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Operator: Hello, everyone. William: Thank you for attending today's Blue Bird Corporation Fiscal 2026 First Quarter Earnings Call. My name is William, and I'll be your moderator today. All lines will be muted during the presentation portion of the call with an opportunity for questions and answers at the end. If you would like to ask a question, please press 1 on your telephone keypad. At this time, I would now like to pass the conference over to our host, Mark Benfield, Blue Bird's Head of Investor Relations. Mark? Mark Benfield: Thank you, and welcome to Blue Bird Corporation's fiscal 2026 first quarter earnings conference call. The audio for our call is webcast live on bluebird.com under the Investor Relations tab. You can access supporting slides on our website by clicking on the presentations box on the IR landing page. Our comments today include forward-looking statements that are subject to risks that could cause actual results to be materially different. Those risks include, among others, matters we have noted on the following two slides and in our filings with the SEC. Blue Bird Corporation disclaims any obligation to update the information in this call. This afternoon, you will hear from Blue Bird's president and CEO, John Wyskiel, and CFO, Razvan Radulescu. Then we'll take some questions. Let's get started. John? John Wyskiel: Thanks, Mark, and good afternoon, everyone, and thanks for joining us today. It's great to be here, and we are excited to share with you our fiscal 2026 first quarter financial results. Once again, the Blue Bird team delivered outstanding Q1 sales and adjusted EBITDA. And we are off to a great start. Razvan will take you through the details of our financial results shortly. But I will walk you through some of the key takeaways for the first quarter on Slide six. First, Blue Bird Corporation beat guidance on all metrics for the quarter. This is despite the impact and volatility associated with the administration policy on tariffs. We continue to navigate this situation well and have beat guidance for the thirteen quarters. Validating the strength in our management, and business model. Order intake for the period was exceptionally strong. Our Q1 order intake was up 45% from 2025. Which pushed our backlog to a seasonally strong 3,400 units. This is a great start to the year, especially as we come into the order season. Operationally, we continue to perform with all metrics pointing in the right direction. And the team has been able to execute on a day-to-day basis while simultaneously developing detailed manufacturing plans for the future. In terms of pricing, we remain extremely disciplined. US prices remain higher than the previous year, and the previous quarter. As I've communicated before, this process is just how we manage the business. In the alt power segment, our dominance continues. Our EV backlog is now into 2027, We remain exclusive in propane, which has the lowest total cost of operation, and our gas variant continues to be a leader. Alt Power is a segment we created more than fifteen years ago and we continue to maintain our lead position. We continue to develop our investment thesis as explained before. Our manufacturing strategy encompasses many factory of the future that will be rolled into our new assembly plan. During the quarter, we completed our analysis of automation use cases, and have locked in on a road map. The initiative has a strong return. But this strategy also creates a path for ongoing cost improvement through other industry three point o and four point o opportunities. And finally, we continue to manage the impact of the administration's executive orders and tariff volatility. We are fortunate to be well positioned to navigate this situation to a margin neutral outcome. Consistent with past communications, it is our objective to position this business to be a strong long-term investment. Let's turn the page and take a closer look at the financial and key business highlights for the quarter. On Slide seven. We sold 2,135 buses in Q1 and recorded revenue of $333 million, 6% ahead of last year. On the EV side, we sold 121 vehicles, 6% of unit volume, and our long-term outlook for EVs remains optimistic. Adjusted EBITDA for the quarter came in at $50 million, four million stronger than last year, and free cash flow came in at an outstanding $31 million. Razvan will talk more to this and her outlook later in the call. Turning to the right side of the page, I'll touch on a few points. With the strong order intake I spoke about earlier, our backlog finished the quarter at 3,400 units, This puts us in a good position coming into the order season. And I continue to reiterate the overall market fundamentals are still there. The fleet is aging. We are coming into a heavy replacement cycle. And there's been industry supply issues the last few years, leaving pent-up demand. The horizon ahead looks very good for school bus volumes. In January, we also took our first order for commercial chassis. The market remains excited about this product. We are continuing with the testing, validation, and normal engineering change loops. We are projecting to start production in late Q4 which pushes sales into fiscal 2027. Our emphasis is to get this product right from a design, cost, and quality perspective. And not force timing that can jeopardize any one of those elements. Back to school bus, year-over-year selling price for buses was up almost $8,800 per unit. But, of course, this also includes tariff recovery as part of our margin neutral strategy. With tariffs excluded, pricing was still up year over year. And part sales totaled $25 million for the quarter. All powered buses represented a strong 48% of mix per unit sales in the quarter. Our powertrain strategy is a differentiator in the market, and allows us to maintain strong emergence. But we are not dependent on it. If you look at Q1, RL power mix dipped below 50% but there was no compromise in profitability. At the end of the quarter, we had a 121 EVs booked and 855 EVs in our order backlog, pushing into 2027. Our updated guidance reflects approximately 800 EV unit sales for fiscal 2026. Again, we remain optimistic on EVs in the school bus sector. EVs are a perfect fit for school buses when you look at the duty cycle, available charging intervals, range, and the proven health benefits for our children. Rounds two and three of the EPA clean school bus program remain intact with funds flowing to our end customers. Earlier this month, it seems there was some misinterpretation of media coverage and quotes that suggested rounds four and five would be discontinued. But I will highlight from our subsequent discussions in Washington there has been no such indication. It is our understanding that the EPA is still working through how and when these funds will be administered. And that the program is still bipartisan in support. Overall, when you look at state funding and the fleet EV mandates, we believe this market will remain relevant. And our short-term guidance is not dependent on federal funding for rounds four and five. And finally, the $80 million MES contract with the DOE remains intact. This is for their funding towards our new plant in Fort Valley. There's been a lot of rumor in the area of MassGrants, but, again, there's been no unfavorable direction provided to us from the DOE. As a reminder, this project adds 400 well-paying American jobs to a century-old company with an iconic brand. To build clean school buses, providing our children with the benefits of clean air. As I've said in prior earnings calls, it's a great story. Overall, we beat guidance for the thirteenth consecutive quarter with a 15% adjusted EBITDA. This continued performance reflects the strength in the entire Blue Bird Corporation enterprise. I'm very proud of the team's accomplishments. So I'd like to now hand it over to Razvan to walk through our fiscal 2026 first quarter financial results as well as our full year updated guidance in more detail. Razvan Radulescu: Thanks, John, and good afternoon. It's my pleasure to share with you the financial highlights from Blue Bird Corporation's fiscal 2026. First quarter results. The quarter end is based on a close date of 12/27/2025 whereas the prior year was based on a close date of 12/28/2024. We will file the 10-Q today, February 4, after market close. Our 10-Q includes additional material and disclosures regarding our business and financial performance. We encourage you to read the 10-Q and the important disclosures that it contains. The appendix attached to today's presentation includes reconciliations of differences between GAAP and non-GAAP measures mentioned on this call. As well as other important disclaimers. Slide nine is a summary of the fiscal 2026 first quarter record financial results. It was a strong operating quarter for Blue Bird Corporation, a great start for the new fiscal year, and they beat our guidance provided in the last earnings call on all metrics. In fact, we delivered the best Q1 ever for Blue Bird Corporation. With $333 million in revenue, and $50 million in adjusted EBITDA in percent margin. The team pushed hard and continued doing a fantastic job. And generated 2,135 unit sales volume was just above prior year level. Record Q1 consolidated net revenue of $333 million was $19 million higher than prior year driven by pricing actions, including tariffs, that materialized in this quarter. Adjusted EBITDA for the quarter was a record $50 million driven by high margins, partially offset by increased labor and engineering costs. The adjusted free cash flow was also a record Q1 of $31 million and $9 million higher than the prior year first quarter. This result due to continued strong profitability across all bus and powertrain types. Our liquidity position at the end of this quarter was on record $385 million. Moving on to Slide 10. As mentioned before by John, our backlog at the end of Q1 continues to be solid. At 3,400 units including a record 25% EV. In fact, at the January, have now close to 1,000 EVs sold in Q1 and in backlog, With some of them scheduled to be billed and delivered in fiscal 2027 Q1. Breaking down the Q1, $330 million in revenue into our two business segments, The BOSnet revenue was $308 million up $20 million versus prior year, due to increased prices across all products, including tariffs. As a result, our average bus revenue per unit increased by $9,000 from $135,000 to $144,000 or 6.5%. EV sales in Q1 were 121 units, just 11 units lower than last year as planned. Revenue for the quarter was almost flat with a strong $25 million. This great performance was in part due to increased demand for our parts as the city's aging as well as supply chain driven pricing actions and throughput improvement. Gross margin for the quarter was a record 21.4%, or two twenty basis points higher than last year. Due to pricing actions, manufacturing efficiencies, and quality improvement. Adjusted EBITDA of $50 million or 15% was higher compared with prior year by $4 million, forty basis points. In fiscal 2026 Q1, adjusted net income was a record to one at $32.5 million or $2 million higher than last year. Adjusted diluted earnings per share of $1 was up 8¢ versus the prior year. Slide 11 shows the walk from fiscal 2025 Q1 adjusted EBITDA to the fiscal 2026 Q1 result. Starting on the left at $45.8 million. The impact of the bus segment gross profit in total was $11.1 million, split between volume and pricing effects, net of material cost increases, of $7 million. And operational and quality improvements of $4.1 million. The parts segment gross profit was almost flat and our fixed costs and other income were unfavorable year over year by $6 million. Out of this, $2.6 million comprises of EV emission credits that were sold in fiscal 2025 Q1 sale which did not repeat again so far this year. Sum total of all the above-mentioned developments drives our record fiscal 2026 Q1 reported adjusted EBITDA result of $50.1 million or 15%. Moving on to slide 12. We have extremely positive developments year over year also on the balance sheet. We ended the quarter with a record $242 million in cash, and reduced our debt by $5 million over the last year. Our liquidity is very strong at a record $385 million at the end of fiscal 2026 Q1, a $106 million increase compared to a year ago. Additionally, we have executed another tranche of shares buyback of $15 million during fiscal 2026 Q1, $10 million of which concludes our $60 million prior stock buyback program. And $5 million began our new $100 million program with another $95 million left to go. The operating cash flow was very strong for Q1 at $37 million, driven by great operational execution and margins combined with the large advanced payment received for future EV units, which more than offset the seasonal increase in working capital. On slide 13, we want to share with you our updated fiscal 2026 guidance. Looking at Q1 actuals, we have bid in every metric our guidance past quarter, So we had a very strong start for the fiscal year. Q2 is forecasted to be a repeat of Q1, with additional cost pressures coming tariffs and labor costs and inflation on our SG and A. Continue to plan for a strong second half at 15% to 16% adjusted EBITDA margin with of eight 100 now scheduled for the year. We are maintaining our revenue to a range of $1.45 to $1.55 billion. And given our B21, we are raising our adjusted EBITDA to $225 million or 15% with a range of $215 to $235 million. We will provide further updates at the May after we close Q2. Moving to Slide 14. In summary, are forecasting an improvement year over year to a new record, with revenue up to approximately $1.5 billion, adjusted EBITDA in the range of $215 million to $235 million or approximately 15% and adjusted free cash flow of $40 million to $60 million in line with our typical target of 50% of adjusted EBITDA And after accounting for the extraordinary CapEx of $75 million as our 50% fiscal 2026 portion of the new plant investment funded by a DOE grant which is currently proceeding with the detailed planning and permitting phase. On to slide 16. Today, we are reconfirming the medium-term outlook at 15% margin with volumes of up to 10,000 units, including 500 strip chassis, generating revenues around $1.6 billion and with adjusted EBITDA $40 million Starting in 2029 and beyond, our long-term target remains to drive profitable growth to higher levels, towards $1.8 billion to $2 billion in revenue, comprising of 12,500 units including 1,000 to 1,500 strip chassis, and generate EBITDA of $280 to $320 plus million or 15.5% to 16% plus at best in class levels. The growth comes not only from improved EV mix, driven by sustained state funding and improved total cost of ownership over time, but also from our new global commercial chassis addressable market expansion, as well as our Microboard joint venture new plant in The US. We continue to be incredibly excited about Global's future, and now I will turn it back over to John. John Wyskiel: Thank you, Razvan. Let's move on to slide 17. Blue Bird Corporation is off to a great start for 2026. Starting at the top, we're tracking to 9,500 units for fiscal 2026. But with a 6% CAGR projected for the school bus market, as well as entering new market adjacencies, we see our long-term volume growing to 13,500 units between school bus, and commercial chassis. This translates to a revenue of $1.5 billion for 2026, with an adjusted EBITDA moving up to $225 million But when you factor our growth opportunities, our long-term outlook moves up to $2 billion in revenue, and $320 million in adjusted EBITDA. Expanding to 16% plus. And at the bottom of the page, you will see EV is still very relevant. This year, we are guiding 800 EVs, but continue to see 750 to 1,000 units per annum in our long-term outlook. Overall, Q1 has been a great start. And with the strong fundamentals of the industry, our investment in the future and our strength in this team, the outlook for Blue Bird Corporation is very strong. So as I closed in on my one-year anniversary, and returned to Blue Bird Corporation, I wanted to share a few high-level details about our updated strategy on Slide 18. It is based off of four key elements and positions the company for the future. First, as an almost 100-year-old company, business continuity and long-term stability is a core element. This includes investing and updating our manufacturing facilities and products. A great example is our new assembly plant, which is scheduled to launch in 2028. Infrastructure and competitive products are an essential part of our plan. The next element is a theme that has been consistent the last few years. Profitable growth. Of course, the school bus market is projected to grow over the next few years, and our new plant will allow us to capitalize on that. But for Blue Bird Corporation, it also means organically, expanding our total addressable market by entering new adjacencies. The Blue Bird commercial chassis, and the Microbird JV Buy America shuttle bus is a great example of profitable growth opportunities. Margin expansion is the next element. This area focuses on advancing competitiveness, and cost reduction. For Blue Bird Corporation, this means continuing our industry three point o automation initiative as I discussed at the beginning of the call. We are in a good path in this area with a strong automation road map that will be incorporated into our new assembly plan. But as well, the new plant will allow us further factor the future opportunities, including industry four point o initiatives. And the last area is putting the balance sheet to work. Blue Bird Corporation has strong liquidity and generates solid cash flows. Our balance sheet position allows us to be strategically opportunistic. We have the ability to grow through acquisitions, or exploit vertical integration. This is a tremendous area of opportunity for us. Overall, we have a balanced strategy that positions this great company for the future and delivers value to shareholders. I'll wrap it up on slide 19. This great company and iconic brand is almost 100 years old. Blue Bird Corporation has stood the test of time. We delivered outstanding results in the 2026. We continue to demonstrate credibility by delivering on our target. And looking ahead, our strategy, discipline, and demonstrated execution will set this great company up for the future and deliver value to our shareholders. As always, I want to thank our employees, our dealer network, our supply partners, and, of course, our investors. All are critical to our success. I remain excited about Blue Bird Corporation, and we had a great start for 2026. This company is a great American story with such a rich history and an exciting future ahead. Thank you. So that concludes our formal presentation for today, and I'd now like to hand it back to our moderator for the Q and A session. Operator: Thank you. We will now begin the Q and A session. If you would like to ask a question, If you would like to remove that question, please press star followed by two. Again, to ask a question, press star 1. As a reminder, if you are using a speakerphone, please remember to pick up your handset before asking a question. We will pause here briefly as questions are registered. Our first question comes from the line of Greg Lewis with BTIG. Greg, your line is now open. Greg Lewis: Yeah. Hi. Thank you, and good afternoon, and thanks for taking my I guess I'd like to start off maybe talking a little bit about margins. It was a good quarter around margins. You called out the benefit of maybe some of the cost efficiencies you're driving. And you you've also called called out the, you know, the the the the having to kind of pass through the tariffs. Could you kind of give us some color around how much of that was pricing versus how much of that was maybe efficiencies that you've been able to squeeze out of the company? Razvan Radulescu: Yeah. Hi, Greg. This is Razvan. If you look at the slide 11 about two-thirds came from net pricing and about one-third of it more or less is from better efficiency and quality. Let's I think the split that we have. So so as we look for you. Greg Lewis: Yeah. Yeah. So as we look at yeah. Yeah. So as we look out through, you know, the rest of the year, is is that kinda how we should be thinking about you know you know, the benefit of pricing I does it seem like we have the opportunity to kinda keep pushing that pricing through? Razvan Radulescu: So I would say on the efficiency and quality, these are sustaining improvements that we are making on the pricing side. However, is pricing net of material cost increases, so you have the variability of the cost of goods sold, supplier inflation, maybe volatility in tariffs. While at the same time, our last pricing action was in November for the new model year. Those pricing effects will come in the second half of this fiscal year. So it's a bit too early to tell, especially on the cost goods sold, how the second half of the year is gonna develop. Greg Lewis: Okay, great. Thanks for that. And then I did have a around the backlog. I know that there's as we think about the outlook for EV and you know, just given some of the, you know, some of the delays maybe we've seen and the potential for that backlog to build, Have customers kind of been shifting to the other alternatives, or is it kind of, hey. You know, we were is is I guess what I'm trying to understand is is is as as a percentage of the market, is is has diesel been gaining share here over the last couple quarters? Razvan Radulescu: Yeah. This is Razvan. I'll start and then my colleagues can join in for sure. In terms of the EV, we have a very strong backlog So, actually, between what we sold in Q1 and the backlog, we over a thousand units. And they said already some of these are bleeding into 2027 Q1 fiscal. Mhmm. And this is because of the timing it takes for the infrastructure to be ready at the sites of our customer. I would say on the EV, it's very strong, and we are already starting to 2027. In terms of diesel, we had a strong quarter for the diesel. We you could notice didn't affect our overall profitability because we have very strong margins across all our powertrains and product types. However, as people look at the emission regulations potentially for 2027, is still some uncertainty regarding where that's gonna land. So we may see a little bit pre-buy or a pull forward for some diesel units. Into this year. John Wyskiel: Yeah. And I don't have anything to add. We've always said diesel sticky, and and like you say, you've got this potential pull forward maybe for pricing. With the new regs. Greg Lewis: Okay. Super helpful. Thank you very much. Razvan Radulescu: Sure. Thanks, Greg. Operator: Thank you. Our next question comes from the line of Eric Stine with Craig Hallum. Eric, your line is now open. Eric Stine: Hi, everyone. Maybe we could just stick with that last question and maybe ask it a little bit differently. So, know, obviously, EV has continued to be pretty strong here. I know you've been in all fuels for, what, fifteen plus years, but I'm just curious specific to propane. I know you're exclusive there. You know, school districts still, you know, by and large want to get off diesel. So what kind of trends are you seeing, whether it's this quarter or going forward in propane? You know, what what type of advantage is that? I would think that that continues to resonate a bit in the market. And, you know, how do you see that kind of playing out going forward? John Wyskiel: Yeah. I'll start with a couple comments. I think from a from a marketplace, they still recognize propane as the best, total cost of operation. We also like you know, I guess, the the ease of converting a fleet over because with propane, you can go to a propane seller. They can install the infrastructure relatively easily, you know, as part of the contract for fuel. There's still a pretty strong acceptance, and and, I guess, know, compared to EV, they really like the infrastructure side. In terms of trends, I'm not sure I can comment anything there. Maybe my colleagues might be able to. Razvan Radulescu: No significant change at this point in dynamic. There. Eric Stine: Okay. Fair enough. Know, maybe just then talking about orders. I know on your last conference call, you you you talked about how it hadn't necessarily shown up you know, in terms of order improvement in the quarter that you had reported. But that you were starting to see it in Q1. Obviously, that came to fruition. You mentioned a little bit about EVs, but just curious as we're part of the way into Q2, you know, maybe what you're seeing just on the overall order front and then what you know, how you view as you said, you're you're about to get into, you know, where orders season kinda starts to pick up. You know? So how do you feel about that? What kind of trends are you seeing? John Wyskiel: Yeah. Great question. So a couple comments. Just, first, I mean, very strong order intake period. I think, as you know, we've been mentioned 45% increase. And I think that's validation. Of what we did in terms of stabilizing pricing. Now giving that certainty just allowed districts to go ahead and purchase. So I think that was a strong sign. And then look, whenever we talk about even, like, you know, in the backlog side, I'll talk little bit just for a minute on EV. Continued strong state funding. You know, New York, California, we're Illinois, Michigan all have strong funding, 1 and a half billion dollars. All of that helped contribute as well. So order intake, I'd say good quarter, strong validation, perhaps a little bit of Catch up from Q4. Was in there as well. So, again, pumping up the numbers. In terms of 45%, some of that's just catching up from orders that weren't placed. But overall, good validation. Eric Stine: Okay. And last one for me just on the capital allocation strategy. Obviously, balance sheet quite strong. You mentioned some potential acquisitions. I'm just wondering if you can just expand on your thoughts there a little bit, integration. Makes sense. I would assume if it's if it's something else, it wouldn't be too far afield from what you currently do. Razvan Radulescu: Yeah. This is Razvan. Thanks for the question. So on capital allocation, we have a very strong balance sheet, and we continue to remain focused and evaluate opportunities strategically both on the growth side, but also on the vertical integration side. So at this point, nothing special to talk about. However, our balance sheet is now stronger as it has ever been. And, therefore, it enables us to look strategically at different opportunity. John Wyskiel: Yeah. And, Eric, maybe the only thing I'll add is, look where we are. We can be opportunistic. Lots of options there for us in that regard. And I think, you know, for us, safe accretive, those are key elements of anything we would do in that area. Eric Stine: Okay. That's great. Thank you. Operator: Thank you. Our next question comes from the line of Mike Shlisky with D. A. Davidson. Mike, your line is now open. Mike Shlisky: Good afternoon, and thanks for taking my questions here. You help me frame the potential impact from your comments, John, about adding more, like, automation to the process I was curious whether that was already baked into what you said last quarter, two quarters ago about getting that to that 15% plus or does adding more emission Is that the plus? Do you have more you can do And just sense of just any kind of sense as to the size of the impact that it might have on your margins given what you know today. John Wyskiel: Yeah. Great question, Mike. Look. We're I guess the best way to say it is we've done the use case analysis We know what the returns are. They're favorable. Anything we're putting through. And I think, you know, the way we look at it, we have, a longer-term outlook there, and this know, fits within the outlook. You know, maybe it helps us in in terms of being some some tailwinds as we kind of, move towards that. But a good story overall in terms of the manufacturing story. Manufacturing strategy rather coming together. Mike Shlisky: Great. I also wanted to ask a question about the balance sheet and capital allocation. You know, pre-pandemic, you're operating with cash of, like, $50 million. Now you're at $240 million. And know, adding together your portion of the CapEx for the new facility, what you've got left on your buyback, you know, other things you've got going on. And what you've got probably from a cash flow because for the rest of the year here, you're gonna have probably more cash than you know what to do with. I'm just curious if new M and A A if no M and A comes into view anytime soon, what is your kind of regular plan? Is it just to buy back more shares? Or some other way to that cash to use. I'm just not sure what else you could do if you can't if you don't find a deal. Going forward. Razvan Radulescu: Hey, Mike. Yeah. Thanks for the question. So we outlined our capital allocation strategy in the last earnings call. We didn't repeat it here today. However, you are correct. We have the share buyback program up a $100 million approved by the board. We spent $5 million already. In Q1 out of this program. We are looking at a big capital investment for the new plant of our portion of $100 million or so over two years. We also are increasing a bit our regular CapEx spending and we are investing also a lot in engineering with the different engineering and the emissions regulations that are coming in the next couple of years. But, obviously, as time develop, at least on a yearly basis, we are gonna revisit that strategy. And then potentially consider other avenues Maybe in the future, we could evaluate a dividend program, but we are not quite there yet. Mike Shlisky: Got it. Could I just squeeze one more in here about market share going forward because of some previous issues the last year or two about one of your competitors having some issues with reducing on time, things out out the out the door, were some weird swings in in market share. Do you have anything that you done or that's on your that's on your radar screen for the rest of calendar '26 here as far as any company that's been also acting strangely or new models or things like that that might affect your share one way or the other, or is it pretty steady from here? John Wyskiel: No. I think it may be a couple things. As, you know, one of our competitors had some supply issues. Seems like they've gotten through that, and I think it's maybe normalized the market share that we're seeing right now. I don't know if Mark Rosvan has anything else to add. Razvan Radulescu: Yeah. That's it. From what we see from order intake, it I would say business as usual. Mike? Mike Shlisky: Okay. Outstanding. I'll pass it along. Thank you. John Wyskiel: Thanks, Mike. Operator: Thank you. Our next question comes from the line of Chris Pierce with Needham. Chris, your line is now open. Chris Pierce: Hey. Just one question for me. I guess I know that it's tariff pass throughs on pricing. But I I guess I'm just curious about what you're hearing from distributors, the industry. I mean, when you talk about that $9,000 per bus, is there any sort of pushback out there from buyers? Or kinda what are buyers saying to you? And then what role does pricing play as far as long-term margin guidance as well? Razvan Radulescu: Yes, Chris. So our tariffs are very different between internal combustion engine buses and EVs. So our tariffs for internal combustion are now below $5,000 per bus, but the EVs are above $10,000 per bus. So I'm not sure. Where the $9,000 is. So coming from. But definitely, we see tariffs as a tax imposed by the government, they are working very hard with our supply chain partners to minimize those in a volatile environment. Where different countries go on different lists from time to time. So it's a bit difficult to come up with a consistent supply and sourcing strategy. Geographically in this environment. But we are working to minimize those. At the same time, we are working with our dealers and our customers and providing them certainty going forward right now all the way through June. For fixed tariff pricing, for future delivery. So this point, our target remains to be margin neutral on tariffs. John Wyskiel: Yeah. And I think maybe with that $9,000, I just wanna clarify, Chris, might come from at the beginning, we talked about our $8,800 change in price from prior year. Which we said roughly half is tariff, half is pricing action. Chris Pierce: Yeah. For sure. But in in the end, the customer still have to pay that I just I was kinda curious if you're hearing anything from distributors as far as elevated pricing. Which I know is because of tariffs, but I'm just kinda curious what the market is saying. John Wyskiel: Yeah. Well, look. A couple things. And I know there could be some of you know, we were 45% up for the quarter on order intake. Some of that may be catch up from the prior year. But the reality is know, unfortunately, there's tariffs now that they're all dealing with. But the in terms of if you were to compare it to, is there any fatigue? Maybe there's they're not happy, but at the end of the day, they recognize all the manufacturers have them. And then I think the other side of it is they recognize they have to change the fleet out. You know, there are buses that are coming into that ten-year window right now, a heavy number. That they simply have to change, and it becomes a matter of economics. It's easier to or more effective to replace the unit than to keep it going. Chris Pierce: Okay. That makes sense. Appreciate that the detail. Thank you. Operator: Thanks, Chris. Thank you. Our next question comes from the line of Craig Irwin with Roth ROTH Capital Partners. Craig, your line is now open. Andrew: Guys. It's Andrew on for Craig. First one for me, I kinda touched a lot provide a lot of detail on on kind of the alt fuel buses. But looks like within EVs, you guys kinda nudged up your the midpoint of your annual guide backlog remains solid. You talked about sourcing and EPA funding flowing. So can you just provide a bit more color on what you're seeing in the overall EV market? Razvan Radulescu: Yeah, Andrew. Thanks for the questions. This is Raz. Yeah. We see strong orders supported both by the EPA rounds 23 and the state funding subsidies that are out there. And, yes, we raised our guidance for this year to 800 units. And I would say part of the upside to our to go higher on both revenues and EBITDA for the year is, comes from EV. So to the extent that we can build more and deliver them, we will do that in this year, and this gives the upside to our guidance. On the other side, the the downside to our guidance comes from tariffs. And the cost coming from tariffs that we can't fully predict right now. So those are the two puts and takes for the guidance. And we feel very good about the EV right now. John Wyskiel: Yeah. Maybe just just a couple other things. The you know, of course, there's a federal side that we just talked to with around one through five. But then on the state side, I always reiterate New York California, Oregon, Illinois, Michigan, there's about a billion 5 in funding there. And then a lot of these big fleets just have mandates. They wanna get to certain thresholds in terms of EVs, as a portion of their fleet, and that includes both big fleets as well as states. So when you roll it all together, we've we've continued to say EV is relevant. Andrew: Great. Well, appreciate the color. And then, second from me, I know it's not a big driver in in twenty six, but I know last quarter, you provided an update on the commercial chassis, your prototyping some models with some different body types. Can you just provide some additional color and and update there? And if we can still kind of expect around a 100 units. Towards the latter half of the year. John Wyskiel: Yeah. For sure. So first of all, we took our first order know, first first of '30, I guess, is best way to say it, from one customer. And this is a customer that helped us with the development and know, working through what they wanted to see from a field standpoint. What we're doing now is we're going through normal engineering loops and then we're kinda rolling up our bill and doing all that or bill materials and working that process. Our production SOP now looks like it's gonna be you know, I would say, later fourth quarter, which is gonna push out units into next year. But, again, our focus on this whole thing is this is a new entry, so we wanna make sure we got it right from quality. A durability perspective, from a price perspective. Getting all that right is is important. It matters. Razvan Radulescu: Maybe just to clarify in terms of guidance, we substituted those 100 sales with buses for the total year, so we maintain the 9,500, but due to the timing of production, this strip charges will start to be revenue recognized and sold for the income statement purposes. In fiscal 2027 Q1. Andrew: No worries. Thank you. Operator: Thank you. There are currently no questions registered. So as a brief reminder, if you would like to ask a question, please press 1 on your telephone keypad. There are no more questions waiting at this time. So I would like to pass the conference back over to John for any closing remarks. John Wyskiel: Yes. Thank you, William, and thanks to each of you for joining us on the call today. Blue Bird Corporation has delivered a great start for 2026 with strong results, beating expectations, and raising our guidance, and this is despite a challenging environment. With the fundamentals of the industry and the key elements of our strategy, I remain very optimistic for Blue Bird Corporation and its future. And we look forward to updating you on our progress next quarter. Should you have any follow-up questions, please don't hesitate to contact our head of investor relations Mark Benfield. Blue Bird Corporation continues to be stronger than ever and has an amazing future ahead as we approach our one-hundredth anniversary next year. Thanks again from all of us at Blue Bird Corporation, and have a great evening. Operator: Thank you. That concludes the Blue Bird Corporation Fiscal 2026 First Quarter Earnings Call. Thank you for your participation. You may now disconnect your lines.
Operator: Greetings, and welcome to the ASGN Incorporated Fourth Quarter and Full Year 2025 Earnings Call. At this time, all participants are in a listen-only mode. A question and answer session will follow the formal presentation. If anyone should require operating assistance, please press 0 on your telephone keypad. It is now my pleasure to introduce your host, Kimberly Esterkin of Investor Relations. Thank you. You may begin. Kimberly Esterkin: Good afternoon. Thank you for joining us today for ASGN's soon to be Everforth's Fourth Quarter and Full Year 2025 Conference Call. With me are Theodore S. Hanson, Chief Executive Officer, Sadasivam Iyer, President, and Marie L. Perry, Chief Financial Officer. Before we get started, I would like to remind everyone that our commentary contains forward-looking statements. Although we believe these statements are reasonable, they are subject to risks and uncertainties and as such, our actual results could differ materially from those statements. Certain of these risks and uncertainties are described in today's press release and in our SEC filings. We do not assume any obligation to update statements made on this call. For your convenience, our prepared remarks and supplemental materials can be found in the Investor Relations section of our website at investors.asgn.com. Please also note that on this call, we will be referencing certain non-GAAP measures, such as adjusted EBITDA, adjusted net income, and free cash flow. These non-GAAP measures are intended to supplement the comparable GAAP measures. Reconciliations between GAAP and non-GAAP measures are included in today's press release. I will now turn the call over to Theodore S. Hanson, Chief Executive Officer. Theodore S. Hanson: Thank you, Kim. Thank you for joining our fourth quarter and full year 2025 earnings call. As we begin 2026, I want to thank everyone who joined us for our Investor Day this past November. If you have not had a chance to view the presentation, a replay of the webcast is available on our website. Our Investor Day provided a valuable platform to showcase our next wave growth strategy and the significant progress we made in our transition toward higher value, higher margin, technology and digital engineering solutions. At this event, we also had the opportunity to introduce several of our solutions leaders, with presentations brought to life by our advanced capabilities in AI, cybersecurity, and enterprise platforms. AI is now a dominant driver of demand, with nearly 80% of enterprises planning to increase their AI spending in 2026. These investments are driving growth in solution capabilities vital to the successful deployment of AI enterprise-wide. Sadasivam Iyer, our president, will speak more on that shortly. Turning to our fourth quarter 2025 results, which we previewed with you in our recent Quinox announcement, ASGN delivered solid results for the quarter. Revenues of $980.1 million were at the top end of our guidance range, with IT consulting revenues comprising 63% of the total, up from 59% in the prior year. Adjusted EBITDA margin was 11%, exceeding our expectation. Commercial consulting bookings had a record $444.4 million, translating to a book to bill of 1.3 times for the quarter, and 1.2 times on a trailing twelve-month basis. Volume of new consulting work continues to grow, as our customers increasingly recognize the importance of preparing data, building infrastructure, and deploying enterprise platforms to harness the full potential of AI. In our federal segment, new contract awards totaled $144.2 million, or a book to bill of 0.9 times on a trailing twelve-month basis. Federal contract backlog was approximately $3 billion at quarter end, or a coverage ratio of 2.5 times the segment's trailing twelve-month revenue. In addition to traditional high holiday-related seasonality, the lengthy government shutdown delayed award activity in the fourth quarter. Nonetheless, we are seeing solid pent-up demand in Q1, and increased defense, intelligence, and national security budgets position our federal business strongly for the future. As we discussed at our Investor Day, our clients are increasingly seeking us out as one of their strategic technology partners. To meet this demand, we have been proactively transforming our business, advancing our solution capabilities, developing proprietary assets and accelerators, and partnering with leading technology companies to better serve our clients' IT needs. Continuing this transformation momentum in 2026, we will be adopting a new customer and investor-facing brand, Everforth, unifying our commercial and federal brands under a single dynamic identity. Our transition to Everforth, a name rooted in forward progress, is designed to unlock our scale as an enterprise and increase cross-selling by bringing the breadth of our solutions to our enterprise clients, all while supporting continued revenue growth and margin expansion. While organic revenue growth remains a primary focus, we will also pursue strategic acquisitions that enhance our solutions capabilities and technology partnerships. I am pleased to report that just two weeks ago, we announced our intent to acquire Quinox, an agile, results-driven digital solutions provider. As an acquirer of choice, we employ a proven, repeatable acquisition strategy, our M&A playbook, which is guided by well-defined strategic filters and rigorous financial criteria. The acquisition of Quinox followed this disciplined approach. From a strategic standpoint, joining forces with Quinox represents a key step forward in our long-term strategy to enhance our digital engineering and global delivery capabilities. Like ASGN, Quinox is exceptionally client-centric, maintaining customer relationships for well over a decade. We are excited to leverage their established client connections to broaden our market presence, and as we did with GlideFast and TopLock, pull Quinox's capabilities across our gold nugget commercial client base. From a financial perspective, Quinox is an accretive transaction that strengthens our market position without compromising the strength of our balance sheet or our financial flexibility. Our disciplined approach to capital allocation enables us to make strategic acquisitions like Quinox while still investing organically and buying back our shares. In the fourth quarter, we generated $93.7 million in free cash flow and bought back $64.2 million in shares. We continue to repurchase shares in the first quarter, and with a newly approved $1 billion share repurchase program, we are well-positioned to provide sustainable shareholder returns. To build upon our discussion, let me now turn the call over to our president, Sadasivam Iyer, to speak about Quinox's digital engineering capabilities and global delivery strength. Sadasivam Iyer: Thanks, Ted. It's great to speak with everyone this afternoon. It has certainly been a busy and productive start to the New Year, and I share Ted's enthusiasm about the acquisition of Quinox. Over the past few months, I've had the opportunity to meet with Quinox's executive team. It is very clear from our meetings that there is a strong cultural fit between our organizations. Cultural alignment is at the heart of a successful acquisition and integral to the comprehensive process that shapes the M&A playbook Ted discussed. During our Investor Day, we spoke about our journey towards becoming a top-tier technology and digital engineering company. I'm proud to report that we're well on our way, expanding our digital engineering capabilities. Fourth quarter bookings for application engineering and services practice nearly doubled quarter over quarter. By integrating Quinox's deep expertise in application management and modernization, analytics, and enterprise platforms into our existing practice, we will immediately expand our market share. In addition, Quinox's alliance partnerships with companies such as AWS, Databricks, Salesforce, SAP, and Calypso complement our own partner network and will enable us to co-create agile, future-ready solutions that accelerate value for our customers. The ability to deliver complex digital engineering capabilities is key for us to be competitive. Quinox significantly enhances our delivery capability and broadens our delivery footprint with its highly global capability centers in India. These centers will form the foundation of our offshore delivery platform and complement our best-in-class nearshore operations in Mexico. As a leader in offshore delivery, Quinox deploys cutting-edge technologies, including AI, across its delivery model. Quinox's proprietary assets combined with an AI-first workforce help promote automation, compliance, and speed to value for every single client. As Ted emphasized, we are an acquirer of choice, and I'd like to believe that part of that strong reputation comes from our unique market positioning. We have the scale of a large IT services player but also the velocity and agility of a startup. An agile, results-driven digital technology company like Quinox aligns seamlessly with our business objectives and supports our long-term growth strategy. With that as background, let's turn to our industry performance for the fourth quarter. In our commercial segment, year-over-year growth was driven by a combination of improvements in healthcare accounts, which improved by mid-teens, and consumer and industrial accounts, which improved by low teens. Growth in the healthcare industry was seen across our provider, pharmaceutical, and biotech clients. In the consumer and industrial space, industrial saw the largest improvement, followed by materials and utilities accounts. We also achieved low single digits revenue growth in the TMT vertical as compared to the prior year. Looking sequentially, on a billable day adjusted basis, we saw growth in four of our five commercial segment industries. Healthcare accounts posted mid-single digit improvements with growth in payers, providers, and pharmaceutical accounts. TMT also improved mid-single digits with telecom, e-commerce, and software and services all increasing. In addition, as we anticipated on our last quarter's call, the financial services industry returned to sequential growth on a billable day adjusted basis, picking up low single digit improvements from 2025. Within this industry, we achieved sequential improvements in wealth management, regional banks, diversified financials, and insurance accounts. In our federal segment, we track our revenues across four types of customers, which are defense and intelligence, national security, civilian, and other clients. Defense, intelligence, and national security accounts continue to comprise approximately 70% of our total government revenues. Government-sponsored entities such as USPS, state and local customers, and commercial entities comprise our other clients category. The other clients category saw mid-teens growth year over year due to expansion of our data, AI, and modernization efforts for USPS, as well as increases in cybersecurity work for commercial clients. Defense and intelligence revenues improved low single digits year over year due in part to additional funding for Project Maven, a flagship geospatial AI contract for the Department of War. For those who have not had a chance to view our Investor Day presentation, I'd highly recommend watching the video on Project Maven, an incredible case study in mission-ready AI. Moving from industries to solutions, as Ted highlighted at the beginning of today's call, we continue to secure projects that strengthen technology infrastructure and enable governance readiness for enterprise-wide AI usage. Let me provide a few examples from the fourth quarter. For a top five US bank, our financial service industry experts were engaged to improve the bank's testing automation and governance ecosystem. Working hand in hand with our client, we deployed a bank-wide modernization program across online banking, mobile platforms, and partner integrations, vastly improving our client's enterprise-wide functionality and governance. Also, within financial services, our team helped a major US online banking and credit card company maintain its system performance as it underwent the merger with another major financial institution. As a part of this DevOps project, our engineering and applications team coordinated infrastructure changes, monitored system health, and managed the building, testing, and deploying of software to ensure a smooth transition as the two banks joined forces. On the theme of data migration, during the fourth quarter, our telecom industry experts partnered with Snowflake, for whom we are an elite AI data and cloud services partner, to enable a major US connectivity and communications company to centralize marketing data from a variety of external vendor systems in Snowflake. Now in 2026, we are laying a governed foundation for Snowflake's Cortex, Snowflake's native AI ML capability that will enable our client to securely run built-in features such as large language models, AI-powered apps, and GenAI Insights. AI's explosive growth, powered by soaring energy demands, is driving unprecedented expansion in data center capacity worldwide. Our cloud and infrastructure team is actively collaborating with clients and rapidly scaling their AI data center fleets. For example, we are currently partnering with a major hyperscaler to operationalize multiple data centers on what is already one of the largest AI data center campuses in the world. For this project, we are responsible for managing the hyperscaler's critical environments and leading the complex logistics required to deploy and integrate the data center's advanced system. Ultimately, scaling AI from concept to production requires addressing long-standing challenges of fragmented tools, governance complexity, and resource constraints. In response to these inherent challenges, in November, we launched our AI Factory, a unified framework designed by our joint commercial and government AI teams to empower organizations to integrate AI seamlessly into their core business strategies. Understanding the challenges around safe and secure AI deployments, our teams have been particularly focused on our solutions related to AI governance. Our federal cybersecurity experts have been busy demoing our AI Factory's Watchtower, a monitoring tool with built-in TrustOps, to both our federal and commercial clients. In addition to building our own assets and accelerators, we are partnering with enterprise platforms to co-deliver high-impact solutions to our commercial and federal clients. Starting with our federal segment, in the fourth quarter, we were awarded additional funding by the Department of Homeland Security and the agency's Continuous Diagnostic and Mitigation Program Office to deploy Elastic's AI capabilities at scale. Our federal team boasts more Elastic certified engineers than any other organization other than Elastic itself and was recently named Elastic's top services partner of the year. In addition to Elastic, we continue to be a leading ServiceNow provider in the federal space, leveraging ServiceNow's agentic capabilities in new initiatives across the Departments of Homeland Security, War, and Energy. We also recently established a strategic partnership with Wiz, a rapidly growing cloud security company in the process of being acquired by Google. In the fourth quarter, we won our first engagement with Wiz for the Centers for Medicare and Medicaid Services, establishing our footprint in the high-value federal healthcare market. On the commercial side of our business, we continue to make great progress in advancing our positioning with Workday. During the fourth quarter, we were selected as one of the first partners approved to deploy Paradox, Workday's candidate experience agent. Paradox uses conversational AI to simplify interactions and deliver better experiences. Conversational AI use cases are growing rapidly. As a part of our Salesforce 360 partnership, for example, we are integrating AgentForce into Slack to enable clients to search their Salesforce CRM with ease. As we expand our value proposition as Everforth, Salesforce, ServiceNow, and Workday will all be central to our cross-platform AI strategy. These are just a few of the many advanced solutions capabilities we deployed in the fourth quarter. We are excited about the future and look forward to continuing to advance our next wave growth strategy. With that, I'll turn the call over to our CFO, Marie L. Perry, to discuss ASGN's fourth quarter 2025 performance and first quarter 2026 guidance. Marie L. Perry: Thanks, Shiv. For the fourth quarter, revenues totaled $980.1 million, at the top end of our guidance range, and relatively consistent with the prior year period. Revenues from our commercial segment were $698.6 million, an increase of 0.9% compared to the prior year and up 2.2% sequentially on a billable day adjusted basis. Assignment revenue totaled $359.2 million, a decline of 12% year over year, reflecting continued softness in portions of our commercial segment that are more sensitive to changes in the macroeconomic cycle. Revenue from our commercial consulting, the largest of our high-margin revenue streams, totaled $339.4 million, an increase of 19.2% year over year. Excluding TopLock, which we acquired in March 2025, consulting revenues improved mid-single digits year over year. Revenues from our federal government segment were $281.5 million, a decrease of 3.7% year over year. Turning to margin, gross margin for 2025 was 28.9%, consistent with the prior year. Gross margin for our commercial segment was 32.6%, which is in line with the prior year. Gross margins from our federal government segment were 19.9%, a decline of 60 basis points year over year due primarily to the loss of higher margin contracts related to Doge. The impact of Doge will anniversary in March 2026. SG&A for the quarter was $210.5 million compared to $197.9 million in 2024. SG&A expenses included $10.7 million in acquisition integration and strategic planning expenses. These items were not included in our previously announced guidance estimate. Also relative to guidance, our estimates assumed an effective tax rate of 28%. In the fourth quarter, our effective tax rate was 36.4%, above the 28% forecast, driven primarily by discrete one-time items not included in our guidance. For the fourth quarter, net income was $25.2 million, adjusted EBITDA was $107.9 million, and adjusted EBITDA margin was 11%, above our guidance range driven mainly by a greater mix of commercial segment revenue. At quarter end, cash and cash equivalents were $161.2 million, and we had approximately $455 million available on our $500 million senior secured revolver. Our net leverage ratio was 2.4x at the end of