looking ahead, what are you thinking?

James R. Brickman: We are seeing strong demand. It is very elastic demand, meaning that the buyers are very educated, and a small movement in pricing can really accelerate sales velocity. One of the things we are very encouraged about is that because our pretax margins are so high—they are running around 17% or just under—we have tremendous flexibility if we need to get a buyer that wants a slight discount in the home even from current levels. Pretty much, we are not seeing that happening right now.

We think that things may have bottomed, but if you can predict interest rates, I will tell you what our margins are going to look like, because they are highly correlated right now, and we are not getting a lot of relief from the interest rate front. Jed, do you have anything you want to add to that?

Jed Dolson: I would just say the past week has been rough on mortgage rates, and that can cause—just a little change in mortgage rates can cause a 1% decline in gross margin for us.

Ryan Gilbert: Okay. Got it. Thank you, guys.

Operator: Your next question comes from Jay McCanless with Citizens Bank. Your line is open.

Jay McCanless: Hey, good afternoon, everyone. First question I had: what are you seeing in the land market right now? Are land prices still continuing to go up, or are you seeing some areas where maybe you are getting a little bit of a break, or maybe land inflation is slowing down a little bit?

James R. Brickman: That is a good question, Jay. What we are seeing is on C-minus and D-location lots, builders are wanting to peddle those. Obviously, the only buyer is other builders, and if a builder wants to peddle a lot in the C-minus or D-location, he wants to do it because he is not making margins. So it is really not attractive to another builder to buy, and it is not distressed enough to have us get interested. So that is what is taking place really in the perimeter locations—the further out perimeter locations. Interestingly, and conversely, high-margin land in the more infill or employment-centric areas is still in high demand.

One of the things we are very excited about: we bought a large tract yesterday that we had been working on for—how long, Jed? Two years? Two years. It was complicated. It had a lot of moving parts. We are really excited about it because we have the balance sheet to take this down—other people do not. We have the management team to do the entitlement, sewer, water, and all of the other challenges that come with a large master plan property, and we feel really good about that because it is a barrier to entry. All these land-light guys just could not pull that kind of transaction off.

Jay McCanless: Speaking of infill versus Trophy and some of your higher-end brands versus Trophy, which performed better during the quarter? Was it move-up? Was it entry level? What were you seeing in terms of demand between the different buyer segments?

James R. Brickman: It was spotty, I think, is the best way to define it. Trophy was a star. We found that—and Jed can elaborate on that—there is a very large pool of buyers, sub-$350,000, and Trophy can meet that price point and still make really nice margins. Florida did good. Atlanta slowed down in its market. We were surprised because Atlanta was traditionally very strong, even in the infill markets. Jed, what do you want to add to that?

Jed Dolson: I would just say that luxury continued to do well for us—and for us, that is homes priced in the $900,000-and-up range. We saw spottiness in, say, the $500,000 to $800,000 range where we had some good months, some bad months, depending on what submarket. We are really encouraged in Dallas that in March and April, we really hit good numbers with that buyer, which is typically a cultural buyer. To sum it all up, I would say we feel really good about luxury, and we feel really good about entry level, and the stuff in the middle is more challenging.

James R. Brickman: And some of the stuff in the middle that Jed was talking about—this $500,000 to $800,000 price point—one of the reasons why we think it is so much slower are our immigration policies. Many of those homes are sold to physicians and higher-income people, and the current administration is making it uncertain for those people, and it is impacting housing as a result.

Jay McCanless: Any concerns or issues with other builders maybe having built a little too much at that price point and having to be more aggressive on the discounting there?

James R. Brickman: I think in some markets it is fairly isolated. Jed and I were talking about it this morning that it can affect some markets. Generally, I am not worried about it. And again, one of the reasons I am not worried about it is because if we are making a 17% pretax margin and we are competing against a builder that is making a 3% pretax margin down the street—that is land-light—those guys have given about all they can give, and we are just kind of waiting and seeing what happens.

Jay McCanless: Congrats on Houston. Over time, how many communities do you think Green Brick Partners, Inc. can have in that market? And is it always going to be a Trophy market, or are you going to look to do some infill properties?

James R. Brickman: Right now, strategically, what we want to do is enter any market that really has to be a top 10 to 12 city market because Trophy is going to be our scalable brand that goes into that market. To be effective, we are still going to self-develop, and we want to have a really experienced land team and a land acquisition team that has strategic advantages. That is going to make us really under larger markets. We are looking at San Antonio right now. I think the probability of us bringing other brands there is probably unlikely at this point, but you should never say never.