the quarter. As Ted previously mentioned, we had very strong free cash flow generation in the fourth quarter. Free cash flow was $93.7 million, a conversion rate of approximately 87% of adjusted EBITDA, well above our conversion target rate of 60% to 65%. We continue to deliver value to our shareholders, and in the quarter, we deployed roughly $64.2 million of our free cash flow to repurchase 1.4 million shares at an average share price of $46.5. On a full-year basis, free cash flow was also strong and totaled $288.1 million, or 68.2% of adjusted EBITDA. We deployed $170.1 million of free cash flow to repurchase 3.1 million shares in 2025 at an average price of $55. We have approximately $972 million remaining on our $1 billion share repurchase authorization. Reemphasizing Ted's prior commentary, our strong free cash flow is a hallmark of our business model. It provides a strategic advantage that enables us to fund growth initiatives, opportunistically repurchase shares, and invest in strategic M&A, all while maintaining a healthy balance sheet. By following a disciplined and balanced approach to capital allocation, we can invest in high-return opportunities and prudently manage our leverage, driving sustainable long-term value for our shareholders. With that in mind, in January, we signed a definitive purchase agreement to acquire Quinox for $290 million in cash. The acquisition, which remains subject to HSR approval, is anticipated to close in March. Post-close, we anticipate our net leverage ratio will be approximately 2.9 times after funding the acquisition with cash and borrowings on our revolver. We are committed to reducing our debt over time to bring our net leverage closer to our 2.5 times target. We will, however, continue to opportunistically balance capital deployment with organic investment and share repurchases. Turning to guidance, our financial estimates for 2026 are set forth in our earnings release and supplemental material. These estimates are based on current market conditions and assume no further deterioration in the markets we serve. Guidance also assumes 62 billable days in the first quarter, which is the same number of billable days as the year-ago period, and one more day than 2025. We typically see a low single-digit decline in revenue from the fourth quarter to the first quarter despite the increase in the sequential billable day due to a seasonal reset that occurs annually. Our quarterly estimates do not include any acquisition and strategic planning expenses. As we highlighted during our Investor Day, we are streamlining our technology systems and deploying strategic efforts to generate sizable structural cost savings for our business. These cost savings are progressing as planned and will ramp up further over the coming quarters. Our first quarter guidance incorporates two additional considerations. With regards to adjusted EBITDA margin, the first quarter typically sees an approximate 100 basis point decrease sequentially related to our annual payroll tax reset. In addition, our first quarter guidance does not include a contribution from Quinox. Quinox is expected to generate low to mid-teens revenue growth in 2026 over 2025 revenues of approximately $100 million. We anticipate nine months of Quinox's 2026 revenues will be incorporated into our full-year financials. Quinox also anticipates adjusted EBITDA margin in the low 20% range for the year. With that as background, for 2026, we are estimating revenues of $960 million to $980 million, net income of $25.8 million to $29.4 million, adjusted EBITDA of $93.5 million to $98.5 million, and adjusted EBITDA margin of 9.7% to 10.1%. Thank you. I'll now turn the call back over to Ted. Theodore S. Hanson: Thanks, Marie. We entered the New Year energized by the progress we've achieved and the robust foundation we've established. Our strategic initiatives are firmly in place, and our strong balance sheet and disciplined approach to capital allocation empower us to pursue growth opportunities with confidence. The acquisition of Quinox is a great example of our M&A playbook in action and directly aligns with the strategy to enhance our digital engineering and global delivery capabilities, as we highlighted at our recent Investor Day. The upcoming launch of Everforth, our new unified customer and investor-facing brand debuting in the first half of this year, also marks a transformative step in our Next Wave growth strategy and will enhance our operational efficiency and scale. Ultimately, by integrating cutting-edge technology, world-class engineering, and deep expertise, we are very well positioned to adapt and thrive in today's rapidly evolving AI-driven business landscape. That concludes our prepared remarks. I want to thank all our employees for your incredible efforts this past year. Your unwavering commitment to our clients is evident and will most certainly guide us to success in 2026. With that, let's open up the call to questions. Operator: Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press 2 to remove yourself from the queue. For participants using speaker equipment, it may be necessary to pick up the handset before pressing the star key. One moment please while we poll for questions. Our first question comes from the line of Jeffrey Marc Silber with BMO Capital Markets. Please proceed with your question. Jeffrey Marc Silber: Thanks so much. I wanted to focus on, I guess, your M&A strategy. If you can tell us what is your focus? I know you've been a little bit more acquisitive over the past. What are you looking for? How comfortable are you in terms of continued leverage? Theodore S. Hanson: So, Jeff, thanks for the question. I'll just go back to the Investor Day. Obviously, organic growth first, that's always the primary focus. We're beginning sequentially and soon here year over year to get back to organic growth rates here on a positive basis. If you think about the acquisition strategy, you know, overall, at the highest level, it's identifying solution capabilities that we see are in the greatest need of our enterprise clients, and then pulling those acquired solution capabilities across our enterprise account base. Our acquisition of GlideFast and ServiceNow ecosystem was a great example of that. Our acquisition of most recently of TopLock within the Workday ecosystem, another example of that. And now with Quinox, real digital engineering capabilities, deep and complex systems, and being able to deploy that across this account base and with it getting an offshore platform delivery capability was really the point here. But again, it's solution capabilities that we see are in demand. And, you know, I think the good thing about this, Jeff, is we get to see these because we're sitting at the table with our clients understanding their strategic IT roadmaps, and then we can pull back from that and say, can we position for that organically or is this an opportunity to buy versus build, if you will, from an M&A standpoint? And I'm sorry. The second part of the question was comfortable being with leverage. Yeah. Well, look. I think we're post-acquisition gonna be at 2.9. I mean, I would say that's still very modestly leveraged. So one, we have to have confidence in our numbers going forward, which we have visibility to. Two, we have to have confidence in the target and their ability to generate the revenues and EBITDA they expect coming in. And then three, we have to have a pathway if we're gonna take on a modest amount of leverage to get the acquisition done to see a path to delever back below our target of two and a half. And so I think all three of those things are in alignment, if you will, this time. And, you know, Jeff, from past acquisitions, when we've made larger platform acquisitions, we've levered up to 3.8 times probably on six different occasions. And within eighteen to twenty-four months, delevered right back down below our target of two and a half. Jeffrey Marc Silber: Okay. Great. Thanks so much. Operator: Thank you. Our next question comes from the line of Tobey O'Brien Sommer with Truist Securities. Please proceed with your question. Tobey O'Brien Sommer: Thanks. Along the same lines of acquisitions, how do you think about the capital allocation tension between buying back your stock, which is at a multiple that you can see, and buying commercial IT consulting businesses that carry higher margin and usually are growing more quickly than sort of the mothership but also fetch a premium to the aggregate multiple of the company? Theodore S. Hanson: Yeah. Well, look, Tobey, I think on the one hand, you know, doing share repurchases is a very accretive thing, where the stock is trading today. But we have to be mindful that that's also a permanent retirement of capital, right? And there's some investment that needs to go into the firm both organically and pointed towards M&A, to position the firm to where we need to be for the future. And we're very fortunate that at this scale, we can do both. Both are accretive. As you said, the acquisition is accretive to growth rates, to gross margins, to EBITDA margins, to cash flow, and to strategy. And so, you know, I think the two of those work hand in hand. So we're certainly mindful of that. But you can't be all one or the other. You have to have a strategy around both. Tobey O'Brien Sommer: Okay. Then for the government consulting business, what's your outlook for that? ODBA funding has been sort of slow to percolate through and work its way into actual contracts and revenue and profit. We do have a budget behind us. What do you think there's an opportunity for your book to bill to kind of materially improve with the convergence of those items over the next two or three quarters? Theodore S. Hanson: Yeah. I said, you know, we kind of are where we were coming out of the third quarter. The only difference was we had a shutdown, which kind of slowed things down for a number of weeks longer than anyone anticipated. But I think in the back half of the quarter, award activity was moving along. I think here in January, we've obviously been dealing with, you know, getting past a shutdown, which by and large we have except for, you know, on the Department of Homeland Security side. And I think as that gets resolved, the cycle is moving here. And I expect award activity to be strong in the areas that are getting budget support, which is Department of Defense and security and intelligence. And I think we're well-positioned for that. So as always, something comes up in this industry segment that seems to push things down the road a bit, but the budget is certainly there now. We feel good about our positioning there. From a solution capability, I mean, we play exactly where dollars are being shifted towards. So I think all those things lined up. I think it's just a matter of timing and what we said coming out of, you know, the third quarter was we thought there would be heavy award in the first half of the year, and those would begin to be realized in terms of growth in the second half of the year. And I think that's still the case. Tobey O'Brien Sommer: Okay. The last one for me, if I can sneak it in. With respect to gross margin, within government consulting, what's a reasonable sustainable range for gross margin here in a, hopefully, a post-Doge world? Marie L. Perry: Certainly. So to your point, with Doge, we will lap in March '26. And so we've really seen consistently what we've talked about, less than 2% total revenues. Probably equates to about $15 million. On a steady state, for federal gross margin, it's probably closer to the 20% gross margin and maybe a little more to that. Operator: Thank you. Our next question comes from the line of Surinder Singh Thind with Jefferies. Please proceed with your question. Surinder Singh Thind: Thank you. Ted, can you provide maybe a bit more color on this idea that, you know, the client demand for AI is beginning to pick up, and you're starting to see demand drive there on the consulting side of the business and maybe talk about the push-pull versus are there maybe offsets within the staffing business or how should we think about the clients' desire to really transform and use your on the consulting side, but then maybe internally, they want to use some of the tools to be more efficient. And the impact on staffing. Theodore S. Hanson: Yeah. Well, let me take the second. I'll let Shiv take the first. I think what's going on in the staffing program is two things, Surinder. I mean, obviously, that business is, you know, kind of sequentially steady, so I don't see a lot of movement either way. On the program opening up wider or having less volume sent through it. It's certainly at a moderated level. And I think it's because, really, there's a buying behavior change going on with our clients, where they used to open up that staffing spigot very wide and let resources flood in to work on internal projects, I think they're being very judicious about that. So way that they control spend also, it's a way they further control outcomes. Right? As if the client more and more is making investments in certain technology outcomes they want to get to, but they're doing it on an outcome basis where there's real scope, real delivery, that they can see what the investment is and what the return is. You know? And with that being impacted by AI, I really don't think that it's not what we view, but you know, I think it's more around the two things I just mentioned. Shiv, on the first part of that? Sadasivam Iyer: Yeah. Look. I think you're right. AI is a big driver of demand on a number of dimensions. You know, if I were to put a spectrum to it all the way from using AI for different use cases are either industry-specific or sort of horizontal. Customer service, any of those. So a lot of work around readiness and modernization of the application stack as well as data. And what we're actually seeing is even for clients that have done some of the readiness work, they're finding that scaling is still challenging because of interoperability considerations, because of just not having a framework to manage this massive AI applications that are being developed. And to be into production, govern, traceability, all of those elements. So demand across the spectrum, whether clients are getting ready or if they're ready, how do you actually take advantage of the technology at scale? Surinder Singh Thind: That's helpful. And then as a follow-up with Marie, could you maybe elaborate on the cost savings plan and what it means for 2026? I think in the prepared comments, you talked about generating, you know, sizable structural cost savings. And that, you know, these are gonna ramp up over the coming quarters. So just any color around magnitudes, run rates, anything like that, that would be helpful. Marie L. Perry: So as we kind of noted with respect to the cost savings, so we gave a net $80 million of cost savings, if you will, over the three-year period. Indicated that that cost savings would be kind of moderate in '26 but really building in '27 and '28. The reference in the prepared remarks was really around the acquisition integration and strategic planning cost of $10.7 million. Operator: Thank you. Our next question comes from the line of Maggie Nolan with William Blair. Please proceed with your question. Maggie Nolan: Thank you. The commercial consulting growth, I think it was nearly 20% year over year. Can you talk about the mix of that? Like what was project-based versus maybe longer duration manager platform-led work? And then tie that into your thinking about revenue visibility in the coming year 2026? Sadasivam Iyer: Oh, so we've seen growth across the board, Maggie. It's a lot of transaction or project-based implementation work, whether it's around our platforms. We've seen a pretty significant growth, as I mentioned, in the prepared remarks in our application engineering and services space, which has been growing pretty rapidly. Our data and AI work is actually also growing pretty rapidly from that perspective. And so we're seeing demand across the board for our solution set. It's a mix of sort of, as you rightly pointed out, more longer-term projects. And, you know, I would say, implementation-driven projects. We're seeing a pretty healthy mix of both of those. We're also seeing more fixed and fixed-price improvements in our pricing from a project perspective. So as you look forward from a revenue outlook perspective, we also noted our bookings for the fourth quarter, which were a pretty significant number ending up at a very healthy book to bill of about, you know, 1.3 plus, which really gives us a pretty good platform to build on. Now keep in mind, as we continue to pivot our business, we're constantly trying to improve the more long-term piece of the consulting business. It's still ramping up that curve. So we still have a lot of work that has finite starts and ends, which sometimes results in bookings converting into revenue over time. Right? Typically happens at the end of Q4 to Q1 where we see revenues ramp up a little bit more. Slower than usual. But that mix is constantly improving, and that's what we're striving to do is to get more secure longer-term projects we don't have to deal with ebbs and flows. Maggie Nolan: Thank you. That's helpful. Can you talk a little bit as well from an end market and perspective? You know, obviously, healthcare and consumer and industrial look pretty good. What are you seeing in terms of financial services or TMT? And, you know, any early commentary on budgets for 2026 from clients now that they finished their budgeting processes? Sadasivam Iyer: Look. I think we're seeing a pretty steady demand, I would say. And it's not like we're, as we've said before, and I said in my prepared remarks, our sequential improvement in financial services was outside of the big banks. So those are the ones we're actually waiting and watching in terms of a pivot. So we're still trying to get an early read. As Ted said before, some of the flow of demand that we're seeing on the staffing side from requisitions and everything else is holding steady. So still trying to get a better handle. So we've not seen what I would call a massive inflection in demand. I think demand is holding steady to moderately positive. We are seeing more uptick in demand in both TMT and software and services, as I noted, because of all the work that is happening around data centers and data center build-out and the demand for those services. Theodore S. Hanson: So, Maggie, if you think about it sequentially, four or five industries up, Q3 to Q4. That's certainly a positive. That's a better progress we've had from an industry standpoint. And then for the fourth quarter, three industries of the five up year over year. Right? Kinda held back by, you know, what's going on with big banks and also what's going on in the services space. Correct. So, you know, it's progress that pulls it will say, and so we're cautiously optimistic. But we do, you know, I would say we need to see some inflection in the big bank area to really contribute to the total to move forward at a little hotter pace than what we're seeing right now. Maggie Nolan: Okay. Thanks, Ted. Thanks, Ted. Operator: Thank you. Our next question comes from the line of Kevin McVeigh with UBS. Please proceed with your question. Kevin McVeigh: Great. Thank you so much. Hey. I just want to clarify. Was there any impact in the quarter from the government shutdown? Theodore S. Hanson: So there was a small impact from the government shutdown during the quarter. Well, we mostly had it programmed in. At the beginning. It went on for a few weeks longer, obviously, than we thought. But, you know, it wasn't material to the outcome for the entire quarter. Kevin McVeigh: Got it. It's helpful. And then if you could on the offshore capability through Quinox were interesting. Is that enhancing what you have, or is that just new capabilities that you're bringing offshore? Sadasivam Iyer: Well, it's all new capabilities we're bringing offshore. You know, we have a very small presence in India, driven by some of our past acquisitions, largely in the realm of those platforms ServiceNow and Infor. But this brings a whole new set of complex, mature delivery capability across sort of the life cycle, whether it's, you know, application modernization management, whether it's, you know, modern application development, a lot of new digital integration capabilities, which are critical as, you know, clients are looking to make some of these AI solutions work from an interoperability perspective. And also some very specific capabilities around platforms, around Salesforce, Calypso, and even SAP. So it's frankly, a lot of truly incremental net new, but a much more advanced complex for, global delivery model. Kevin McVeigh: That's helpful. And then just my last one real quick. Do you have any contracts with DHS? Theodore S. Hanson: We do. So where? They're obviously a pillar customer of ours. An important customer, a lot of important cybersecurity work and other work. I think that look. As we go through this, obviously, they're gonna be adjudicating the, you know, the funding here for DHS, and there are certain things at odds. I don't think any of that affects our work. We don't do a lot or anything that touches some of the areas that are kinda at odds in the conversation in the further funding of DHS forward. Kevin McVeigh: Great. Thank you. Operator: Thank you. Our next question comes from the line of Mark Marcon with Baird. Please proceed with your question. Mark Marcon: Hey. Good afternoon, and thanks for taking my questions. Kevin, Shiv, I'd just like to step back to some of your initial commentary with regards to, you know, AI. Obviously, there's been a lot in the news about AI regarding, you know, fast companies, data retrieval services, that's And what I'm wondering is, you know, when you're taking a look at your client base writ large, to what extent are you seeing them just focus on AI? And to what extent are you also seeing like, we've had other companies that have basically said, that they felt like some of their clients, you know, were basically stalling on some, you know, legacy or more traditional kind of SaaS implementations because they wanted to see how AI was going to, you know, shake out and what needed to be done. And now that they've some of them have come to the conclusion that, you know, maybe they're not quite ready, and so they're proceeding with some projects that they previously stalled and that there was some releasing of pent-up demand. Are you seeing any of that? And when we think about the industry groups that are picking up, and are seeing good sequential growth, to what extent of that is, you know, pure AI type projects as opposed to more legacy or traditional projects? Sadasivam Iyer: Look. I think, Mark, let me start by saying we're not seeing that. Right? I don't think we're seeing large client signals that say they're stopping implementation projects because they think AI can do what those platforms can do for them. Right? And, you know, as Ted and I have repeatedly maintained, these enterprise platforms, at least for our large client, don't we don't believe are going anywhere anytime soon because of just the nature of those systems and how interconnected they are to the workflows and the processes. And where the canonical data truth resides within those organizations. So that's sort of the first part of the question. In terms of your second part, look, we're seeing healthy demand across, as I said, all our capability areas. Look. If you think about I talked about application engineering services. A lot of that is focused on both legacy technologies as well as new product development that these companies are doing. I talked about, you know, data and AI growing very, very fast for us. So a lot of work both in data but data, but also pure AI around use cases. Around governance, around, you know, scalability and trust, in AI. So the demand pattern is pretty healthy across the solution stack. Mark, I don't think there's a we're seeing any massive shift of funds or other stop some things and go fund en masse AI projects at scale. Mark Marcon: Great. That's what I thought. I just wanted to confirm that. And then with regards to Quinox, if I'm getting the right information, it looks like they have between fifteen hundred and eighteen hundred and eighty-eight people. Is that kind of a bench model? And how quickly can that business scale with some of the cross-selling that you're gonna end up bringing in? And what sort of gross margins do they typically produce? Sadasivam Iyer: Yeah. So great questions. So, typically, let me start with the numbers you have are accurate. They're roughly somewhere between the eight to around the 2,000 number, if you may, Mark. It's a very, very robust platform and can actually scale pretty rapidly depending on how we choose to sort of and the speed at which we want to take it and deploy it across our base, if you may. And, because, you know, it's a very well-run machine in terms of its talent supply chain, the ability to scale, and, you know, I may have mentioned it in previous it runs at an attrition level that is half of what the industry average is, which is great because part of the challenge in scaling up tends to be just the ability to replace and replenish talent in India. So all pretty positives. Positive. The gross margins are in the high close high I would say, low forties. And EBITDA margins in the twenties. Theodore S. Hanson: And I think, Mark, if we if there's maybe something of note, I'd say different about this. Versus our past acquisitions. They come into the first year, we really think that because of their ability to scale on their platform, in India from a resource standpoint, and the need from our client base to engage in the opportunities here with them that we can go a little faster on the revenue synergy side. Than maybe we would in a typical acquisition in the first year. So, you know, our hope is that those synergies appear a little sooner. You know, but that'll we'll be careful about picking, you know, a finite number of opportunities and really engaging thoughtfully as we do that. But one of the most attractive things about this acquisition beyond their solution capabilities and their global delivery footprint was the fact that they could naturally scale up very quickly. And if you'll remember, we did the same thing, in our nearshore operation when we acquired EnerSys, which had, you know, maybe about a thousand resources that we moved pretty quickly up to about 2,000 on an organic basis. So we think the same opportunity exists here. Mark Marcon: That's great. Thank you. Operator: Thank you. And we have reached the end of the question and answer session. I would like to turn the floor back to CEO Theodore S. Hanson for closing remarks. Theodore S. Hanson: Great. Well, thank you, everyone, for attending our fourth quarter and 2025 earnings release, and we look forward to speaking with you in a short number of weeks in April on our Q1 2026 earnings call. Have a great evening. Operator: Thank you. And this concludes today's conference. You may disconnect your lines at this time. We thank you for your participation.
Operator: Greetings. Welcome to the Align Fourth Quarter and Full Year 2025 Earnings Call. At this time, all participants are in a listen-only mode. A question and answer session will follow the formal presentation. Please note this conference is being recorded. I will now turn the conference over to your host, Shirley Stacy with Align Technology. You may begin. Shirley Stacy: Good afternoon, and thank you for joining us. I'm Shirley Stacy, Vice President of Corporate Communications and Investor Relations. Joining me for today's call is Joe Hogan, President and CEO, and John Morici, CFO. We issued fourth quarter and full year 2025 financial results today via Business Wire, which is available on our website at investor.aligntech.com. Today's conference call is being audio webcast and will be archived on our website for approximately one month. As a reminder, the information provided and discussed today will include forward-looking statements, including statements about Align's future events and product outlook. These forward-looking statements are only predictions and involve risks and uncertainties that are described in more detail in our most recent periodic reports filed with the Securities and Exchange Commission, available on our website and at sec.gov. Actual results may vary significantly, and Align expressly assumes no obligation to update any forward-looking statement. We have posted historical financial statements with corresponding reconciliations, including our GAAP to non-GAAP reconciliation, if applicable, and our fourth quarter and full year 2025 conference call slides on our website under Quarterly Results. Please refer to these files for more detailed information. With that, I'd like to turn the call over to Align Technology's President and CEO, Joe Hogan. Joe? Joe Hogan: Thanks, Shirley. Good afternoon, and thanks for joining us today. On our call today, I'll provide an overview of our fourth quarter and full year 2025 results and discuss the performance of two operating segments, System Services and Clear Aligners. John will provide more detail on our Q4 financial performance and comment on our views for 2026. Following that, I'll come back and summarize a few key points and open the call to questions. I'm pleased to report fourth quarter results with better-than-expected revenues and clear aligner volumes, as well as non-GAAP gross margin and non-GAAP operating margin, both above our outlook, and the highest non-GAAP operating margin since 2021. Q4 revenues were a record $1,048,000,000, up 5.3% year over year and 5.2% sequentially. For the full year 2025, total revenues were a record $4,000,000,000, up 1% year over year. Systems and services revenues were $790,000,000, up 2.7% year over year. Fiscal 2025 clear aligner revenues were $3,200,000,000, up 0.5% year over year on record clear aligner volumes of 2,600,000 cases, which are up 4.7% year over year. For the year, a record 936,000 teens and kids started treatment with Invisalign clear aligners, up 7.8% year over year for fiscal 2025. Total DSP touch-up cases shipped were over 136,000, up 36% compared to 2024. We also delivered fiscal 2025 non-GAAP operating margin of 22.7%, above our 2025 outlook. In terms of major milestones, as of 12/31/2025, over 296,000 active Invisalign-trained doctors have treated over 22 million people worldwide, including over 6,500,000 teens and growing kids, with Invisalign clear aligners and Invisalign palette expanders. For clear aligners, Q4 revenues of $838,000,000 were up 5.5% year over year and up 4% sequentially. Q4 clear aligner volume was also a record 677,000 cases, up 7.7% year over year and up 4.5% sequentially. On a year-over-year basis, Q4 lighter volume growth was driven by strength in EMEA, Latin America, and APAC, with stability in North America. Q4 clear aligner volume growth reflects strength from adults and teens and growing kids patients, as well as growth in both the GP and ortho channels. On a sequential basis, Q4 clear aligner volumes reflect strong growth from the EMEA region, driven primarily by adult patients, as well as continued strength in Latin America from teens, growing kids, and adult patients. For Q4, 88,000 doctors submitted Invisalign cases globally, a record high for the fourth quarter, driven primarily by a record number of orthodontists submitters. Dental service and orthodontic service organizations, DSOs or OSOs, remain one of Align's most important and scalable strategic growth channels and a major catalyst to making digital dentistry the global standard of care. As DSOs continue to outpace growth rates of traditional retail practices globally, they are becoming one of the most influential forces shaping digital dentistry. In many respects, their scale, operational discipline, and need for consistent tech-enabled workflows make them ideal partners for accelerating adoption of the Invisalign system, iTero scanners, and fully digital workflows across large networks of general dentists and orthodontists. This practice consolidation trend strengthens brand preference and utilization as DSOs increasingly prioritize efficiency, clinical predictability, improved patient experience, and importantly, scale. Align has proven its leadership as the world's most sophisticated treatment planning and 3D printing manufacturing operation. Our ability to scale and meet the patient needs speed, rigor of those rapidly growing DSOs is unmatched globally. Over the past year, we continue to make strong progress with DSOs across all major regions. In The Americas, we deepen partnership with top DSOs, building on our successful Heartland and Spauld doctors relationships. Our top 10 DSOs in The Americas grew double digits year over year, and retention was up double digits in The Americas. These gains helped offset broader orthodontic market softness in North America retail chain where consumer sentiment and patient inflow remained pressured. North America DSO Performance Remained Very Strong. Delivering Double Digit Year Over Year Growth Led By Strength In The Adult Category. In EMEA, 10 DSOs in the region. DSOs continue to drive expansion in both Invisalign case volume and iTero scanner penetration. Across all regions, DSOs remain high growth, digitally forward partners that amplify Align's reach and impact. Their continued adoption of Invisalign and iTero reinforces the strength of our digital platform as DSOs help move more of the industry toward a fully digital standard care. In The Americas, clear aligner volumes were up year over year, representing one of the best growth rates since 2021. This was led by double digit growth in Latin America, which delivered record quarter shipments, driven by more submitters and higher utilization across both the orthodontist and GP channels. With strength across adults, teens, and kids. We also reached a major Invisalign milestone in Q4 by surpassing one million patients treated with Invisalign in Latin America. North America, we focused on driving adoption of Invisalign and saw encouraging results across our portfolio. Our year over year performance reflects higher utilization across all channels. We continue to see that practices taking an active approach to conversion Scanning Every Patient, Using Chairside Visualization Tools, And Offering Patient Financing Or Performing Better Than Those That Don't. While DSOs Are Leading The Way In North America, we're helping retail doctors adopt similar business methods through localized marketing, outside patient financing, and tools that help doctors attract and convert patients. Affordability also remains a priority. Our partnership with the health care financing platform, HFD, continues to grow, and doctors and DSOs enrolled in HFD are seen as incremental lift to Invisalign treatment. With meaningful room for expansion. And by offering more portfolio flexibility, including streamlined configurations with no additional aligners, doctors have more options to meet patients' needs and drive adoption. In EMEA, clear aligner volumes grew double digits. Year over year reaching record Q4 levels. We delivered double digit growth year over year across almost all markets with Iberia, The Nordics, and The UK all delivering double digit growth. During the quarter, we surpassed key patient milestones reaching over a million patients treated in both The UK and Iberia. In APAC, clear aligner volumes grew double digits year over year, achieving a record number of Q4 shipments by China, India and Korea. With strength across teens and growing kids. Growth reflected increases in both submitters and utilization in the GP channel, as well as an increase in ortho submitter utilization. Invisalign First continued to to grow adoption of the Invisalign Palate Expander System Began The Region During The Quarter. Retention Performance Remained Strong Year Over Year, Supported By Increased Utilization Across Both Channels. Regarding China's volume based procurement process or VPP, there continues to be implementation delays, and early phases are expected to begin within the public hospital system before expanding more broadly. As a reminder, over 85% of our business in China is in the private sector. While timing and scope remain fluid, we believe we are well positioned to navigate eventual pricing changes through our established local footprint, including local manufacturing, regulatory, and commercial infrastructure, and a product portfolio designed specifically China's clinical and economic environment. In Q4, over 230,000 teens and growing kids started treatment with Invisalign clear aligners an increase of 7% year over year. This growth was driven by strong performance in APAC, led by China, along with EMEA and Latin America, partially offset by continued softness in North America Sequentially, case starts declined 9.8% as expected, following an exceptionally strong Q3 teen season. From a product standpoint, Invisalign First, the Invisalign pallet expander, and MAOB, mandibular advancement with occlusal blocks, continue to fuel year over year growth across all regions. Invisalign First is used for patients ages six to 10. Addressing phase one needs such as crowding, spacing, narrow arches, and erupting teeth. Our pallet expander system, the first direct printed orthodontic appliance, and the only FDA cleared removable pallet expander, remains a strong driver of early intervention adoption globally. Doctor engagement in the teen and early intervention category remains solid, In Q4, the number of doctors submitting cases for teens and growing kids increased six percent year over year supported by continued strength in Invisalign First, outlet expander, and MAOB. Invisalign system continues to demonstrate broad clinical applicability across younger patients and adults. Reinforced by our global scale and exceptional product portfolio, with more than twenty two million patients treated worldwide, including over six point five million teens. Our treatment planning platform is powered by a robust evidence based ClinCheck Y plan, which can generate initial doctor ready plans in about fifteen minutes. Leverages AI driven planning tools and integrated digital workflows to reduce cycle times, enhance chairside experience, and help doctors convert patients more efficiently. Our portfolio strategy, including products, with lower upfront cost options, is expanding access for doctors while maintaining healthy margins. These configurations give providers more choices around refinements, and pricing that continue to support adoption. We're also advancing direct fabrication transitioning from thermal forming to three d printing of clear aligner appliances. Direct fabrication will unlock new design flexibility, and, over time, reduce waste and lower cost although early production has some dilutive margin impact until scale. We remain on track for limited market release of Invisalign First Direct three d printed retainers and Invisalign Specifics three d printed prefab attachments in 2026 with more complex products expected to follow in 2027. Invisalign specific attachment system is a direct three d printed accessory indicated to bond attachments and engagement features. Over the past year, it has advanced through technical design assessment, and has been used successfully to treat over a thousand patients. Feedback from participating doctors has been consistently positive. Demonstrating strong clinical adoption and market validation. For imaging systems and CADCAM services, which includes iTero solutions and Exocad software, Q4 revenues were 209,000,000, up 4.2% year over year and up 10% sequentially, driven by higher volumes across all regions, and continued adoption of iTero lumina scanner. Lumina represented approximately 86% of full systems units in the quarter, and we continue to drive utilization through full systems installations. During Q4, Exocad delivered sequential year over year revenue growth We continued piloting ExelCAD ART stands for advanced restorative treatment, in several European markets. With broader rollout plan for this year. ART extends a digital platform deeper into restorative and lab workflows. Increasing software driven reoccurring revenue, enhancing efficiency for doctors and labs. Exocad's strong footprint in dental labs provides a critical connection point between restorative dentistry and digital orthodontics. Helping integrate restorative planning more tightly with iActero's scanning and Invisalign treatment. As GPs and labs we are developing across solutions that streamline restorative workflows. Improve communications, and increase predictability. From single tooth restorations to full arch cases. These advancements support broader digital adoption and create more opportunities to incorporate iTero scanning, and, where clinically appropriate, Invisalign treatment as part of comprehensive care. Our growing suite of digital and diagnostic tools, including Align Oral Health Suite, and Align X-ray Insights or AXI helps doctors identify conditions earlier, deliver clearer, more informed treatment recommendations. When combined with the restorative capabilities of exocad, and the visualization strength of iTero, these tools support better long term oral health outcomes and naturally connect straightening, function, and restorative care with a unified digital platform. By strengthening our capabilities across diagnostic, restorative, and orthodontic workflows, we're increasing our relevance in everyday oral health care and positioning Align, iTero, and Exocad as essential partners across the GP and lab ecosystem. With that, I'll now turn it over to John. John Morici: Thanks, Joe. Now for our Q4 financial results. Total revenues for the fourth quarter were $1,047,600,000 up 5.2% from the prior quarter and up 5.3% from the corresponding quarter a year ago. On a constant currency basis, Q4 revenues were unfavorably impacted by approximately $3,000,000 or approximately 0.3% sequentially and were favorably impacted by $14,800,000 year over year. Or approximately 1.4%. Q4 clear aligner revenues were $838,100,000 up 4% sequentially, primarily due to higher volume and mix shift to higher price countries and products partially offset by higher discounts. Higher net deferrals, and unfavorable foreign exchange. Unfavorable foreign exchange impacted Q4 clear aligner revenues by approximately $2,300,000 or approximately 0.3% sequentially. Q4 clear aligner average per case shipment price was $1,240, a $5 decrease on a sequential primarily due to higher discounts, higher net deferrals, and unfavorable foreign exchange, partially offset by a mix shift to higher priced countries and products. On a year over year basis, Q4 clear aligner revenues were up 5.5% primarily from higher volume price increases lower net deferrals, and favorable foreign exchange, partially offset by higher discount and mix shift to lower priced countries and products. Favorable foreign exchange impacted Q4 clear aligner revenues by approximately $12,400,000 or approximately 1.5% year over year. Q4 clear aligner average per case shipment price was $1,240 down $25 on a year over year basis, primarily due to higher discounts mix shift to lower price countries and products, partially offset by price increases. Favorable foreign exchange, and lower net deferrals. Clear aligner deferred revenues on the balance sheet as of 12/31/2025 decreased $33,900,000 or 2.9% sequentially and decreased $61,400,000 or 5.1% year over year and will be recognized as as revenue as additional aligners are shipped Q4 Systems and Services revenues of $209,400,000 were up 10.3% sequentially primarily due to higher scanner system sales and nonsystem sales partially offset by lower scanner wand sales and unfavorable foreign exchange. Q4 systems and services revenues were up 4.2% year over year primarily due to higher nonsystem sales, favorable foreign exchange and flat scanner system sales. Partially offset by lower scanner wand sales. Foreign exchange unfavorably impacted Q4 systems and services revenues by approximately $700,000 sequentially or approximately 0.3%. On a year over year basis, systems and services revenues were favorably impacted by foreign exchange of approximately $2,500,000 approximately 1.2%. Systems and services deferred revenues was flat sequentially. And decreased $24,600,000 or 11.2% year over year due in part to the shorter duration of service contracts selected by customers on initial scanner system purchases. Moving on to gross margin. Fourth quarter overall gross margin was 65.3%, up 1.1 points sequentially primarily due to operational efficiencies, impairment on assets held for sale in the third quarter, excess inventory write off in the third quarter, and lower restructuring and other charges partially offset by higher depreciation expense on assets disposed of other other than by sale. Gross margin was down 4.8 points year over year, primarily due to higher depreciation expense, on assets disposed of rather than by sale partially offset by operational efficiencies. The lower restructuring and lower restructuring and other charges. Overall gross margin was unfavorably impacted by foreign exchange of 0.1 points sequentially and favorably impacted by foreign exchange of 0.5 points on a year over year basis. On a non GAAP basis, which excludes stock based compensation, amortization of intangibles related to certain acquisitions, depreciation expense, on assets disposed of other than by sale, restructuring and other non GAAP charges, gross margin for the fourth quarter was 72% up 1.6 points sequentially and up 1.2 points year over year. Clear aligner gross margin for the fourth quarter was 64.2%, down 0.7 points sequentially, primarily due to depreciation expense on assets disposed of other than by sale, partially offset by operational efficiencies. Foreign exchange unfavorably impacted clear aligner gross margin by approximately 0.1 sequentially. Clear aligner gross margin for the fourth quarter was down six points year over year, primarily due to the depreciation expense of assets disposed of other than by sale and lower ASP. Partially offset by operational efficiencies. Foreign exchange favorably impacted clear aligner gross margin by approximately 0.5 points year over year. Systems and Services gross margin for the fourth quarter was 69.6%, up 8.4 points sequentially primarily due to excess inventory write off in the third quarter partially offset by lower ASP. Foreign exchange unfavorably impacted the systems and service services gross margin by approximately 0.1 points sequentially. Systems and services gross margin for the fourth quarter was up 0.2 points year over year primarily due to operational efficiencies, partially offset by lower ASP. Foreign exchange favorably impacted systems and services gross margin by approximately 0.4 points year over year. Q4 operating expenses were 5 and $28,300,000 down 2.7% sequentially and down 4.4% year over year. On a sequential basis, operating expenses were $14,600,000 lower, due primarily to lower restructuring costs partially offset by slightly higher advertising and marketing and technology spend. Year over year operating expenses decreased by $24,500,000 primarily due to lower restructuring costs. On a non GAAP basis, excluding stock based compensation, restructuring and other charges, and amortization of acquired intangibles related to certain acquisitions depreciation expense on assets to be to be disposed of, other than by sale. And other non GAAP charges, operating expenses were $480,900,000, up 3.8% sequentially and up 1.3% year over year. Our fourth quarter operating income of $155,300,000 resulted in an operating margin of 14.8%, up approximately 5.2 points sequentially and up approximately 0.3 points year over year. Operating margin was unfavorably impacted from foreign exchange by approximately 0.3 points. Sequentially and favorably impacted by foreign exchange by approximately 0.2 points year over year. On a non GAAP basis, which excludes stock based compensation, restructuring and other charges and amortization of intangibles related to certain acquisitions, depreciation expense on assets disposed of, other than by sale, and other non GAAP charges operating margin for the fourth quarter was 26.1%, up 2.3 points sequentially and up three points year over year. Interest and other income and expense net of the fourth quarter was an income of $21,300,000 compared to an expense of $1,600,000 in 2025, primarily due to gain on investments. On a year over year basis, Q4 interest and other income and expense was favorably was favorable compared to an expense of $3,400,000 in '24, primarily by favorable foreign exchange movements and gain on investments. The GAAP effective tax rate in the fourth quarter was 23.1%, compared to 40.1% in the third quarter and 26.3% in the fourth quarter of the prior year. The fourth quarter GAAP effective tax rate was lower than the third quarter effective tax rate, primarily due to the release of uncertain tax position reserves, partially offset by deferred tax adjustments from tax rate changes in certain foreign jurisdictions, and additional taxes accrued on foreign earnings. The fourth quarter GAAP effective tax rate was lower than the fourth quarter effective tax rate of the prior year primarily due to the release of uncertain tax position reserves and lower U. S. Taxes on foreign earnings. Partially offset by deferred tax adjustments from tax rate changes in certain foreign jurisdictions. Additional tax accrued on foreign earnings and change in our jurisdiction jurisdictional mix of income. On a non GAAP our non GAAP effective tax rate in the fourth quarter 20%, which reflects our long term projected tax rate. Fourth quarter net income per diluted share was $1.89 up $1.11 sequentially and up 50¢ compared to the prior year. Our EPS was unfavorably impacted by approximately $05 on a sequential basis and favorably impacted by $0.3 on a year over year basis due to foreign exchange. On a non GAAP basis, net income per diluted share was $3.29 for the fourth quarter, up $0.68 sequentially and $0.85 year over year due to higher revenue and lower operating expenses. Moving on to the balance sheet. As of 12/31/2025, cash and cash equivalents were $1,094,900,000 up sequentially $90,300,000 and up $51,000,000 year over year. Of the $1,000,000,094,900,000 balance, dollars 166,300,000.0 was held in The U. S. And $928,600,000 was held by our international business. During Q4 twenty twenty five, we repurchased approximately 700,000.0 shares of our common stock at an average share price of $142.87 These repurchases were made pursuant to the $200,000,000 open market repurchase plan announced in August 2025. And were completed in January 2026. During twin 2025, we repurchased 2,900,000.0 shares of our common stock at an average per share price of $162.09 for a total of $465,900,000 As of 12/31/2025, $831,000,000,200,000 remains available for repurchases of our common stock under our $1,000,000,000 stock repurchase program. Announced in April 2025. Q4 accounts receivable balance was $1,101,800,000 up sequentially Our overall day sales outstanding was $94 down approximately $7 sequentially and up approximately four days as compared to 2024. And primarily reflect flexible payment terms that are part of our ongoing efforts to support Invisalign practices. Cash flow from operations for the fourth quarter was $223,200,000 Capital expenditures for the fourth quarter were $35,900,000 primarily related to investments in our manufacturing capacity and facility. Free cash flow, defined as cash flow from operations minus capital expenditures, amounted to $187,300,000 Before I turn to our outlook, I'd like to provide the following remarks regarding U. S. Tariffs, as of December 31. Currently, we do not expect a material change to our results of operations as a consequence of the latest U. S. Tariff actions. And we refer you to our 2025 press release and earnings materials as well as our Q2 twenty twenty five webcast slides which includes specifics regarding potential impacts on U. S. Tariffs. Now turning to our outlook. Assuming no circumstances occur beyond our control, such as foreign exchange, macroeconomic conditions, and changes to our currently applicable duties, including tariffs or other fees that could impact our business. We expect Q1 twenty twenty six worldwide revenues to be in the range of $1,010,000,000 to $1,030,000,000 up 3% to 5% year over year. We expect Q1 twenty twenty six clear aligner volume to be up mid single digits year over year. We expect Q1 twenty twenty six clear aligner average selling price to be up sequentially from favorable geographic mix. We expect systems and services revenue to be down sequentially consistent with our typical Q1 seasonality. We expect our Q1 twenty twenty six GAAP operating margin to be 12.4% to 12.8%, down sequentially and Q1 twenty twenty six non GAAP operating margin to be approximately 19.5%, consistent with Q1 seasonality. For fiscal twenty twenty six, we expect 2026 worldwide revenue growth to be up 3% to 4% year over year, We expect 2026 clear aligner volume growth to be up mid single digits year over year. We expect the 2026 GAAP operating margin to be slightly below 18% approximately 400 basis points improvement over 2025 and non GAAP operating margin to be approximately 23.7%, 100 basis point improvement year over year as communicated during our third quarter earnings call. We expect our investments in capital expenditures for fiscal twenty twenty six to be $125,000,000 to $150,000,000 Capital expenditures primarily relate to technology upgrades additional manufacturing capacity, as well as maintenance. Q4 was a good finish to the year. With results that came in better than expected and reflect the continued strength of our business fundamentals. As we enter 2026, we are executing with focus and discipline, and we're encouraged by the progress we're seeing across the regions and key customer segments. Our confidence is grounded in the actions we're taking to actively manage the business, and drive growth through our core strategic priorities. Expanding international adoption, increasing orthodontic utilization part particularly among teens and kids, accelerating GP engagement, including restorative dentistry, and strengthening consumer demand conversion with greater emphasis on local last mile marketing. While the macro environment remains dynamic, we are cautiously cautiously optimistic. With a strong innovation road map, disciplined operational execution, and a global team committed to delivering for doctors and their patients we believe we are well positioned to deliver growth and value in 2026 and beyond. With that, I'll turn it back over to Joe for final comments. Joe Hogan: Thanks, John. In summary, I'm pleased with the fourth quarter results and strong finish to 2025. We delivered sequential and year over year growth in clear aligners, saw improved stability in North America, and delivered solid performance in imaging systems and services, International markets and our DSO partners continue to show encouraging momentum. And we're tailoring region regional specific strategies supported by local manufacturing and product offerings to unlock meaningful, still untapped demand. Across DSOs and GP dentists, we strengthen clinical training, expanded AI enabled tools, and broadened financial partnerships support utilization and improve access to Invisalign treatment. Our localized data driven marketing programs are beginning to improve retail conversion in targeted markets, and our evolving product portfolio designed around affordability, flexibility, and predictive is resonating with doctors. The teens and growing kids category remain a major long term opportunity. Supported by unique solutions like Invisalign First, Invisalign pallet expander system, and MAOB. We continue to invest in innovation across AI driven treatment planning, integrated digital workflows, and direct fabrication capabilities. Key areas highlighted in investor day that improve predictability, increase speed, strengthen our cost structure, and enhance margins over time. These investments support our broader priorities consistent execution, improved operating leverage, stronger conversion, and disciplined capital allocation. At the same time, remain grounded in the realities of the current environment. Our opportunities are significant, but sustained momentum in 2026 will require disciplined execution across regions, channels, and product lines, particularly strengthening North America, improving conversion throughout the funnel, and scaling internationally. Looking ahead, we're cautiously optimistic. Our strategy is clear. Our competitive advantages are strong, and our innovation road map is aligned to the needs of doctors, patients, and our partners globally. Realizing the full value of these assets will require continued focus and consistent performance. We remain committed to expanding access to Invisalign treatment, accelerating conversion, and advancing the next generation of digital orthodontics. Powered by the world's largest orthodontic data asset, real time ClinCheck planning, and the only fully integrated digital ecosystem spanning Invisalign iTero, and Exocad. Together, these capabilities position us to broaden adoption, strengthen utilization, improve efficiency, and drive long term value for customers, patients, and shareholders. As we move into 2026. With that, thank you for the time. I'll turn the call over to the operator. Operator: Thank you. At this time, we'll be conducting a question and answer session. If you would like to ask a question, please press 11. On your telephone keypad. You will then hear an automated message advising your hand has been raised. You may press 11 again if you would like to remove your question from the queue. It may be necessary to pick up your handset. Before pressing the keys. One moment, please. Our first question comes from the line of Elizabeth Anderson with Evercore ISI. Elizabeth Anderson: Hey guys, good afternoon. Congrats on a nice quarter and outlook and thanks for the question. I was wondering, Joe, if you could maybe parse apart and maybe conceptually, if you can't do it numerically, of how we think about this improved volume performance. Do you think it's sort of underlying market trends accelerating? I noticed you're also there's a big emphasis seems like, the sales force towards higher growth channels. So I'm just trying to understand how much of it you think is market driven and how much you think is perhaps a different sales strategy or marketing strategy that you guys are adopting? Thanks so much. Joe Hogan: You know, I'd know, I'd say stability when you look at the markets and what we've really worked through. Elizabeth, recently, I'd say on top of that stability, you see us executing well in this of, you know, we talked about the DSOs all around the world, and and really, honestly, incredible growth they've been able to drive over the last, really, several quarters for the business. I think our portfolio, like we talked about with young patients, you know, again, you think about the pallet expander, MAOB, those those things, Invisalign First are are great products. There's also a strong attachment rate we're seeing with when you have IPE along with Invisalign First. Those things 40% of the time will evolve into Invisalign First case. So that's a nice part of that early teens marketplace that we're helping to grow that marketplace overall. So then DSP and touch up cases and all are really a big growth area for us too. Elizabeth Anderson: Got it. No. Thank you for that additional color. And then maybe, John, one for you. As you talk about sort of the positive ASE perhaps in the first quarter. Anything you can do to help us put a little bit more of a parameter around what you would consider sort of that positive growth? John Morici: Yeah. I think when you look at the the mix that we have, as we've in certain countries, and we've we've talked about this, you know, certain countries give us more of a favorable ASP mix, and we expect that as as we grow in some of these these regions that have a higher list price, and that that will help us. And then also balancing the product portfolio. You know, where we have, you know, some of those products that are more comprehensive, and and we see some of that growth coming through. So there's a there's a multitude of of of things that we see from an ASP, standpoint, but manage it closely, understand what it means from an ASP all the way to gross margin, and you know, we see a good combination there. Elizabeth Anderson: Great. Thanks so much. Operator: Alright. Thank you. And our next question comes from the line of Brandon Baskas, with William Blair. Hey, everyone. Thanks. Brandon Baskas: Thanks for taking the questions. Maybe first, Joe, can we spend a minute another minute you know, sounds like things are stable in end markets. Just to us a little bit about what that means. And in part, I'm asking because think the next question then becomes, like, what is the assumption as you think about the 2026 guidance What are you guys kind of assuming both on the international side and the North or the Americas side for end markets? Joe Hogan: Brandon, it's Joe. I I you know, open up with this and let John jump in is I'd say we're projecting, you know, what we experienced in the second half of the year. The execution we've had, obviously, from a global standpoint, the good penetration and growth that we've seen there, Again, leveraging the early teens like I talked about before with Elizabeth in those areas. And so we continue to run the plays we've been running from an execution standpoint and a product standpoint. Not just globally, but in Americas and North America too. Challenge. And so John Morici: just on that, Brandon, we're not expecting our forecast is is saying, look. We we expect the markets to to behave like they are. No no change in terms of what we've seen. It's about us driving that that active conversion approach that we have. Some of it on on the products, and the portfolio that we have. Some of it is in terms of how we go to market. Some of the last minute or last mile efforts that we have to be able to help those those customers drive that conversion. So it's just it's just taking that mindset and and building that forward. But really not expecting the markets to be anything different, and that's what's included in the forecast. Brandon Baskas: Got it. And then, that that's helpful. Joe, you the comments you were making around DSOs are are really interesting. I know this has been a a strong point for you guys for a while, I think this is the first time I've heard you say some of the DSOs grew triple digits. And I I guess the question is, can you just talk to us a little bit, like, how early you are in this adoption curve in the DSOs I'm trying to get a sense of how many of these can continue to grow in the double digit or even some of them in the triple digits as you go through 2026. Thanks for the questions, guys. Joe Hogan: Yeah. I think there's two parts to that. The answer to that question, Brandon. One is the continued DSO penetration. As they move to a larger percentage of the markets that they participate in. And now behind that, we've, you know, recruited and, you know, been recruited by other DSOs help to join that. So our penetration in DSOs around the world has increased too. You know, as I said in my script too, we are a natural partner because we do we can scale on so many dimensions with them. And it's it's you know, some of these DSOs had worked with some competitive suppliers of when they look at us, they understand that we can we can scale treatment planning. We have local kind of distribution. There's just so many areas that we can help them with a broader product portfolio, all those things. So I would say you know, we're still, you know, good growth parameters in that business, and I'd say also, you're gonna see DSOs continue to expand around around the globe, and we'll continue to take advantage of that too. Brandon Baskas: Thank you. Thanks for Operator: And our next question comes from the line of Jeff Johnson with Baird. Yes. Thanks. Good evening, guys. Hey, Jeff. Jeff Johnson: Hey. Wanted to start maybe on your adult business. That 8% number really stands out to me. Not only is it your best number since 2021, I think you said that on the call, but you guys haven't even sniffed a 5% number in the last three or four years. So that's, you know, materially higher and especially came against a generally tough comp of 4% last year in the fourth quarter. So is that early traction with NOAA? Is it some HFD tailwinds? Is it ClinCheck Live early traction? Just what's really driving that improvement on the side, especially given that macro doesn't seem like it's really supporting an improvement in, you know, adult spending on on discretionary items? I think you named three really good variables, Jeff, that's helping to drive that. Joe Hogan: You know, I mean, you know, honestly, a lot of it comes through DSOs too, which really helps. Particularly on the, you know, on the GP side we see, but the the, you know, the OSOs grow well in that area too. So it's those variables you just talked about, you know, ending with financial credit. That really helps in these times, particularly in North America where we know patients are challenged that way too. So you know, broad portfolio, scanning every patient that walks in the door. And we talk more and more about that's the key. If you wanna go digital, wanna convert patients you normally wouldn't convert, is get this thing into a digital format in a pictorial format. You can show before and after results while that patient in that chair. That's what the DSOs do so well in the retail you know, accounts we work with do that well too. John, anything you'd add to that? Jeff Johnson: Sorry. Yeah. Maybe one follow-up then. Yeah. Yeah. Joe, Just one follow-up. It might be a similar topic or or answer from you. But, you know, I think last quarter when we kinda backed out, it looked like your North American retail business or your your non DSO business I guess, how we think about it, was probably down know, maybe pushing double digits, year over year. I I know you guys told me that was a little aggressive, but somewhere in that ballpark. You mentioned, I think, at your very end, comments there of the call of the prepared remarks that, the retail business got a little better. Just any kind of commentary or any kind of color you can provide to flesh that U. S. Retail business or North American retail business out in the period? Joe Hogan: Hey, Jeff. The word I'd use is is more stability there. We're standing, I think, on a better platform in that sense. The team's been executing better around there. I wouldn't call the economic situation in The United States better in any way in a sense of driving volume in that way. I just say the team's more focused. Our portfolio is a little broader as we talked about. And and, obviously, the DSOs are helping a lot in that sense too. John Morici: North America was we got better. Due to some of the retail wasn't as negative, and and the DSOs growth. That combination brought North America to be better a year over year basis than it was in in Q3. And when we talked about it on the overall Americas, when you add in Latin America, grew at the fastest rate or one of the fastest rates since 2021. So we're encouraged by that. And it's all the things Joe talked about to help drive that conversion. Jeff Johnson: Thanks, Joe. Helpful. Thanks, Joe Hogan: Thanks, Jeff. Operator: Thank you. And our next question comes from the line of Jon Block with Stifel. Jon Block: Hey. Hey, guys. Good afternoon. John, I you know, I'm gonna get try to get pretty granular I know you gave some color on twenty twenty six clear aligner volumes and overall worldwide revenues for the year But I just wanna try to drill down on, you know, price or ASP. So should we think about Invisalign ASPs down you know, call it 2% year on year. I'm thinking FX is probably a plus and that full year is probably a plus. But maybe John Morici: any detail you can give us there. And the follow on would just be you know, I think ASPs were supposed to be up a little bit three q to four q. They were down a little. Maybe just talk to Was it intra quarter FX? Was that just geo mix? Any color there? Thanks. John Morici: Yep. No. Two good questions. So overall, your first question, John, yeah, expect ASPs to work, you know, kind of model maybe one to 2% down. Overall. So it's kind of in that range that you talked about on a year over year basis. 2026 for all the things that we talked about country mix, as well as product mix, the kind of the noncomprehensive versus, comprehensive. And when you look at it on a quarter over quarter basis, when you look at the our fourth quarter, they would have been flat had we not had, you know, FX change slightly. You know, we got a little bit worse from a quarter over quarter in in FX, and then you also had some of the country mix. We had really, really good growth in some of the countries, you know, that are in Latin America and Turkey and India and so on that have a lower lower, list price. So the the combination of that country growth on a quarter over quarter basis, plus, you know, slight impact on the f FX side of things. From a currency standpoint caused us to be down slightly. Jon Block: Got it. Great color. And then just a follow-up. John Morici: Joe, I'm just curious, like, what you're hearing, if anything, regarding you know, these tax receipts or stimulus. Did you build anything into one q? Just how you think that may or may not play out. And then the tack on of that admittedly sort of different question is we're sitting here in February, you know, is is no AA officially out there? You gonna sorta hit the go button all at once? I know it's been with the DSOs for a while, or is this gonna be more drip drip by geography? Just really how you refine the rollout of NOAA and your thoughts there in '26. Thank you. Joe Hogan: Yeah, John. On the on the taxes, you know, again, I'll describe it as I did before. We just looked at North America as stable as we go into the first quarter. We understand some of the projections on taxes and what, you know, consumers look at that as possible upside, obviously, but we didn't plan necessarily around that. Just plan on, you know, how we have to execute and the way we did in the fourth quarter and carry that over. As far as the zero AA products, you know, they mix and match all over the world, John. Kind of a different kind of a profile what we have in The United States versus what we have in Europe and what we're doing in APAC. In general. But, you know, as John said in his comments, know, the customers out there like this options, especially ones that have a lot of confidence in our product line. Know how to use the product, understand, you know, that that you the perfection aspect of five by five that they think I worried about before. Over the years, I think they've gained more confidence in themselves through our product line and what it can do. So that I it's not like it's all starts right now. We have some of these things we'll roll out in APAC. Some different variations will roll out, and in the in Europe. But I'd say, you know, by the end of the first quarter, into the second quarter, of, of this year, we'll have that pretty much lined out by geography. Jon Block: Great. Thanks for the color, guys. Joe Hogan: Yeah, John. Thanks. Operator: Thank you. And our next question comes from the line of Michael Cherny with Leerink Partners. Michael Cherny: Hi, Mike. Good evening. John Morici: Yes. Hey. How's it going? Thanks for the question. Congrats on a nice quarter. Maybe just on the margin side, great to see the talk about the 100 basis points of opportunity. As you think about where you were in 3Q versus the guidance now, any changes in terms of how you think about getting to that margin Any positive surprises? Anything relative to the revenue drop down on the better case starts? Talk to me about the dynamics, especially the strategic nature of the dynamics. In terms of the potential for growth. Yeah. I I Michael, this is John. So when you think about the product portfolio we have, we have the mix shift that we've been talking about. It it gets noted in ASP, but what that means is when we don't have refinements and we have some of this lower stage product, it's it's more profitable. The the margin rate is higher. And so you see some of that from a mix standpoint. It's shows up in our in our gross margin. You're also seeing the, many of the effects of some of the productivity improvements that we have. We talked about some of the equipment that we had and maybe upgrading some of the equipment and seeing some of this. We're starting to see early stages of of that benefit as well. So you know, it's our it's our products that we have and and how we're going to market with those. And then it's also just driving productivity. We wanna be, mindful of of getting that adoption, growing our our business, and and that volume helps. DSP and others that don't have refinement, but then driving productivity and we saw good results from a gross margin standpoint, like saw in in Q4 that we haven't seen we haven't seen since close to 2021. So that's good to see. We wanna continue that as we go into, 2026. And just one follow-up, and I apologize if I missed the nuance relative to the DSO commentary. This is more tied back to the pull through on Lumina. You're obviously now a year plus past the launch. Michael Cherny: How is it John Morici: behaving, acting in terms of your conversion opportunities relative to the placements and what that's doing in terms of some of the volume dynamics? Is it hitting the targets that you want? Is it outperforming? Anything more you give us on the experience there would be great. Joe Hogan: We feel really good about that platform. Overall, Michael. It's been well accepted in the marketplace, both from a GP standpoint who do a lot of restorative procedures as well as the orthos, obviously, that are you know, dedicated to orthodontics in that way. We know that know, having Lumina at those accounts, and the more Luminas you have in those accounts, the better off you do. And continue to emphasize that at accounts, and the uptake seems to be good. I think to answer your question, you have to kinda go all over the world. But in general, I think the foundation of your question is, can you keep growing Lumina? Will keep growing that platform? We feel good about that platform. It's a multistructured light. We'll obviously have iterations on that platform as we go forward. So feel really good about not just the market performance of Lumin over last year, but what we're positioned to do in the future with the technology too. Michael Cherny: Thank you. Thanks, Michael. Shirley Stacy: Next question? And our next question comes from the line of Vic Chopra with Wells Fargo. Vikramjeet Chopra: Hey, good afternoon and congrats on a nice quarter. John Morici: Maybe a couple for me here. Vikramjeet Chopra: You know, on the guidance range, said 3% to 4% revenue growth for 2026. Maybe talk about some of the other variables behind that guidance range. And do you think that 3% to 4% range is conservative? Or do you think you can deliver above that level of growth in '26? Yeah, Vic. This is this is John. So, look, we we guide as as we always do. You know, we look at, you know, kinda how how we see the numbers, the actions that we're taking to be able to help drive performance. With new products and go to market activities and so on. So that's that's the range that we give, at this point, to be able to grow off of you know, 2025 at the three to 4%. John Morici: You know, it it goes back to things that I've talked about that John Morici: are really strategic for us. We wanna grow internationally. We're seeing good growth. We wanna continue that. Wanna continue to drive orthodontic you know, utilization. So that's products that that no AA product, the the comprehensive helps there. Some of the new products that we have with with Invisalign First and MAOB and others, those will will help us grow that utilization for those doctors. And we're really excited about, how GPs fit into this. They're doing a lot more of scanning every patient, visualizing, really tying in financing and other things to get that sometimes reluctant patient to decide to go into treatment. And then, of course, we wanna leverage our brand to be able to make sure everybody's aware of our product and how we can differentiate and so on. So it's really a continuation of our strategies around those those major aspects that give us the the confidence to be able to guide in in the way we have. And, you know, as as we go quarter by quarter, we'll we'll update as needed. Got it. And just a quick follow-up for me. You know, given the strong growth you called out among the DSOs, maybe just remind us what percent of your sales are coming from the DSO channel and how you plan to further expand these partnerships Thank you. Yeah. DSOs for us, Vic, are about 25% of our of our business on a volume basis, and we wanna continue to expand. They share many of these DSOs are are becoming more of a a digital orthodontic mindset. We share that digital orthodontic mindset with them. And they wanna you know, they want the the scanners. So they have lumina's. They're scanning every patient. They're providing a lot of visualization and and growing, and we think that's a that's a natural benefit when a DSO is looking to scale, we can help provide that scale through our technology and our operations, sharing, you know, and leveraging the brand as well. So it's a great partnership. We wanna continue on that. But also make sure that we're we're also helping our retail doctors grow as well. So we're not forgetting because it there's a large amount of retail doctors as well but we're very pleased to what we see in DSOs. Joe Hogan: Thanks, Vic. Thank you. Operator: And our next question comes from the line of Jason Bednar with Piper Sandler. Jason Bednar: Hi, Jason. Hey. Hey, guys. Good afternoon. Congrats on the results here today. Jason Bednar: I'm going to follow-up on Mike Cherny's operating margin question, tug on that thread to start. And the focus of the question is, are there things that need to happen or fall into place in order to hit that 100 basis point margin expansion target. You got a variety of scenarios that can obviously play out with product mix, geographic mix, channel mix. I I get all that, but Jason Bednar: are there scenarios where you see that 100 basis points at risk Jason Bednar: Or is that piece of your guidance you feel fully within your control? John Morici: Yeah, Jason. When we think about that, we look. We have to execute. We have to better help grow the business. So much of what we see, especially on that the productivity that we have is is based on volume. We have to on our our volume and and get that to come through our our manufacturing We see volume benefits, volume leverage when we have that. But we've made a lot of changes, kinda exiting kind of in the 100 basis point improvement. And as we execute just like our overall revenue guidance, we'll update as we go forward. Jason Bednar: Okay. Alright. Fair enough. Jason Bednar: Wanna move over to China VBP real quick and Jason Bednar: I appreciate all the comments you made and your exposure more on the private side of the market. But I guess, you help us a bit Jason Bednar: more with what you're seeing competitively in advance of that VDP rollout, understanding it's delayed. But what kind of pricing assumptions are you making in that down 1% to two guide for your global ASPs for the year? How much is China impacting that? And then are you similarly making assumptions around the volume up uptick post to VBP implementation? Just any help there on those factors would be great. Joe Hogan: Hey, Jason. It's Joe. I know, first of all, I'd say there's an uncertainty around bad implementation next year. You know, secondly, you have to think three and four area hospitals are the biggest focus in that area. We don't really participate in that to any any broad extent, and that's where it would be hit first. And kinda what I covered in my comments. You know, if we're 85% private, We're primarily in one or two cities. Now we know from the medical device industry and, you know, and other parts of the orthodontic industry and the dental industry that, you know, that might change in the sense of how VBP affects it. But we've pretty much taken a status quo look at our business in China as we go into as we go into the year. Like I mentioned, I feel we're well positioned in the sense of the products that we would position there if that does go through. And so right now, we're not expecting any major disruption for China. On year to year based on BVP. So our guidance, John Morici: to be clear, Jason, is does not include any VBP impact, whether it's on the volume side or ASP side given, how Joe positioned. Shirley Stacy: Thanks, Jason. Next question, please. Operator: Sure. Our next question comes from the line of Michael Sarcone with Jefferies. Michael Sarcone: Hi, Michael. Afternoon, and thanks for hey. Good afternoon, and thanks for taking the question. Michael Sarcone: Just first one on the system sales. John Morici: I think you had talked about previously you were going to end of life some of the older iOS systems. Maybe, you know, with that in mind, can you talk about how you're thinking about growth in '26 between kind of replacement cycle versus de novo placements? Joe Hogan: Hey, Michael. I mean, we there are some, you know, old Element iTero scanners that we have. You know, a a clause on right now in the sense of what we'll service what we weren't servicing. We're doing our best to work with doctors to get them, you know, over the line and into a a new product like Lumina overall. I can't give you the specifics in the sense of, you know, how we look at our our, you know, our overall services business next year. And know, and scanner business and tell you specifically what that is. But I don't feel that transition's a major variable in the equation of our success year. And we're always looking to to have those scanners, especially the older ones like John Morici: we've seen, element ones and twos, to position those out of the market. Offer a trade in allowance, and then get that that doctor to the newest scanner, Lumina. And once they see the difference, it usually, you know, kinda goes, and it's a it's an easy transition. But it's more efficient, for them to to use Lumina, and it's better for us. It captures more images better and so on. So we want that transition So like everything else, we wanna we wanna work with them to make that happen. Thanks, Michael. Next question, please. Operator: Our next question comes from the line of Steven Valiquette with Mizuho Securities. Steven Valiquette: Hi, Steve. Thanks. Good afternoon. Yeah. Thanks for taking the question. Yeah. I guess just separate from the discussion on your own ASPs and your own pricing, just curious to maybe get a little Steven Valiquette: more color on your thoughts on just overall clear aligner pricing trends across the broader global marketplace. There's seemingly some positive news in relation to price increases on a few key competitors. I'm wondering maybe just tariffs or other factors are maybe just driving higher prices across competitive landscape in a way that might help you And is that material enough to where that was, a factor in your guidance, or do think would have guided for like your volume trends kind of regardless of what's going on and competitor pricing front? Thanks. John Morici: Yeah. Steve, this is John. I, you know, I don't think that specific what they're doing is is is factored into our our guidance. You know, our guidance is based on what we can do to better help drive the business and drive adoption and take this active conversion approach. But it is noted. I mean, we watch things closely to see what competition does. We hear it in the field and so on. And and you're right. Many competitors for various reasons, I think know, in terms of tariffs or maybe it's profitability or other reasons that they look at changing their pricing and and I think it it stands to reason that some of the pricing that initially offered, they've had to increase. And it's probably a good thing in the in the long run to do. It certainly helps us, I think, going forward. But it's not contemplated in our guidance. But I think it's the evolution of the business. It goes forward. Shirley Stacy: Thanks, Michael. Next question, please. Operator: Our next question comes from the line of David Saxon with Needham and Company. David Saxon: Great. Thanks. David Saxon: For taking my questions. Good afternoon. I'll just keep it at one. So just on the direct David Saxon: fab, as you roll more products through direct fab, how are we how should we think about the magnitude of that impact on gross margins kind of the cadence of that of how that hits the P and L? Thanks so much. Joe Hogan: Yeah, David. It's Joe. Let me think we've been pretty clear that you know, that'll be somewhat margin dilutive in the sense as it begins to roll out in 2026. You know, we'll scale that. We have to scale to the millions. And so know, as we get into 2027, you'll see us really being able to scale out. And I think you know, as you as you enter the second half of 2027, you get into 2028, we expect we should move into margin accretion in the in that period of time. David Saxon: Okay. But for '26, though, do you expect David Saxon: gross margin to be down? Or I mean No. I mean, with with the margins, we you know? Joe Hogan: We're pretty much projecting the margins that we have. Yeah. So we've got, you know, on these specific direct John Morici: fab, direct fab that that is margin dilutive. But when we talk about the 100 basis point improvement, on op margin, that includes whatever impact that we might have from the direct fab. So we're contemplating that in terms of our overall guidance. But on direct fab itself, like Joe said, you you need to scale that resin and and drive utilization on the actual manufacturing. And until you do so, it's it's margin dilutive. David Saxon: Okay. Great. Thanks. Operator: Thank you. Our next question comes from the line of Michael Reiskin with Bank of America. Michael Reiskin: Great. Thanks. I'll keep it to one as well, just a follow-up. On the scanners and and services segment for for '26. You know, you gave us a of the moving pieces between volumes, and you talked about ASPs earlier. It just sounds like you're you're guiding to scanners and services being roughly in line with total company revenue growth. Give or take a couple points. I was thinking that in '25, you know, you guys had a really tough comp. From prior year of 16%. So that was, you know, it it did a little bit slower. But since you're still on the Lumina ramp, I'm just curious why you wouldn't see some upside there and sort of what's holding you back from giving them more aggressive outcome scanners. Operator: Thanks. John Morici: Yep. Yeah. Michael, this is John. So on in total, you're right. Systems and services, when we think about kind of the company average in terms of you know, the the guidance that we gave, the three to 4%. Systems and services kinda falls into that on a year over year basis. So a lot of new things that we still have, to be able to grow with our and services business, some of the upgrades that we talk about, some of the trade ins, other ways to be able to grow, but we think broadly it grows equal to or about at, what clear aligners grow. Shirley Stacy: Thank you, Michael. Two more questions, please, operator. Operator: Our next question comes from the line of Kevin Caliendo with UBS. Kevin Caliendo: Thank you. This is Dylan Finley on for Kevin. I'll keep it to one. Okay. Going back to John's commentary on the, question on the no AA and and of where that stands today, how was that contemplated into the one to 2% ASP decline that you're forecasting for the year? And, I mean, is that product going to be rolled in a meaningful way? And any additional aligners, whatever, would those be incremental to what you've guided for, or are there assumptions in place for what to get in in additional aligners? John Morici: Yeah, Dylan. I could take that. So we expect to to in success, as we pilot things, we expect to to roll things out from a a no refinement type product, the no AA product. So we're seeing good uptake on the comprehensive with no AAs. We're seeing this and and have tested in in various markets, and we're seeing success. So that Continues to roll out in in in Q1. And like Joe said, it'd be mostly full fully rolled out into q into '2 Our guidance reflects that. So we have that. Don't think of an ASP impact with that type of product either, though, because remember, we don't have to defer revenue on a no refinement type of product. So we could recognize all the revenue upfront. The refinements will come over time. As doctors need to provide to need those refinements, and we just get that over time. And but it's not an initial ASP impact when we have that. And that's what's been contemplated in in the volume that we gave as well as the ASP. Shirley Stacy: Thanks, Dylan. Last question, operator, please. Operator: Final question comes from the line of Erin Wright with Morgan Stanley. Erin Wright: Great. Thanks for squeezing me in. So in the ortho segment, Erin Wright: how is broader clear aligner growth across the industry, particularly in the North American market? Comparing to brackets and wires? And just based on some of the gauge data that you track on that front. And then across kinda the team segment, any metrics on conversion rates or anything like that from a Invisalign First or pallet expansion standpoint? And and how that's tracking? Is that is that moving the needle? Thanks. Joe Hogan: Erin, it's Joe. On the ortho segment wires and brackets and liners, I would say there's between the fourth quarter and what we saw the rest of the year. I I don't think there's a big difference in the sense of the conversion we've seen on, you know, particularly teens with wires and brackets and in our product line overall. Now where we have seen a difference, obviously, in the younger patients, and and that's not really a wires and brackets competition. Those are different devices that we're going about, and we saw, you know, great growth in that area. Conversion rates, again, I think conversion rates if I hit this right on your questionnaire, it has a lot to do with how these doctors convert. Do they scan up front first? Do they show, you know, visualization, you know, like, you know, our smile? Our smile products and different things like that. And workflow becomes extremely important in the sense of what those conversion rates are. But I haven't when you think holistically or generically in the industry, don't think the conversion rates in the orthodontic community have changed dramatically at all during the year. Shirley Stacy: Thanks, Erin. Okay. Thanks. Operator: Thank you. And we have reached the end of our question and answer session. I will now turn the call back over to Shirley Stacy for closing remarks. Shirley Stacy: Thanks everyone for joining us today. Look forward to meeting you with you at upcoming investor conferences at industry events, and Chicago Midwinter in the next couple of weeks. If you have any follow-up questions, please contact Investor Relations, and have a great day. Operator: Thank you. This concludes today's conference. And you may disconnect your lines at this time. Thank you for your participation.
Operator: Afternoon, and welcome to SiTime Corporation's Fourth Quarter 2025 Financial Results Conference Call. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you would need to press star 11 on your telephone. You would then hear an automatic message advising your hand is raised. To withdraw your question, please press star 11 again. We ask that you limit yourself to one question and one follow-up. As a reminder, this conference call is being recorded today, February 4, 2026. I would now like to turn the conference over to Brett Perry of Shelton Group Investor Relations. Brett, please go ahead. Brett Perry: Thank you, Towanda. Good afternoon, and welcome to today's conference call to discuss SiTime Corporation's Fourth Quarter and Full Year 2025 financial results, as well as SiTime Corporation's proposed acquisition of Renesas' timing business. Joining us on today's call from SiTime Corporation are Rajesh Vashist, Chief Executive Officer, and Beth Howe, Chief Financial Officer. Please note, in addition to the respective press releases issued this afternoon, a supplemental slide deck related to the proposed acquisition is available on the Investor Relations section of the company's website at investors.sitime.com. Before we begin, I'd like to point out during the course of this call, the company may make forward-looking statements regarding expected future results including financial position, strategy and plans, future operations, the timing, market and other areas of discussion. It's not possible for the company's management to predict all risks nor can the company assess the impact of all factors on its business or the extent to which any factor or combination of factors may cause actual results to differ materially from those contained in any forward-looking statements. In light of these risks, uncertainties and assumptions, the forward-looking events discussed during this call may not occur. Actual results could differ materially and adversely from those anticipated or implied. Neither the company nor any person assumes responsibility for the accuracy and completeness of the forward-looking statements. The company undertakes no obligation to publicly update forward-looking statements for any reason after the date of today's call to conform statements to actual results or to changes in the company's expectations. For more detailed information on risks associated with the business, we refer you to the risk factors described in the company's annual report on Form 10-Ks for the year ended 12/31/2024, as well as the company's subsequent filings with the SEC, including the company's quarterly report on Form 10-Q for the quarter ended 09/30/2025. During the call, management will refer to non-GAAP financial measures which are considered to be an important measure of company performance. These non-GAAP financial measures are provided in addition to and not as a substitute for nor superior to measures of financial performance prepared in accordance with US GAAP. The GAAP to non-GAAP reconciliation includes stock-based compensation, expense, amortization of acquired intangibles and acquisition-related expenses. Which include transaction and certain other cash costs associated with business acquisition as well as changes in the estimated fair value of earn-out liabilities and accretion of acquisition consideration payable. Please refer to the company's press release issued earlier today for a detailed reconciliation between GAAP and non-GAAP financial results. With that, it's now my pleasure to turn the call over to SiTime Corporation's CEO, Rajesh Vashist. Please go ahead. Rajesh Vashist: Thank you, Brett. Good afternoon, everyone. Thank you for joining us today. We have a lot to talk about. We announced exceptional results for 2025, and we also announced a transformational acquisition. I'll begin with our business and our performance, and then I'll turn to the transaction. Q4 2025 was another exceptional quarter for SiTime Corporation. We delivered $113.3 million in Q4, up 66% year over year and earnings per share tripled from $0.48 to $1.53. In Q4, every end customer segment grew year on year, as did every region. Gross margins in the quarter grew significantly up 61.2%. I'm particularly pleased about this achievement. In the beginning of 2025, we said we would exit the year at greater than 60% gross margins and we achieved it. We predicted this expansion of gross margins because we anticipated mix changes to higher value products, and we reduced new product costs as they moved into volume production. For all of 2025, we delivered $326.7 million, up 61% year over year. Every end customer segment and region showed growth. Earnings per share more than tripled from $0.93 to $3.20. Demand remained very strong exiting the year, which is an indication of significant future growth in 2026. While we don't usually discuss our book to bill, we wanted to give you a metric of the demand strength across a customer base as we go into a strong year. So our book to bill was over 1.5 at the end of Q4, and we have excellent visibility for the year. Channel health remains solid exiting 2025. Distributor and contract manufacturer inventory levels were in line with our target reflecting strong sell-through and disciplined supply management. Design win momentum remains solid across all end customer segments and regions, another indication of growth in 2026 and beyond. Q4 growth was again led by Comms Enterprise Data Center, CED, business, which grew 160% year over year. This marks the seventh consecutive quarter of over 100% year over year growth. Additionally, our 2026 CED forecast has grown since our last earnings call driven by increases in AI CapEx spending. The two to four times increase in computing power of the new XPUs, GPUs, CPUs, is driving the need for faster networking infrastructure and accelerating the adoption of 1.6 terabit optical modules. Our customers have recently increased the 2026 forecast for our oscillators used in 1.6 terabit optical modules by 50%, which is over and above the increase that we reported in November. This move to 1.6 terabit drives the need for higher clocking frequencies from our oscillators for which we get higher ASPs or average selling prices. The increase in 1.6 terabit modules notwithstanding, demand for oscillators used in 800 gigabit optical modules continues to remain strong. In parallel to the increase in bandwidth of networking infrastructure, the hyperscalers are deploying more XPUs for training, as well as getting ready for inference. Beth Howe: Since November, this trend has driven a 50% increase in 2026 forecast of our Super TCXOs which are used in both computing infrastructure and the supporting smart NICS or network interface cards. SiTime Corporation's goal has always been to deliver predictable revenue growth. At IPO, CED was just 12% of our revenue, and then we created a strategic plan to expand it to 40 to 50%. Since then, our focused investments in product development, as well as customer acquisition have paid off handsomely. CED today makes up 53% of our revenue, and that is exactly where we want to be. I'm also very pleased that a large portion of this revenue comes from high value products reflecting the sustained benefit that we bring to our customers. Our CED strategy laid the foundation of our success today and we're using this as a blueprint for rapid growth in our other businesses. We continue to grow across all other end segments, aerospace defense, automotive, and industrial, are all benefiting from increased adoption of autonomous systems and physical AI where systems perceive, reason, and interact in the physical world in real time. These systems need accurate positioning sensor fusion, motor control, and precise synchronization. Where precision timing is essential. Example, in humanoid robots, we see up to $20 of a precision timing product. And robotaxis in level four ADAS or self-driving cars require up to $15 of precision timing content. In defense, where worldwide spending is accelerating, our product resilience is driving adoption in a variety of applications. In the next few years, we expect that each of our automotive, defense, and industrial businesses to exceed $100 million annually. Entering 2026, demand drivers remain firmly in place. Our strategy remains unchanged, to lead in high value precision timing applications deliver differentiated system level solutions, and scale our operating model to drive long-term value creation. The combination of deep engagement in AI infrastructure, and broad participation across diverse segments positions us exceptionally well for continued growth. I'm confident in our trajectory and excited about the opportunities ahead. With that, I'll now turn the call over to Beth Howe, our CFO, to review the financial details, after which we'll be happy to take your questions. Beth Howe: Thanks, Rajesh. Today, I'll walk through our fourth quarter and full year 2025 results and then I'll provide our outlook for 2026. As a reminder, my remarks focus on non-GAAP financial results which are reconciled to GAAP in our press release. Fiscal 2025 has been a pivotal year for the company. In which we delivered exceptional revenue growth, expanded gross margins, and demonstrated meaningful operating leverage. Our results reflect the scalability of our operating model, the strength of demand across our target customer segments and the growing strategic value of our products and solutions. For the full year, revenue reached $326.7 million, an increase of 61% from the prior year. Gross margins for the year were 59.3% and operating expenses were $135 million. Non-GAAP operating profit was $58.6 million, an increase of $58 million year on year or 18% of revenue. For fiscal 2025, our non-GAAP earnings per share more than tripled to $3.20. Cash flow from operations was $87.2 million for the year. A strong improvement compared to $23.2 million in 2024. Reflecting the combined benefit of higher revenue, richer mix, and disciplined expense management. Overall, our momentum reflects a company operating with focused efficiency and increasing strategic impact. Turning to our fourth quarter results. Q4 was a milestone quarter for the company. As we surpassed $100 million in quarterly revenue for the first time, and generated operating margins of 30%. Revenue in Q4 was $113.3 million, up 66% year over year and 36% sequentially. Revenue was significantly higher than expected as customer demand continued to strengthen in the quarter. Communications, enterprise and data center continued to be the primary growth engine contributing $64.6 million or 57% of total revenue. And rising 160% year over year. Growth in this segment was broad-based and driven by multiple customers across AI and data centers. Automotive, industrial, and aerospace delivered $24.5 million or 22% of revenue, increasing 19% year over year. And consumer, IoT and mobile revenue was $24.2 million or 21% of total revenue, up 7% year on year. With our largest consumer customer contributing $17 million for the quarter. Gross margins in Q4 were 61.2% representing a 240 basis point improvement year over year and ending the year above 60% as we had at the 2025. The increase was primarily driven by continued mix shift toward higher margin products. Improving manufacturing overhead absorption also contributed meaningfully to the margin expansion. Operating expenses for the quarter were $35.5 million consisting of $19 million in R&D, and $16.5 million in SG&A. This was in line with expectations and driven by higher headcount variable compensation tied to revenue performance, and continued investments to support our long-term road map. Operating income for the quarter was $34 million, an increase of $26 million year over year. Demonstrating strong leverage and discipline in our cost structure as revenue scales. Interest and other income and expense was $7.4 million. Non-GAAP net income was $41.3 million or $1.53 per share, more than triple the $0.48 reported a year ago. Now let me turn to the balance sheet. Accounts receivables ended the quarter at $45 million with days sales outstanding at thirty-six days. Up from twenty-four days in Q3 as linearity returned to more normal. Inventory declined to $81.7 million from $86.7 million in Q3 driven by customer shipments during the quarter and continued focus on inventory management. During the quarter, we generated $25.4 million in cash from operations. We also invested $12.6 million in capital expenditures. Finally, we paid $42.2 million to Aura including the final payment for dye deliveries. Ended the quarter with a strong liquidity position of $88 million in cash and short-term investments. Now let me move to our outlook for March. Because of the acquisition of Renesas' timing business is not expected to close in Q1, it has no impact on our guidance. Looking ahead to Q1, we expect first quarter seasonality to be less than our historical average and that our Comms Enterprise Data Center, or CED, business will grow sequentially. Since consumer is typically down seasonally sequentially in the first quarter, the higher mix of CED and the lower mix of consumer is also expected to contribute to stronger gross margins in Q1. Thus, we project revenue in the range of $101 to $104 million, up roughly 70% year over year at the midpoint. Gross margin to be approximately 62% plus minus half a point given our expected product mix for Q1, operating expenses in the range of $39 million to $40 million, interest income of approximately $7 million and a share count of 27 million to 27.5 million shares. As a result, we expect Q1 non-GAAP earnings per share to be in the range of $1.10 to $1.17. With that, I'll hand the call back to Rajesh Vashist to discuss our intent to acquire Renesas' timing business. Rajesh? Rajesh Vashist: Thanks, Beth. To reflect a little bit, over the past two decades, SiTime Corporation created the precision timing category and fundamentally transformed the timing market by delivering highly differentiated products that solve customers' tough timing problems. Along the journey, there were a handful of defining inflection points. Acquiring Renesas' timing business is perhaps the largest, and one of the most exciting. This business similar to SiTime Corporation, has a differentiated broad product portfolio except that's in clocks. Where we have a small footprint. Additionally, they have an enviable financial profile, a respected team, and a thirty-year heritage that started as ICS, then IDT, and finally, Renesas. We are really glad to have this business as part of SiTime Corporation. We've always said that customers need complete timing solutions, which include oscillators, resonators, and clocks. Our oscillators and resonators are semiconductors, MEMS based, and we have been investing in this technology for the past twenty years. To grow SiTime Corporation's clock business we invested in our own development. In parallel in 2023, we acquired Aura's clock products which had leadership IP and 50 clock products. Now Renesas' timing business takes us to scale in clocking. They are the preeminent brand with 500 highly differentiated clock products. Because they're focused on clocking in CED, industrial, and automotive, they complement our high-performance oscillator revenue. This 160 engineers that come over to SiTime Corporation at close gives us an opportunity to build an exciting road map of products that would not have been previously possible. With this acquisition, our revenue mix continues its transformation and increases scale in CED. On a pro forma basis, our 2025 CED revenue will almost double with Renesas' 2025 AI data center comms revenue. To this, we'll add our rapid organic growth in 2026, and combine it with their growth. The breadth and diversity of our customers will grow significantly with this along with faster access to customers that we would have secured only several years in the future. This acceleration of customers will include 10 hyperscalers, seven AI server leaders, 10 networking and communication vendors, and leading automotive OEMs and tier ones, and leaders in mobile, IoT, and consumer. On Renesas and SiTime Corporation's common customers, there is minimal product overlap. And we have an opportunity to generate new revenue by selling our differentiated oscillators to them. It's an unprecedented opportunity for both SiTime Corporation and our customers to collaborate and build on our twenty and thirty-year heritage to reach an extraordinary level of success in precision timing. This is also an exceptional business with great financials. It's expected to add $300 million in the twelve months after close with approximately 70% in gross margins. 