Operator: Your next question comes from Alex Rygiel with Texas Capital. Your line is open.

Alex Rygiel: Thank you. Given the mix of backlog of Trophy Signature Homes, should we model ASPs declining through 2026?

Jed Dolson: I think it is a mix issue more than a backlog issue. As you know, we are seeing very strong demand at the entry level. If that becomes a bigger percentage of our sales, then ASP would go down.

Alex Rygiel: And how do sales of the Houston market affect ASPs?

Jed Dolson: Houston will continue to bring ASP down. When you look at the biggest markets based on Q1 starts, DFW is the largest, and Houston was the second, and there was a huge drop-off to Phoenix, which was third. Dallas was the third biggest by units, and we think we will probably end up being the second biggest this year by revenue, trailing only D.R. Horton. Those are really big markets, but to have really big markets, you need very affordable housing. So the ASP in Houston will be lower than Dallas, but those are two very strong markets. We are going to continue to grow our market share in Dallas, and we are excited about the early success in Houston.

We look forward to, in the near future, being a more dominant player there.

Alex Rygiel: And then as it relates to your comments about April being sort of in line with March, is that typical historically?

Jed Dolson: We have gone and looked at a lot of historical trends recently, and so much of it correlates with what interest rates were for every April versus every March going backwards. For the most part, yes, what we typically see is April is just a little bit weaker than March, and then May—because of graduations and so forth and the beginning of summer—the spring season really concludes in May, and then you enter the summer season.

Operator: Your next question comes from Rohit Seth with B. Riley Securities. Your line is open. Rohit, perhaps your line is on mute.

Rohit Seth: Hey, thanks for taking my question. Just on sales pace—you had a good turnout in the first quarter. It looks like you have some levers with your strong margins. Do you think you can maintain the sales pace that you had in the prior year from 2Q to 4Q—kind of average about three homes per month?

Jeffery Cox: Yes, Rohit, this is Jeff. I think that is very doable when we look at the historical trends that Jed mentioned earlier. We were about 2.97 last year in Q2 and 2.91 in Q3. When we look at how we performed this quarter compared to last year, we are down a little bit, but keep in mind, we did have that weather event that James referenced earlier in his remarks. So we tend to be trending generally for the same pace as last year.

Rohit Seth: And could you remind me of the spread between Trophy Homes—I know there is a faster sales pace there—and the rest of the book?

Jeffery Cox: Trophy was 51% to 52% of our sales in Q1, and we expect them to continue to increase that pace as we continue to grow the brand and expand in Houston and Austin. Seventy-five percent of our lots owned and controlled are allocated towards Trophy, so that will continue to increase over time.

Rohit Seth: Is Trophy moving something like five units a month, something like that?

Jed Dolson: It is really neighborhood dependent. I will answer it this way: we have some communities that have two different lot sizes where, in Q1, we averaged 20 sales a month. As defined by community count, that would be 10 sales. And then we had others where we averaged three or four. We can pull some better data for you for our next call on that.

James R. Brickman: Some of our communities, particularly in the last phases where we have had success and are phasing out, we are milking margin intentionally and maintaining a slower sales pace.

Rohit Seth: Is there maybe a margin floor where you are not willing to breach?

James R. Brickman: No. We do not look at it that way. We are always modeling internal rate of return and sales pace and price. It is a little bit more complex than that because we also want to get our capital returned on our lots and look at the redeployment of that capital. So it is a little more complicated than just saying we will sell houses based upon margin. It is the sales pace that comes with the margin and the capital that comes in from that lot sale that goes into the calculus.

Jeffery Cox: And obviously, when we are reporting 28.9% gross margins, and we have peers that are reporting 15% to 16%, we feel excited about the coming months and our ability to adjust prices as needed.

Operator: This concludes the question and answer session. I will turn the call to James R. Brickman for closing remarks.

James R. Brickman: Thank you, everybody, for attending our call. We are always delighted to have anybody call Jeff, Jed, or myself with follow-up questions and would really encourage you to do that. We can get into a little bit more detail about some of the master plan communities we are really excited about. Thank you for the call.

Operator: This concludes today's conference call. Thank you for joining. You may now disconnect.