75% of the revenue comes from the fast-growing CED segment which is strategically important to us. It also maintains SiTime Corporation's long-term growth rate of 25 to 30%. This acquisition is a monumental milestone towards fulfilling our vision to transform the timing market, solve our customers' toughest timing challenges, and accelerate our path to $1 billion in revenue. We see remarkable opportunities ahead and we are more excited than ever about the future of SiTime Corporation. I'll turn the call over to Beth to provide more details. Beth? Beth Howe: Thanks, Rajesh. Building on Rajesh's overview of the strategic rationale, I'll walk through how this acquisition strengthens our financial profile and accelerates our long-term growth trajectory. What is most compelling is the alignment between the strategic value of this business and its financial contribution, both of which meaningfully enhance SiTime Corporation's scale, profitability, and cash generation capacity. Financially, this acquisition significantly elevates SiTime Corporation's revenue profile, margin structure and cash flow potential. Approximately 75% of the acquired revenue comes from our comms enterprise data center sector. A fast-growing and strategically important segment for our long-term success. The remainder is diversified across automotive and industrial, further expanding our reach into durable, attractive applications across timing. As we integrate the business, we intend to invest in go-to-market capabilities to fully capture these opportunities. Importantly, as Rajesh mentioned, our long-term annual revenue growth target of 25% to 30% remains firmly intact. The acquired portfolio operates with approximately 70% gross margins, reflecting the value and differentiation of the products. This positions SiTime Corporation to reach the upper end of our 60% to 65% long-term gross margin target more quickly while expanding operating margins to above 30% as we scale and benefit from increased operating leverage. The transaction is also expected to be accretive to SiTime Corporation's non-GAAP EPS in the first full year post-close. And finally, with the combination of our organic growth and the attractive profitability of the acquired business, we expect to generate meaningful cash flow. We have structured this transaction to maintain financial strength and flexibility. Under the terms of the agreement, SiTime Corporation will acquire certain assets related to the Renesas timing business, for $1.5 billion in cash and approximately 4.13 million newly issued SiTime Corporation shares, subject to potential adjustments and a 15% symmetrical collar determined by the ten-day volume adjusted weighted average share price as of the three days prior to the execution of the agreement. We plan to finance the cash portion using a combination of cash on hand and approximately $900 million of committed debt financing from Wells Fargo. Given the strong free cash flow generation of the combined business, we have a clear path to reducing leverage to under two times within twenty-four months following the closing. The transaction is expected to close by the end of 2026 subject to the satisfaction of customary closing conditions including applicable regulatory approvals. We are thrilled to announce the intent to acquire this highly complementary preeminent clocking business as we enter the next phase of our transformation. The combination strengthens our strategic position, accelerates our financial performance, and enhances our long-term value creation potential. With that, I'll open the call for questions. Operator? Operator: To ask a question, please press 11 on your telephone, then wait for your name to be announced. To withdraw your question, please press 11 again. We ask that you limit yourself to one question and one follow-up and then return to the queue for additional questions. Please stand by while we compile the Q&A roster. Our first question comes from the line of Tore Svanberg with Stifel. Your line is open. Tore Svanberg: Yes. Thank you very much, Rajesh and Beth. Congratulations on the strong results and especially on this highly strategic acquisition. I guess my first question on the core business. So you talked about a book to bill of 1.5. I know you're not gonna give us guidance sort of by segment, but you know, could you give us a sense for, you know, where the most of those bookings are coming from you know, as those bookings obviously are generalized generate revenues for the year. Thank you. Rajesh Vashist: Well, it's no surprise that most of these bookings will come from CED. Because of the tremendous growth in CED. And I think that our customers are seeing the growth going out through the year, through 2026. And many of them are booking in advance of real demand. I don't mean they're ahead of it. I mean, they're on top of it. And I think but the others are not lagging. We still continue to see our diversified growth in all the other BUs as well. But it just happens to be that just because of its scale, the CED is a bigger portion. Tore Svanberg: Very good. And as a I had a question on the acquisition and how this is gonna play out. So again, it sounds 75% of the revenue is aligned with your CED mix which is great. I guess that that means that, you know, there's you know, end markets or applications that Renesas is targeting that did not come with the acquisition. But you also mentioned that, you know, you might be able to in some of those with your resonated products. So just hoping if you could elaborate a little bit on that, especially on the timing of that potential additional growth engine? Thank you. Rajesh Vashist: So just to be clear, we're getting 100% of the timing business. Whatever is in the timing business, that's called TPD, timing products division, is coming over to SiTime Corporation. There isn't any business which is being left behind. The integration possibility that we are exploring through the MOU is a completely different one than timing. As you may know, Renesas is a prominent player in the MCU business, in the microcontroller business. And there's an opportunity for SiTime Corporation's resonators, the Titan family of product, to be integrated in their microcontrollers. And that's the one we're exploring. There's a several billion dollar revenue that they get from their MCUs and we are exploring that and being a timing partner to Renesas. Another way of thinking about this, Tore, is that given the fact that the CEO is joining SiTime Corporation's board at the closing, this becomes really quite a partnership. This makes sure that not only are we a supplier to them, but we are also a partner to them as we go through the integration process and the TSAs and so on. So that's what gives me a lot of confidence in the success and the integration of this business. Tore Svanberg: Makes a lot of sense. Thank you, and congrats again. Rajesh Vashist: Thank you. Operator: Please stand by for our next question. Our next question comes from the line of Quinn Bolton with Needham and Company. Quinn Bolton: Hi, Rajesh and Beth. Offer my congratulations both on the strong results as well as the acquisition. I guess, like, wanted to start with a question on the core business. You talked about demand strengthening through the fourth quarter, the book to bill of 1.5. You guys have been growing the comms business at, you know, over 100% for seven consecutive quarters. And so I guess, Rajesh, I know you're not guiding to 2026, but certainly feels like the growth engines are there to drive better than your long-term average 25 to 30% growth rate in the core business in 2026. And so just wondering as you think about, you know, what the core business can do in 2026, is there any framework you might be able to provide you know, for sort of that overall growth rate in 2026. Rajesh Vashist: Well, qualitatively, and I'll have Beth jump in to give you the level of specificity that she wants to give you. Qualitatively, that's absolutely true. We've been growing. We grew in 2024 at 40%. We grew in 2025 at north of 60%. The business continues. You see Google spending. You see Meta spending. There is no stopping in the AI data center world. And then there is the inference part of it or the LLMs come to physical reality, whether it's humanoid robots, or other kinds of ideas around that. So I expect that this is a series of growth years coming from the AI business even beyond data centers. But I'll let Beth add what she thinks. Beth Howe: Sure. Thanks, Rajesh. No. I think you know, we do expect it to continue to be led by our comms enterprise data center as Rajesh talked about. As he also alluded, I think we do see opportunities across automotive, industrial, and aerospace. And some specific opportunities, especially within aerospace off a small base. But given the increase in drones and other kinds of defense applications. We see a lot of opportunity there. And then finally, in the consumer space, we do expect to see continued growth there as some of our design wins ramp in 2026. And so those are all some of the opportunities and tailwinds we see for the year. And so we're really excited about 2026. And where we can go from here. And in terms of the opportunities. Quinn Bolton: Excellent. The question I had on acquisition. Obviously, Renesas is one of the preeminent players in the clocking business. I'm wondering on a lot of the boards or sockets where Renesas plays, are they typically, you know, paired up with quartz oscillators representing an opportunity for you to cross sell or do you feel like the SiTime Corporation MEMS oscillators are already pretty well placed on, you know, a lot of the boards where Renesas timing or clock products are currently used. I'm just trying to get a better sense for know, how much cross selling opportunity do you see bringing these two businesses under one roof? Rajesh Vashist: Yeah. You exactly put your finger on it, Quinn. We have very little we have some reasonably solid overlap on customers. But, typically, on products, there's very little. So to your point, they are designed in clocking where the solution is quartz crystal. And this gives us tremendous opportunity to expose the values of our semiconductor differentiated MEMS based solutions to the customers and see how we can get design wins for the future. So this is the cross selling opportunity one way. But there's also a cross selling opportunity another way because we have design wins in AI, in GPUs, in accelerator cards, in switches, where it's not our clock that's in there, the SiTime Corporation native clocks. It is either their clock or the clock of somebody of another competitor. So that gives us in the next iteration, it gives us another opportunity to present the customer with a value proposition of an integrated solution. It's, of course, not physically integrated. It is notionally integrated or put together as making it easy for the customer to use it, as well as to get the performance they need and, of course, the source of supply which is critical in all of these situations where they need to have one source of supply so some things are not out of whack in that. So yeah, clearly, that is the case. Quinn Bolton: Thank you, Rajesh. And one last quick one for Beth. On the regulatory front, would you expect to require China SAMR approval to close or do you think, you do not need China SAMR to close the transaction? Beth Howe: Thanks for the question. So we are going through the required regulatory processes in the countries that have jurisdiction. At this point in time, we do not expect to need SAMR as part of those regulatory approvals. Quinn Bolton: Perfect. Thank you very much. Beth Howe: Thank you. Thank you. Please stand by for our next question. Our next question comes from the line of Jim Schneider with Goldman Sachs. Your line is open. Jim Schneider: First of all, on the synergies with Renesas, can you maybe talk a little bit more about within the data center the specific synergies between your products on the oscillator side and what Renesas is doing perhaps on the memory side or otherwise? And beyond the cross sell, you expect there could be some consolidation of overall board timing content away from other suppliers toward a more holistic solution. In other words, is there a way that you could provide a more holistic solution between the two of you that would maybe would, would be disadvantageous using another supplier. Rajesh Vashist: Right. To be very clear, there is no product other than timing that we are going to be bringing into this. So you mentioned memory somewhat. You know, onto the side. We have no influence on that. We have no connection with that. Only working on one thing and one thing only, which is a timing product division, which used to belong to IDT before that to ICS. So it's a timing business that we are acquiring and our influence is in timing. But the point that you made, Jim, is a very good one, which is that today, we have products that are oscillators and resonators on one side, and clocks on the other. With their 160 engineers, with our almost double that number of engineers, I think we would be able to address you know, the issues of density, power, resilience, higher throughput, by delivering solutions, by delivering products that are somehow integrated not just physically integrated, but somehow integrated to deliver vastly superior solutions because the need for performance, for jitter, for high speed, for throughput, for lower latencies, for lower power, those remain undiminished not just in AI and data centers where they're extreme, but in all other areas including consumer, including military, aerospace, defense. In terms of the one part of AI where clock is not being used right now, and we'll have to see whether the place for it is in the whole optical networking in the cabling, in the smart cables, in the retimers. Typically, those are not using clocks. Those are oscillators. But either way, there's enormous opportunity because, as you know, the market is $11 billion for all timing. And SiTime Corporation's only a very small portion of it. And Renesas, large as it is, the timing business, it's still also a very small portion of it. There's a significant amount of competitors out there, and it gives us an ability to influence at the highest level the highest differentiated, most performance-centric customers. Allows us to influence that. Jim Schneider: That's helpful. Thank you. And then relative to the model for 2026, maybe give us a little bit of help on two vectors. One, on the 1.5 times book to bill, can you give us a sense about the duration of that backlog? Is that six, twelve, eighteen months or longer? And then separately, talk about what the relative expected growth rate will be in the mobile and consumer business, do you think you can sort of match the growth rate you put up in 2025? Thank you. Beth Howe: Maybe I'll start with that one, Jim. So in terms of the book to bill, I think Rajesh talked about the fact that we are seeing customers maybe book out a little longer, but it typically, that's well within twelve months. You know, we see a lot of ordering in over the next couple of quarters, but we are seeing some customers book meaningfully in the second half in terms of that already as well. But I would say, definitely weighted to Q1 and Q2. As far as our consumer business, you know, again, there's a lot of activity there, and we've got a design win that we do expect to ramp meaningfully as we go through the year. And so I think that will drive a lot of performance of that sector. Jim Schneider: Thank you. Operator: Thank you. Please stand by for our next question. Our next question comes from the line of Thomas James O'Malley with Barclays. Your line is open. Thomas James O'Malley: Looking at your long-term gross margin model, 60 to 65, you're saying the acquisition adds potential to the high end of that. If I look at your business stand alone, over the last year, you've had two quarters where your incremental growth margins are dropping through at 68-70%. You obviously have a mix factor that's helping the gross margins in the March, but as we look at 2026, should we be thinking about something a little bit ahead of that original target just because of the mix of business moving more towards AI? Anything you can help us with on the margin side as we look through '26. Beth Howe: So as we think about our I'll start with the gross margin. So mix will be the biggest driver of gross margins in the year. And so I think there's a couple of factors that are contributing to that. The CED growth and mix clearly is a very favorable component of that mix. And then the other is the consumer business. So in quarters where the consumer business is a lower percentage of the total, that is a tailwind to gross margins. In quarters where you see a stronger mix of consumer, that can be a bit of an offset to those strong CED gross margins. So that'll as we go through the year, I do expect you know, that mix between those two to be the biggest driver of the gross margin in the quarter. And then as I think about operating margin, I do expect to continue to see favorable operating leverage in the model. So I do expect to continue to grow revenue faster than operating expenses. We do want to continue to invest in the business in a disciplined way to really be able to capture all the growth that we've been talking about. And so we do want to make investments both in our go-to-market as well as R&D to continue to have these world-class platforms in order to be able to deliver value to customers. But, there is still meaningful operating leverage in the business. Thomas James O'Malley: Helpful. And then on the acquisition, I just wanted to understand the OpEx side. Could you maybe give us the split of OpEx between R&D and SG&A of the acquired asset? And then when you look at areas where you can see synergies, could you maybe give us some feel for COGS or OpEx where you could see some of the cost coming out. Thank you. Beth Howe: Mhmm. So in terms of the transaction that we announced today, we are acquiring the assets from Renesas of their timing division, as Rajesh talked about. So this is a carve-out, and we are acquiring just those specific assets, and we will be once we close the acquisition, we will be integrating that into our own business and our manufacturing operations and taking those over. They have a similar kind of OSAP model as we do. And so that will be really the focus for us. We'll talk more about the specifics of the model and the cost structure. We get to close. Thomas James O'Malley: Thank you. Operator: Please stand by for our next question. Next question comes from the line of Christopher Caso with Research. Your line is open. Christopher Caso: Yes. Thank you. First question is on the business as you go into 2026. With regard to content. And can you speak to the content gains that you realize on the 1.6 terabit platforms and then what do you think will be the growth rate of those 1.6 terabit platforms? You know, how meaningful is that, as a part of your business as you go through '26, given those content gains? Rajesh Vashist: Yeah. Chris, the content gains on the 1.6, I think, is going to be pretty good. It may not be you know, we mentioned it's in the tens of percent up in ASP. And there is an increased number of units being deployed on that far more than we had thought on our last call in November. So we have we're very optimistic about that business. But at the same time, our business in other, in other optical modules like 800, we called out, continues as well as in some of the lower ones. So I think this is a very healthy business. We are designed in to a large number of suppliers in the optical module, but also in the AEC, the active cables. As well as in the retimer business. So the whole networking part of this business of SiTime Corporation is very strong. Christopher Caso: Thank you. As a follow-up, just a question on the transaction. And you speak about the combined business staying on your 25 to 30% growth targets for the existing business. Obviously, you've been growing at a faster rate than that now. So as you go forward, within that 25 to 30% are you expecting is basically each business growing at that 25 to 30% going forward? And maybe you could talk about the growth rate of that business that had been within Renesas in the past. You know, had that been you know, steadily growing at that 25 to 30% rate? Rajesh Vashist: Yeah. We've always maintained that resonators I mean, sorry, oscillators are a system business. It has a resonator, and it has a clock. So it's a system business. And in this in resonators, excuse me again. Oscillators are being used in some places where clocks are not. So for example, in military aerospace defense, oscillators tend to be used over that. Earlier, I just mentioned certain use cases. In networking, in AI, the optical modules and such. Where there isn't there isn't a use case yet for clocks. But in general, I think, therefore, clocking is a slower growth business than oscillators are. So I think we will get a very good growth rate for the combined business because, as you mentioned, we are indeed in our oscillator-based business, which is most of our business today. Is quite a high growth business since 2024. But we think that adding the clocking business even though it grows at a somewhat slower rate, still keeps growing at such a healthy rate that we are 25 to 30%. We're very confident on that. For the combined business, that is. Christopher Caso: Right. Thank you. Rajesh Vashist: Thank you. Operator: Please stand by for our next question. Our next question comes from the line of Suji Desilva with Roth Capital. Suji Desilva: Hi, Rajesh. Hi, Beth. Congratulations on this transaction. Great news. Thank you. I was curious. Yeah. And I read the MOU with Renesas as part of the transaction and the integration of the resonator into the microcontroller SoC products of Renesas. I'm curious, is that ahead of the rest of the industry or other folks? Are you working with other folks on similar efforts? Just curious, you know, how that is positioned. Competitively? Rajesh Vashist: Yeah. That combined. So as you know, thank you. As you know, the Titan family of products is a breakthrough family. There isn't any other resonator in any technology at that level of quality, reliability, size, power, and use case. So many customers, many semiconductor customers and many system customers are looking at designing it in. And as we have mentioned in the past, it's a somewhat slower design win particularly when it goes in into somebody else's chips. Right? So I think it takes a little bit longer to get the design win. Certainly, there's nothing exclusive about this. But and we're talking to them but I think that they are ahead of making this commitment. And I think this is as you see in the remarks by their CEO, Shibata, that they are using this as a way to pivot this the sale to SiTime Corporation of the timing business and the MOU as a way to pivot deeper into their what they are calling their core business in embedded compute. So I think it's a win-win for both of us. And certainly, as a potential customer of SiTime Corporation, that becomes a bit of a flagship design win. If and when it happens. Suji Desilva: Helpful color, Rajesh. And then in CED, you've talked about it a lot. Know, the usual suspects growing here, pluggables, AACs, retimers. I'm wondering if there's other applications which are emerging in growth above and beyond those. That you'd call out with the strong growth there or whether it remains those kind of the ones we kind of already know roughly. Rajesh Vashist: Yeah. So once we know, there are no new categories, but they're new design ins, and the density you know, we always maintained our growth story comes from three legs. One is whatever design wins we have, the end product sells more units. Right? So that's one. The second is there's an upgrade in functionality from win to win. And there's an upgrade in density of chips used in a particular functionality. So what we are experiencing now in some of these with our native plot products is that they were design wins along with oscillators. And there were more of clocks. And then there were more clocks being used in a design win. So I think that trend continues. And finally, there's a new use case for our products that didn't exist. An example would be an L4 ADAS, or indeed even the retimers, which didn't meet our level of performance sometime back. Suji Desilva: Okay. Great. Thanks, Rajesh. Rajesh Vashist: Yep. Operator: Thank you. Please stand by for our next question. Our next question comes from the line of Gary Mobley with Loop Capital. Gary Mobley: Everybody, let me extend my congratulations as well. I want to ask about the strong growth that you're seeing in the ability to support that growth from a supply chain perspective. Are there any capacity constraints that you see now or on the horizon that are causing your ordered lead times to extend? And I guess, conversely, you know, do you see a situation where some of your crystal-based competitors are struggling to fill, you know, surging demand with seems to be industry-wide. And are you able to take advantage of that with your quick turns you know, I guess, supply chain? Rajesh Vashist: We know of no data that shows that crystal suppliers are struggling. It may be, but we don't know that. But what I can say is that just on the merits of the SiTime Corporation programmability, SiTime Corporation supply chain, the integrity of that given semiconductors, and specifically the quality and reliability of our products, SiTime Corporation is the preferred solution even when there isn't a performance requirement. In fact, we get to charge a premium on our products even when there's no performance simply based on our quality, reliability, support, programmability. We think that we don't have to rely upon anybody's struggle or weakness. We think we rely on our strength, our value proposition, is strong, and sustainable and customers are recognizing that with every passing quarter, if you will. And we keep on adding to our customer base. Both in existing customers and existing applications, but also new applications. So we feel generally very confident in our supply chain. We had some challenges in the beginning of last year. When we were trying to launch new products at the same time when demand was surging. But we more than caught up in Q3, Q4 and we look forward with a lot of confidence to this year. In terms of supply chain. Beth Howe: And I think the other thing, we continue to work very closely with our supply chain partners as we see kind of the industry evolving and are mindful of our costs and working very closely with them. To ensure that we can continue to secure the supply that we need and the lines that we need. And, again, watch the cost as well as we see the tightening that I think everybody is seeing. Gary Mobley: Thanks. As follow-up, I wanted to ask about a few details on the acquisition or the asset carve-out. Just to confirm, this is a fabless business model. And related, is there any foundry crossover? And I just want to confirm that, you know, most of the engineering team, I presume, was down the street from SiTime Corporation's headquarters. Correct? Rajesh Vashist: Well, starting with the engineering team, it is located mostly in North America. There is a large group in Ottawa, which is the IDT group. Ottawa seems to have a long time ago, ZARLINK also. So there's a nice pool of people that we could hire from in analog design. The next one, as you rightly point out, is right here in South San Jose. And available. And the third one, which is rather large as well, is in Tempe, Arizona and we're looking forward to that as a new location for us. They also have some people in Shanghai, which is new. And then there's people, across some parts of Asia and smaller numbers. In terms of the other question, which was around Fabless, actually, it's a really very good match. They are mostly they are all IDT. And therefore, they are TSMC point one eight micron, which is fantastic. Since TSMC is already a great supplier to SiTime Corporation. And, also, they are with GlobalFoundries in the 55 nanometer, which is great. On the back end, there's almost complete great connection with ASC and CARSM. And some of the others in Asia. So we are very confident that we can make this the back end of the supply chain work really well. Gary Mobley: Thanks again. Rajesh Vashist: Yep. Operator: Thank you. Ladies and gentlemen, I'm showing no further questions in the queue. I would now like to turn the call back over to Rajesh Vashist for closing remarks. Rajesh Vashist: Look. This has been a long time coming. And we've been on this spot. When we raised money, many of you asked us what it's for. And we've always been very clear that our next M&A would be in timing. It would be at scale. It would be equal to or better than our gross margins. It would be equal to or better than our net profit margins, and it would not take down the growth rate of 25% to 30% that SiTime Corporation's long-term growth model. I think we have fulfilled that on every count. And not only have we been able to get a clocking business, there couldn't be. There isn't one. There isn't a better clocking business, and this in the world. The coming together of all of this by our standards, makes us a big company, but we'd still be a pretty small company in the large timing business. The timing business is $10 billion to $11 billion and it grows at 5% to 6% year on year. At the end of these ten years, we'll probably be $17 billion to $18 billion in size. And SiTime Corporation has a long way to go to get to be a large player. Coincidentally, or by design, we don't intend to be a large player. We're not a market share game. We're a value differentiation high growth game. And so I really look forward given our spectacular results, and our outlook for 2026, plus this new acquisition whenever it closes, to create a billion-dollar company that is solely dedicated to solving tough timing problems of our customers. Timing, as we know, is the heartbeat of all electronics, and SiTime Corporation is dedicated to it. Thank you. Operator: Ladies and gentlemen, that concludes today's conference call. Thank you for your participation. You may now disconnect. Tore Svanberg: Thank you.
Operator: Ladies and gentlemen, thank you for standing by. Welcome to Central Garden & Pet Company's Fiscal 2026 First Quarter Earnings Call. My name is Vaughn. I will be your conference operator for today. At this time, all participants are in a listen-only mode. We will hold a question and answer session, and instructions will be given at that time. As a reminder, this conference call is being recorded. I would now like to turn the call over to Friederike Edelmann, Vice President of Investor Relations. Please go ahead. Friederike Edelmann: Good afternoon, everyone, and thank you for joining Central's First Quarter Fiscal 2026 Earnings Call. Joining me today are Nicholas Lahanas, Chief Executive Officer; Bradley G. Smith, Chief Financial Officer; John Edward Hanson, President of Pet Consumer Products; and John D. Walker, President of Garden Consumer Products. Nicholas will start by sharing today's key takeaways, followed by Bradley, who will provide a more in-depth discussion of our results. After their prepared remarks, John D. Walker and John Edward Hanson will join us for the Q&A session. Before they begin, I would like to remind everyone that all forward-looking statements made during this call are subject to risks and uncertainties that could cause our actual results to differ materially from what those forward-looking statements express or imply today. A detailed description of Central Garden & Pet Company's risk factors can be found in our annual report filed with the SEC. Please note that Central Garden & Pet Company undertakes no obligation to publicly update forward-looking statements to reflect new information, future events, or other developments. Our press release and related materials, including GAAP reconciliation for the non-GAAP measures discussed on this call, are available at ircentral.com. Last but not least, unless otherwise specified, all comparisons discussed during this call are made against the same period in the prior year. If you have any questions after the call or at any time during the quarter, please do not hesitate to contact me directly. And with that, let's get started. Nicholas Lahanas: Thank you, Friederike. Good afternoon, everyone. We ended the year with strong momentum. I'll begin with a few highlights from the first quarter before stepping back to talk about how our priorities are evolving and how we see the year ahead. We closed the quarter with improved gross margins and solid earnings per share, especially when compared to a strong prior year first quarter that benefited from favorable shipment timing, promotional activity, and weather. These results reflect the strength of our operating model and the commitment and disciplined execution of our teams. Over the past several years, we focused on simplifying the business, improving efficiency, and maintaining profitability across both segments. And that work continues to show up in our results. At the same time, we're increasingly focused on positioning Central Garden & Pet Company for sustainable long-term growth. Supported by a strong balance sheet and deep customer relationships, we're sharpening our strategic priorities and advancing them with speed and agility. Over the past three years, our cost and simplicity agenda has strengthened the foundation of the company, creating leaner processes, a more streamlined footprint, and a more resilient operating model. While this work continues, much of the foundational transformation is now behind us, and the pace of incremental benefits is naturally becoming more measured over time. A key part of these efforts has been our multiyear supply chain network design program, which has improved customer alignment, service levels, and cost efficiency. During the quarter, we completed several important actions that further modernized our network and reinforced these benefits, including integrating two Garden distribution facilities in Lawrenceville, Georgia, and Ontario, California, into our modern fulfillment centers in Covington, Georgia, and Salt Lake City, Utah. We also consolidated a fertilizer manufacturing facility into our Greenfield, Missouri location. What's most important is that the discipline around managing costs and operational simplicity is now firmly embedded in our culture. With that foundation in place, we're applying the same clarity, focus, and consistency to fostering a growth mindset and embedding innovation more deeply across the organization. We view innovation much like cost and simplicity, as a multiyear journey rather than a near-term event. Our focus is on building repeatable ways to identify opportunities, develop products, and bring them to market. That said, we're already seeing encouraging signs. Recent examples include a new product innovation at Nylabone, expanded digital engagement through KT's new Burger Hub, and strong early consumer response to several new garden and household solutions. We're also seeing good momentum in private label programs developed closely with our garden retail partners. Alongside organic growth and innovation, we continue to be thoughtful and selective in how we use M&A to refine our portfolio. After quarter end, we completed the acquisition of Champion USA, a small tuck-in business serving the livestock industry with EPA-approved Feed Through Fly Control solutions. This adds a complementary capability to our professional portfolio, supports cattle health solutions, and fits well with our focus on consumables and environmentally responsible practices. Looking ahead, with the first quarter behind us, we're operating with strong momentum, clear priorities, and a steady focus on delivering results. As we build on the foundation already put in place, innovation will play a progressively larger role in driving growth across the business. Our diversified portfolio, operational flexibility, and a disciplined approach to cost management give us confidence in our ability to deliver profitable growth even as we navigate an evolving global macroeconomic and policy environment. As we look to the rest of the year, we'll continue to balance prudent cost and cash management with targeted investments that support organic growth, especially innovation, digital capabilities, and e-commerce. As these investments scale, we expect results to build over time. M&A remains an important component of our growth strategy. We continue to focus on margin-accretive consumable businesses that complement our portfolio and expand our presence in attractive categories, and we expect our activity to increase as market conditions continue to normalize. We also expect consumers to stay focused on value and product performance in a promotionally active but generally stable retail environment, alongside continued channel shifts for e-commerce. These factors reinforce the importance of sustained investment in innovation, consumer insights, and digital capabilities. Based on these factors and our current operating plans, we are reaffirming our expectation for fiscal 2026 non-GAAP diluted EPS of $2.70 or better. As always, our outlook excludes potential impacts from future acquisitions, divestitures, or restructuring actions, including those related to our cost and simplicity agenda. Before I hand it over to Bradley, I want to thank our teams across Central Garden & Pet Company for their continued commitment and strong performance following a year of meaningful progress. The work we've done has positioned the company well, and as we move into the next phase, we're doing so from a position of strength, with a clear shift toward greater emphasis on growth and innovation while maintaining operational rigor. And with that, I'll hand it over to Bradley. Bradley G. Smith: Thank you, Nicholas. Building on Nicholas's remarks, I will begin with our first quarter performance. Net sales were $617 million, a 6% year-over-year decline, with two primary factors that accounted for substantially all of the change. First, the timing of retailer spring inventory shipments in the Garden segment and, to a lesser extent, in the Pet segment. As discussed in last year's first and second quarter earnings calls, seasonal load-ins in fiscal 2025 were unusually concentrated in the first quarter. This year, a larger portion of those shipments shifted into the second quarter. Second, our continued portfolio optimization efforts continued to enhance margins and support sustainable, profitable growth. These include rationalizing lower-margin categories such as pet durables and select live plants categories, as well as the recent closure of our UK operation and transitioning of our European business to a more profitable direct export model. In addition, first-quarter results reflected two factors we had previously discussed on our fourth-quarter call: the ongoing transition of two third-party product lines in our Garden Distribution business to a direct-to-retail model, which began last year and is expected to be completed this Q4, and a temporary shipment hold with a large pet customer, which began in Q4 and was resolved late in the first quarter. Importantly, these two factors were balanced by solid growth across several key businesses, including rawhide, wild bird, and animal health, underscoring the resilience of our consumables portfolio and progress against our strategic priorities. On a non-GAAP basis, gross profit was $190 million compared with $196 million, while non-GAAP gross margin expanded 100 basis points to 30.8%, driven by productivity gains and improved mix. Non-GAAP SG&A expense was $166 million, down 1% versus the prior year. As a percentage of sales, non-GAAP SG&A was 26.8%, compared with 25.5%. Non-GAAP operating income was $24 million compared with $28 million, and non-GAAP operating margin was 3.9% with 4.3%. Non-GAAP adjustments related to our cost and simplicity agenda totaled $7 million in the first quarter. The majority of these costs were within the Garden segment and largely reflected facility consolidation activities. Below the line, net interest expense of $8 million was consistent with the prior year. Other income was $200,000 compared with an expense of $2 million. Non-GAAP net income totaled $13 million compared with $14 million in the prior year. We delivered GAAP diluted earnings per share of $0.11 and non-GAAP diluted earnings per share of $0.21, consistent with the prior year and above our expectations for the quarter. Adjusted EBITDA for the quarter was $50 million compared to $55 million. Our effective tax rate for the quarter was 23.3% compared with 23.5%. Let me now provide highlights from the first quarter across our two segments. Beginning with Pet, net sales for the Pet segment were $416 million, a 3% year-over-year decline reflecting the portfolio optimization efforts, shipments shifting into the second quarter, and temporary shipment hold, which I noted earlier. These factors were partially balanced by continued growth in our Rawhide business and our Animal Health business, especially within Professional and Equine. Consumables overall grew at a low single-digit rate, supported by favorable point-of-sales trends. Across the Pet segment, we held share overall, with gains in several key categories, including dog treats, flea and tick, pet bird, and our professional portfolio, reflecting consistent execution across our core categories. Non-GAAP operating income for the segment was $50 million compared with $51 million. Non-GAAP operating margin improved to 12.1% from 12%. Adjusted EBITDA for the segment was $60 million compared with $60 million. Now moving to Garden, net sales for the Garden segment were $202 million, a 12% decline reflecting shipment timing, the continued transition of two third-party distribution product lines, and further rationalization of our live plants categories, partially balanced by continued growth in our wild bird business. Overall, we gained market share in Garden, with gains in several key categories, including wild bird, fertilizer, and packet seeds. As expected, the first quarter is seasonally smaller for Garden, with the core selling season still ahead, and it would be premature to draw conclusions about the full fiscal year. Non-GAAP operating loss for the Garden segment was $2 million compared with income of $2 million, as shipment timing more than offset productivity gains and disciplined cost management. Non-GAAP operating margin was negative 1.2%, compared to positive 1.1% a year ago. Adjusted EBITDA totaled $8 million compared with $14 million. Moving on to the balance sheet and cash flows, cash used by operations was $70 million for the quarter compared with $69 million a year ago. Our teams continue to demonstrate strong working capital management, building on the significant inventory reductions achieved following the pandemic-related build. During the quarter, inventories increased by $20 million versus the prior year, primarily reflecting the timing of shipments. CapEx for the quarter was $11 million compared to $6 million, consistent with a focused investment approach centered on productivity initiatives and essential maintenance. Depreciation and amortization totaled $21 million compared to $22 million. During the quarter, we repurchased approximately 660,000 shares for $18.5 million, with $28 million remaining under the share repurchase authorization as of quarter end. At quarter end, cash and cash equivalents and short-term investments totaled $721 million, up $103 million after our usual Q1 working capital build and the acquisition of Champion USA, underscoring our strong liquidity position and cash generation profile. Total debt was $1.2 billion, unchanged from the prior year. Gross leverage ended the quarter at 2.9 times, consistent with the prior year and below our target range of 3 to 3.5 times. Net leverage was approximately 1.2x, supported by our solid cash position, and we had no borrowings outstanding under our credit facility at year end. This balance sheet strength provides the flexibility to invest in acquisitions and organic growth, maintain financial resilience, and return value to shareholders. As Nicholas mentioned, we are reaffirming our non-GAAP diluted EPS guidance of $2.70 or better. We continue to expect CapEx of approximately $50 million to $60 million, largely focused on maintenance and productivity initiatives across both segments, reflecting our focus on high-return investments that enhance efficiency and profitability. Unchanged from the first quarter, we currently estimate incremental year-over-year gross tariff exposure of roughly $20 million for the fiscal year, concentrated in the Pet segment. We expect to mitigate the impact through pricing actions, portfolio management, and supply chain initiatives. As always, our outlook excludes the potential impact of future acquisitions, divestitures, or restructuring activities during fiscal 2026, including any actions associated with our cost and simplicity agenda. That concludes our prepared remarks. Operator, please open the line for questions. Operator: Thank you. We will now be conducting a question and answer session. Our first question comes from Bradley Bingham Thomas with KeyBanc Capital Markets. You may proceed with your question. Bradley Bingham Thomas: Good afternoon and thank you for taking my question. With freezing temperatures across the country, I think it's probably a little premature to ask how the garden season is kicking off. But John D. Walker, I was hoping you could speak a little bit more about the placements that you're seeing in terms of the garden season and if whether we're just normal with last year, how you feel like the opportunity is to gain some share and get some growth in the category? John D. Walker: Sure, Bradley. Thanks for the question first of all and thanks for not reading into too much into the Q1 results because Q1 will not dictate what our garden season looks like. That season is still in front of us as you noted. And we feel really optimistic about the upcoming year. I think I mentioned on our prior call that the total distribution points of products that we manufacture is up 14% year over year. And we feel great about that. For a mature business like ours, that's significant improvement year over year. So we feel great about it. We feel great about our relationships with our customers and they're supporting us with promotions and off-shelf activity for the upcoming season. And while much of the country is frozen right now, as you noted, we do feel great about the level of support that we're gonna have for the upcoming year. So I say that, you know, from a share standpoint, we had a good share year last year as we noted in the script just now we gained share in fertilizers and in packet seeds and in wild bird feed. Expect that to continue this coming year and adding grass seed to that as well. So we feel great about the level of support, about the distribution gains that we've gotten, and about our prospects for the year. And I'd say our retailers are optimistic about the upcoming year as well and they're supporting us well. Bradley Bingham Thomas: That's very helpful, John D. Walker. Thank you. Yes. Obviously, big quarter ahead of you here in the all-important garden season. I wanted to ask a follow-up to Nicholas just about the momentum in cost and simplicity and all the success you all have had in driving improved profitability. I guess, Nicholas, the question is, as we think about that balancing act of improving profitability versus investing in the business to grow, you alluded to that in your prepared remarks. Can you speak to maybe where you're most putting investments in place to try to drive the business? And perhaps are we getting to closer to a spot where you may play offense even more in terms of spending to try and drive growth? Nicholas Lahanas: Thank you. Yes. Great question, Bradley. As we mentioned in the prepared remarks, we've been at cost and simplicity for quite a while. Our project horizon is now complete where we have these four large, very modern distribution centers across the country. The efforts are going to continue. We want to maintain these pipelines with cost savings initiatives across the company. We feel like that skill is really embedded into the culture. It's taken a number of years, but we feel like we've got a great foundation. Obviously, a lot of the savings and a lot of those are reflected in the margins that have expanded. But also what's expanded margins is really along with cost and simplicity, has been our portfolio optimization. So that's another area that, you know, we're taking out what we call empty calories. So it's SKUs in businesses that have revenue but don't bring a lot to the bottom line. And we don't see really a path forward to improve those margins and bring more to the bottom line. And so sometimes you gotta get a little smaller to get better, and I think that's what you're seeing sort of real-time. So we're doing all this foundational work. Today. We feel great about it. It's gonna continue. We feel like it's very embedded in the culture. But now we really recognize that it's time to pivot and focus really on a growth mindset, what we call a growth mindset. And what we mean by growth, it's M&A, not just innovation. It's picking up private label. It's driving market share in our categories. It's investing in digital. You're starting to see pockets of that across the business. So you saw the small tuck-in M&A deal we did a couple of months ago. You're seeing us push harder into digital. If you look at Feeding Frenzy, it's been an incredibly successful initiative for us in Q1. And we're starting to see a little more innovation across the businesses. We want to embed that in our culture. Just like we have cost of simplicity. It's gonna be a multiyear program. But one thing Central Garden & Pet Company does extremely well, when we focus on things, and really drive it home and we focus on a few things with excellence, we normally succeed just like in cost of simplicity. The innovation push is going to take some time, but with the proper amount of focus and constancy of purpose, we feel really great about the future in terms of driving growth. So that's going to be a real push and it's sort of the next phase of our evolution is what I call it. Bradley Bingham Thomas: That's great. Thank you, Nicholas. Our next question comes from the line of James Andrew Chartier with Monness, Crespi, Hardt. You may proceed with your question. James Andrew Chartier: Good afternoon. Thanks for taking my questions. Could you help kind of quantify the impact of some of these headwinds to sales, the timing of garden shipments, the pause in shipments to the large e-commerce player, and then kind of the business rationalization efforts? Bradley G. Smith: Yes. I would say this is Bradley. Thanks for the question. I would say at a total company level, you look at the timing impact, it was more than half of the overall net sales decline. So it was by far the biggest. And number two would be the portfolio optimization efforts. And if you put those together, that was essentially almost 100% of the net decline. If you then look at the product line wind down in garden that we're talking about, and then the stop shipment we had with the customer on the pet side, those impacts were relatively smaller and they were fully offset by the gains that we talked about in our prepared remarks around rawhide, animal health, and wild bird. James Andrew Chartier: Great. That's really helpful. And then last quarter, you talked about some kind of green shoots and kind of pet adoption trends. Just curious, any update there? John Edward Hanson: Yes. On the Pet side, this is John. Everything we see is really the category is stabilizing. If we look at household penetration by rate, Nielsen tracked channels, you know, everything's indicating stabilization. We have a live animal business that in Q4 posted positive growth, so it's low single digits. It posted positive growth again in Q1. So we think we definitely hit the bottom and we're tilted towards coming back up. You know, the magic question, you know, is what's the timing of that? Could we see some modest growth in the back half? Possibly. James Andrew Chartier: Great. And then lastly, you mentioned that EPS was better than expected in the quarter. Could you help us understand what drove the upside relative to your expectation? Bradley G. Smith: Yes. As Bradley mentioned, we had some offsets. So the offsets were all higher margin businesses. We got some orders in that were in our higher profit business. So a lot of that dropped to the bottom line and was great for us. We were very pleased to get those. So that was really the main driver. James Andrew Chartier: Great. Thanks. I drill it down, it's really mix. Bradley G. Smith: Got it. Thank you. Our next question comes from the line of Brian McNamara with Canaccord Genuity. You may proceed with your question. Brian McNamara: Hey, good afternoon, guys. Thanks for taking the question. I don't know if you quantified the durables performance in the quarter or the current mix. Just that would be helpful. Bradley G. Smith: How are you doing? It's Bradley again. Durables, we're talking about it quarter these days. It was about 16% of sales in pet in Q1. So it was consistent with Q4. The decline was, I would say, north of 20%, but it was fairly steep. I would call out that about two-thirds of that was the timing shift that we saw in our cushions business from Q1 to Q2, plus the exit of the tank business that we are kind of in the late stages of. So two-thirds of that kind of north of 20% decline was related to those two factors in combination. And I think the important thing to call out is that once we get beyond Q2, we should have effectively lapped that timing impact on cushions as well as all the exiting of tanks. And so when you get into the back half, we should be down to, if we've got differences year over year in durables, it should be in the single digits. John Edward Hanson: And this is John. Just to build on that, the exiting of tanks was part of the portfolio optimization, so it was SKU rationalization of low-margin SKUs. So a lot of it we proactively, you know, did to ourselves. But it's the right decision long term. Bradley G. Smith: Yeah. And the only other thing I would add, we're talking a lot about timing and it was the number one driver in terms of Q1 top line. Early indications here in January are we had very good shipments and we saw a lot of that come back to us already in January. We still have two more months left in Q2. So it's sort of playing out the way we expected. Brian McNamara: Great. That's helpful. Curious your thoughts on retailers' commitments to the Garden category. I know one of my peers just mentioned that this weather is probably the last thing you're thinking about is gardening right now. But how do you guys feel you're positioned if we actually get some good spring weather for a change? John D. Walker: Hi, Brian. It's John D. Walker. I'll take that question. I think we're positioned well. I mentioned that earlier when Bradley asked about it. I think from a retailer support standpoint, I think we've secured the support that we need to succeed. Retailers are still optimistic about the upcoming season. I mean, spring will come at some point in time. We did not build in any upside for favorable weather this year. We planned on pretty much weather consistent year over year. Last year wasn't stellar. So hopefully that could be a tailwind for the upcoming year. I think we're well positioned and I think retailers are very engaged. Lawn and Garden drives a lot of footsteps into their store. So they're still approaching it as such, very optimistic about the year and really dependent upon a good lawn and garden season. So we've gotten their support and their level of engagement. Brian McNamara: Great. And then just finally, I'm curious your thoughts on the M&A environment. Obviously, tariffs and policy uncertainty made it a pretty quiet year last year, but you acquired Champion or announced in December. Curious how that's looking across both businesses right now? Thank you. Nicholas Lahanas: Yeah. I mean, we're encouraged. We're seeing more activity, I would say. We're involved in several discussions right now. So we feel quite good. We're actually seeing more pet activity, which is quite nice. So yeah, we're feeling quite good about things, and we think it's gonna continue to pick up. At least that's what all the indications are right now. Brian McNamara: Great. I'll pass it on. Thank you, guys. Operator: Our next question comes from the line of Robert James Labick with CJS Securities. Looks like Robert has dropped off the line. Our next question comes from Hale Holden with Barclays. You may proceed with your question. Hale Holden: I got two questions. I want to be more bullish on the cold winter weather. So in the event that we have actually a really good spring weather set for you, how do your inventory stocks look or how would your ability be to fulfill chase orders? John D. Walker: Hale, this is John D. Walker again. We go into the season with really reasonable in-store inventories. So year over year in dollars, it's up low single digits. In units, it's flat year over year. So we'll be shipping into that. So if there is a push on inventory, or on demand, I think we're in great shape. We did a fall prebuild. Our inventories and our barns are in great shape. So we're ready for ready to be pressure tested. Let's put it that way. And we would enjoy that after the last couple of years with the weather that we've had. But, you know, we're in good shape. By the way, you know, we've talked a lot about the cold weather. We do have a portfolio that, you know, due to our wild bird business, it does quite well in the cold weather. So our consumption right now for our wild bird business is fantastic thanks to all the snow cover. And I think that that's one of the benefits of having a more diverse portfolio. Bradley G. Smith: And I would add too as far as chasing season, all the network design work we've done enables us to really move with a lot more agility and get orders out. We have more doors, we can handle more trucks. So in case there is a surge, we are much better positioned to basically handle that. Hale Holden: I'm sitting in day 30 here of under 32-degree weather in New York. So I'm thinking... John D. Walker: Yeah. Sorry. Yeah. Hale Holden: Yes. My second question is, I was, like, trying to read between the lines on your commentary on the consumer on both pet and, you know, where we could go and garden, and it sounded like it was tepid or no change from kinda where you've been for the last six months. I was wondering if I have the right read. John Edward Hanson: I would say on the pet side, we probably feel a little more bullish. We have seen the bottom. We have a live animal business now that is growing in Q4 and again in Q1. Certainly from household penetration buy rate, all the everything that we can see, the category stabilized. And six months ago, nine months ago, it was declining still. So I think we definitely have seen the bottom. And the question is, how quickly does it return to growth? And we're very hopeful that could happen in the back half. John D. Walker: And on the Garden side, I think we feel optimistic as well. You know, we're seeing some shift from do it for me to do it yourself. I think that bodes well for our products and our categories. And then historically, our categories have done well in a difficult environment. And that's because consumers may pass on large capital outlays for they may not remodel a kitchen right now. Due to the cash outlay. They're gonna take on small maintenance projects and that includes beautifying the yard and things like that. That's a couple $100 capital outlay as opposed to several thousand. Bradley G. Smith: Yeah. And I would think I would just add overarching, the consumer is still very hardwired towards value. And that's something that is really up to us to deliver. And you're seeing a lot of that with us getting into private label. We've also innovated around more what I would say, cost-friendly products in dog and cat. And those have done extremely well. So it's really meeting the consumer where they are, and what they're looking for relative to their pocketbook. Hale Holden: Thank you, fellows. I appreciate it. Operator: We have Robert James Labick rejoining for a question with CJS Securities. You may proceed. Robert James Labick: Hi, Keith. This is one for Robert. Can you hear me? Bradley G. Smith: Yes. Robert James Labick: Great. Looking to the return of top-line growth and knowing weather is the biggest factor in any one year, so excluding weather, are you positioned to lap SKU rationalizations in the second half? And therefore poised for growth or have there been other changes that would keep a lid on the top line in the near term? Nicholas Lahanas: Well, we're optimistic towards the end of the second half. I think we're still gonna be lapping a lot of the what I would call the headwinds in terms of the top line with our SKU wrap program. But we feel the we're a lot more optimistic. And I think as we get into Q4, we should be in a position to start really growing top line. But we still have a couple of quarters to go as far as the headwinds on what we call our portfolio optimization. Robert James Labick: That's very helpful. Thank you. And then just one more balance sheet remains extremely strong. Can you discuss your capacity for M&A versus share repurchases and if you can do both? Nicholas Lahanas: Yes. We absolutely can do both and we, you know, we've kind of been doing both. And we just plan on picking up M&A activity a lot more. We're carrying obviously a lot of cash on the balance sheet and really that's designed to go towards M&A. We've just been waiting for the deal environment to pick up. We're pretty optimistic there. But if you look at last year, we bought back almost 10% of the market cap. We did about $18.5 million this last quarter. We're going to continue to be optimistic or opportunistic, I should say, in the market when we feel like our shares are a great value. We're gonna be there to support it. And it's a great way for us to return money to our shareholders. So we absolutely will do both. Robert James Labick: Thank you. Friederike Edelmann: Thank you, everyone. This was our last question. Thanks for joining our call today and have a great rest of the week. We have the IR team available for any questions you may have after this call. Thank you.
Operator: Hello, and welcome to the Allegiant Travel Company Fourth Quarter and Full Year 2025 Earnings Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question and answer session. I would now like to turn the conference over to Sherry Wilson, Managing Director of Investor Relations. You may begin. Sherry Wilson: Thank you, and welcome to Allegiant Travel Company's Fourth Quarter and Full Year 2025 Earnings Call. We will begin today's call with Greg Anderson, CEO, providing a high-level overview of the quarter along with an update on our business. Drew Wells, Chief Commercial Officer, will walk through demand commentary and revenue performance. And finally, Robert Neal, President and Chief Financial Officer, will speak to our financial results and outlook. Following commentary, we will open it up to questions and one follow-up if needed. We ask that you please limit yourself to one question. The company's comments today will contain forward-looking statements concerning our future performance and strategic plan. Various risk factors could cause the underlying assumptions of these statements and our actual results to differ materially from those expressed or implied by our forward-looking statements. These risk factors and others are more fully disclosed in our filings with the SEC. Any forward-looking statements are based on information available to us today. We undertake no obligation to update publicly any forward-looking statements whether as a result of future events, new information, or otherwise. The company cautions investors not to place undue reliance on forward-looking statements which may be based on assumptions and events that do not materialize. To view this earnings release as well as the rebroadcast of the call, feel free to visit the company's Investor Relations site at ir.allegiantair.com. And with that, I'll turn it to Grace. Operator: Sherry, thank you, and thanks to everyone for joining us today. We closed 2025 with strong momentum, capping a year of meaningful progress that strengthened our foundation and showcased the durability of our model. Let me briefly review our performance in the fourth quarter, reflect on key achievements from last year, and then frame our strategic focus for 2026. Our financial results for the fourth quarter exceeded our original expectations. We saw strong leisure demand throughout the quarter as TRASM declined just 2.6% on 10.5% capacity growth. Fuel ran slightly higher than expected, but disciplined cost execution helped us deliver a 12.9% adjusted operating margin, among the best in the industry. These results demonstrate the effectiveness of our low utilization flexible capacity model. Operationally, 2025 was an outstanding year. Controllable completion was an impressive 99.9% even as we increased peak flying. That consistency was recognized externally as well. The Wall Street Journal ranked Allegiant the second-best US airline overall and number one in lowest cancellation rate, the least number of mishandled bags, and the fewest instances of involuntarily bumping passengers. This reflects the daily professionalism and execution of Team Allegiant. We also successfully integrated the MAX aircraft into our fleet. After receiving our first MAX in late 2024, we prioritized investing in pilot training and revamping our maintenance operations to ensure a seamless transition. These aircraft are performing very well, delivering roughly a 20% fuel burn advantage compared to the A320. We are continuing to optimize schedules to allow us to realize the efficiency and reliability benefits from our MAX fleet. As they continue to increase their share of flying for us, they should become a meaningful tailwind for margins. Technology modernization was another important milestone. Transitioning away from our proprietary systems in favor of modern, flexible platforms was a major undertaking, but it was essential for achieving our future goals. We are now turning our focus to leveraging the state-of-the-art technology stack that allows us to introduce new tools and capabilities across the business. Our commercial initiatives are also gaining traction. Allegiant Extra continues to perform well, loyalty engagement is rising, and our improving digital capabilities are helping to make travel easier and even more enjoyable. With flash capacity growth in 2026, these commercial levers should boost earnings as their early results remain encouraging. Importantly, we strengthened our financial position while advancing all these initiatives. Unit costs fell more than 6% for the year, an industry-leading performance. With the sale of Sunseeker, debt repayments, and improved EBITDA, net leverage was reduced to 2.3 turns, nearing our lowest level since pre-COVID. Turning briefly to demand, we saw a meaningful improvement over the holiday period, and that momentum continued into January. Current leisure demand is strong, and our customers continue to value convenience and affordability, areas where Allegiant is uniquely positioned. Looking ahead to 2026, we do not plan to grow the fleet this year as a standalone. We expect to lean into our existing infrastructure and commercial initiatives to drive traffic improvement and margin expansion. Importantly, we remain committed to balancing growth with profitability, which we refer to as earning the right to grow. We expect a 13.5% adjusted operating margin in the first quarter, which should be our second straight quarter at or near the industry lead, setting the stage for a strong 2026. For the full year, we're guiding to adjusted EPS of more than $8 per share, an increase of approximately 60% year over year, reflecting the structural improvements we've made across the business. Strategically, our agreement to acquire Sun Country is an important step forward as the combination is expected to accelerate our ability to build the leading leisure airline in the US. Given the execution over the past year and the strengthening of our foundation, the organization is well-positioned to take on this significant undertaking. The two airlines share strong cultural alignment, similar fleet types, minimal network overlap, and complementary technology platforms, including Navitaire, all of which help reduce integration risk. A thoughtful integration plan is underway, focusing on capturing synergies efficiently while protecting operational excellence and the respective strengths of both airlines. When you step back and look at the broader landscape, it's clear that Allegiant continues to separate itself within our segment of the industry. Our low utilization flexible capacity model has worked for more than twenty years because it is purpose-built for leisure flying. We take great pride in being the leisure carrier of choice in nearly all of the 126 communities we serve, delivering convenience and reliability that travelers can count on. None of this is possible without the consistency and dedication of Team Allegiant. Their passion shows up every single day, and I'm honored to work alongside them. And with that, let me turn it over to Drew to walk through our commercial performance. Drew Wells: Thank you, Greg, and thanks, everyone, for joining us this afternoon. We finished 2025 with more than $2.5 billion in total airline revenue, up approximately 4.3% versus full year 2024, and a record high for Allegiant. I'd be remiss not to celebrate the success of the growth strategy even in the face of macroeconomic pressures through the year. On the back of that growth, we believe our year-over-year travel change relative to our CASM ex performance will be the best in the industry for the full year. The fourth quarter ended with approximately $656 million in total airline revenue, up approximately 7.6% versus Q4 2024, and a fourth-quarter record. Finally, the fixed fee revenue contribution of $25.5 million in the fourth quarter, despite the increase of scheduled service utilization, was another quarterly record. Our unit revenue metrics performed quite well in the fourth quarter, particularly when considering the growth profile. Our scheduled service ASMs grew 10.5% year over year in the fourth quarter, while TRASM decreased 2.6% to 12.67¢. As we've discussed over the last couple of quarters, the change in load factor trajectory is helping support the improvement of the growth-adjusted trend and unit revenue metrics. We gained a full point of load factor in Q4 2025 compared to the prior year. The winter holiday performance was certainly the most striking. Revenues over the Thanksgiving travel window were slightly higher on a year-over-year basis, and unit revenues across the Christmas and New Year's travel period were modestly higher on a year-over-year basis, but also notably shifted into January, providing some tailwind into 2026. Remember, the holiday period in 2024 also marks the start of our utilization normalization and continues into 2026. We expect the next year to represent additional sculpting of the significant utilization lift of the last year. For many markets, that represents capacity somewhere between 2024 and 2025 levels. Peak days will increase utilization just slightly through the first half of the year, while off-peak days will regress slightly more. We'll maintain some slack in the approach, but as usual, we'll feature more ability to add off-peak day capacity as the environment dictates. Additionally, as Greg alluded to, the proliferation of MAX flying in our network. We're thrilled with the performance of the new aircraft in our system thus far. In fact, cherry-picking the top A320 lines throughout the entire system against all MAX flyers are producing approximately 20% better economics simply measured as revenue per hour less fuel expense per hour on peak days with similar utilization. Further, through the same comparison on off-peak days, we produce nearly 10% better per hour economics while also flying the MAX aircraft 30% more than the same top Airbus tails in the fourth quarter. We continue to be incredibly excited for the increased potential that lies ahead with this aircraft. The fleet cadence through 2026, of course, correlates neatly with our overall ASM growth expectation. First-quarter ASMs are expected to be down approximately 5.7%, and the second quarter slightly more due both to fleet schedule and the Easter holiday pulling forward. Growth is expected to ramp up in the third and then further in the fourth quarter to achieve a full-year expectation of down 0.5% versus full year 2025. 2026 will also mark a return of robust levels of new market ASMs, while Q1 remains in the mid-single percent of ASMs flown. Approximately 10% of both the second and third quarters will be in their first twelve months of operation. 19 markets begin service in the first quarter, 17 of those this month, and 20 more in the second quarter. New markets lend themselves to strong lift in new card acquisition trends. Four of the last five months have been double-digit percent higher on a year-over-year basis, and spend remains strong on the card. We received approximately $140 million in remuneration, which represented a modest year-over-year increase. As we continue to build on this momentum, we are committed to working closely with Bank of America on the evolution of the co-brand. We are engaged in constructive discussions to ensure long-term alignment and a continued strong partnership that supports the next phase of our current program. The modest decline in ASM, holiday shifts pulling noticeable traffic into the quarter, and most importantly, the exceptional demand throughout the month of January sets us up for an incredible Q1 revenue performance. I noted the New Year shift of traveling to Q1, but the early Easter will have some positive impact on March as well. Even while winter storm impacts were worth approximately $2 million in absolute revenue headwinds, the TRASM effect is a slight positive due to the timing within the quarter. We were much better positioned within our Navitaire ecosystem to provide options and reaccommodate our passengers. Most of all, a huge thank you to all of our team members that showed up in adverse conditions and safely made a huge difference in the lives of our travelers. With that, I'd like to hand it over to Robert. Robert Neal: Thank you, Drew, and good afternoon, everyone. I'd like to start by just recognizing the team for their incredible work throughout 2025. We grew capacity by 12.6% in the year on flat fleet count and flat staffing levels. Despite a 14% increase in fleet utilization and nearly 17% reduction in employees per departure, our team members delivered an industry-leading controllable completion of 99.9%. Now I'll walk through the fourth quarter and full-year results and then provide an update on our outlook and financial position. As with prior calls, my comments today will reference results on an adjusted basis, excluding special items unless otherwise noted. Our outlook today will exclude any impact from our proposed acquisition of SunTrust Airlines, which we expect to close in 2026. For the fourth quarter, the airline segment produced net income of $50.1 million, resulting in airline-only earnings of $2.72 per share, coming in ahead of our guided range, which was $2 per share at the midpoint. Outperformance was driven by lower-than-expected salaries and benefits, timing of certain maintenance expenses, and a stronger-than-expected revenue environment following the government shutdown. Full-year 2025 consolidated net income was $70.3 million or $3.80 per share. The airline earned $93.8 million, yielding full-year airline-only earnings of $5.07 per share. The airline generated just over $143 million of EBITDA during the fourth quarter, producing an EBITDA margin of nearly 22%, underscoring the earnings power of the model in a favorable leisure demand environment. Turning to costs, fuel averaged $2.61 per gallon during the fourth quarter, slightly above our expectations. Notably, ASMs per gallon were up 2.6% over the prior year quarter, highlighting initial efficiencies from investments in the MAX aircraft and LEAP engines. As the MAX aircraft comprises a larger percentage of the fleet, we expect to see continued improvements here, yielding significant savings in annual fuel consumption. Fourth-quarter adjusted nonfuel unit costs were 8.01¢, representing a 3.4% year-over-year improvement on 10.2% higher capacity. For the full year, cost performance came in consistent with our down mid-single-digit expectation, with nonfuel unit costs down 6.1% despite the removal of 4.5 points of planned capacity growth, demonstrating the strength and agility of our flexible utilization model and the cost discipline of our team. We continue to grow into our infrastructure throughout 2025, and I'm really pleased with how the team has delivered on the cost front. As we look ahead to 2026, while we expect capacity to be down slightly year over year, which will place modest pressure on CASM ex, I remain confident that the cost initiatives implemented in 2025 will help mitigate these pressures. Importantly, we continue to expect full-year unit revenue increases to exceed CASM ex fuel increases, as evidenced by our full-year outlook, which I'll discuss in a moment. Moving to the balance sheet, we ended the quarter with total available liquidity of $1.1 billion, inclusive of $250 million of undrawn revolving credit facilities. Cash and investments declined by approximately $150 million from the end of the prior quarter, reflecting proactive debt prepayments following the sale of Sunseeker, which had closed late in the third quarter. During the quarter, we repaid $259 million of debt, including $224 million in voluntary prepayments. At year-end, cash and investments started at 32% of full-year revenues. We also increased our revolver capacity to $250 million, up from $175 million, providing efficient available liquidity while allowing for a reduction in debt balances. Notably, we continue to maintain an uncovered pool of aircraft and engines valued at well over $1 billion, providing substantial financial flexibility. Total debt at year-end was just under $1.8 billion, down from $2.1 billion at the end of the third quarter, and net leverage improved to 2.3 times, down nearly a full turn from 2024. Capital expenditures during the fourth quarter were $56.7 million, including $35.9 million of aircraft-related spend and $20.8 million in other expenditures. While deferred heavy maintenance spend during the quarter was $11.5 million. For the full year, we invested $453 million into the airline, inclusive of heavy maintenance expenditures and within our previously guided range. We ended the year with 123 aircraft in the fleet, including sixteen 737 MAX and 107 A320 family aircraft. Looking ahead to 2026, we expect to take delivery of eleven 737 MAX aircraft, with nine placed into service by year-end, while retiring nine A320 family aircraft throughout the year, resulting in a flat year-over-year fleet count. Based on these delivery expectations, we estimate full-year 2026 capital expenditures of approximately $750 million, including $85 million in deferred heavy maintenance and $580 million of aircraft-related CapEx. Turning to our outlook, as Drew noted, we now expect full-year capacity to be down slightly year over year, largely due to the timing of aircraft deliveries, which are back-half weighted. This includes a modest delay of three aircraft, pushing their entry into service just after the start of our summer peak. The healthy demand environment we observed during 2025 extended into early January. While winter storms, Fern, and Gianna did impact bookings, we're beginning to see a recovery, and today's guidance reflects the impact from the storms. As a reminder, our outlook is based on Allegiant's standalone forecast. For the first quarter, we expect earnings per share of approximately $3 at the midpoint of our guided range, implying an operating margin of 13.5% based on an assumed fuel cost of $2.60 per gallon. For the full year, given continued macro uncertainty across the industry, we believe it is appropriate to guide more conservatively. At this point, we expect to deliver earnings per share of at least $8, with the potential for upside as demand trends, cost initiatives, and operating performance evolve over the course of the year. As I wrap up, 2025 was a foundational year for Allegiant. We brought the level of operations back in line with our fleet infrastructure, providing operating cost economics constructive to our leisure-focused flexible capacity model. We largely restored peak day aircraft utilization, making more of our product available on the days our customers want to travel. We aligned management headcount to the level of operations and introduced performance-based pay programs for leaders across the business. We integrated one-third of our firm order book from Boeing, improving team member productivity and delivering initial fuel efficiency targets. We divested the Sunseeker business and refocused management efforts on the airline. We paid down debt and positioned our balance sheet for healthy investment in our future. With more than 100 new technology aircraft available in our order book, a healthy financial position to access the used aircraft market opportunistically, and a technology suite suitable for serving a larger customer base, I remain highly confident in the foundation we have here. Whether that be for navigating through various demand environments, expanding our leisure offering with more community, or enhancing our customer and team member experience. And with that, operator, this concludes our prepared remarks. We can now move to analyst questions. Operator: Thank you. If you would like to ask a question, please press 1 on your telephone keypad. If you would like to withdraw your question, simply press 1 again. We ask that you please limit yourself to one question and one follow-up if needed. Thank you. Your first question comes from Scott Group with Wolfe Research. Your line is open. Scott Group: Hey. Thanks. Afternoon. So I think the term you used was January was exceptional from a demand standpoint. Maybe just, like, some color on what you think is driving that. And I know it's early, but when you look at the rest of the quarter, how does it look? Are you seeing that same trend continue? Any degree of moderation? Just any thoughts there. Drew Wells: Yeah. Thanks, Scott. You know, it helps that we have seats pulling back a little bit when it comes to demand, but I don't think what we're talking about is much different than what we've heard from a number of carriers through this cycle. The user, the visitation coming through the front door is better than we've seen in several of the prior years, able to manifest both in terms of bookings and through some pricing capabilities and yield, which is a nice change of pace for us over the last couple of years. So I think that's going to be really pronounced going through the spring break and Easter period. And then, you know, we'll kind of see what happens as bookings and demand start to turn a corner toward post-Easter into the summer time frame, which is still a bit too far out for the current booking curve. So, you know, I think we're hopeful as we get into the second and third quarters that there remains upside similar to what we've seen in January. But, you know, not something that I'm willing to bank on quite yet. Bear bars on what we've seen for the summer period over the last several years are just so much wider. That it's hard to have a great deal of conviction that this will definitively continue through that time frame. Scott Group: And then if I heard correctly, I think you have a view that you guys are going to have the best RASM, CASM spread in the industry this year. Maybe just some a little bit more color on how you are thinking about both RASM and CASM this year would be helpful. Drew Wells: Hey, Scott. I think in Drew's comments, he was referring to, in 2025, the best spread between TRASM and CASM ex. But I will say as we look to 2026, we expect TRASM to improve more than CASM ex this year as well, which reinforces the margin expansion that we're looking at. Scott Group: Okay. That was backward-looking. Okay. I apologize. But how are what what are how are we thinking about in a in a flattish capacity environment, how are you thinking about CASM this year? Robert Neal: Sure, Scott. Hey. It's BJ. On a full-year basis, you know, as you would expect, we would expect CASM to be up for the most part across all lines in the P&L except maybe aircraft rent, which we've talked about the last couple of calls. And then if you just think about the shape of capacity, you would expect CASM ex to be up more in the first half of the year than it would be in the back half. Expect the second quarter to be the high point of the year. And I would just share I would on a year-over-year comp basis. And then maybe just worth noting, we do expect CASM ex on a full-year basis to be down versus 2024. Scott Group: That's helpful. Thank you, guys. Operator: The next question comes from Atul Maheswari with UBS. Your line is open. Atul Maheswari: Good evening. Thanks a lot for taking my question. Vijay, you mentioned your prepared remarks that you were being conservative with the full-year guidance given, you know, how some of the macro issues hit the region and the industry last year. So just to be clear on what's assumed for the full-year guidance, you're not really assuming the current from January trends to continue and it's what gets you to the $8 versus that the right way to think about, you know, like, in January trends, you want to continue to get a number higher than that. Is that the right way to think about it? Robert Neal: Yeah. Cool. I think that's right. Can just kind of think about, Drew's answer there to Scott's question. That would line up. Atul Maheswari: Okay. Thank you. And then on the first quarter, I want to better understand what's assumed at the low end and at the high end. So if current booking trends were to continue, does that take you to the midpoint of the first quarter range or, which is the $3, or does that take you to the high end of the range? And then what's assumed at the low end? Drew Wells: A lot there. I you know, like, what we're putting out for the midpoint is kind of where we see demand. We know it will taper a little bit through the quarter for in-quarter bookings. That's, you know, just the nature of things. The peak is certainly the weeks immediately after the New Year. So, you know, we won't persist at exactly the same level, but we wouldn't expect that either. And then, you know, variance from that on the rep side will take us one way or the other. Operator: The next question comes from Mike Linenberg with Deutsche Bank. Your line is open. Mike Linenberg: Hey, good afternoon. Two questions here. You talk about demand and the strength that you're seeing, how much of that is just a function of the fact that you're coming into the year with a very favorable supply backdrop. I mean, you indicated, Drew, that you're going to be down March and June and then it picks up. And, you know, maybe more specifically, you know, where is the demand across the network? You know, is it stronger in some regions versus others? Like, we know that Vegas has been struggling, but we've also seen a lot of capacity come out of Vegas. So I you know, I realized the headline number may be somewhat deceiving, and some just curious if you could drill down and give us a little more color. Drew Wells: Yeah. Perhaps a little more color, but you know, I'll probably stop short of great detail. Geographically, it all looks pretty strong. I mean, to your point, it's not a new story that Vegas has struggled. I think LBCBA's numbers had it down about seven and a half percent or so in visitation year over year, but convention attendees were flat. Right? It's becoming a very events-driven and holiday-driven destination, which is very similar to the rest of our network, but a bit unfortunate to lose kind of that year-round rock star reliable that it once was. So, yeah, certainly having seats down helps, but it's, you know, I alluded to the visitation to the website. I mean, what's coming through the front door, you know, we would have loved to have in '25 too. When we were talking about, you know, how strong it was to start the year, and we're beating that. So I feel really good about where we sit. I feel good about it in elevated capacity. I feel really good about it with those seats coming down a little bit. Greg Anderson: Okay. Great. In my case, Greg. I would what Drew and team did in the plan this year as well is they concentrated more flying in the peaks and removed some in the off-peak as well. So I know Drew mentioned that in his opening remarks, but that too, you know, that's a helpful backdrop for the strength we're seeing in demand. Mike Linenberg: Great. And then just my second question, really turning to the merger and maybe just some of the mechanics. Not that you put out a filing, but just curious what went you know, at what day or what time frame you did actually file Hart-Scott-Rodino? I know it's a thirty-day waiting period. The deal was announced early January, so if it was right around that time, we'd be coming up to at least the first thirty-day period. And sort of tied to the merger, as we think about the cash component, the $4 plus per Sun Country share, I think that's about $200 million. Is that is the plan to finance that out of cash or you know, would you finance that? Or, you know, is it out of cash, or would you actually finance it? Thanks for taking my questions on that. Greg Anderson: No. Thanks for the question, Mike. I'll kick it off. Vijay will follow up on that second part around cash. As we put out, we expect the merger to close in 2026. And to your point, there's conditions necessary to achieve that. Shareholder vote, regulatory approval, and then some other customary closing conditions. For the shareholder vote and the regulatory approval or the HSR filing, we expect Mike to file both of those within the coming weeks. And then that'll post those filings and review. That'll trigger the timeline as well. And then, BJ, do you want to jump in on the question? Robert Neal: Sure. Hey, Mike. On the cash consideration for the merger closing, you know, it's certainly going to depend on when in the year the closing would take place. I would just note we have a bond out there that matures in 2027. So we've had an eye on the market to refinance that at some point. And so, ideally, we would refinance that and take a little bit more out. And have some extra cash to pay the cash consideration of the merger closing. But if the timing doesn't work out, there's, you know, more than $1 billion in unencumbered aircraft and engines. Candidly, balances for the first quarter are ahead of schedule. We could start by just using cash balances if we need to. Mike Linenberg: Great. Great. Thanks, everyone. Operator: The next question comes from Duane Pfennigwerth with Evercore ISI. Your line is open. Duane Pfennigwerth: Thank you. I just wonder if you could speak to how you were deploying the MAX aircraft. Any more flexibility that you have currently versus maybe how you were using them with just a few on the property. And as you begin to consider the combination with Sun Country's fleet and your own fleet, do you see the biggest opportunities? Drew Wells: Yeah. So I think we talked about this in previous quarters. Starting around mid-November, we pivoted a little bit on MAX from flying a lot of cycles and getting up and down for pilot transition training. And something that supported a bit of longer-haul flying, something that's a bit more commercially driven. So that, yeah, that started what, two and a half months ago or so. And, you know, contributing to the numbers I quoted in the remarks. Feeling great about that. You know, we'll get into additional basing on that in the back half of this year as delivery resumes. Robert Neal: Back on the second part. Yeah. And then just on the potential transaction, Duane, with Fleet and how we would be flexible in that regard. I think we're really excited. We think there's some upside in the deal to ensure that we can have the right aircraft at the right gauge in the right markets. Both Sun Country and Allegiant, we own a great deal of flexibility with our aircraft. It'd be too early to say what we're planning at this point, but we do think that provides some potential additional upside as part of the transaction as well. Duane Pfennigwerth: Thanks for that. And then maybe just from an earnings power, earnings seasonality perspective, as you think about the quarterly baseline, maybe for 2025, which quarter do you think has the most upside from your perspective? And that's not necessarily a 2026 comment, but just to get to like that normalized earnings power on an Allegiant standalone basis. As you look back on the April 2025, which quarter do you think has the most upside? Greg Anderson: Duane, let me kick it off, and I'll I don't want to say that the third quarter, I believe, has the most upside, but what we're focused on is as you recall, in 2025, we had a negative margin in the third quarter. We're focused on turning that to a positive margin as well. But in terms of the most upside, Drew, I mean, do you say it's kind of bookended on the first and the fourth quarter right now? Drew Wells: Yeah. They remain incredibly resilient first and fourth quarter. You know, just thinking about the same store flat capacity backdrop, we were down about 6% in the second quarter and 5% in the third. Yeah. I don't know, and I'm not willing to guide for you today what recovers from that, but those certainly took the largest kind of core demand impact through '25 and that perspective would pose the biggest upside capability this year. Duane Pfennigwerth: Okay. Very helpful. Thank you. Operator: The next question comes from Andrew Didora with Bank of America. Your line is open. Andrew Didora: Hi. Good afternoon, everyone. I guess, first question for Greg. I guess, now that you're back on track with your MAX order book here, like, you used to generate roughly $6 million in EBITDA per aircraft back in 2019. With this new fleet, you know, any way any chance you can maybe give us an update on where you think that can go in today's environment with the new MAX fleet that you're going to have? Greg Anderson: Yeah. On the MAX aircraft, Andrew, they're definitely the larger share of ASMs that they're producing in the company. You know, we think that becomes a meaningful structural tailwind. Overall, though, and I appreciate the comment about the improvements you've seen, we've really been focused on these initiatives that we've talked about to strengthen our business, kind of get back to what the Allegiant of old. And, you know, for many years, we have led the industry and we're pleased with the progress we're making. Our first step is getting back to double-digit margins. And I think this year, you're seeing in our guide that we're taking, you know, a meaningful move in that direction. We expect still later this year, we talked about it on a previous earnings call, to have an Investor Day. I think the transaction announcement may push that back a little bit later than what we initially anticipated. But that would be, you know, I think, a helpful setting for us to talk about the long-term earnings potential, and we could, you know, drive it in margins or in terms of EBITDA per aircraft as well. Andrew Didora: Got it. Fair enough. Just my second question, you know, I know there's obviously a lot of utilization to flex capacity over the year. I guess, you know, if you see demand get materially better, do you have much capacity that you could potentially flex and add in given your flat fleet growth? Thanks. Drew Wells: Yeah. I've mentioned a little bit in the remarks that we have some slack on peak days, you know, kind of to go through the summer. But, certainly, you know, off-peak has a ton of runway if the demand and fuel environments dictate that we add that in there. You know, I think we'd be making those calls, you know, time frame. More or less, but certainly some slack that still exists there. Andrew Didora: Thank you very much. Operator: The next question comes from Jad Gaudin with Citigroup. Your line is open. Jad Gaudin: Hey, guys. Thanks for taking my question. Obviously, great quarter, great guidance. I wanted to just think about Q1 guidance versus the full year a little bit in a little bit more detail. Last year, if we think about the seasonality of margins, we saw Q2 margins just a little bit lower than Q1 margin. Obviously, Q3 is very different. And then Q4 margin above significantly the Q1 level. Is that the right general seasonality that we should be thinking for 2026 off of this 13.5% margin at the midpoint? It seems like the full-year guidance at least at the $8 level really doesn't contemplate that kind of seasonality, but maybe I'm wrong. Maybe you could just kind of offer some thoughts there. Drew Wells: Sure. I mean, maybe just, you know, thinking of the rep side in particular and going back to some of the early comments, you know, a lot of this will depend on your view on what happens with core demand as we go through the summer. I think the industry as a whole, and we're no different, is taking a slightly more conservative view on how that will roll out. Again, we've just seen so much variability in those actual results as we go back through the last several years. So, you know, depending on your level of bullishness on summer demand will probably dictate how you think that margin cadence looks through 2026. Robert Neal: Hey, John. It's BJ. The only thing I'd add to that is just keep in mind Drew hinted at the top of the call that, you know, he's constrained on fleet heading into the summer. We had some very modest delays on some MAX deliveries that are impacting the early part of summer capacity. And so that'll put a limit on what we can do. Jad Gaudin: Okay. Guess what I was getting at is, you know, some of this is in your control with the s kind of rolling on throughout the year. It does seem very reasonable even in a wide range of demand scenarios that Q4 '26 margins are going to be considerably higher than your Q1 range. I mean, unless something really changed in the demand environment, is that logic wrong? Greg Anderson: Hey. Hey, John. It's Greg. I could step in maybe. Like, for the first quarter, I think we have about 28% remaining to book. We're still early in the full year. And so we feel we put a guide out there for the full year that we're confident that we can deliver on. Currently, demand is strong, and the economy, backdrop, you know, it seems good. But to Drew's point, we just don't want to get ahead of ourselves. And so we want to take a more measured approach and then update throughout the year each quarter. Jad Gaudin: Okay. Fair enough. I mean, I think we I think we can tell what you're getting at. Can I just ask a completely different question? There's a view out there that there could be a carrier liquidating relatively soon. I'm not sure if that's true or not. I'm just curious if you guys have a playbook for an event like that. Does that influence anything that you would do? Is there kind of a second step to that if we see an event like that occur in the industry? Greg Anderson: I'll start, and Drew may want to add. But we don't view our success here at Allegiant as being kind of dependent on what other carriers in our sector may or may not do. We believe we're just uniquely positioned here at Allegiant just because of our differentiated model and, candidly, we have limited overlap. But what Drew and his team always do is they keep a close eye on capacity, industry capacity, and they'll continue to evaluate that. As they would. Normally. Right? Drew Wells: Yes. That's right. And, you know, we recently secured a little bit more space in Fort Lauderdale as it is. I've been looking to grow in there for a while, and, you know, it can be a bit of an owner at the airport to be able to grow into, and we've been great partners with them. They've been great partners to us. Helping to work to secure them. We're going to keep trying to grow where we see demand and success, and, you know, that's one of the places where we've been successful in doing so. Jad Gaudin: And if that happened in the near term, would you have the ability to lean into that to flex capacity into that? It sounds like there are some aircraft constraints, which well? Or do you think you'd just be a beneficiary more on the yield side or something like that? Drew Wells: I mean, to be determined. I mean, it's a lot of in there. Like we mentioned earlier, we do have some slack left in our schedule that will deploy as we see fit. Kind of as, you know, as we see what shakes out. So whether that comes through capacity, whether that comes through, you know, just a few less seats in the market benefiting pricing for the short term. I guess we'll see. It's hard to speculate at this point, I think. Jad Gaudin: Alright. Fair enough. Thank you for all the answers. Operator: The next question comes from Savi Syth with Raymond James. Your line is open. Savi Syth: Hey. Good afternoon. Just maybe a little expanding a little bit on Mike's earlier question. I was kind of curious how you're thinking about balance sheet this year and targets. And, you know, you do have a big CapEx plan this year, and this merger. So curious how you're kind of thinking about where you'd like to kind of keep the balance sheet. Robert Neal: Sure. Thanks, Savi. You know, I've spoken on these calls for a while about trying to keep net leverage in the two to two and a half turns. We don't have a specific mandate from Greg or our board on that, but we update on it every quarter, and I think that's a healthy place to be. I'd like to see that number closer to two versus two and a half, but as we've kind of alluded to on the call, there's been a lot of opportunity out in the industry, and there are certain times where we should move within that range. As I think about 2026, the things that we need to consider are refinancing our bond, that's maturing in 2027. We don't need to do that in 2026, but the markets are quite constructive at the moment. It could be a good opportunity to build up some cash balances at attractive economics. And then there's the consideration, the cash consideration due to Sun Country in the back of the year. And then we've been trying to keep cash balances elevated a little bit, toward the higher end of our targets, and that's because we'd like to envision a world where we're paying out our pilot retention bonus at some point soon as well. And so we want to be ready to do that when we have an opportunity. So those are the big things. And then we have a big CapEx here, as you mentioned. Now most of most of the all of that could be financed at delivery. We'll probably pay cash for airplanes in the first half of the year and then think about aircraft financing in the back half of the year. Greg Anderson: Savi, it's Greg. I just wanted to add a couple of comments on BJ's points there. And maybe a little bit more high level, and that's the, you know, owning our fleet and opportunistically buying aircraft is a differentiator for us at Allegiant. We think it sets us apart, particularly in our segment of the industry. And it's a major driver behind our durability, our low ownership cost, and our flexibility in that regard. And with the Sun Country acquisition, just the work that BJ and the team have done to strengthen the balance sheet over the years and the way we structured the deal, this isn't going to the acquisition isn't going to stretch us by any means. In fact, post-close and integration, it's going to strengthen the balance sheet. We have, you know, a favorable well-timed MAX order, and you combine that with the free cash flow that Sun Country is currently producing, that's going to help us not only maintain low leverage but continue to delever post-combination. Robert Neal: That's well said, Greg. Thank you for adding that. And I think, you know, inside of Greg's comments there, Savi, the question is, if we wanted to raise the financing, do we do it ahead of having clarity on all of the approval dates and the close date knowing the close date definitively because we may raise a little bit of additional capital today to be ready to close, but immediately on closing, we'll benefit, like Greg mentioned, from the cash flow that that business produces. Savi Syth: Great. Good point. And this is our answer. I'll leave it at that. Thank you. Operator: The next question comes from Connor Cunningham with Melius Research. Your line is open. Connor Cunningham: Everyone, thank you. We could just start on the new development or new market development. It's been a bit since we've started to add back new cities and whatnot. You highlighted the 10% of your capacity in Q2 and Q3. Just curious if you could provide some maybe some historical context to what a unit revenue drag would normally be on new markets just as we start to think about past Q1 in general. Thank you. Drew Wells: Yeah. I think in the past, what we've talked about is something in the 10 to 15% range relative to the rest of the system. And no reason to expect it to be different through the cycle. Connor Cunningham: Okay. Helpful. And then just in terms of so, yeah, your well-timed MAX order, you've sounded very, very bullish on the MAX deliver on MAXes in general. I believe you have 80 on options that are still waiting to be converted or potentially converted. Like, do you need to wait are you can you just talk about how you would approach the options side of the business or the options for the MAXs in general? Are you going to wait for Sun Country to close? Like, is there just trying to understand the dynamic of where we could be in a couple of years from now in terms of just the overall maybe a decade from now, where we could be in terms of just MAX contribution in general for the company? Thank you. Robert Neal: Connor, yes. Thanks for the question. As you can tell, we're really excited about the opportunity and excited about what we're seeing in the firm portion of the MAX order. And there are options I think we would need to start talking about exercising those options if that's the decision in the back half of this year. And that would be for deliveries beginning in 2028. And I don't think that we have to wait for a Sun Country close to make that decision because we know or I'll say, I believe that exercising some of those options at least is accretive to our standalone business. But I think it becomes much, much more powerful when you think about the combined fleet. You know, when we had the call on the merger, we talked a lot about synergies, but it was really difficult to quantify fleet synergies, in particular, around the P&L because there's just a lot of trading between the two airlines that own their entire fleet. And we just have such a better opportunity to take advantage of the auction order book. Connor Cunningham: Can I just ask one more on top of that? Like, is the A320 like, do you envision the A320 to be part of the fleet like, you know, further down the line? It just seems like the MAX has done wonders for your business in general. And, you know, obviously, Sun Country is a 737 operation. Just like any thoughts on single fleet in general? Thank you. Robert Neal: Sure, Connor. I think I got a little I'm loaded. I know. Your question and probably forgot to maybe give you a responsible CFO comment and say, the number one thing to guide that decision is probably the shape of our balance sheet. And so, the A320 has been a fantastic machine, a fantastic producer for the Allegiant business for a long time. We announced the MAX order, I think we talked about the combined fleet being about 50% Airbus, 50% Boeing. At the end of the order. Candidly, we haven't sat around internally and discussed that changing significantly. Like I said, there's probably a little bit more opportunity on the MAX side now that we on the assumption that we would close the Sun Country transaction. But I think owning aircraft is more important than which of the two aircraft right now. And in order to own the aircraft, we need to maintain a healthy balance sheet. Connor Cunningham: Okay. Thank you. Operator: The next question comes from the line of Ravi Shanker with Morgan Stanley. Your line is open. Ravi Shanker: Great. Thanks. Good evening, everyone. I think on the top of the call, you mentioned a tech stack opportunity and kind of how you're excited about what's coming. Can you just elaborate on that a little bit? And kind of is that something that you are putting in place now? Or do you think that needs to be made until after the merger? Greg Anderson: Well, thanks, Ravi, for the question. It's a really important one. And we've been, you know, through a technology transformation here for a number of years. And I'd like to think where we're at today is that our technology investments are much more focused, and they're very practical. And as we've modernized our IT stack, it's unlocking a lot of value for us. And so these platforms, particularly on the commercial side, they're allowing us to move much more quickly. What we also were able to accomplish as part of this is bringing our data together and having better data and the ability to use that data to make better decisions. But we're going to continue to be more nimble, continue in terms of technology, continue to find ways to improve particularly on the commercial side, but throughout the business. For example, we were seeing just for the winter storms that we just recently had, the new technology stack allowed us to communicate better with our customers. And that's what we're ultimately trying to drive. And it's still early, but we're pretty encouraged by what we're seeing the changes we've made in this area of the business. Ravi Shanker: Understood. That's helpful. And maybe as a follow-up, you the investor rate that you mentioned earlier for this year. Do you think that's still a 2026 event, or do you think it gets pushed out of '27? Greg Anderson: I think it will pace with the close of the transaction that we're talking about, but we would expect if it closed during the timeline which we put out there the second half of this year, we still think there's going to be room to have an investor day this year in 2026. Ravi Shanker: Great. I think that's going to be a pretty important catalyst for the stock and current figuring out normalized EPS. So, would strongly encourage that. Thank you. Greg Anderson: Thanks, Ravi. Operator: The next question comes from Dan McKenzie with Seaport Global. Your line is open. Dan McKenzie: Hey, good afternoon. Thanks for the time you guys. Couple questions here. And, you know, I guess, just you know, I hope you don't cringe too much at this question. You know, leave it to me to kick a dead horse here. But going back to the guide, does the, you know, the and does the $8 embed a full or partial recovery of the five percentage points of RASM that was lost in 2025. And I guess you know, just beyond 2026, more broadly, you know, just given the k-shaped economic recovery that we've experienced are, Drew, are some of the lowest leisure demand buckets still missing here as you kind of give us this revenue outlook? And, you know, I guess related to that, if that demand segment doesn't come back, you know, can you still manage the airline to a mid-teens operating margin, you know, throughout the cycle? Drew Wells: Yeah. Thanks, Dan. I'll try to try to unpack some of this here. Yeah. I'd be remiss not to, you know, give another shout-out for our customer mix. You know, it does tend to be on the top part of that k shape. Right? And their median income over $100k. Generally, originating from lower cost of living, you know, DMAs, we do have a really healthy customer that flies on us. So I don't think that the k-shaped economy by any means is any more headwind or worrisome for me, I guess, as we look forward. You know, what we provide is truly valuable in the communities we serve. And we can still stimulate with price. We can still play with our schedule in a way that is going to produce the right outcome for what we're looking for. So that is not something that I will lose sleep over at this point. Greg Anderson: Yeah. And I would just add to that, Dan, that I mean, just to echo what Drew said that our business and model is designed to protect margins. The flexibility that we've built into it. And what you what we've talked a lot to the street about over the past year or so, the initiatives and the execution of the team to really re-strengthen that foundation. And so just to Drew's point, we feel really good where we're at and the flexibility we have and our ability just to serve the leisure customer. Drew Wells: Yeah. And maybe sorry. I remember the first part of the question. Now if you think about the middle part of the year and recovering that kind of that same store deficiency we saw last year, you know, we're not plugging a full recovery into that number. So the I mean, that's kind of, you know, where you would see a clear upside story if the economy does get there. We're above zero on it. But not all the way back. Dan McKenzie: Very helpful. Then, you know, second question here. Going back to the script, and the reference to the next phase of the credit card program, I'm just wondering what are the benchmarks that you'd like that credit card program to hit I guess, first? And then second of all, you know, are there steps that you can take to get your credit card holders to spend more, or do you just think as you think about that next phase and where the revenue upside is, you know, what are the areas of focus that you know, that really makes sense. Drew Wells: Yeah. I mean, there are definitively steps that we can take, and we know that because we've seen it in action, you know, over the last five months. Yeah. I mentioned at the top, you know, for the last five months being up double-digit percentage in new card acquisition, spend continues to look really strong. I think we just surpassed 600,000 cardholders. It's a really great story as we applied some, you know, kind of some new tactics and new thoughts even within the existing program and then as you refresh it and bring it to something a little bit more modern, I think there's a meaningful amount of runway that exists there. And as we think about how it's been communicated elsewhere, and you see 10% or more remuneration as a percent of revenue. I don't know that we get all the way to 10, but I think we get above the 5% or so that we did in 2025. So you think about another two to three points on that, it's a pretty compelling case right there. Dan McKenzie: Yeah. Absolutely. Thanks for the time, you guys. Operator: The next question comes from Christopher Stathoulopoulos with SIG. Your line is open. Christopher Stathoulopoulos: Good afternoon. Wanna dig into the capacity outlook for '26. So the 10 to fifteen the new routes, it's consistent with your historical profile. If you could speak to the composition, so departure stage engage, and then on utilization, hours per day, year on year, and then the mix peak versus off-peak year on year. And then, also, on the allocations of just look at first Q1, excuse me, you know, inventory is down solidly across most of your key markets, obviously, with the exception of FLL and how you're thinking about inventory, I guess, distribution against that full-year guide. Thanks. Bye, Mark. Drew Wells: I, yeah. Hi, Mark. Yeah. You got it. How about day two? We'll kind of go through all of it. I'll do my best to unpack everything we talked through here. You know, age and engage are a little bit offsetting through the year. So those are somewhat of a neutral for us. Yeah. We talked about Lauderdale and some of the other growth spots that, you know, kind of come from the new market announcements. We filled out SNA a little bit, filled out a little more in Gulf Shores. Lauderdale, we talked about. You know, in the spring, it's come a little bit at the expense of Provo capacity. That's gone elsewhere, but by and large, we backed by summer. So some of it has really just been kind of a seasonal kind of sculpting having to make some tough choices through the spring. But, really, a lot of that capacity that is coming out is off-peak day. We're able to hold our peak days pretty close to flat in terms of actual flying, which to Greg's earlier point, will be, you know, a bit of a tailwind to our unit revenue outlook, you know, and better overall patterns for customers on that perspective. So, I can promise you I didn't hit all of your topics there. Is there anything else you wanted me to dive into? Christopher Stathoulopoulos: Aircraft utilization. Drew Wells: Where we meaningfully 25 versus 24. I want to say live as low sixes hours per aircraft per day in 24. Up to seven over seven in 25. I think it's flat, maybe slightly up a little bit in 26, for overall aircraft utilization. Christopher Stathoulopoulos: Great. Okay. I'll keep it to that. Thank you. Operator: The next question comes from Catherine O'Brien with Goldman Sachs. Your line is open. Catherine O'Brien: Hey. Good afternoon, everyone. Thanks for the time. So I just want to bring back to the fourth quarter beat for a minute. You know, you came ahead in ahead despite the government shutdown. We don't know what your RASM or CASM expectations were going into the quarter. You just walk us through what went better and maybe just put some numbers around maybe how much better roughly, if not exactly. I'm really just trying to get a sense of, you know, where there might be continued momentum into the first quarter. Thanks. Drew Wells: Yes. I'm happy to start. Mean the rev outlook, you know, outperformed a little bit. And in particular, you know, we certainly I think we had communicated we did see a bit of a slowdown during the government shutdown as flights were being pulled back. But that recovered so well in the weeks following. And yeah, I talked a little bit about the holiday period, but, you know, that three-week stretch with some of which does spill into January being a positive on a year-over-year, certainly a bigger catalyst than I had anticipated at the beginning of the quarter. So, you know, kind of that late demand spike was a good guy. Robert Neal: Sure, Katie. I'll just add in. Yeah. We did have a handful of beats on the cost side as well. There were a few areas. Salaries and wages came in a little bit lower than we had expected. And then I think the point of your question, there are a few items, maybe one, that I'll call out, which is in the maintenance line. We had a meaningful beat there, which I would expect to be a bit of a shift into the '26. Catherine O'Brien: Okay. Great. Thanks. And then maybe, Vijay, just sticking with you. On the potential for refinancing and perhaps looking to raise debt against your unencumbered assets, you mentioned that the markets look constructive right now. Is there any structure or market that looks particularly attractive, capital markets bank debt, finance lease, whatever it may be? Robert Neal: We like all of those products. I think for me, and certainly others can weigh in here. For me, I just think it's important that we have a piece of the capital stack on the debt side that is not aircraft funded because the aircraft have proven to be resilient throughout cycles, including through a pandemic, and I just really like the ability to tap into aircraft to raise capital whether that's opportunistically for a large acquisition or whether that's out of defense because we see fluctuation in the demand environment. And so I just like the idea of keeping something of similar size to our existing bond at the time of its original issuance, was around $500 million. I like keeping something like that out there, which is secured by corporate collateral or the loyalty program. Catherine O'Brien: K. Great. Thanks for the color. Robert Neal: Thanks, Katie. Operator: This concludes the question and answer session. I'll turn the call to Sherry Wilson for closing remarks. Sherry Wilson: Thank you all for joining us today. We'll see you next quarter. Operator: This concludes today's conference call. Thank you for joining. You may now disconnect.
Operator: Ladies and gentlemen, thank you for standing by. At this time, all participants are in a listen-only mode. Later, we will conduct a question and answer session. At this time, if you have a question, you will need to press star one on your push-button phone. I would now like to turn the conference over to Erik Bylin. Please go ahead, sir. Erik Bylin: Thank you, Operator. Good afternoon, and welcome to NETGEAR's Fourth Quarter and Full Year 2025 Financial Results Conference Call. Joining us from the company are Mr. C.J. Prober, CEO, and Mr. Bryan D. Murray, CFO. The format of the call will start with commentary on the business provided by C.J., followed by a review of the financials for the fourth quarter and full year and guidance for 2026 provided by Bryan. We'll then have time for any questions. If you have not received a copy of today's release, please visit NETGEAR's investor relations website at www.netgear.com. Before we begin the formal remarks, we advise you that today's conference call contains forward-looking statements. Forward-looking statements include statements regarding expected revenue, gross and operating margins, expenses, tax expense, and future business outlook. Actual results or trends could differ materially from those contemplated by these forward-looking statements. For more information, please refer to the risks discussed in NETGEAR's periodic filings with the SEC, including the most recent Form 10-Q. Any forward-looking statements that we make on this call are based on assumptions as of today, and NETGEAR undertakes no obligation to update these statements as a result of new information or future events, except as required by law. In addition, several non-GAAP financial measures will be mentioned on this call. A reconciliation of the non-GAAP to GAAP measures can be found in today's press release on our Investor Relations website. At this time, I would now like to turn the call over to C.J. C.J. Prober: Thanks, Erik. And thank you all for joining us today. I have just completed my second year with NETGEAR, and I am exceedingly proud of the team and the results that we've delivered. After years of declining revenue, NETGEAR turned the corner in 2025 and delivered the first year of revenue growth since 2020, and record gross margins on top of that, leading to full-year non-GAAP profitability. This turnaround comes at a time when NETGEAR is celebrating its 30-year anniversary with much promise for the years ahead given our core strengths and the macro tailwinds we outlined during our Investor Day in November. Today, I'll cover a review of our 2025 accomplishments and give some color on our expectations for the year ahead. I am extremely pleased with what we accomplished last year and want to remind everyone that the groundwork for our 2025 performance began in 2024. Our objective during my first year was to correct foundational, operational challenges that NETGEAR faced, and we dug deep into the blocking and tackling of the organization to align a team that could deliver on the revenue opportunities while heeding the cost constraints required to turn NETGEAR's trajectory. As we moved into 2025, the emphasis turned back to the transition to growth as we worked to improve the margin profile of each business and translate that to improved profitability. Nowhere is our success and progress clearer than in our full-year financial performance. The momentum building behind NETGEAR's transformation clearly took off in 2025. Given our goal of entering the year, the results we're sharing today, I'm proud to say that 2025 was a financial and operational success. I want to wholeheartedly thank the team here for their dedication and diligence that's been the engine of this achievement. We began in 2025 with the restructuring that honed investments in the business to ensure the spend was properly aligned with the greatest opportunities for growth and profitability. This included the strategic investment in our highest growth opportunities and defined a framework to build our organization throughout the year that not only fills out our ability to capitalize on our opportunities but also improved our execution. As we began the year, our initial goal was to reverse the trajectory of our financials. We came into 2025 committing to investors that we would grow revenue, gross margins, and reduce our loss position while not quite expecting to be profitable. With the diligent effort of the team throughout the year, we were able to dramatically outperform our goals while navigating supply constraints and a substantially leaner channel. Full-year revenue grew by more than $25 million, and we also expanded our non-GAAP gross margin significantly across each part of the business, resulting in a 920 basis point improvement for the year. These gains in our top line and operating leverage translated to an improvement of $1.35 in non-GAAP EPS, including delivering non-GAAP net profit in each quarter. Importantly, this performance proves that we placed our bets in the right places and are firmly on the right path. While delivering stellar financial performance, we were able to drive forward many growth and operational initiatives to improve our outlook for the years to come. I'll now cover a couple of our most important achievements for each business segment in the last year. A big part of why I joined NETGEAR is that I see an incredible opportunity to differentiate our traditional hardware products by adding substantial value through software. To accelerate this effort in our enterprise business, we successfully acquired two software teams, Bog and Acxiom, which are now the foundation of our in-house software capabilities for enterprise. With these acquisitions, we accelerated insourcing of our software and have made great strides in leveraging AI to fast-track our roadmap execution. We also acquired the software stack that powers our ProAV solutions, and we're building an internal team that can drive faster innovation and more customer value than our prior partner-dependent development model. The second big opportunity for NETGEAR is to leverage these software investments to expand our subscription and services revenue. To further this, we launched our ProAV health services team last year. Our new team is helping our customers drive speed to value, providing dedicated, best-in-class support to ensure seamless AV solution deployments. This is just the beginning of our efforts to expand our value proposition, improve customer experiences, and drive higher-margin revenue streams. We also made significant strides in making NETGEAR the preferred vendor to work with across our enterprise AV partner ecosystem. A key point of emphasis for the team was to add AV ecosystem partners throughout the year, and I'm thrilled to share we grew our partner total to 524 by year-end, an increase of more than 150 partners in the year. In addition to the software-led product innovation and non-device revenue initiatives, our enterprise go-to-market transformation made incredible strides in 2025. We evolved our leadership, organization structure, and incentive plans, launched our partner program, revamped our website and partner portal, and changed our pricing, all with the goal of delivering on our promise to customers of being a partner that's easy to do business with. For consumer, in 2025, we again proved NETGEAR's technical leadership by delivering a slate of innovative, highly lauded new products during the year. While largely a strategic course correction to fill out our offerings in routers and mesh systems, these new products were met with strong market adoption and, importantly, stand as a cornerstone to help us expand our share position across the low and medium tiers of the market while further opening the funnel to our subscription services. And NETGEAR's offerings continue to stand out to consumers and professional reviewers alike, collecting a number of awards and accolades throughout the year. Given all the progress, we remain extremely well-positioned to capitalize on potential federal and state actions that could materially change the market dynamics in this space. We also made great strides in sourcing our software development capabilities on the consumer side of the business. Our newly formed software teams delivered a great new mobile app that launched with our new M7 mobile hotspot. This software platform is the go-forward foundation of our customer experience for our consumer products. We also capped off the year by growing our ARR in Q4 by 18% as compared to the prior year period, allowing us to end the year with over $40 million in ARR. And with the launch of our new M7 mobile hotspot, we have added eSIM monetization to the mix of our subscription and services revenue. From a financial results perspective, I'm thrilled to share that we capped off 2025 on a high note, delivering a fourth quarter that marked another tremendous proof point of the momentum we are building. With enterprise demand again growing double digits year over year, and strong work by the supply chain team navigating ProAV supply challenges, we were able to come in near the high end of our revenue guidance and exceed the high end of our non-GAAP operating margin for the seventh quarter in a row. Non-GAAP gross margin grew 750 basis points year over year in both enterprise and consumer, resulting in record quarterly non-GAAP gross margin of 41.2%. This flowed through the bottom line, translating to non-GAAP EPS of $0.26, up 117% sequentially. For the year, we improved our non-GAAP EPS by $1.35, an incredible validation of how the operational changes in 2024 flowed through to improved results in 2025. We also bought back roughly $50 million in shares in the fourth quarter, with total repurchases in 2025 of approximately $50 million. With all we accomplished in 2025, we're entering into 2026 with great momentum. Our philosophy continues to be to aggressively drive our transformation and embrace the inevitable changes that come with this. As such, this week, we executed a small restructuring impacting approximately 5% of our employees, including several senior leaders. Unlike in 2025, where we were looking to shift investments to our highest growth opportunities, this restructuring is driven by the opportunity to enable improved business unit incumbency, streamline execution, and ensure we have the capacity to onboard the capabilities needed to drive our growth in the years to come. We remain committed to investing in our transformational initiatives, and these changes have the added benefit of making additional room for those investments. One macro factor impacting our industry is the memory shortage caused by the unprecedented AI data center buildup. We've had success mitigating the situation to date and expect to have a limited gross margin impact in the first half of this year. That said, the memory challenges are escalating quickly, and the impact of the second half of the year is uncertain, but rest assured, we're continuing to do everything we can to mitigate these challenges. For the enterprise business, the situation is manageable. Memory is a small percentage of our bill of materials, and we have products that are more expensive with better margins. Also, we've seen and expect to see further industry-wide price increases by many of our competitors. We will follow suit while remaining extremely competitive from a value and price perspective. For consumer, the situation is more challenging given memory represents a higher percentage of the bill of materials, and the products have lower gross margins. We have multiple streams of mitigation efforts underway, which include negotiating ongoing cost sharing with our supply chain and channel partners, adjusting our procurement strategy, reducing promotions, and constraining OpEx for this business. We remain committed to minimizing the financial impact on operating income for our consumer business. While our efforts have successfully minimized impact to the first half, our ability to navigate the second half is uncertain at this point, and therefore, we may be challenged in delivering our own 2026 goals of growing revenue, margin, and profitability despite our best efforts to mitigate the memory situation. That said, our objective remains to hold the line on these high-level goals for this year. In closing, NETGEAR remains on a great trajectory as we delivered revenue growth, record gross margins, and profitability in 2025. We remain committed to our transformation and the mid and long-term targets we shared at Investor Day, and we will continue to make decisions aligned with our philosophy of driving long-term value for shareholders. With that, I'll now turn it over to Bryan. Bryan D. Murray: Thank you, C.J., and thank you everyone for joining today's call. We closed out 2025 with a strong finish, building momentum throughout the year. Propelled by continued strength in our enterprise business, we delivered revenue at the high end of our guidance range. Coupled with disciplined operational execution, we delivered non-GAAP gross margin of 41.2%, yet another all-time high for NETGEAR. I'm pleased to share that this marks the seventh consecutive quarter where non-GAAP operating margin exceeds the high end of our guidance range. These impressive results serve as further proof of our progress as NETGEAR continues to drive towards expanding long-term growth and profitability. We exited the year with DSOs at 73 days, a ten-year low and another testament to the operational efficiency and agility of our new restructured organization. For the quarter ended 12/31/2025, revenue was near the high end of our guidance range, coming in at $182.5 million, down 1.1% on a sequential basis, and flat year over year. The fourth quarter's performance was driven by continued strength in enterprise, where ASP and unit each grew year over year in our ProAV managed switch products. Impressively, we again saw double-digit growth year over year in end-user demand to reach a record high level for this category. We also saw both of our businesses deliver strong year-over-year contribution margin expansion of at least 120 basis points. In Q4, we repurchased $15 million of our shares and ended the quarter with $323 million in cash and short-term investments. Our balance sheet remains strong, and our capital allocation strategy is working. We delivered $89.4 million of revenue in the enterprise segment for the fourth quarter, down 1.6% sequentially and up 10.6% year over year. We made further progress in the quarter on mitigating the supply constraints around certain managed switch products, working with key supply chain partners, thanks to the excellent execution of our team. Consequently, the revenue mix of our products from the higher-margin enterprise segment remained strong, coming in at 49%, an improvement of 470 basis points year over year. Taken in conjunction with the significant reduction in cost across our supply chain, this led to the record consolidated gross margin in the quarter and helped drive our operating margin outperformance. While we experienced supply constraints of certain of our managed switch products, the situation is dramatically improving, and we are slightly ahead of schedule. To fully capitalize on the substantial and growing demand, our team is rigorously working to increase our supply chain agility, and we continue to expect to be back into a healthy supply position this quarter. As a reminder, beginning in Q4, we are reporting two business segments, with the reporting of our current mobile products being included in our consumer business. We will continue to supplement reporting revenue for sold-to-service providers and plan to add our cable modem and gateway business sold in retail, which enable services offered by cable operators. This revenue call-out will allow investors to isolate these declining businesses in their assessment of NETGEAR and our transformation. In Q4, the consumer business delivered net revenue of $93.1 million, down 8.4% on a year-over-year basis and down 0.7% sequentially. Domestically, we saw sequential growth in Wi-Fi systems and were able to modestly gain share sequentially in the U.S. retail market. We're currently operating with lower-cost inventory and continue to benefit from an improved product mix of Wi-Fi 7 offerings. Coupled with streamlined channel execution, which is driving our strong margin expansion, leading to our highest gross margin performance for this business since 2021. Sales to service providers and associated products were down approximately 30% as compared to the prior year, while the core consumer business increased 1.6% as compared to the prior year period. Now moving on to an update on our recurring subscriber base. The team has made progress with our initiative to transform these offerings, and we have additional improvements slated for the coming year. We continue to believe that focusing on increasing our recurring subscriber base is the optimal strategy to add high-margin revenue to our router business while differentiating our offerings. In fact, we have been successful in incrementally improving our conversion rate, and our push to move customers to our higher ASP Armor Plus offering was once again a strong contributor to growing our ARR at 18% year over year, reaching $40.4 million in the quarter. We remain confident we can grow our highly profitable ARR over time, and I'm pleased to share that we exited Q4 with 558,000 recurring subscribers. For the full year 2025, NETGEAR net revenues were $699.6 million, up 3.8% compared to the prior year ending 12/31/2024. This was led by an impressive 18.8% growth in our enterprise business top line. This was partially offset by a decline in our consumer business revenues of 7.3% due to a 23.3% decline in sales to service providers and associated products, which was partially offset by an increase of 1.7% in the core consumer business. The proactive actions we took at the beginning of 2025 set the foundation for our success in the year, enabling us to make important investments for long-term growth, mostly within our enterprise business. As a result, we had a full-year non-GAAP operating profit of $5.9 million, resulting in a non-GAAP operating margin of 0.8%, marking a return to non-GAAP operating profit on a whole-year basis for the first time since 2021. From this point on, my discussion points will focus on non-GAAP numbers. The reconciliation from GAAP to non-GAAP is detailed in the earnings release distributed earlier today. Gross margin came in at 41.2% for 2025, once again an all-time high and the sixth consecutive quarter of sequential gross margin expansion. This marked an 840 basis point increase compared to 32.8% in the prior year comparable period and a 160 basis point increase compared to 39.6% in 2025. Our gross margin in the current period benefited from an improved mix of our higher-margin enterprise business and Wi-Fi 7 products within the consumer business, and improvements from a license acquisition relative to the year-ago period. In the fourth quarter, we entered into a strategic agreement to acquire a perpetual license for the operating system that powers our AV line and managed switches. Acquiring this technology improved our overall gross margins by roughly 100 basis points in the quarter. More importantly, it will unlock our ability to bring greater value to the AV ecosystem faster than we could otherwise. Drilling down to the profitability of our two business segments, both segments were profitable on a contribution margin basis for the third quarter in a row. Additionally, each grew their contribution margin by at least 320 basis points year over year, enabled by the operational discipline we've instilled across both business segments. Enterprise gross margin was 51.4%, a record for this business, and up 750 basis points year over year, driven again by strong demand for our ProAV managed switches and aided by the aforementioned license acquisition. The consumer segment was once again aided by our improved mix of Wi-Fi 7 products and strength in our higher-margin direct-to-consumer channel, which came in at approximately 15% of retail sales, improving our gross margin for this business by 750 basis points year over year to 31.4%. Total Q4 non-GAAP operating expenses came in at $69.2 million, up 8.3% year over year and flat sequentially. Our headcount was 784 at the end of the quarter, as we continue to reinvest the savings from our January 2025 reorganization, from 753 in Q3, in the areas of the business that we expect will deliver the best growth and profitability. This is reflected in the sequential headcount increase as we develop and expand NETGEAR talent, with a focus on insourcing software development capabilities and enhancing the go-to-market capabilities supporting our enterprise business. Our non-GAAP R&D expense for the fourth quarter was 11.9% of net revenue, as compared to 10.5% of net revenue in the prior year comparable period and 11.7% of net revenue in 2025. To continue our technology and product leadership, we are committed to significant but cost-effective investment in R&D. I'm pleased that we delivered non-GAAP profitability above the high end of our guidance range, enabled by our strong gross margin performance. Our Q4 non-GAAP operating income was $5.9 million, resulting in a non-GAAP operating margin of 3.3%, or an improvement of 560 basis points compared to the year-ago period, and an improvement of 120 basis points compared to the prior quarter. Our non-GAAP tax expense was approximately $3,000 in 2025. Looking at the bottom line for Q4, we reported a non-GAAP net income of approximately $7.7 million, resulting in a non-GAAP income of $0.26 per share. For the full year 2025, we delivered non-GAAP net income of $13.3 million or $0.44 per share. Bryan D. Murray: Turning to the balance sheet, we ended 2025 with $323 million in cash and short-term investments, down $3.3 million from the prior quarter, with strong free cash flow largely offsetting $15 million in stock repurchases. During the quarter, $19.5 million of cash was provided by operations, which brings our total cash provided by operations over the trailing twelve months to $106 million. We used $5.9 million in the purchase of property and equipment during the quarter, which brings our total cash used for capital expenditures over the trailing twelve months to $20.5 million. In Q4, we spent $15 million to repurchase approximately 539,000 shares of NETGEAR common stock. We have approximately 1.5 million shares reserved in our current authorization, and our fully diluted share count is approximately 29.5 million shares as of the end of the fourth quarter. We're committed to returning capital to our shareholders and plan to continue to opportunistically repurchase shares in future periods. Before I get into our Q1 outlook, I would like to take a moment to touch on the memory situation and how it may affect us in the year ahead. To date, for 2026, we have been able to and expect to largely mitigate the impact of the increasing supply constraints of DDR4 memory and the resulting increase in memory pricing. However, as we plan out the rest of 2026 with our suppliers, we believe we may see an escalating impact on the cost to produce certain products through the coming quarters, with potentially an outsized effect on our consumer business in the second half. We are undertaking a number of mitigation strategies, many of which look promising, but one is to bring this issue to light as it could have a meaningful impact on our consumer business starting in the back half of the year if our mitigation efforts do not substantially counteract the headwind. I'll now cover our outlook for 2026. Within enterprise, end-user demand for our ProAV line of managed switches is expected to remain strong, and we have made progress on improving our supply position for these products. On the consumer side, we'll have a broader product portfolio to address the market, but we are seeing softening market demand to start the quarter, which could be attributable to broader pricing pressures from electronic makers dealing with the cost of memory. For service provider and related products, we expect revenue to be around $20 million, in part tied to the latest government shutdown, which would be a decline of approximately 35% as compared to 2025. Accordingly, we expect first-quarter net revenue to be in the range of $145 million to $160 million. In the first quarter, we expect our operating expenses to be slightly reduced from the prior quarter, aided by a small transformation-driven restructuring, with the savings being redeployed to further accelerate our transformation later in the year. Additionally, we expect a slight headwind to our gross margin of around 100 basis points, mainly relating to the rising cost of memory. Accordingly, we expect our first-quarter GAAP operating margin to be in the range of negative 16.3% to negative 13.3%, and non-GAAP operating margin to be in the range of negative 6% to negative 3%. Our GAAP tax expense is expected to be in the range of $1 million to $2 million, and our non-GAAP tax expense is expected to be in the range of $300,000 to $1.3 million for 2026. And with that, we can now open it up for questions. Operator: At this time, I would like to remind everyone in order to ask a question, press star then the number one on your telephone keypad. Your first question comes from the line of Adam Tindle with Raymond James. Adam Tindle: Okay. Thanks. Good afternoon, and congrats on a strong finish to 2025 on profitability. I just wanted to obviously, you've been very clear on the memory situation, which I understand is out of your control, mainly affecting the consumer side of the business, which is a helpful distinction. But I wonder if you might just put a little bit more of a fine point on the potential scenarios here. So, you know, for example, if we were to hold memory prices constant from here, you know, and we look at the back half of the year, is there a way to maybe just ballpark the potential impact so investors can set proper expectations on that? Understand there's gonna be changes in the pricing from here, and we don't know what's gonna happen in the back half. But just so we can run sort of a baseline analysis, we hold things constant. We enter the back half. What does that do to the business? C.J. Prober: Hey, Adam. It's C.J. Good question. I'll start, and then Bryan can maybe fill in. A lot of our mitigation efforts make it hard to answer that question because they range from designing in new memory sources, despeccing memory where it doesn't impact performance, cost sharing with our supply chain and channel partners. And so, you know, but to paint this scenario, that's possible on consumer, is we could look to, you know, pull back on promotions, promote performance media, so that we can, you know, maintain a higher level of gross profit at a lower unit volume. Because that helps mitigate the memory impact. And on the enterprise side of things, right, as we mentioned on the call, full steam ahead. Like, we're driving the transformation. Nothing's really changed from our plans before this escalation. We are gonna do a price increase to help mitigate it. We've got air cover on that because a lot of our competition is doing the same. But you should think about enterprise as, like, full steam ahead. And we're gonna, you know, fairly easily manage through the memory situation there. But to put it because I think we talked about this super candidly, gonna ask that exact question, and you have a model to update after the call. So we took a look at consensus, we said, okay. If we're looking at consensus with the results we delivered in 2025, obviously, there's a lot of upside there. Right? If you look at the gross margin impact that we've delivered, profitability shift that we've made. Then you factor in the potential risk around memory in the back half, or, like, oh, maybe consensus, you know, with that, they'll take this as guidance. It's based on what we know today. It's like, maybe consensus is actually not too unreasonable. And so that's, you know, just to give you some framing because we did look at, you know, the numbers of your model, and we did want to be responsive to that question. It's just very unpredictable. We have a lot of really good, like I said, on the consumer side, mitigation efforts. We've done great to date. Our partners are being supportive. So that's kind of like, you know, the high-level framing we would give you on kind of the, you know, the full-year consensus when we the puts and takes do have anything to add to that? Bryan D. Murray: No. I think you've covered most of it. Yeah. You've covered most of it. Just would stress that the first half, feel pretty solid about how visibility we have, you know, roughly four and a half months of inventory, which gives us that level of confidence. But I think the way you framed it is appropriate. Adam Tindle: Got it. Okay. That's helpful. And I wanted to ask on sort of pricing and competitive environment. It kinda ties into this thought. But you know, it sounds like kind of really two different stories here. In enterprise, as you mentioned, competitors are raising prices, which is understandable and certainly rational. Given the input costs are rising here. It doesn't sound like that's happening as much in the consumer side, if at all. So I wonder if you might just kinda, you know, talk about the competitive dynamics and pricing in consumer. Is there potential for that to follow enterprise? Is it just a couple of bad actors? Right? And this will be, you know, the second part of the question. I assume, you know, some of those bad actors may ultimately potentially exit the market whether willingly or unwillingly. Any update on sort of the competitive environment and the potential for some of those competitors to be forced to exit? Thanks. C.J. Prober: Yeah. Good question. I'll start, and then Bryan can fill in if I miss anything. You hit the nail on the head. So the way you described it, right, enterprise, across the board, we're seeing price increases. We haven't, you know, in our checks, we haven't seen any kind of macro impact to demand on that side of the business. The market dynamics in consumer are trickier. We have seen some behavior change from some players in the space and not others. And so, you know, it's not all competition is created equal. I will say, I think you were basically asking, like, what's the latest update on the regulatory front. And as we've been consistent in saying, you know, throughout these calls, like, we're just kind of reading the same stuff that you are. But of course, we're prepared to talk about some of the latest developments we've read in the news. So basically, since our last discussion at your conference in early December, December 4, there's a Bloomberg report that the FTC is examining whether TP-Link deceived customers by allegedly concealing its connections to China. Some of these are connected, as you'll see. On January 26, so just recently, the governor of Texas announced it was banning TP-Link along with a bunch of other companies from use by Texas State employees, and they cited there's some cybersecurity risks. And then I think the most important update, and it's a little bit nuanced, but I'll try to explain it as simply as I can, is the FCC passed a rule that requires companies that have FCC licenses in our space to certify whether they're owned by, controlled by, or subject to the jurisdiction of a foreign adversary that, of course, includes China. And those who say yes will be subject to a national security review. Those that say no or don't respond can have their license revoked. And it was interesting to think in the actual rulemaking, it was noted that TP-Link objected publicly to this specific rule. So obviously, even putting TP-Link aside, with a lot of competition in the long tail from foreign adversaries, this is a welcome rule. It hasn't been implemented yet. I don't have the timing on that. But, you know, the momentum here continues to build, and so we remain confident as ever that there's gonna be more to come. Bryan D. Murray: And maybe I'll go back to the first part of your question just in terms of the consumer market and trends and maybe trying to relate it to the guidance that we provided, make sure it's clear. You know, we have seen a softer start to the year on the consumer side. Typically, the market would be down off this holiday period about 15%. What we're seeing is probably more around 20, low 20-ish percent range. You know, there's plenty of market data out there talking about consumer sentiment. I think we have heard of other consumer products where prices are on the rise. We've not seen that in our space. And maybe just kind of touching on the other piece of Q1 guidance, just reminding folks that we're calling out the service provider revenue, which now includes the cable products that enable cable operator services, and the guidance we provided there is projecting out what would be about a 35% decline compared to the Q1 2025 period. This portion of the business is in harvest mode, which we talked about at Investor Day. Probably less obvious is that Q1 is a relatively shorter quarter for us, just the way our fiscal calendar operates coming off Q4. It's down about 7.5%, which is pretty impactful on the enterprise side of the business where now that we've gotten to a healthier place on supply amid a switch, POS is really driving the replenishment back into the channel. It's pretty well matched. So that would have an impact on that business. And maybe just to give a little bit of context of Q2, what I was just saying with regards to the duration of Q1, Q2 returns to a normal order, which will certainly benefit the enterprise business. C.J. touched on earlier, and to that would be up about 4.5% off of Q1. Anticipated price increases on our enterprise products would start to kick in during that period. And then the consumer market's typically flat in Q2 off of Q1. So if you put all that together, like, our best guess would be Q2 would probably be about a sequential increase in the 5% range, which would help on the operating margin too going into Q2. Just from the incremental gross profit from the extra top line, that's probably net-net of everything, maybe a couple of 100 basis point improvement from an op margin standpoint. So just wanted to bridge all that because there is a lot of stuff going on in calling out specifically Q1 is a shorter period for us. C.J. Prober: Yeah. And, Adam, just to make sure you're that that 7.5%, that basically means that Q4 is a week shorter than I'm sorry. Q1 is a week shorter than Q4 and even a couple of days shorter than the same quarter last year. Adam Tindle: Got it. Really helpful, Dylan. Thanks, guys. Operator: Your next question comes from the line of Tore Svanberg with Stifel. Your line is open. Tore Svanberg: Yes. Thanks for taking my questions and congratulations on a solid quarter, guys. And so just any color on is there on the current health of channel inventory, are you seeing retail partners holding lean inventory levels in anticipation of a broader Wi-Fi 7 rollout, or is there still some legacy Wi-Fi 6 inventory to be cleared? Thanks. Bryan D. Murray: Yeah. I would say it's not uncommon on the retail side going into Q1 coming off the holidays where you'll see them tighten up inventory. In the middle of the quarter. Many of them have January 31 year-ends. And so I'd say that activity is pretty in line with what we would expect. Obviously, with the softer sell-through, that will dictate, but I wouldn't say we've heard or seen any wholesale resets of optimal weeks of supply that retailers would carry. It will just map back into the velocity of POS that they're seeing today. Tore Svanberg: Okay. Great. And kind of on a follow-up, last quarter, kind of previously mentioned establishing more of a safety stock and reaching an optimal inventory level position for ProAV managed switches by January 2026. So any color you can provide on whether there has been any successful clearing up of a sales backlog, and are you now in a position to ship more of an unconstrained end market demand for 2026? C.J. Prober: I can start with that one, Tore. Bryan can weigh in as well. So, actually, right where we said we would be, great execution by the team. We've burned down most of our buffer stock. And so by the end of this quarter, we should be in a safety stock position. And, you know, just as a reminder, to tie this into kind of just the health of the enterprise business, if you look at Q1 and Q2 last year, managed switch revenue would be constrained because, you know, we didn't have stock to sell. We burned down the backlog. That increases revenue. And then if you look at it on a year-over-year basis, we had the big channel reset the prior year, so it's a bit noisy. But just to put it into context, like, the sell-through of our ProAV solutions last year was over we're not gonna give a specific growth number, but it was over 25%. So very healthy sell-through growth that we will now be matching sell-in and sell-through since we caught up on supply. Bryan D. Murray: And I would just add, as I said earlier on the call, that, you know, the managed switch portion of our portfolio reached an all-time high in terms of end-user sales. So we're happy to see the trajectory it's on, and in terms of our inventory position, you would have seen us increase inventory quarter on quarter by $10 million, and that is largely attributable to getting into a better place on the managed switch. C.J. Prober: Yeah. Not to overly pile on, but we were talking about some customer wins on the ProAV side with our team yesterday. And, you know, Topgolf, Bryan and I are both golfers, so it was a fun one to talk about. Topgolf is actually across the board, all of their locations powered by ProAV. So, like, the core of their product experience, which obviously has zero room for any type of performance issues. So it's kind of really strong validation. Another point of validation. And then in terms of, like, the trusted nature of our brand, we've deployed last quarter in the International Criminal Court in Benelux. We've deployed with NATO. And so, you know, we love sharing kind of the customer wins on this side of the business because they're big, high visibility, high-performance requirements kind of deployments. Tore Svanberg: Got it. Very helpful. Thank you. Operator: Your next question comes from the line of Jay Goldberg with Seaport Research. Your line is open. Jay Goldberg: Hi. Thanks for taking my question. First off, I want to just look at sort of the structural change in the business. Looking at my numbers relative to what you guys delivered, revenue was a small beat, but EPS was a pretty big beat. That seems to imply a fairly high degree of operating leverage built into the model. And I know in the near term, we have all these memory problems sort of weighing things down. But I was hoping you could speak to how you're gonna build that operating leverage over what trajectory. Like, how does that look going forward? And are you gonna get the business to that more by our operating margin level? Bryan D. Murray: Yeah. I mean, maybe I'll just I'll start off here. I mean, as we talked about at Investor Day, you know, we are still investing in the business that's largely going into the enterprise side. We did say that we would outpace revenue or sorry, OpEx growth ahead of revenue growth in '26 to really fund those long-term benefits that we see. We did say that would subside in '27. It would get back in line with revenue trajectory. You know, in reference to kind of what you were expecting for Q4. Obviously, the record high gross margin over 41% was the major driver there. One of the driving forces there. And we did mention this at Investor Day. But it was not necessarily factored into our guidance that we provided earlier than that. Was this acquisition of the perpetual license that is the operating system that powers our AV product portfolio, which is a huge benefit on a full-quarter basis that will yield about 150 basis points of gross margin expansion. We did get a portion of that in Q4, which is about 100 basis points that I mentioned. So those things are what's gonna really drive leverage in our model. And again, another point we touched on at Investor Day, we are expecting over the long term to get the enterprise portion of the business up to about 65% of our overall business based on what we see today, and that certainly will bode well in terms of margin expansion. C.J. Prober: Yeah, Jay. The two things I would add are right. If you take that ProAV sell-through growth, it wasn't a growth number. I said it was bigger than 25%. And you apply that to the enterprise business, we've been clear about this. That means the rest of the business is declining, and that's because it's been in transformation mode. And so a lot of the we have high conviction in the potential of our enterprise networking and security business. We're making the investments needed to get that business on the right trajectory. We've got validation from customers and channel partners that we are addressing a significant gap in the market. So we're excited about that. And we're excited to in planning for building momentum in that business this year. So that's one point. The second point is as we transform our go-to-market side team on the enterprise side, and this benefits both ProAV and the enterprise network gaming security business, those upfront investments take time to pay back. Right? It takes time for sales to build their partner portfolio. We've even changed incentive structures to ensure that that's happening this year. And so that's part of the equation around the operating leverage on the enterprise side of the business. Jay Goldberg: So it sounds like a lot of those drivers are still intact, and so maybe they get disrupted later in this year a bit by gross margins in memory. But that shouldn't change the underlying trajectory. Is that safe to say? C.J. Prober: Yeah. On enterprise, that's correct. Consumer, we've got like I was saying, we've got the incremental cost, and it has a bigger impact there. And then some of the mitigation stuff we might do. But we also have, you know, an OpEx lever to pull there. And we remain committed to, like, one, we're very optimistic and bullish about the long-term opportunity in consumer. So Jonathan's strategy, he shared at Investor Day. Every day that passes, we feel stronger and stronger that we're heading down the right path with our Google partnership, with what we're doing in Wi-Fi 8. We're really excited about that, not just in terms of the new technology that that brings to market, but also that's the opportunity for us to reset our portfolio. So I don't want to sound like this memory thing is transitory and that, you know, it's not a transitory in, like, a one or two-quarter as you know very well. We're gonna have to work our way through 2026 at the end of the day, we remain very bullish. But we do have the lever to slow our OpEx investment on that side of the business, and we really do want to stand by our commitment of limiting the dilution to operating income from consumer while we go through that transformation. So that's the exercise that we're going to go through this year as we mitigate memory. But super excited about a long-term vision that we shared at Investor Day. Jay Goldberg: Great. That's very helpful. Thank you. And just a quick housekeeping question. Bryan, could you repeat the numbers for ARR and users? Bryan D. Murray: The subscribers? Yeah. In Q4, ARR was just over $40 million, and the recurring subscribers were 558,000. Jay Goldberg: Great. Thank you. Bryan D. Murray: You're welcome. Operator: There are no further questions at this time. Mr. C.J., I turn the call back over to you. C.J. Prober: Yeah. I'd like to just close by making a couple of points that may come up in our callback, so I want to share them here. That we have the ability to talk about them candidly. One is around buybacks. So we announced or we disclosed that we repurchased in Q4 $15 million of shares. That's one five, which equates to $55 million for the year. $84 million in the last seven quarters or so. And if you look at the if you do the math on what we spent and the number of shares we got, it becomes clear that we've been out of the market for several weeks. And we've been restricted from purchasing for the last several weeks. So is it a couple of days from now, now we have earnings behind us, we expect to be unrestricted for the purpose of implementing a plan or resuming buybacks. And so I just wanted to share that. We view the current price as attractive. And wanted to just be able to share here that returning capital to shareholders remains a priority. And then the last point I want to make is around AI because there's just obviously, everybody is following the market. Small developments from some of the AI leaders are leading to a lot of FUD for software companies and other companies. And I wanted to make very clear don't think you've been impacted by that, but I wanted to make very clear that we view AI as a long-term tailwind. And the fact that we have a device capability is a huge competitive advantage, and we're insourcing software at a time when we can leverage AI to do that very efficiently and very quickly. And furthermore, we envision a number of different ways to integrate AI into our products, not just for enabling better performance, but enabling new use cases. And so overall, we're quite excited about what's happening and taking advantage of that to the max in all of those areas, not to mention driving operational efficiency at NETGEAR. So with that, just want to reiterate my thanks to the NETGEAR team for delivering an incredible Q4 2025. And thank you all again for joining. Operator: This concludes today's conference call. You may now disconnect. Goodbye.
Operator: Thank you for standing by. Welcome to the Symbotic first quarter 2026 Financial Results Conference Call. At this question and answer session, if your question has been answered and you would like to remove yourself from the queue, please press the star key followed by the digit two. As a reminder, today's program is being recorded. And now I would like to introduce your host for today's program, Charlie Anderson, Vice President of Investor Relations. Please go ahead, sir. Charlie Anderson: Yes. Hello. Welcome to Symbotic's 2026 financial results webcast. I'm Charlie Anderson, Symbotic's Vice President of Investor Relations. Some of the statements that we make today regarding our business operations and financial performance may be considered forward-looking statements. Such statements are based on current expectations and assumptions that are subject to a number of risks and uncertainties. Actual results could differ materially. Please refer to our Form 10-K, including the risk factors. We undertake no obligation to update any forward-looking statements. In addition, during this call, we will present both GAAP and non-GAAP financial measures. A reconciliation of GAAP to non-GAAP measures is included in today's earnings press release, which is distributed and available to the public through our Investor Relations website located at ir.symbotic.com. On today's call, we're joined by Rick Cohen, Symbotic's founder, chairman, and chief executive officer, and Izzy Martins, Symbotic's chief financial officer. These executives will discuss our 2026 results and our outlook, followed by Q&A. With that, I'll turn it over to Rick to begin. Rick? Rick Cohen: Thank you, Charlie. Good afternoon, and thank you for joining us to review our most recent results. We are off to a great start this year as our operational execution, product innovation, and financial discipline are translating into improved results. Notably, in the first quarter, we grew revenue by 29% and significantly expanded margins year over year, paving the way for our transition to GAAP profitability. On our last call, I highlighted that one of our key objectives this fiscal year was to unlock higher margins by providing additional value for our customers. You can see from our results, we are on a solid trajectory. We also have increased line of sight that our product innovation, notably with our next-generation storage solution, will yield tangible economic benefits for our customers while benefiting our margins on an ongoing basis. Another objective is to broaden our opportunities with customers, particularly in e-commerce. On this front, we're seeing strong execution on the program launched a year ago with Walmart for their accelerated online pickup and delivery centers at stores. First, we made technical and operational improvements to the first-generation automation system we inherited at 19 Walmart stores. This helped drive record holiday volumes and improved performance metrics from those systems. This is important because we can take those improvements and incorporate them into our enhanced second-generation design, which we're being paid to develop. Second, we delivered record financial results from that paid development program during the quarter as we advanced toward installation of the initial prototypes. We see our offerings as the future of e-commerce. As retailers are increasingly seeking to take advantage of their store footprints and localized presence to offer customers unparalleled availability in order fulfillment speed through automation. We are also meeting our key objective to invest in our innovation engine to expand our capabilities. On that note, we recently closed the acquisition of Fox Robotics, a leader in autonomous forklift solutions. This acquisition further enhances our strategy of utilizing our software to orchestrate robots that move goods through the supply chain from the dock door at the warehouse to the individual customer order from the store. We are also investing in internal R&D intended to drive higher levels of performance across our operational systems. Here, we are also making great progress. Specifically, for our SIM bots that move goods in customer distribution centers, we have seen an over 25% increase in both the number of miles driven and the number of transactions per bot daily versus one year ago. We have also seen meaningful per site volume increases from our floor-loaded inbound cells that ingest unpalletized cases compared to a year ago. The fact that our platform improves over time speaks to our leadership in the emerging category of what some call physical AI. We are doing this on a massive scale. To put it in perspective, Symbotic operational systems processed over 2 billion cases for customers in calendar year 2025 inbound and outbound. And our Symbots logged nearly 200 million miles alone in calendar year 2025. As best we can tell, this may be the most traveled fully autonomous vehicle fleet in the world. In summary, we're meeting our objectives, which in turn are delivering happy customers, sustainable growth, and expanded profitability. As always, I want to thank our team for all their hard work along with our customers and our investors for their continued support. I'll now turn it over to Izzy, who will discuss our financial results and outlook. Izzy? Izilda Martins: Thanks, Rick. Fiscal first quarter revenue reached $630 million, meeting the top end of our forecasted range. We achieved GAAP profitability with $13 million in net income, while our adjusted EBITDA of $67 million was well above the top end of our forecasted range due to stronger margins and continued cost discipline. As a result, we delivered a double-digit EBITDA margin for the first time. Importantly, first-quarter revenue surpassed fourth-quarter levels, driven by the continued expansion of systems and deployment, the transition of systems from deployment to operational status, and ongoing progress in our paid development of a micro-fulfillment solution for e-commerce. We also delivered another strong quarter for new deployments with 10 systems added. This included several phase one deployments for our largest customer, that will do twice the work of our historical phase one deployments and possibility unlocked by the density of our next-gen storage solution. The quarter also included a new deployment in the Northeast for GreenBox, which, as a reminder, is now branded as Exol. Strong start activity, disciplined project execution, and continued progress with our paid development program drove systems revenue growth of 27% year over year to $590 million. We now have 57 systems in deployment. As three deployments transitioned to operational status during the quarter. Installation timelines have continued to improve relative to averages, reflecting ongoing process improvements across our supply chain and implementation teams. As our base of operational systems continues to expand, software revenue grew 97% year over year to $10.9 million in the fiscal first quarter. And operation services revenue grew 68% year over year to $28.8 million. Now turning to margins in the fiscal first quarter. Gross margin expanded both sequentially and year over year, underscoring the accelerating strength of our operating model and the leverage we are beginning to realize at scale. Systems gross margin continued its trend of significant year-over-year improvement driven by structural operational enhancements, disciplined cost management, and the addition of our paid development program. Software maintenance and support delivered further year-over-year gross margin expansion benefiting from scale. We expect this trend to strengthen as our installed base of operational systems grows. In operation services, we generated an improved gross profit with continued process optimization. Operating expenses on a GAAP basis were $127 million in the fiscal first quarter. Adjusted operating expenses totaled $80 million down sequentially as we maintained strong cost discipline and increasingly aligned our R&D investment with revenue-generating activity. Notably, a portion of R&D headcount shifted to supporting paid development where that work is reflected in revenue with the associated costs recorded in cost of revenue. This evolution underscores how our core R&D capabilities are increasingly being monetized as the business scales. Before I discuss profitability, I want to highlight that our results this quarter reflect an accounting change in how we recognize stock-based compensation expenses. We have moved from a graded vesting approach to a straight-line pro-rata method under which expenses are recognized evenly over the service period consistent with how the awards vest. This change follows the completion of the accelerated vesting associated with our becoming a publicly traded company, which required higher expense recognition in earlier periods. With the final grants from the transition to a public company, now fully vested, the more common straight-line method more accurately matches the ongoing timing and financial impact of our stock-based awards. As a result, we recast retrospective periods in fiscal years 2024 and 2025. And those updates are reflected in the earnings tables in the press release. We have also posted a supplemental presentation on our Investor website with the recast quarterly results to assist with model updates. As you will see from the recast results, GAAP results improved modestly due to lower stock-based compensation expense, but there is no change to any prior period adjusted EBITDA results. Our net income for the first quarter was $13 million, a significant improvement from a net loss of $17 million in 2025, reflecting the continued strengthening of our financial performance. Adjusted EBITDA of $67 million was above the high end of our forecast and increased significantly from $18 million in 2025. These results demonstrate the operating leverage available to us and reinforce our confidence in our ability to continue expanding our EBITDA margins and delivering sustained GAAP profitability. Our backlog of $22.3 billion continued to remain strong. The modest change from $22.5 billion last quarter primarily reflects revenue recognized during the quarter largely offset by final pricing adjustments on projects started in the quarter. We finished the quarter with cash and cash equivalents of $1.8 billion up from $1.2 billion in the fiscal fourth quarter driven by the timing of cash receipts tied to project milestones the signing of new projects, $424 million in net proceeds generated from our successful follow-on offering completed in December. Now turning to the outlook. For 2026, we expect revenue between $650 million and $670 million and adjusted EBITDA between $70 million and $75 million reflecting continued strong top-line growth and margin expansion. Looking ahead, we expect our third-quarter sequential growth to be similar to what we anticipate in the second quarter with more pronounced growth in the fourth quarter. With that, we now welcome your questions. Operator, please begin the Q&A. Operator: Certainly. And ladies and gentlemen, we ask that you please limit yourself to one question and follow-up. You may get back in the queue as time allows. Our first question comes from the line of Nicole DeBlase from Deutsche Bank. Your question, please. Nicole DeBlase: Could we just start, I think, a few times Izzy in the script, and Rick kinda comments on this too. You talked about how the paid development impact to revenue and maybe EBITDA was stronger than you expected and a factor in the 1Q beat? Can you just maybe elaborate on the impact a bit? And how that kind of moves throughout the rest of the year if the impact grows? Izilda Martins: Hi, Nicole. Thank you for the question. Here's how I would explain it. If you recall, in the last quarter, we talked about that representing about high single digits of our total revenue. It's not all that significant of a change, but we've now reached, call it, double digits. The way I would think about it going forward, we want to maintain flexibility in how we deploy our resources. So albeit, yes, it reached double digits in the first quarter, it's probably not going to be at that level in the second based on what we're already seeing and how we're redeploying. So it will be lumpy. But I did want to call out that it was higher than the fourth quarter. Nicole DeBlase: Okay. Got it. Thanks, Izzy. And then you also mentioned in your prepared remarks that you guys have continued to improve deployment time. Can we just get an update on what that timeline looks like today? Thank you. Izilda Martins: Sure. I would say as you take, call it, from when we announce a deployment to the end, we're still staying within that two-year period. I think what's important to note is we're focusing on how we shrink the time from installation to, call it, acceptance. To moving it to operational. We have seen improvements in that most recently in our averages. We're now probably on that side of it. Going to ten months, and that's what we want to continually improve. But overall, I would still say two years from the day we announce a deployment is a good proxy as we continue to improve on that end. Nicole DeBlase: Thank you so much. I'll pass it on. Operator: Thank you. And our next question comes from the line of Joe Giordano from TD Cowen. Joe Giordano: Hey, guys. Thank you. On the R&D spend, I hear that some of it was moved into COGS, like, based on where these people are what they're working on. But is the level here, like, is this, like, the run rate that we should be thinking of? And how much should we think of, like, implications on systems gross margins as that cost is flowing in there? Izilda Martins: Hi, Joe. Thank you for the question. Here's how I would think about it. You did see, call it, a decline in the first quarter in total R&D compared to the fourth quarter. And as I mentioned, because we had a little bit more going into that paid development. To answer your question, it's no different than how I just answered the paid development. It's not going to be a, you know, a straight line. It will be a bit lumpy. So the expectation would be if there's how we're allocating our resources in the second quarter. If there'll be less on the top, we're keeping the same resources. They'll be focusing on other priorities. So what I can tell you is in the second quarter, I would expect a higher number in R&D in our OpEx expense versus what you're seeing. So I wouldn't take the first quarter exit trend and model that completely out and more look at it as our annual spend in R&D should stay about relatively the same. Joe Giordano: The same as, like, what it was prior. Like, the same assumptions that you had prior. Izilda Martins: Exactly. Joe Giordano: Okay. And then on the 10 starts in the quarter, like, how do we how should we think of the makeup of those? Like, you know, traditional systems, like, you would have for your large customer versus break packs versus you know, micro fulfillment stuff. So how should we think about the as we think of, like, almost the, you know, the size per start? Izilda Martins: Okay. So I'll start backwards. There are no micro fulfillment in the 10 deployments that we mentioned. We don't give specifics as to what that represents. As I said, one is for Exol, and the remainder, it's a mix. Between, you know, different types. You can't treat every deployment the same, so it's a bit of a mix. But I think the highlight, though, is as we transition to the next-gen structure, you'll know that the you know, now you could fit more because of the density of that NextGen structure. So the call it, the size, you kinda get a two for one. And there's a little bit of that in the 10 deployments that we have that we have in the quarter. Similar to what we had last quarter, but I'm not gonna give specifics between, you know, the types of deployments. Joe Giordano: Fair enough. Thanks, Izzy. Izilda Martins: Thanks, Joe. Operator: Thank you. And our next question comes from the line of Mark Delaney from Goldman Sachs. Your question, please. Mark Delaney: Yes. Good afternoon. Thank you very much for taking the questions and congratulations on the good results. I was hoping to start with the shipment trajectory on the last earnings call, Izzy, you talked about a more muted first half based on your expectation for the deployment timing with the new storage structure and then an acceleration in two h. You actually started two systems in the first quarter, which was more than I was expecting. And you talked about 3Q being similar growth to 2Q and then a pickup in 4Q. So it seems like maybe there's been some movements in how you're seeing the year shape up. I was hoping you could help us better understand what's driving Izilda Martins: Hi, Mark. I remember, you know, when we talked about this. So this is really what's going on. It's really not any different. So when we talked about being a less pronounced, call it, sequential improvement, in the 2026. That was on the heels of a big improvement call it, sequential improvement quarter over quarter last year. So if you look at where we're standing right now, we ended up at a little bit over $618 million in revenue in the fourth quarter, and we're at $630 million. So not that same sequential improvement that you saw in the tail end last year. So that's coming to fruition. And if you take you know, take into account what we guided to or what our outlook is, in the second quarter, we end up pretty much in the same place, maybe a little bit better. And now what I would say is the second and third quarter are a little bit more aligned than what we originally saw. But it still falls within what we what we were talking about, you know, a couple of quarters ago and last quarter. Mark Delaney: Got it. And my other question was on the announcement of the Fox acquisition. Maybe if you could please help us understand what the implications are from that acquisition for revenue margins in the near term and then what it might mean for your business in the longer term as you can bring that capability to your customer set. Thank you. Rick Cohen: Yeah. Can't really say what the revenue implications are. Right now. I think we'll develop that over time. What we liked about Fox is that a number they have 25 different customers. A number of those customers are not Symbotic customers today. So it gives us an opportunity to enter a new customer base and what we liked about Fox is that they're essentially using a fork truck on the dock to do the same thing we do with our transfer deck in our structure. Matter of fact, what we do in the transfer deck in the structure is we might have 100 bots in a 400 by 24-foot wide. So a 10,000 square foot area. And the dock may only have like, 20 or 34 trucks. They're bigger. They're heavier. But the software that we're using and the evolution of what we're doing where they have vision, they have LIDAR, and they can avoid collision. This is, we think, this is a market where we could sell people dock automation separate from even warehouse automation. So we think this is a very big market. A lot of people are looking at this market. We have some very big customers who have been experimenting with Fox. So can't say exactly how it's gonna go. It's very early stage. But we like the customer base, and we like the potential. Mark Delaney: Thanks. I'll pass it on. Operator: And our next question comes from the line of Piyush Avasti from Citi. Your question, please. Piyush Avasti: One on fulfillment system. Like, I think you guys have mentioned the $5 billion with Walmart. But the total addressable market is more like $300 billion plus. Rick, you kinda mentioned on the second generation. Maybe talk about the timeline on when you can market this offering to incremental customers outside Walmart. And if you could refresh us on the timeline for the $5 billion opportunity with Walmart, that would be Rick Cohen: Yeah. So we have a couple of prototypes that will be the next generation. This is what we've learned from the initial 19 installs that we bought. And Walmart asked us to improve that. So we have two installs that'll happen in the next year. Not exactly sure how exactly what month, but it'll be within the next twelve months. Maybe sooner. And then that addressable market it's a little hard for us to figure out because there's everybody that we've talked to with a traditional system has asked us about we call it SIM micro is the way we call these systems. But it's not just these systems are not just food systems. They're not just back of store. They could actually be e-commerce for let's say, somebody like a Medline, which is doing very specific small deliveries to let's say, a surgical room. So I think this is I don't know. Izzy or the financial people put a number to it. It's a very, very big market. And it's a worldwide market. And these systems are smaller, so people are more interested in they're cheaper. So people are more interested in saying, yeah. I could experiment with one of those versus going into a warehouse and saying, I'm 100% committed on a 50 or $70 million system. So not sure I'm exactly answering your question, but this is we are every customer we talk to about a warehouse now talks to us about SimMicro. Piyush Avasti: Helpful. This was helpful. Go ahead. Izilda Martins: I was gonna say, and on the backlog, the way to think about it is exactly how Rick mentioned that within this calendar year, maybe sooner, we'll get past those prototypes, then that backlog would be triggered after that. And, also, just as a reminder, that backlog only represents 400 stores. So as we continue to do more, obviously, as you can tell as you answered asked your question, the backlog is really small compared to the addressable market. Piyush Avasti: Got it. Helpful. And, can you also update us on the interest trends for Greenbox? I think you guys have a site coming live. If you can update on any timeline for this site and other sites, and how close are you to convert potential customers? Like, any kind incremental color would be helpful. Rick Cohen: Yeah. I mean, my answer is we're close. We have a couple of customers that we're actually beginning to talk contracts with. But the site is still not ready to go live, so it'll be it'll be in the next nine months, nine to ten months before we're really ready to start shipping customers. Maybe sooner, but that's what we would expect. It's gonna take time to get contracts done, customers signed, and but a lot of interest now because people can now go visit the sites starting to give tours. And so it's real to people now versus just the concept. Piyush Avasti: I appreciate all the color, guys. Thank you. Operator: Thank you. And our next question comes from the line of Colin Rusch from Oppenheimer. Your question, please. Colin Rusch: Thanks so much. If you move into multiple form factors here with the BOBS and start working through, you know, different generations of these bots. Can you talk a little bit about the potential for designing modular components and things that are common across these form factors to help optimize some of the cost structure? Rick Cohen: Yeah. So that's exactly what we're planning on doing. So today, we have the original SIM bot. But we also have a new bot, which we haven't really talked about. We call it a stretch bot. So the SIM bot can handle a 24-inch box, a stretch bot, handles a 36-inch bot. And that's that so it's kind of like a minivan and then a suburban. So bigger capacities, and different customer bases. And then we also have our brake pack system, which we have a second-generation prototype in Brooksville, that site, and then we're starting to roll those out to many more sites. That is a second generation, what we call a minibot. And then we have a third generation which will become the dock handling. I mean, a fork truck for us is just another bot. And so what we're using is it's really years and years of developing figuring out the technology, but these bots now have will continue to upgrade the chips so they'll have more processing power. But the bots now have eight cameras, and the bots will also have LiDAR on them, which is the newest thing we're installing. And so that allows us to use bots for our structure, but we'll be able to use bots for any part of the warehouse. So we're expanding the warehouse capability. And that same software can control lots of different machines. So it's what we've always said. We want to create a software platform and then we want to have for me, they're just different apps. The bots are just different pieces of technology. Colin Rusch: That's super helpful. And then thinking about the opportunity set for you guys downstream in the logistics space, you know, given, you know, your entrance and kind of engagement in, you know, outside the warehouse or the distribution center. And some of the shipping lines. Could you talk about how quickly you might be able to, you know, potentially serve customers just on that space, if that's of interest? Or does everyone wanna work with you from the warehouse all the way through the final delivery? Rick Cohen: Yeah. So we're pretty busy right now with the customers we have, but we're developing technology to both to be able to unload containers. And some people are now asking us, can we load containers in different ways? And one of the things that we're doing is that we're finding that there's a series of customers that order a full trailer to a store. There's another series of customers. For example, the wine and spirits guys, actually have routes which have very small deliveries, but they're routing. They're very important for the routing of the trailers. And so and for instance, food service might be interested in the same thing where their orders are smaller. So the ability that we have to sequence and sort and stack products we don't think anybody else has the capability to do that in the whole world that we can do. And so what we're spending a lot of time with customers is looking at different verticals. For instance, a lot of people think we're doing food, but, actually, doing food. We're doing general merchandise. We'll be doing route drivers. We'll be doing hospitals. So the technology will be we will continue to invent machines. We will continue to look for acquisitions. And we will continue to refine the software to be able to solve the customer problems. So we look at ourselves really as a solution provider. And many of the automation people look at themselves as hardware suppliers. So sell the software. We integrate the software. We make the machine. And then we're working with customers now where we actually have to invent new machines. We've gotten very good at that lately, and we'll continue to look at acquisitions. And we'll continue to refine the software, and that brings the whole process together. Colin Rusch: Excellent. Thanks so much, guys. Operator: Thank you. And our next question comes from the line of Ken Newman from KeyBanc Capital Markets. Your question, please. Ken Newman: Congrats on a great quarter. First, Izzy, thanks for the color that you gave on the sequential revenue growth expectations for third quarter and fourth quarter. I think if I heard you right, you mentioned a more pronounced sequential growth in 4Q from 3Q. First, I'm just curious, is that truly just the timing of the deployments that were, you know, from new initiations from a year ago? Is there anything else to that that we kinda be aware of in terms of that stronger sequential growth? Izilda Martins: It really relates to, if you recall, in the third quarter of last year, we unveiled the NextGen structure. Right? So if you think about how our percentage of completion revenue comes in, that really and as you we said then, you know, people were kinda wait the customers were waiting for that. So given that, you know, that started as part of the deployments in the fourth quarter, that's why what I see right now is that I would expect more revenue in the fourth quarter this year. So that's the reason for my comments and the driver of it. Ken Newman: Okay. That's helpful. And then for the follow-up, Rick, I think we talked a little last quarter about chip availability, think the takeaway there was that you don't really have that much exposure to the higher inflation memory impact. But when I listened to you all these new exciting developments that you've got, on the new generation of bots that you're developing, it sounds like those are gonna be requiring updated chipsets. So just talk a little bit about your ability to source those updated chips and if you think there's a way to price for those chips in a price cost positive way. Rick Cohen: Yeah. So we'll probably upgrade to, at some point, to the next generation of NVIDIA chip or something like that. But these are not the big $25,000 chips. These chips are plenty available. I mean, we're still at our bots are still at a fairly at let's say the medium end of technology. These are not super expensive chips. I think they're readily available. We're not fighting for with Google and ChatGPT for those chips. So we don't expect that kind of problem and we'll be able to upgrade when we're ready to upgrade. Right now, we can handle what we're doing with the chips that we have, but we actually think the new chips will be the new chips that we're looking at will be more powerful and either the same price or less expensive. So within what you're looking at in the battle going on with the big guys in AI, that's not the space that we're playing in. What we can do is much more moderate control on the bots. And then eventually, the bots will get smarter, but we're not building huge data centers here. Ken Newman: Got it. Very helpful. Thanks. Operator: Yep. Thank you. And our next question comes from the line of Jim Ricchiuti from Needham and Company. Jim Ricchiuti: Thanks. Good afternoon. I apologize. You may have talked about this. I joined a few minutes late. I was wondering if there's any update been given on how the Mexico site is progressing and, you know, how you might characterize the pipeline for securing additional locations there. Rick Cohen: Yeah. So Mexico is progressing well. The timeline I think, is within the next year, next twelve months, maybe sooner. The building's built. We're getting ready to install. I've spent a week down there a month ago. I think there's a lot of opportunities. It's a big country. We're also looking at other places in Central and South America. So our customer in Mexico is very happy with us. They like what we're doing. They can justify it based on more of efficient deliveries to some of the big stores, but also some of small stores in inventory. So we think we have a we without getting very specific, we'll do a number of sites in Mexico, far more than we thought initially. Jim Ricchiuti: Thank you for that, Rick. Just I have a follow-up question. Just with respect to FOXROBOXY, if I heard you correctly, I think you said they had 25 customers and I thought you said a number are not Symbotic customers. So does that mean that they're selling to a couple of your customers? And is one of them your large customer? And I assume these are pilots. Is that a fair way to think about this? Rick Cohen: Yeah. Mostly what they're doing is pilots. They are selling to our large customer. Every time I go in a warehouse, I look at their robots and I look at how we could help them do better. But they also have I mean, the interesting thing with Fox is our large customer has thousands of fork trucks. But there are lots of other customers. The CPG manufacturers, their facilities, where they actually don't do as much manual selection, but they still move pallets from the warehouse to the trucks. They unload goods to their warehouses. So what I'm excited about is that we're looking for more opportunities to interact with customers and acquisitions is a nice way to do it to introduce them as we talk to the supply chain people and we make these robots more successful, they build credibility and trust in Symbotic as a solution provider. So, yeah, some of their biggest customers are not Symbotic customers. Now. Hope they will be in the future. Jim Ricchiuti: Got it. Thank you. Operator: Yep. Thank you. And our next question comes from the line of Guy Hardwick from Barclays. Your question, please. Guy Hardwick: I just wondering, Rick, if you look at the core offering of Symbotic, how progress is being made in offerings of chilled or frozen offering? Which some of your competitors can do. And then I had a follow-up question. Rick Cohen: Yeah. We are working with several customers right now on designs for perishables. I can't tell you we have a contract yet, but the new structure has allowed us to offer to if a customer was building a greenfield, and it was 500,000 square feet, at $500 a foot. Now we're gonna spend $250,000,000 for a building. And we can do that in 60% of the space. So instead of 500,000 square feet, it's 300,000 square feet. They can save $100,000,000 on construction before they even put the system in. That's what we're talking to people about. And so there's obviously, are concerned and tentative because of how sensitive these structures are. But our arguments are much more compelling and we will be spending a bunch of money on R&D to build prototypes internally so we would expect fairly soon. I can't tell you whether it's a year or could be longer, but we would expect fairly soon to announce some perishable sites. But this has gone from theoretical to the new structure and the density. Especially in perishables because the construction costs are so expensive. It's been a real opportunity for us. Guy Hardwick: And just a follow-up for Izzy. I'm just wondering how much of development revenue is still available to be recognized over the next few quarters or next year? Izilda Martins: There's still quite a bit left. I'm not gonna give you specific numbers, but I think the way to think about it is focus on what Rick's answer was. Which was within this calendar year, we expect to have the prototypes. So obviously, after the prototypes, we wouldn't have any more development going on, and we'd be in installing. Guy Hardwick: Thank you. Rick Cohen: One of the things I should have added is that the SIM Microsystems they will have perishables. They will have a perishable aisle, and they will have a frozen aisle. So we're already comfortable that the bots can handle it. There's other technology we need to develop, but this is not a what if anymore. This is, like, this is happening. Operator: And our next question comes from the line of Mike Latimore from Northland Capital Markets. Your question, please. Mike Latimore: Yeah. On the operational services gross margin, it's pretty healthy relative to the fourth quarter. Should we think about the gross margin here as remaining positive going forth? Izilda Martins: Yes. So as we discussed it last time, we said it was a bit of anomaly of what we saw in the fourth quarter. And given, call it, what we should be expecting, is that it should be continuing to improve. I think that improvement occurred a little bit more call it, sooner than what we expected. I think where we're at right now is a good exit trend for what you should see in the coming quarters. Mike Latimore: Great. Sounds good. And then on the kind of sequential growth forecast for the year, does that kind of imply that new starts should improve every quarter as well? Izilda Martins: We don't guide to the amount of new starts. I think as you think about, we had 10 in the fourth. We have 10 in the first. I think what you know, we see that in the coming quarters as it being healthy, but there's a potential for it to drop off at the tail end of the year. So I would say I wouldn't take that as a trend, but at least something that we could count on in the, call it, this quarter and next quarter. Mike Latimore: Alright. Great. Thank you. Operator: And our next question comes from the line of Derek Soderberg from Cantor Fitzgerald. Your question, please. Derek Soderberg: Yes. Hey, everyone. Thanks for taking the questions. Rick, in the prepared remarks, you mentioned broadening within e-commerce. You're now working on in-store automation for buy online, pick up in store. Do any of your customers want to leverage your technology for the direct to consumer distribution centers? And is that even an area that you guys would wanna play in? Rick Cohen: Yep. The answer is yes. Derek Soderberg: Got it. That's interesting. And then as my follow-up, Rick, with the forklift automation, seems like the case handling aspect of your distribution centers are pretty much fully automated. On the break pack side, sort of left to automate there? What's potentially possible to automate over the next coming quarters? Maybe if you could just talk about how that technology has sort of evolved to the point where now rolling out that pilot to multiple facilities. Rick Cohen: Yeah. So we started out with a prototype minibot, we call it, and now it's our fully designed our own SIM bot. The new bots have LiDAR on them. They can handle more units per trip. They're faster. They're safer. So that allows us to do the brake pack, which is basically cutting open up a case and putting something on a minibot, and then we put it into a tote. That process has applications. So the logical thing where you might see that is in a Walmart Supercenter, there's every Supercenter has a huge drugstore in it. So those kind of smaller applications within a store within a store are basically they carry 30,000 items in, let's say, in a drugstore, but they only have one facing, not a whole case. So those applications actually there's a lot of applications. There's convenience stores have applications. There's the auto parts stores have applications where they have a lot of items, but they only want one or two of each one of those. So that would be direct to store. But we can also see that kind of application where people want to use our technology to sort. And so somebody like a Medline is really interested in could we deliver 20 different items? Not cases, 20 different items, in a tote to a surgical delivery room. And nobody else in the world can do that. Nobody else can say, well, if you want a case, we'll deliver a case. If you want an each, we'll deliver an each. In a systematic way. There are other people deal with each's, but nobody can do it with the level of sophistication or the speed with which we can do it. So those are what I would call again, software apps combined with hardware, so that's a particular problem that we're solving. Just happens to be a lot of customers have that problem. And then the third thing as we and so what happens in our system for those of you who have been to a site, is you know that the bots mostly run on rails, and then on the transfer deck, they're kind of free floating. In the brake pack, they're much more free floating. And so that takes a lot of software to stop them from crashing into each other at high speed with LiDAR. That same technology is what got us excited about using fork trucks on a dock, which is, you know, the most congested and dangerous part of a warehouse. And being able to do that so what it allows us to do is when we finish when we finish an order for a customer, and an order could be a pallet, 20 pallets going on a truck, or it could be one, we can now take a fork truck and sequence that onto the truck. And that is typically done by humans. And this is a very good way because we control the whole system. We know exactly when the pallet's gonna be done. We know exactly where it goes on the truck. And so that actually makes a whole new part of the warehouse open to our automation. That's what we're gonna continue to march down that journey. Derek Soderberg: Very helpful. Thanks. Operator: Thank you. And our next question comes from the line of Greg Palm from Craig Hallum. Your question, please. Gregory Palm: Yes, thanks. I wanted to just go back to the systems gross margin for a second and just make sure I understand it right. So there was sort of a reallocation of costs from R&D to cost of goods sold that impacted the system's gross margin. Can you quantify exactly how much that was? And I guess kinda where I'm going with this or what I'm getting at was was systems gross margin stepped down sequentially. So without this sort of reallocation, if you wanna call it that, would systems gross margin been, you know, up sequentially from Q4? Izilda Martins: Yes. Great question, Greg. Thank you. Here's how I would think about it is, like I said, the relative proportion of how much was paid development didn't grow significantly. Like I said last time, it was high single digits. Now it hit double digits. I think how to think about it is and how I how we measure success by the team. As you may know, we have pass-through expenses, and those pass-throughs come in on the top line and the bottom line. They were just a little tad bit higher than what they were in the fourth quarter. And so how I measure or how we measure, call it, systems gross margin, you know, quarter out over quarter, we actually did have a slight sequential improvement. But overall, what I would focus on is at times, those things will be lumpy, and I would focus on the bottom line gross margin where you see that significant improvement from the fourth quarter. Gregory Palm: Got it. Understood. Okay. And then I just wanted to follow-up on the Fox acquisition. I thought that was pretty interesting as well. And, Rick, you talked a little bit about sorta, you know, different kind of applications or use cases. But how do you think about the portfolio expanding longer term? I mean, I'm not trying to get you to give up any sort of secret information. But, you know, in terms of other types of technologies and applications, you talked about trailer unload. But you know, what else might be an attractive fit or a bolt on for Symbotic? Rick Cohen: Yeah. So we're actually we're I mean, you know, we've got this big war chest and we're we did it very purposely. We're looking at a common and we're actually doing a lot of work with some people that specialize in this field. It's like how should we think about M&A? Some M&A could be a way of acquiring customers and getting much more interaction with the customers. In the Fox acquisition, we can sell guided fork trucks to a lot more people than we can sell a Symbotic system to. I mean, we could sell two guided fork trucks to Joe's, you know, pizza warehouse. But there's people like DHL and other people that are very interested in space that are that they're running tests on, a lot of the big CPG companies. So what we're trying to what we're so we're looking at those kind of acquisitions. So we looked at Fox and say, this is a very, very large potential customer base. Smaller sales per transaction but beginning to show customers how they can think about reorienting their warehouse. So you've got we don't do a lot with pallet storage. We're kind of an unpallet storage company. But there are still pallet storage companies. There are automated guided fork trucks. Fox is pretty much dock fork trucks, but there are other types of fork trucks. I think we'll look at that. We'll look at the import DCs and look at what they need there. We'll look at different types of technology. So one of the things that we're probably spending more money on R&D than any other automation company I'm pretty sure by a lot last year, and we'll spend even more this year. And so we're looking at beginning the process of how we can invent stuff. Think about different parts of the warehouse. So there's we don't do a lot with clothing right now. We're interested in clothing. We're interested in fashion. We're interested in automation, auto parts. And so with that, the way I look at the business is we understand if we can understand the customer's problem, I don't wanna go to the customer and say, here's what I got. That's what I got. You need to make your problem fit into my solution. We may only have 75% of the customer's problem solved, and then we would say either we can invent it or we can buy it. So we're very much interested in lots of different startups. A lot of those guys are struggling right now. The VC guys are cutting back on some of the start-ups, so good opportunity for us. But we also could look at a fairly sizable acquisition. And so the money is not burning a hole in our pocket, but we're certainly on the prowl looking for various acquisitions. Gregory Palm: Yeah. Makes sense. Alright. Appreciate the color. Operator: Thank you. And our next question comes from the line of Keith Housum from Northcoast Research. Your question, please. Keith Housum: Thanks. Good afternoon, guys. So over the past year, you guys have expanded your Salesforce. You know, you guys added Medline last quarter. Can you perhaps give us an update on some of the, I guess, the efforts that you have in terms of focusing on places outside of The US and perhaps success you guys are having and confidence in your ability to add customers to your backlog? Rick Cohen: Yeah. So we're spending a lot of time in Europe now. We've got three or four people in Europe. They have very interesting problems because real estate is so scarce and so expensive there. And so it's very expensive for them to either put up a greenfield. So we're looking at Europe. We're talking to all the usual suspects in Europe. We're new there. And but we're now able to and we're able to sell in Europe because we have European suppliers. We have some German suppliers. We have some Italian suppliers. We have some English suppliers. So Europe is something that we're very much focused on and probably spent, don't know, a 100 times more hours there. In the last six months than we did in the prior five years. So that's of interest. I go to Europe three or four times a year now, maybe more. One, to see suppliers, and two, to actually meet with customers, potential customers. So we're still new in Europe, and you know, the Europeans there's a lot of German companies that make stuff, but I think people are now beginning to understand how different our technology is. There's packaging issues in Europe that are different in The US. So we're working on experimenting with those. But I think Europe and Canada, Central and South America, Mexico, those are all markets for us now. Keith Housum: Great. Thank you. Bye bye. Operator: Certainly. And our final question for today comes from the line of Robert Mason from Baird. Your question, please. Robert Mason: Yes. Thanks for taking the question. Izzy, would you be able to provide a little color on free cash flow how that may play out this year, particularly if you cross the line in the gap profitability and maybe grow from here, what kind of implications that has on cash flow, if any? From a tax standpoint? Izilda Martins: I think if you the way I would think about free cash flow, if you see the amount we've reported in this quarter, that is how you would think we should be landing. If you take where we landed in the fourth quarter and the third quarter of last year and you average those out, those just had some timing differences. So I think where we landed in the first quarter, that's a good starting point. And, obviously, as EBITDA improves, I think my guidance was significantly higher than where we are this month or this quarter. That's how I would think about it rolling out. And as quarter progress, I'll give you more insights as we move along. Robert Mason: Okay. Just as a follow-up, Rick, I think in your monologue, you made note of again, improvements in floor loading. Maybe for one of your customers. I'd just could you elaborate on that, and whether that is automation technology that you've developed? I didn't recall necessarily having seen that in your facilities, but if that's new or if that's something you're partnering on or what your implications were. Rick Cohen: So we're having a number of discussions with people that like, if you're a liquor distributor, you might deliver to Costco and you might deliver full pallets. But if you're going to restaurants and bars, you basically have to sequence those orders to help the driver speed up. That technology is something that we're working to develop. And we can pre-sequence not just can pre-sequence a whole trailer. And so today, if a trailer has 2,600 cases, we might and there was 125 cases on a pallet, we might put 22 pallets on a truck. But we could actually sequence every one of those 2,600 cases. That to a lot of people who are delivering small orders, is really interesting. And that kind of sequencing is essentially what we will do for and we're working with people explaining how that type of sequencing is something you can actually do for e-commerce you're gonna do customer delivery or customer pickup. It may be 20 eaches, but it's sequencing totes instead of cases. But if you're a restaurant supplier or a liquor distributor or any other kind of supplier that's doing routes, including beverage suppliers, the ability to sequence that stuff is something that doesn't really exist today. Robert Mason: Very good. That's helpful. Thank you. Operator: Thank you. This does conclude the question and answer session of today's program. I'd like to hand the program back to Charlie Anderson for any further remarks. Charlie Anderson: Yes. Thanks, everybody, for joining our call tonight. We really appreciate your interest in Symbotic, and look forward to seeing some of you on the road in the coming weeks at the investor conferences at Wolffen. And good night. Operator: Thank you, ladies and gentlemen, for your participation in today's conference. This does conclude the program. You may now disconnect. Good day.
Operator: Good evening, ladies and gentlemen. Thank you for standing by. And welcome to PTC Inc.'s 2026 First Quarter Conference Call. Following the presentation, the conference will be open for questions. I would now like to turn the call over to Matthew Shimao, PTC Inc.'s head of investor relations. Please go ahead. Matthew Shimao: Thank you, operator, and welcome to PTC Inc.'s first quarter 2026 conference call. On the call today are Neil Barua, Chief Executive Officer; Jen DeRico, Chief Financial Officer; and Robert Dahdah, Chief Revenue Officer. Today's conference call is being broadcast live through an audio webcast and a replay of the call will be available later today at www.ptc.com. During this call, PTC Inc. will make forward-looking statements, including guidance as to future operating results. Because such statements deal with future events, actual results may differ materially from those projected in the forward-looking statements. Additional information concerning factors that could cause actual results to differ materially from those in the forward-looking statements can be found in PTC Inc.'s annual report on Form 10-K, Form 10-Q, and other filings with the US Securities and Exchange Commission as well as in today's press release. The forward-looking statements, including guidance provided during this call, are valid only as of today's date, 02/04/2026, and PTC Inc. assumes no obligation to update these forward-looking statements. During the call, PTC Inc. will discuss non-GAAP financial measures. These non-GAAP measures are not prepared in accordance with generally accepted accounting principles. A reconciliation of the non-GAAP financial measures to the most directly comparable GAAP measures can be found in today's press release made available on our website. With that, I'd like to turn the call over to PTC Inc.'s Chief Executive Officer, Neil Barua. Neil Barua: Thank you, Matthew, and good afternoon, everyone. I'll begin today by welcoming Jen DeRico to her first PTC Inc. earnings call as our new CFO. I'm confident she'll be a great CFO for PTC Inc. and a strong partner to our investor community. Turning to our results, we delivered a solid 2026. We grew constant currency ARR 9% excluding Kepware and ThingWorx, and 8.4% including them. And we grew free cash flow 13% year over year. These results reinforce our confidence in the transformation we are driving and the demand we are capturing. Our divestiture of Kepware and ThingWorx is progressing, and we are on track to close on or before April 1. Before discussing execution in the quarter, I want to take a step back and talk about our transformation and my optimism for the road ahead. Every transformation has an important turning the corner phase. The end goal is still ahead, but you start to see collective forward momentum across the most important elements of the transformation. This is where PTC Inc. sits today. We see it clearly in the following ways: Number one, accelerating product roadmap releases; two, record deferred ARR under contract; three, higher seller productivity; four, customer commitments that are strategic and increasingly span the full life cycle; and five, consistent customer feedback that our intelligent product life cycle vision resonates with what they need. To that end, how our customers develop products is changing significantly. Products are becoming more complex, more software-driven, and more regulated. At the same time, development cycles are compressing, competition is increasing, supply chains are fragmenting, and the workforce is evolving to favor modern digital-first systems and processes. The traditional product life cycle built on disconnected tools, siloed data, and manual processes simply can't keep up. That is why the intelligent product life cycle is essential for staying competitive. It is based on three core elements: connected systems of record across the life cycle, enterprise-wide cloud access to product data, and AI embedded directly into enterprise workflows. Together, these elements turn product data from something that's simply stored and audited into something that actually drives better decisions across engineering, manufacturing, service, and the rest of the enterprise. The companies that will win are the ones that successfully leverage product data in this way and use it as a foundation of AI-driven intelligence and transformation. We believe PTC Inc. is uniquely positioned to enable this. Our core products, CAD, PLM, ALM, and SLM, are the systems of record across the life cycle, defining how product data is created, governed, and used across the enterprise. And we support an open ecosystem where this data can be exchanged with other trusted enterprise systems. Our product and AI roadmaps are focused on making the intelligent product life cycle real for our customers. Deeper product integrations are a high priority. The connection between Creo and Windchill is the gold standard. We're making good progress with our Windchill connections to CodeBeamer, ServiceMax, and Onshape. In December, we released CodeBeamer 3.2, which deepens the connection between CodeBeamer and Windchill and improves how customers manage complex cross-domain development. In October, we released a new version of Windchill that includes the new Windchill UI for a more modern user experience and new change management capabilities that make it easier for customers to share relevant product data with suppliers. Our AI roadmaps are progressing well, and we are encouraged by customer feedback. Entering 2026, it became clear that customers don't want AI as another standalone system or workflow. They want AI embedded directly into the systems of record they already trust for their enterprise workflow. That's exactly where PTC Inc. is focused, and customers are increasingly recognizing this as a point of differentiation. In Q1, we continued embedding AI across our portfolio to address our customers' high-value use cases and workflows. In December, we introduced CodeBeamer AI, focused on improving requirements quality, accelerating test case development, and supporting compliance before products move into production. In January, we released Windchill AI parts rationalization, new AI functionality embedded in Windchill to help customers accelerate development and manage costs by identifying duplicate parts, making part data more consistent and reliable, and accelerating part searches. Next month, we will launch a video series called AI in Focus, where we will share our AI strategy in more depth, preview product-specific roadmaps, and show continued acceleration releases. We encourage you to tune in. We are confident in our AI position because our customers tell us universally that structured contextual product data is their top priority. In addition to embedding AI in our products, we are building a common AI infrastructure across our product portfolio. This will enable our users and AI agents to understand and use product data from CAD, PLM, ALM, SLM, and third-party systems in the same way, all backed by data governance and security standards. Our vision keeps our products and AI closely coupled together, thereby encouraging broader adoption of PTC Inc. solutions over time. Turning to go-to-market execution, our transformation is progressing well. In Q1, we increased seller capacity, improved quota attainment, and saw ramping reps more than double productivity year over year. This reflects territory rebalancing, improved enablement, and greater vertical focus. Most importantly, we are expanding the scope of our customer and partner engagements from focusing on one stage of the lifecycle to discussing the intelligent product life cycle holistically, centered on product data and AI. As a result, we are achieving stronger and more strategic demand capture. As previously discussed, we exited 2025 with record deferred ARR under contract. We continued this momentum with a record-setting Q1 of large deal volume and strong competitive displacements and deferred ARR. Some of these deals will begin converting to ARR in 2026, and most will ramp in fiscal 2027 and fiscal 2028. Jen will talk more about the positive impact of deferred ARR on our outlook for the remainder of fiscal 2026. We are confident our transformation is helping us build a more durable multiyear growth engine. An example of our momentum is the expansion deal we struck with Garrett Motion, a leading automotive supplier. We won this on the strength of our intelligent product life cycle vision, how it resonated with their leadership and across the company. Garrett is modernizing its product development environment on a cloud-first, AI-ready architecture. They were already using Onshape and selected Windchill Plus for PLM, displacing a PLM competitor, and CodeBeamer Plus for ALM, displacing an ALM competitor. Garrett's goal is to unify product development with our connected systems, broaden access to product data beyond engineering, and establish a foundation for AI. This is increasingly representative of how large product companies are engaging with PTC Inc. Overall, Q1 demonstrated PTC Inc.'s momentum with the intelligent product life cycle. I credit team PTC Inc. for driving forward with focused execution and purposeful innovation. I'm energized by our progress and optimistic about where we are headed. With that, I'll turn the call over to Jen. Jen DeRico: Thanks, Neil, and hello, everyone. I'm excited and honored to join the PTC Inc. team at this significant time in the company's transformation. Before turning to our Q1 results, I thought I'd share my initial observations and key priorities. I'm impressed by the PTC Inc. team and how our intelligent product lifecycle vision is taking hold with customers. As Neil highlighted, product companies want to leverage AI for their high-value use cases and workflows. The companies that succeed will be the ones that connect product data across the entire life cycle and then leverage that foundation to push AI-driven intelligence. It's an exciting time because PTC Inc. is well-positioned to help our customers address this challenge. In terms of my key priorities, I look forward to partnering with Neil and the leadership team to help PTC Inc. capture its growth opportunity, maintain strong financial discipline, and create meaningful value for our stakeholders. I'm committed to helping the investor community understand and value our business, and I'm looking forward to engaging with you. Now let's turn to our fiscal Q1 2026 financial results. At the end of Q1, our constant currency ARR excluding Kepware and ThingWorx was $2.341 billion, up 9% year over year. Including Kepware and ThingWorx, our constant currency ARR was $2.5 billion, up 8.4% year over year. Our Q1 operating cash flow and free cash flow both grew 13% year over year. Q1 free cash flow of $267 million included $10 million of Kepware and ThingWorx divestiture costs. Finally, on the divestiture, we are still targeting a close on or before April 1, and there are no material changes to the figures we provided last quarter. Turning to share repurchases, as previously guided, we repurchased $200 million of common stock in Q1 under our $2 billion share repurchase authorization. In Q2 2026, we intend to repurchase approximately $250 million of common stock. Based on this, we expect a decrease in our fully diluted share count to approximately 119 million shares, compared to 121 million shares one year ago. In Q3 and Q4 this year, we intend to repurchase $150 million to $250 million of common stock per quarter. On top of this, given current valuations, we now intend to return additional capital to shareholders following the close of the Kepware and ThingWorx divestiture. We continue to expect net after-tax proceeds from the transaction of approximately $365 million. Adding this to our original fiscal 2026 plan means that we will buy back approximately $1.1 billion to $1.3 billion of our common stock this year. With that, I'll take you through our guidance. In fiscal 2026, for constant currency ARR, excluding Kepware and ThingWorx, we continue to expect growth of approximately 7.5% to 9.5%. Including Kepware and ThingWorx, we still expect growth of approximately 7% to 9% in fiscal 2026. In the appendix to our earnings deck, we provide an illustrative ARR model for 2026, and you can see that our fiscal 2026 ARR guidance midpoint for $195 million of annual net new ARR in both scenarios. In Q2, for constant currency ARR excluding Kepware and ThingWorx, we expect growth of approximately 8% to 8.5%. Including Kepware and ThingWorx, we expect growth of approximately 7.5% to 8%. In the appendix to our earnings deck, we also provide an illustrative ARR model for Q2 2026, and you can see that our Q2 2026 ARR guidance is for $35 million to $50 million of sequential net new ARR in both scenarios. Looking at the second half of the year, our intent is to grow net new ARR in Q3 2026 on a year-over-year basis and then deliver a step up in Q4. We are comfortable with that because starting in Q4 2026, the demand capture we've been highlighting will have a positive impact on our ARR growth. We have visibility to a large increase in the amount of deferred ARR that will start in Q4 2026 compared to previous Q4s. And for clarity, the higher level of deferred ARR that is contracted to start in Q4 this year is attributable to the solid progress we've made with our go-to-market initiatives, as well as our commercial initiatives. Both drivers are contributing. Moving to cash flow, revenue, and EPS, our guidance for these does not take into account the Kepware and ThingWorx divestiture, except for the divestiture costs already recognized in Q1 2026 and expected in Q2 2026. For Q2 2026, we are guiding free cash flow of $310 million to $315 million, including Kepware and ThingWorx for the full quarter, which absorbs approximately $5 million of divestiture costs. Our business as currently constituted remains on track to deliver approximately $1 billion of free cash flow in fiscal 2026. Related to the Kepware and ThingWorx transaction, we still expect approximately $160 million of total cash outflows this year, which are not expected to recur in future years. And we'll continue to provide visibility to these outflows in our reporting and guidance. When the transaction closes, we will update our guidance, and I'll host a call to take you through the changes. In recent years, we've developed a high degree of confidence in our guidance for free cash flow based on the predictability of our cash collections and the disciplined budgeting structure we've established. Continuing to deliver the strong financial discipline you've come to expect from PTC Inc. remains a priority. While our focus is on ARR and free cash flow, we're also providing revenue and EPS guidance to help you with your models. We are raising our fiscal 2026 guidance range for revenue to $2.675 billion to $2.94 billion and raising our non-GAAP EPS guidance range to $6.69 to $9.15 in alignment with our Q1 2026 results coming in above the high end of our guidance range. A key driver of our strong Q1 2026 revenue and EPS was similar to last quarter. We did a great job contracting customer commitments. As a result, our revenue growth significantly outpaced our ARR growth for a second consecutive quarter. In Q1 2026, demand capture continued to outpace ARR growth, resulting in additional deferred ARR that will support durable growth in future periods. Importantly, this dynamic reflects the quality, duration, and the structure of customer commitments we contracted, not a change in revenue recognition practices. All in all, our results and guidance show that our focus on the intelligent product lifecycle is resonating with customers. We are on the right strategic path with a compelling set of product initiatives, go-to-market initiatives, and commercial initiatives. I want to thank the extended PTC Inc. team for their continued efforts and energy. Our people are our driving force, and what I've seen thus far gives me confidence that we will deliver on our opportunity. With that, I'd like to turn the call back to the operator for the Q&A session. Operator: At this time, if you would like to ask a question, press star then the number one on your telephone keypad. To withdraw your question, simply press 1 again. Please limit yourself to one question only. If you have additional questions, please return to the queue. We will pause for just a moment to compile the Q&A roster. Your first question comes from the line of Yun Kim with Loop Capital Market. Please go ahead. Yun Kim: Alright. Great. Thank you. Congrats on a solid quarter, Neil, and welcome aboard, Jen. Since this is your first time, I'll ask a question to Jen first. So Q4 is the first quarter when we can see ARR from those deferred ARR deals. What level of visibility do you have on that, if you can quantify that if you can? What are, for instance, what are some of the variables behind those ramp or deferred ARR deals getting recognized in Q4? And is the timing of that ramp related to billing, then would it affect cash flow? Thanks. Neil Barua: Yun, thanks for the question. And Jen will add to my upfront. But since she's four weeks in, let me take the upfront on the dynamics of the demand capture, and then she could talk about some of the technicalities if I don't cover it. So, you know, again, I think you heard, and thank you for the acknowledgment. We feel really good about the progress of our go-to-market transformation, and it's showing up now in two quarters of demand capture that is now relating to, you know, the amount of deferred revenue deferred ARR that you spoke about in Q4. That's about triple what we had last Q4 entering. And double the deferred ARR that we're building starting in 2027 that we had coming into this year. So Rob and the go-to-market team are really doing a lot of great work on the demand capture. And the crux of the deferred ARR is due to the fact that we're winning strategic cross-product and in some cases, and in many cases, on some product lines, competitive displacements. And so, you know, we're taking the commitment, which is committed dollars from the customer. I'm cognizant that it's not showing up right now in the in-quarter, but we're very positive about how it's starting to build ARR in Q1 and as we guide around Q2, how it'll impact Q4 in a more meaningful way than it did last year and also into the following year. And it's all to do with the implementation cycles of our customers. And we feel good about it because the commitment's there, it's contracted. And it's set to come. Jen, anything to add? Jen DeRico: I think you hit it, Neil. Thanks. Yun Kim: Alright. Thank you so much. Operator: Your next question comes from the line of Joseph D. Vruwink with Baird. Please go ahead. Joseph D. Vruwink: Great. Thanks for my question. And, Jen, welcome. At the big event hosted by PTC Inc.'s user community about this time last year, there was some, I think, foreshadowing by PTC Inc. about AI capabilities that would get added to Windchill and the parts management areas. And at the time, customers were really excited about this. I think that idea as a product is what PTC Inc. is now starting to come out with. I think it was released last week. I guess my question related to this, there's obviously been a lot of AI releases from PTC Inc. across all the core products over the past year, and not diminishing any of those. But are we maybe starting to see some that could prove more material in nature and this is gonna start to register in a more noticeable way on demand decisions over the next year? Neil Barua: So thanks for the question, Joseph, and thanks for acknowledging the really good progress that we're making around our AI strategy. In concert with what customers really need. And as you noted here, you know, our products are mission-critical enterprise systems of records across the life cycle. And as you heard last year at the PTC Inc. user group, the preponderance of our customers are now really wanting us to embed these AI releases as you noted. The Windchill AI parts rationalization, we also did a CodeBeamer AI release as well, and many others that are accelerating over the course of this year, which is really embedding AI capabilities to advise and assist and over time automate workflows within these systems of records that we are very well attuned to understand and train the models around it. So we're thrilled about the progress. Our customers are even more thrilled that we have built these and now there's a rapid iteration of releases to even make these more consumable over time. So we feel good about where we are around our strategy. We feel very excited about the criticality of PTC Inc. to deliver AI to our customers given the strength and the complexity of our system of records within our customer environment. In terms of the impact of when, you know, Jen could start talking about the P&L impact in terms of when we'll see a lift. I'd say right now it's immaterial in terms of how we think about the economic till coming into the company. But as these releases start taking hold and they move from POCs to scale deployments, over the course of the next few years, this should be something we'll be talking to you about and others around a real economic driver of the business. Thank you. Operator: Your next question comes from the line of Adam Charles Borg with Stifel. Please go ahead. Adam Charles Borg: Awesome. And thanks for taking the question. Maybe just on Creo and Windchill. And as we think about those growth rates, any way to parse out the mix of growth coming from expansion versus competitive displacement? And given the new go-to-market promotions that seem to be having some success, what's the opportunity to drive more competitive displacement front? Thanks so much. Neil Barua: Yeah. Let me start this, and Rob could add. Given he's really driving the team in a really disciplined manner the way he said he was going to when he started about twelve months ago. And we're very proud of the progress that team has made. What I'll say is around Windchill, which we don't break out the exact growth rate of Windchill. It's an aggregated PLM number as you might know, Adam. We're very enthused about the Windchill capabilities and the acceptance and the growth rates around Windchill as a standalone product in addition to, by the way, Windchill Plus, where we're seeing really strong traction. Creo, as you noted, continues to be a strong grower, a steady grower, and we feel good about its competitive dynamic in the CAD market. In addition to the fact that we have an amazing Onshape capability that is also starting to be a very strong competitive takeaway off of some of the competitors on their estate. So we feel good about CAD. In terms of PLM, in terms of the mix around expansion versus competitive displacement, I'd still say, Adam, that the significance is still around expansion. And even in expansion, there's competitive displacements that's happening where customers are giving us their entire estate now of take all the disparate PLM systems and put it on Windchill. So you saw some of the appendix slides you're starting to see and we're starting to see that being more of the types of deals we're seeing. Part of it is because the customers are understanding to get the benefit of AI, you need contextual product data that's put in one place in a system of record like Windchill so this advantages customers to expand with Windchill and then build in parallel with us some of the AI capabilities. But we are also lastly seeing competitive displacements, as I mentioned. And we're continuing to see more of that happen over the course of this year as we look at the pipeline. Rob? Robert Dahdah: Yeah. The split's correct that we get the majority from expansion, but there is actual growth and accelerated growth in competitive displacement. And so we feel really good about that as a kind of a next step grower for us. Adam Charles Borg: Great. Thanks again. Operator: Your next question comes from the line of Ken Wong with Oppenheimer. Please go ahead. Ken Wong: Jen? Operator: One moment for Ken. Ken Wong, your line is open. Ken Wong: Hey, Ken. Neil Barua: Operator, let's go to the next. I'm back to Ken. Operator: Your next question comes from the line of Matthew Hedberg with RBC Capital Markets. Please go ahead. Matthew Hedberg: Congrats. I know the software environment seems a bit dicey these days, but it's great to see the consistent results out of PTC Inc. I guess, Neil, I wanted to ask you you just you just talked about Windchill a second I guess I was curious if if you could talk a little bit more specifically on Windchill Plus. Creo Plus, just kind of the broad SaaS portfolio. You know, are you are you starting to see increased customer demand for SaaS? And and, you know, in those instances, are you seeing, you know, customers spend spend go even higher in in in those situations? Neil Barua: Yes. So thanks for the question. And we've been very we've been very practical and also transparent with all of you around our journey around building our SaaS momentum. And I'll take first the board in the cloud solutions that we've got, and in particular, Onshape Arena, ServiceMax. And we feel good about to in some cases, great about the momentum and the adoption of those capabilities in several competitive that are happening across the three of those strong portfolios in addition to the AI capabilities we're building on top of it. Terms of your question on Windchill Plus and Creo Plus, we're having a bang up and we did have a bang up last year in terms of the momentum building for Windchill Plus. We had another strong demand capture quarter for Windchill Plus. If not record-breaking, we have plenty more to go, and I wanna make sure I think Rob and I are measured about that we've been saying for a while that the dam has not broken where the entire market is flipping to our plus platform overnight. But we have been building momentum. We are working towards making sure we meet the customers where they are. The good news story is the following, and I've been saying this for two years consistently. SaaS starts working for Windchill Plus and Creo Plus when they're scaled implementations with a great experience with a back-end experience that's good, and the customers are happy. We're starting to see that. And we're gonna leverage that. We're gonna continue to build on the momentum. And so we feel really strongly about our position on SaaS. We feel like that will continue to be a growth driver. And to your last question around Lyft on pricing, yes, we are seeing the similar sort of Lyft that we've been saying around the one and a half to two and a half times kinda lift in terms of on-prem to SaaS lift on on ARR. Matthew Hedberg: Thanks, Neil. Operator: Your next question comes from the line of Joshua Tilton with Wolfe Research. Please go ahead. Joshua Tilton: Hey, guys. Can you hear me? Neil Barua: Yep. Joshua Tilton: Great. Thanks for sneaking me in here. I appreciate all the commentary on the improvement in sales productivity. But when we kinda, like, dig a little bit deeper in the numbers, it looks like the channel drove over 80% of net new ARR in the quarter. So I'm just trying to understand, like, are there any one-offs in the direct business that we need to understand? Is this tied to the deferred ARR dynamic? And maybe, you know, when can we start to see the direct business maybe contribute at a similar level to the channel? Going forward. Thanks. Jen DeRico: So I think what we're seeing right now is good momentum in both the channel and the direct. What you're seeing actually in the numbers, in particular this past quarter, one large deal does have an ability to influence this. And oftentimes, with a large deal, you have both the channel and the direct. And ultimately, it's about customer preference and how they want that fulfilled. Ultimately, that's all that's happening in those numbers right now. You can add Rob. Robert Dahdah: Yeah, I mean, as we've mentioned, you know, in prior conversations, we're working very hard to more deeply engage with partners on this. So to create an environment where we can allow that flexibility at the customer and not have a battle that's direct against the channel but working together to fulfill at the customer's request. So we think you might see that from time to time. We did have a larger deal this quarter that fit that picture. But you might see it again in the future, but it's not in any way some kind of visibility into weakness in DIRECT. We work very closely together. Neil Barua: And lastly, I want to make sure we're very clear about this. The energy and enthusiasm that turning the corner is around the actual indication and the contracted commitments that are building predominantly deferred ARR. So we feel really strongly about the go-to-market transfer. It's actually doing the thing that we need to do, which is capture customer demand. How it's showing up in Q1 in our guidance for Q2 has only got to do with timing. And the good news is this is committed capture. By the way, this is gonna show up all in another metric that you could look at. Not completely indicative of it is RPO and CRPO. You'll see in the queue but all of these metrics are leading us to make sure we all articulate that demand capture is strong. We gotta continue that. And as that happens, ARR over time becomes durable and multiyear in terms of the sustainability. Joshua Tilton: Makes sense. Maybe just to clarify one thing around that. Was there more deferred ARR added to the balance in 1Q than when you exited Q4? Jen DeRico: Yes. There was. And just to reiterate what Neil said before, as we think about where we are, where we sit today versus one year ago, for Q4 2026, there's triple the amount of deferred ARR on the books for Q4 2026. And then in the same view, for 2027 is double for 2027 versus where there was last year for 2026. Joshua Tilton: Super helpful. Appreciate the clarity. Thanks so much. Operator: Your next question comes from the line of Blair Harold Abernethy with Rosenblatt Securities. Please go ahead. Blair Harold Abernethy: Thanks very much, guys, and welcome, Jen. Just on the go-to-market side again, I just wonder maybe Rob can shed some color on this. But, you know, in terms of new customer ads, what are you seeing out there in terms of interest in your portfolio? Is it skewed at all more towards the SaaS side? The SaaS products? And, also, maybe you could provide a little more color on this the startup aerospace and defense program. It looks like you've been winning some business there. Robert Dahdah: Yeah. So for a couple of the two questions. As it relates to the new business and new logos, we definitely as mentioned earlier, have had a nice run and an increase in our competitive displacement. So we're picking up what we would consider to be new logos in kind of the upmarket. As we bring on new customers, we default to cloud. So they're coming in in a cloud environment and it typically, you know, that's been working very well for us and for the customer who want to enter that way. As they reduce their customizations and the complexity in their own environment. And obviously, try to capture some of the benefits of being in cloud. Some of which are pretty obvious, others which will start to manifest in how AI is deployed. So yes, we're seeing good traction with customers coming in new. That is our default setting as we bring on new logos into the cloud. In defense, it's great that you notice that. You picked up on that. We have an opportunity there. We believe as we serve of the largest customers in the world, at the top of that stack we have an opportunity now to incubate at the lower. And we've seen great reception there. Certainly we always learn and get better every month, every quarter. But the initial response has been really positive there. And we have a number of ways to service that market as well. So feel like we're well positioned at both the top and the bottom. And hopefully we'll be able to report some great success stories that grew through there. Blair Harold Abernethy: Great. Thanks very much. Operator: Your next question comes from the line of Ken Wong with Oppenheimer. Please go ahead. Ken Wong: Hey. Can can you guys hear me? Neil Barua: Yeah. Ken Wong: Okay. Perfect. Appreciate, the the context around deferred ARR and and when some of that timing could pop up. When thinking through the unchanged fiscal year ARR guide and coupled with that commentary that it sounds like more is coming in Q4. Help us think through the seasonality if you could. I mean, is it is it basically gonna be even more back-end loaded than you guys were perhaps three months ago? Jen DeRico: So I think right now, the way we think about it, as you heard me say in my prepared remarks, that we'll have a step up in Q3 and a larger step up in Q4. I would say it's similar to how we've been thinking about the business. Neil, you can correct me if I'm wrong prior. But overall, the shape of the curve is very similar to what we thought about when we guided for the full year. Ken Wong: Okay. Perfect. Thanks a lot, Jen. Operator: Your next question comes from the line of Daniel Jester with BMO Capital Markets. Please go ahead. Daniel Jester: Hey. Great. Good evening. Thank you for taking my question. Maybe you know, in the slide deck, there was a a good story about ServiceMax and an expansion there. You know, last year was maybe a little bit of a tougher year for ServiceMax. And so maybe just an update about what we're what we're seeing there and in terms of the cross-sell opportunity. For fiscal 2026. Thank you so much. Neil Barua: Yeah. Let me start, and Rob could add if if I miss anything. Look. As as we've mentioned a few times starting last year, we've been working through very specific churn events in ServiceMax for a number of quarters now. As I mentioned, I think last call that we've got some still residual churn that kind of hit us in Q1. And most of it, we're trying to work through the system by the end of this quarter. That being said, a ray of sunshine in terms of some green shoots, we've been talking about, like, the cross-sell opportunity you saw you noted the one in the appendix. We've had some good strong demand capture, as we're calling it, i.e., contractual commitments of ServiceMax that was very encouraging as we saw. We need that replicated over the next number of quarters. The end of Q4 and throughout the entirety of Q1. We obviously wanna ensure that churn is mitigated versus what we've seen in prior quarters. And lastly, the integration of ServiceMax into the intelligent product life cycle and in particular, how our AI strategy allows for agents to work across our systems of record where we have a very offer in ServiceMax, we believe is a competitive differentiation, in particular with some of these competitive displacements when customers are giving us PLM. Part of it is to do with the fact that we actually do have such a strong customer record at ServiceMax and ultimately in that AI world where it advantage. So not out of the woods, but making progress and, you know, we're staying in in real focus to make sure we continue on some of the buildup of some of those green shoots that we're seeing. Robert Dahdah: Yeah. And as part of the alignment, we go vertical and start to look at how we rebalance just the go-to-market teams, we've made this a very important part of our elevated messaging. And so it's being brought to market more widely. In addition, we attacked the level of really instituted as part of the comp plans in a way make sure that everybody's got some incentive to bring this in front of the customers. So in addition to the benefit of the customer, there's internal benefits also. So we're trying to make sure the whole company is aligned to get the message out. Daniel Jester: That's great. Thank you so much. Operator: Your next question comes from the line of Jason Vincent Celino with KeyBanc Capital Markets. Please go ahead. Jason Vincent Celino: Hi. Thanks for taking my question. Sorry to belabor. Another ARR question, but this actually relates to the Q2 ARR guide. Know there's an implied decline in net new dollars added for Q2. Did you see any deals, you know, from the Q2 pipeline closed earlier in Q1? Or are you expecting more of the deals in Q2 to also have this bigger deferred component? Thanks. Neil Barua: It's a great question, Jason. This is all to do with our assumption as we sit here today around how these deals will come into the in-quarter start affecting ARR for that. This has nothing to do with demand being lesser than the momentum that we're talking about. It has simply to do with the structuring and our assumption of that being the case. Quite frankly, it is another quarter where we believe we will continue to build on the deferred ARR to make this a durable multiyear sustainable growth engine going forward. Jason Vincent Celino: Perfect. Thanks. Operator: Your next question comes from the line of Sitikantha Panigrahi with Mizuho. Please go ahead. Sitikantha Panigrahi: Thanks for taking my question. Congrats, Jen, and look forward to working with you. So it's good to see some of the initiative on AI side you are doing and and also buyback. But, Neil, I I wanna ask about the macro that you talked about earlier. A little bit. You're conservative there. What kind of trend are you seeing in Q1, and what's assumed in your guidance? And and specifically, if you could give some color in terms of vertical, if you are seeing anywhere strength or weakness there. Neil Barua: Yeah. You you know, Rob could add about the vertical piece but just broadly, we've been in a very difficult macro. We've talked about this for many years now for a long time. And we are still delivering and capturing the types of results that we're talking about, particularly on the demand cap commentary that we gave. That is across regions, across verticals. We're seeing that strength. And the reason for it, despite the macro having so much uncertainty and volatility, despite policies being uncertain. Is because as an example, today, we had one of the larger industrial manufacturers in all of Europe join us at the CXC. And while they are dealing with so much change, they need to modernize. And they need to make sure prioritization of modernizing and creating a strong product data foundation, in this case, Windchill and the expanse of Windchill is what they're looking at with the additional CodeBeamer. To make sure they take advantage of AI as they think about their multiyear journey and competitiveness. So we feel good that even in this environment, our end customers, as you know, Sitikantha has not modernized as fast as almost every other end market. Of companies, they are getting the urgency to move. And now with this intelligent product life cycle, it's a comprehensive holistic story for them to actually be competitive with technology provided by PTC Inc. Robert Dahdah: Yeah. Just in terms of the actual strength within the verticals of the geographies, there's while there may be in a particular vertical a geography that has performed, some other geography has stepped up to outperform. And so if you look across the verticals, they're all our big five are all performing fairly well. And then if you look at any geography, there's no geography that has just been depressed. If they're down in one industry, they pick up in another. And so across our three or four biggest geographies, and across the five verticals, we have some pretty good numbers. We feel like every one of those is a place that has some upside. Sitikantha Panigrahi: Great. Thank you both. Operator: Your next question comes from the line of Nay Soe Naing with Berenberg. Please go ahead. Nay Soe Naing: Hello. Hi. Thank you for taking my question. I'm, again, looking forward to working with you. My question is on the deferred ARR. I think, Neil, you you you attributed to the fact that the booking to ARR conversion will, you know, begin Q4 as a result of implementation of customers. I was wondering if you could share with us how much visibility of control you have over that implementation timeline of the customer? Is there any potential risk that the implementation process might take longer or on the on the on the other on the flip side, it could it could be shorter than the Q4 that's coming up. Thank you. Robert Dahdah: Yeah. So I I was sorry. I was a little unclear, but I wanna make sure I mean, your question was clear. The audio was a little low. But just in terms of the deferred ARR, this is Rob. These are this is contractual commitment. So when we engage and sign these contracts, these are contractually committed amounts of ARR. That's what we hear Neil talk about, the durability and the predictability of the business. So they have a great incentive to be on time in their implementation. But if if they're not, that ARR comes. So we believe that in addition to obviously the predictability, the benefit to the customer and the way we've contracted is that it's allowing them time to ensure that they are aligned to the cycle of the contract. And so why we're also excited about how we've had these quarters and what we call demand capture is because in addition to timing them appropriately, we've done them on the proper commercial conditions, not in any way try to strain the deal by pulling it forward just to hit a current quarter. It doesn't match the implementation cycle or market conditions in those out years. And so these are contractually obligated they'll hit in these quarters. We are hoping and we're planning to be fully aligned with their implementations. And in addition to that, hopefully as we get to those those out cycles, there's actually upside even in those. Nay Soe Naing: Okay. That's super helpful. Operator: Your next question comes from the line of Tyler Maverick Radke with Citi. Please go ahead. Tyler Maverick Radke: Hi. Thanks for taking the question. So I know you've you've been asked you know, almost every question on deferred ARR, but I I guess I was just wondering if if you could help us understand you know, I guess, the magnitude in which that surprised you in in the quarter and then how that changes for the year. Because because clearly, you're you're you're seeing some good things on the rep productivity side. But you know, you came in a little bit below the high end of the guidance. And then that something you're just contemplating or risk adjusting more, in the outlook? It looked like there was on the the net new ARR. For Q2. And and then, sorry, just to clarify, if you think about the the stacking of these ramped ARR deals, I think it implies that your overall ARR growth should reaccelerate in Q4, and if that's the case, would would you expect that to to be durable just given the the visibility you have? Thank you. Neil Barua: Yes, Tyler. Thanks for the question. I just want to take one step back. The work that we're we've done and undertaken around go-to-market transformation, the hard work that we did upfront, and the the the precision and process that we've undertaken for the last twelve months and we're continuing on going forward this year and into next. In addition to product innovation that we're talking about AI, is around bringing PTC Inc. back to a consistent demand capture environment by which we're winning and engaging in strategic cross-product deals across the core priorities that actually build towards this intelligent product life cycle and so fundamental to our customers. And so that process that Rob and CK and the go-to-market team started off twelve months ago, is showing the fruits of all that process in demand capture that happened in Q4 and in Q1. And as we alluded to, we intend to continue that momentum into Q2. That is not showing up yet in net new ARR. And the way we showed you the guidance for Q1, was clearly not a surprise in which we gave you the range because we know that the whole game is build a durable, accelerating growth company. And the way you do that is by capturing great demand in a quality deal that fills deferred ARR and allows churn to continue to stay low keeps building new ACV into the quarter that we're playing in. And we believe in summary, that that inflection the turning the corner, and the turn the corner starts becoming more apparent in Q4 of this year. And substantially into 2027 and 2028. And that's what we're playing for Tyler, and that's the results and the work that we're doing at this current time just so we're being transparent with all of you. Thank you. Operator: Your next question comes from the line of Jay Vleeschhouwer with Griffin Securities. Please go ahead. Jay Vleeschhouwer: Thank you. Good evening. Neil, your references this evening to large transactions coming on top of similar comments back in Q4 when you clearly had a large number of large transactions leaves you to ask the following. And there's quite a bit of deja vu here for me, which is if you think about ANSYS, you know, six, seven, eight years ago, they too had gone through a significant go-to-market change. They too had evolved and broadened their portfolio. So there's some similarities here. That lead me to ask if you are anticipating a fundamental change in your deal profile or propensity that you will start seeing more frequently the number of 8-figure transactions as as you did in Q4 and as they did over a number of years. Then secondly, I can't help asking about your presence of CES last month, which was quite significant. I think the almost the entire c-level team seemed to be there. There was a significant automotive flavor to your presence there, particularly around ALM and and Windchill. The question is, do you think that you can broaden your momentum in auto beyond the, the tip of the spear that ALM has been giving you plus some so plus some Windchill so that you can, in fact, start seeing a broader, more impactful growth or share contribution in auto. Know, as you've done, for example, at Toyota, Ford, VW, etcetera, etcetera? Neil Barua: Yeah, Jay. Thanks for the question. And and let me start with CES. So we were more than proud, but more than proud we were very enthused by the reception we got at the first ever CES that PTC Inc. has been involved in. And not only from automotive, but Jay, you were there, you know, you saw all around our booth was industrial manufacturers around the world that actually came to our booth as executives asking of us how can we deploy more of Windchill with? Most of them being our customers already Jay, which you're probably familiar with, but really trying to understand, wait a second. Now you have something called CodeBeamer. Now what are you doing with AI? How can we supercharge our Windchill base or our Creo base? ServiceMax in some cases? What can we do? And and that was just a really great pump your chest moment for PTC Inc. around, we're in the big stage now. We deserve it. And we're at the fundamental level of transforming these really amazing companies around the world. Including automotive, a lot of industrial manufacturers as well. On automotive, I will say, right now, CodeBeamer is the tip of the spear. That tip of the spear is very substantial for us. And there's plenty more to go in terms of CodeBeamer displacements, not only manual processes, but also competitive solutions. As you see that product is really gaining scale or adding CodeBeamer AI functionality, which the market is really energized by. So, you know, we're we're happy to get all of automotive onto CodeBeamer and that that's we're marching towards that end for what it's worth. Same on Windchill with automotive. We are continuing to see an ability for Windchill while in some accounts in automotive, it is there as you know, Jay, we're seeing this theme of, like, let's consolidate on Windchill. Let's take all the disparate PLM system and put it all onto Windchill, and we're gonna continue to go down that path. Lastly, ServiceMax. So Lamborghini was a marquee customer at our booth. They're deploying ServiceMax now that's tied back into their Windchill and so that they could deploy the right parts and services to their end customers faster. We're gonna go down that path as well. Ultimately, one day, we're gonna talk about CAD, but right now, we feel really good about in automotive. ALM, PLM, over time as we're seeing server logistics our ServiceMax product and SOM suite of products there. Bob, anything to add? Robert Dahdah: Only thing I'd say is in addition, of course, we we have take down the rest of the automotive industry when it comes to our ALM. We are seeing it start to go into other industries. It's not we have not made any kind of deliberate decision to knock off that. We actually have customers now exploring it and actually in places that you wouldn't even imagine. So we're pretty excited about the possibilities there. And there's obviously a huge white space outside. And your first question, Jay, around are you seeing this dynamic of cross-product larger scale deals? And you know, these large scale deals, they take a lot of effort, timing, you know, is always an art, and we have one of the best artists in the world and Rob kinda with his team landing those. So but but a big part of what has been the up-level messaging that we've been talking about the going to partners, getting to the GSIs, revealing what you know, Joe Jay, I think is, like, the greatness of PTC Inc., the importance of PTC Inc. to be at the same system of record as the big players you know, worldwide in software that's beginning to happen. And the more we get there, the more we're starting to construct these larger deals. When they come in, it's gonna be on Rob, but we're enthused about the fact that they're starting to actually build into the pipeline and we're looking at very optimistic ways in which how we could close that over the next number of years. Jay Vleeschhouwer: Thank you very much. Operator: Your next question comes from the line of Joshua Tilton with Wolfe Research. Please go ahead. Joshua Tilton: Hey, guys. Thanks for thanks for sneaking me in again. And I I I hate to I hate to ask one more on deferred ARR, but if I kinda you know, sum up all the takes of the questions that we're getting sent on the call, I think some of us have, you know, remembering or PTSD whatever you wanna call it from prior communication around deferred ARR that kinda didn't pan out. As we were all hoping for in the year. And I and I'm just I'm I guess what I'm asking, is there anything that you can tell us or give us to instill confidence that this deferred ARR balance will come through in the fourth quarter? And then on top of that, is there a way to think about how much of that balance is currently baked into the guidance? Thanks, guys. Neil Barua: Yeah. So so let me just on the confidence level, and again, can only speak about what we've been doing, since we've been transforming the business across all fronts. And I I wanna make one reference back to twelve months ago when we talked about all the levels of what we're doing in go-to-market transition. One of it was far tighter linkage between sales and customer success. And Rob made plenty of organizational decisions process decisions to align the two. And the reason why that's important answering your question is, customer success i.e., the cut the and that team has the implementation expertise when a deal is underway, they're the ones that actually advise the customer around here's what we see as the way in which the technology can actually be implemented. In addition to a third party. That linkage is tighter. And because it's tighter, we believe that in the contracting process, it's eyes wide open around when the implementation should occur when the customer should pay for it, and what's the right thing to do for the process of the actual project itself. And so we feel confident that we put the right diligence number one. And as far tighter linkages now than there was twelve months ago. Number two is know, I think Rob alluded to this. I wanna just punctuate it. Is we're doing deals to build a durable multiyear growth sustainable business, not telling the customer, if you let us maximize ARR for this quarter, you know, you'll get these certain attributes. We're doing the deals the way they should be the deal do the deals. And so the risk profile of a customer coming back and saying, the implementation schedule is different than what you said is low. Lower than I've seen. And at the end of the day, Rob's got a discipline that says, since we were transparent with you, it's in contract. You're gonna pay for it. So summary of all that long diatribe is that we feel little risk in that deferred ARR for you to have that PTSD of saying, that disappeared or moved out. Joshua Tilton: Love it. Thanks for the clarity. Really appreciate it. Operator: That concludes our question and answer session. I will now turn the call back over to Neil Barua for closing remarks. Neil Barua: Thank you all for joining. We really appreciate the questions and the attention. We're gonna be on the road the next number of weeks, meeting in conferences and investors and we look forward to seeing you. And, again, thank you for joining the call. Operator: Ladies and gentlemen, this concludes today's call. Thank you all for joining. You may now disconnect.
Operator: Good day, and welcome to the TTM Technologies, Inc. Q4 2025 Earnings Conference Call. At this time, all participants are in a listen-only mode. After the speaker presentation, there will be a question and answer session. To ask a question during the session, you will need to press star 11 on your telephone. You will then hear an automated message advising your hand is raised. To withdraw your question, press star 11 again. Please be advised that today's conference is being recorded. I would now like to hand the conference over to your speaker, Mr. Sean Hannan, Vice President of Investor Relations. Please go ahead. Sean Hannan: Greetings, everyone. Welcome, and thank you for joining us today. I'm Sean Hannan, Vice President of Investor Relations for TTM Technologies, Inc. With me on the call are Edwin Roks, our President and Chief Executive Officer, and Dan Bailey, our Executive Vice President and Chief Financial Officer. Before we get started, I'd like to remind everybody that today's call contains forward-looking statements, including statements related to TTM Technologies, Inc.'s future business outlook. Actual results could differ materially from these forward-looking statements due to one or more risks and uncertainties, including the risk factors we provide in our filings with the Securities and Exchange Commission, which we encourage you to review. These forward-looking statements represent management's expectations and are based on currently available information. TTM Technologies, Inc. does not undertake any obligation to publicly update or revise any of these forward-looking statements, whether as a result of new information, future events, or other circumstances, as required by law. We will also discuss on this call certain non-GAAP financial measures, such as adjusted EBITDA. Such measures should not be considered as a substitute for the measures prepared and presented in accordance with GAAP. We direct you to the reconciliations between GAAP and non-GAAP measures included in your company's earnings release, which is available on the Investor Relations section of TTM Technologies, Inc.'s website at investors.ttm.com. We have also posted on the website an earnings presentation that we will refer to during our call. Here is Edwin. Thank you, Sean. Good afternoon, everyone. Edwin Roks: And thank you for joining us for our fourth quarter and fiscal 2025 conference call. At TTM Technologies, Inc., we are focused on designing and manufacturing complex products and solutions in two strategic directions. The first is advanced interconnect, which includes highly complex printed circuit boards, substrates, and advanced packaging. The second strategic direction is built on our advanced interconnect technology to design and manufacture sophisticated modules, subsystems, and systems. Examples of this include our in-house developed RF modules, thermal and power management systems, edge and AI processing products, as well as complex subsystems and fully integrated mission systems. We believe the future of electronics lies in speed to market, high reliability, and efficient technology integration. The markets in which we do business continue to advance highly complex technology solutions in increasingly compact size and footprint. Our strategy is to stay at the cutting edge of advanced interconnect technologies through innovation and continue to move up the value chain into complex modules and subsystems that combine sensors, actuators, RF, and photonics. We engage early with our customers to ensure alignment with product development, which helps optimize their sourcing of leading technologies and streamlines their supply chain. From a demand standpoint, we expect healthy tailwinds due to our participation in two key megatrends currently driving economic growth: artificial intelligence and defense. As stated previously, approximately 80% of our net sales are related to these two megatrends. Our ability to seize these organic growth opportunities requires our continued focus on technological innovation, as well as expanding our capacity across our strategic footprint. We are further investing capital and resources to take full advantage of these opportunities today and in the future through our global footprint, which offers our customers manufacturing options across 24 sites located in China, Malaysia, Canada, and the United States. We stand well-positioned to support this growth across our end markets and are on track towards our ambition to grow revenues 15% to 20% per year for the next three years and to double our earnings from 2025 to 2027, which were goals previously shared on January 13. In our commercial segment, we are highly focused on supporting the demand wave of artificial intelligence in the data center computing and networking end markets. In our aerospace and defense end markets, we continue to excel with our leading position in advanced interconnect products as we work to expand our product offerings in integrated electronics, including modules, subsystems, and information systems. We are also focused on technological opportunities arising through increased use of automation and AI applications in our medical, industrial instrumentation end markets, while we remain strategically positioned in high-value automotive solutions. Now, I will begin with an overview of our business highlights from the quarter, then we'll follow with a summary of our Q4 and fiscal 2025 financial performance, and our Q1 fiscal 2026 sales guidance. We will then open the call for your questions. We delivered an excellent 2025, and I would like to thank our employees for delivering these results. We achieved sales of $774.3 million, above the high end of our guided range, and non-GAAP EPS of $0.70 per diluted share met the high end of our guided range. Sales grew 19% year-on-year, reflecting continued demand strength in our data center computing and networking end markets, driven by the requirements of generative AI, while our medical, industrial, and instrumentation, and aerospace and defense end markets also experienced solid to strong growth. The company's adjusted EBITDA margin was 16.3% in 2025, a strong result compared to the 14.7% in the prior year, reflecting continued improvement in execution. Non-GAAP EPS of $0.70 per diluted share was an all-time quarterly record high for TTM Technologies, Inc. Cash flow from operations was $63 million or 8.1% of sales, which brings fiscal 2025 cash flow from operations to $292 million or 10% of sales. The aerospace and defense end market represented 41% of fourth quarter 2025 sales. Sales in the aerospace and defense markets grew 5% year-on-year for the fourth quarter and 13% year-on-year for the full year of 2025. The sales growth in the defense market was a result of positive tailwinds in defense budgets, our strong strategic program alignment, and the key bookings for ongoing programs. During 2025, we saw significant A&D bookings related to the APS-153 airborne surveillance radar, LTAMDS air defense radar, MRAM, air dominance missile, and Javelin anti-armor missile system. In addition, we continue to see an increase in bookings for restricted programs. A&D book-to-bill was 1.46 for the quarter and 1.04 for the full year of 2025, which increased program backlog to $1.6 billion compared to $1.56 billion a year ago. We expect sales in Q1 2026 from this end market to represent 42% of our total sales. Sales in the data center computing end market represented 20% of fourth quarter 2025 sales. This end market experienced 57% year-on-year growth in the fourth quarter and 36% year-on-year growth for the full year of 2025, which reflects continued demand strength from our data center customers building products for AI applications. The networking end market represented 8% of 2025 sales. Year-on-year growth was 23% for the fourth quarter and 43% for the full year of 2025, as this market continues to become more correlated with the AI-related demand for more complex switching technology. Due to the AI-related correlation between data center computing and networking end markets, we will begin reporting them as a single combined end market in 2026. Consequently, we will be reporting on four end markets going forward. For 2025, combined sales for data center and networking would have represented 36% of total sales, and we expect the first quarter of 2026 to represent 37% of total sales. The medical, industrial, and instrumentation end market represented 14% of fourth quarter 2025 sales. This end market saw year-on-year growth of 28% during the fourth quarter and 22% for the full year of 2025, as medical and industrial areas saw increased demand for AI-enabled robotics and more complex sensing applications. The instrumentation area saw increased demand for automated testing equipment and AI applications. For 2026, we expect the medical, industrial, and instrumentation end market to represent 14% of total sales. Automotive sales represented 9% of fourth quarter 2025 sales. We will be increasingly selective in this market to focus on higher value-add products that carry a margin profile consistent with our financial growth. We expect the automotive end market to represent about 8% of total sales in 2026. Overall book-to-bill ratio was 1.35 for 2025, with the A&D reporting segment at 1.46, and the RF&S reporting segment at 0.94. At the end of 2025, the ninety-day backlog, subject to cancellations, was $654.9 million compared to $502.1 million at the end of last year. Now, Dan Bailey will summarize our financial performance for the fourth quarter and full year. Dan? Dan Bailey: Thanks, Edwin, and good afternoon, everyone. I will review our financial results for the fourth quarter and full year 2025, which were included in the press release distributed today. Key financial highlights are also summarized in the earnings presentation posted on our website. For the fourth quarter, net sales were $774.3 million compared to $651 million in 2024. The 19% year-over-year increase was due to continued strong growth in our data center computing, networking, medical, industrial instrumentation, and aerospace and defense end markets, partially offset by a decline in our automotive end market. For the full year, net sales were $2.9 billion compared to $2.4 billion in 2024. The 19% increase for fiscal 2025 was driven by the same end market dynamics that drove growth in Q4. GAAP operating income for 2025 was $80.7 million compared to GAAP operating income for 2024 of $9 million, inclusive of a $32.6 million goodwill impairment charge related to the RF&S component segment. For the full year of 2025, GAAP operating income was $264.7 million compared to $116 million in 2024, inclusive of the $32.6 million goodwill impairment charge related to the RF&S component segment. On a GAAP basis, net income for 2025 was $50.7 million or $0.48 per diluted share. This compares to GAAP net income for 2024 of $5.2 million or $0.05 per diluted share, inclusive of a $32.6 million goodwill impairment charge related to the RF&S component segment. For the full year of 2025, net income was $177.4 million or $1.68 per diluted share. This compares to $56.3 million or $0.54 per diluted share in 2024, inclusive of the $32.6 million goodwill impairment charge related to the RF&S component segment. The remainder of my comments will focus on our non-GAAP financial performance. Our non-GAAP performance excludes M&A-related costs, restructuring costs, certain non-cash expense items such as amortization of intangibles, impairment of goodwill, stock compensation, gains on the sale of property, unrealized gains or losses on foreign exchange, and other unusual or infrequent items. We present non-GAAP financial information to enable investors to see the company through the eyes of management and to facilitate comparisons with expectations and prior periods. Gross margin in 2025 was 21.7% and compares to 20.5% in 2024. For the full year of 2025, gross margin was 21.3% and compares to 20.4% in 2024. The year-on-year improvement in both periods was due primarily to higher sales volume and favorable product mix, particularly in the data center computing, networking, and aerospace and defense end markets, as well as improved operational execution. Selling and marketing expense was $19.8 million in the fourth quarter, or 2.6% of net sales, versus $18.9 million or 2.9% of net sales a year ago. For the full year of 2025, selling and marketing expense was $80.8 million or 2.8% of net sales, compared to $76.2 million or 3.1% of net sales in 2024. Fourth quarter general and administrative expenses were $43.1 million or 5.6% of net sales, compared to $40.9 million or 6.3% of net sales in the same quarter a year ago. For the full year of 2025, general and administrative expense was $168.3 million or 5.8% of net sales, compared to $156.6 million or 6.4% of net sales in 2024. Our operating margin in 2025 was 12.7%, a 260 basis points improvement from 10.1% in the same quarter last year. For the full year of 2025, operating margin was 11.7% as compared to 9.6% in 2024. The increase in both periods was due to the improvement in gross margin as well as continued spending discipline in selling, general, and administrative expenses. Interest expense was $11.8 million in 2025, compared to $10.7 million in the same quarter last year. For the full year of 2025, interest expense was $43.2 million compared to $45.5 million in 2024. Interest income was $2.8 million in 2025, compared to $2.1 million in the same quarter last year. For the full year of 2025, interest income was $10.4 million compared to $10.9 million in 2024. Other non-operating income and expenses in 2025 totaled a net interest expense of $3 million, as compared to net income of $1.4 million in the same quarter last year. For the full year of 2025, other non-operating income and expenses totaled a net expense of $4.8 million compared to net income of $3.5 million in 2024. Our effective tax rate was 13.2% in 2025, resulting in tax expense of $11.4 million. This compares to an effective tax rate of 12.2% or a tax expense of $7.2 million in the same quarter last year. For the full year of 2025, the effective tax rate was 14.5%, resulting in tax expense of $43.9 million compared to an effective tax rate of 12.4% and tax expense of $25.2 million in 2024. Fourth quarter 2025 net income was $74.8 million or $0.70 per diluted share. This compares to fourth quarter 2024 net income of $51.4 million or $0.49 per diluted share. For the full year of 2025, net income was $259 million or $2.46 per diluted share, compared to $177.5 million or $1.70 per diluted share in 2024. Adjusted EBITDA for 2025 was $126.2 million or 16.3% of net sales, compared with fourth quarter 2024 adjusted EBITDA of $95.7 million or 14.7% of net sales. For the full year of 2025, adjusted EBITDA was $456.3 million or 15.7% of net sales, compared to $351.5 million or 14.4% of net sales in 2024. I will now turn to our guidance for 2026. We project net sales for 2026 to be in the range of $770 million to $810 million and non-GAAP earnings to be in the range of $0.64 to $0.70 per diluted share. As a reminder, we expect first quarter profitability to be typically impacted by increased operating costs, particularly labor costs resulting from the Chinese New Year holiday. In addition, we expect our full year 2026 total net sales to increase in the range of 15% to 20% over 2025 total net sales. The first quarter 2026 EPS forecast is based on a diluted share count of approximately 106.7 million shares, which includes the dilutive effect of outstanding stock options and other stock awards. We expect SG&A expense to be about 8.5% of net sales in the first quarter, and R&D expenditures to be about 1% of net sales. We expect interest expense of approximately $10.6 million, interest income of approximately $2.2 million, and other non-operating expense of approximately $2.7 million. We estimate our effective tax rate to be between 12% and 17%. Further, we expect to record depreciation of approximately $29.8 million, amortization of intangibles of approximately $9.2 million, stock-based compensation expense of approximately $11.5 million, and non-cash interest expense of approximately $500,000. And finally, I'd like to announce that we will be participating in the Citi Industrial Tech and Mobility Conference in Miami, Florida on February 19 and the JPMorgan Leverage Finance Conference in Miami, Florida on March 3. That concludes our prepared remarks. Now I'll turn it over for questions. Operator: Thank you. As a reminder, to ask a question, please press 11 on your telephone, and wait for your name to be announced. To withdraw your question, press 11 again. Due to time restraints, we ask you please limit yourself to one question and one follow-up question. And our first question will come from the line of James Ricchiuti with Needham and Co. Your line is open. James Ricchiuti: Thank you. Good afternoon. Congrats on the quarter. First question is regarding capacity. And I wonder if you could talk about where you stand with respect to adding additional data center capacity in China. As needed? And second question is just where you stand with Syracuse in terms of the ramp with the new capacity there. And then I have a follow-up question on margins. Edwin Roks: Yes. Thank you very much, James, and good afternoon. To answer your first question, we are making very good progress both in China and the US on expanding our capacity. And remember that we guide, let's say, our growth 15% to 20% over the coming three years. That capacity will do the job, let's say. And we have even more capacity to do even more depending on the demand. So capacity is not the issue. Also, the supply chain is not the issue. The equipment is not the issue. So we are well on track. We were there last week in China. Things are going very, very smooth. To answer your second question on Syracuse, same thing. We have our lead customers there. The building is up, as you know. The equipment is in. We are basically doing the tile and snow. And as we said three months ago, we are exactly on track just for the second half of this year. We will see first revenues coming from Syracuse Diamond, which is a really, really nice milestone. James Ricchiuti: And the question just follow final question from me is just on growth margins. The improvement you saw you highlighted that it was volume driven and mix. I wonder if you could also give us a sense of what the headwind was from Penang? And was it more mix related or volume related in terms of A&D and data center? Dan Bailey: James, hi, this is Dan. I'll take that one. So Q4, first, to address your Penang question, Q4 at the gross profit level still had a headwind of about 180 basis points. And we had guided 160, so a little bit worse than expected there on Q4, but still, as you noted, improved gross margins. So that gross margin improvement was primarily mixed data center and networking, as well as we did have improved margins in A&D. Those two in that order. So you're right on with that. But about 180 basis points on Penang, that will improve throughout this year. And as we guided before, it'll be about half of that by the end of the year. Edwin Roks: Yeah. But maybe some additional color on Penang. We basically doubled the revenues versus last quarter. So that's going in the right direction. Also, I look at the yield numbers, and we look at these yield numbers every week. On the lead vehicles, we see that that is going in the right direction. I will be there in one week from now. It is going really, really smooth in Penang. So I really hope we do better than 160 basis points that cut it in half for the end of the year, what we've said before. We are making good progress. So I really hope we do a lot better. James Ricchiuti: Very much for that additional color. Operator: One moment for our next question. And that will come from the line of William Stein with Truist Securities. Your line is open. William Stein: Great. Thanks for taking my question. Congratulations on the strong results and outlook. Edwin, a moment ago, you referred to capacity in the United States. I suspect you're talking about Eau Claire. Could you give us any update as to what the plans are to equip that facility and when we might see any revenue from it, any longer-term plans you can tell us about Eau Claire? Edwin Roks: Yeah. Absolutely. Absolutely. Give me a while to do that. First of all, I was referring to China and the existing facilities in the US. But I'm happy to talk about Eau Claire. Eau Claire is an amazing site. It's the largest site if I exclude some of the in-house activities of some of our customers. But if I look at the biggest scheme, it's the largest PCB site in the US. It's 750,000 square feet, and it's based on three different modules. I was there two weeks ago, and it is really, really big. Well maintained. The previous owner, TDK, did a really good job as well maintained. So what we are going to do is, in the coming eighteen months to two years, we are going to tool up that facility. We are discussing right now, and this is a work in progress right now, with our lead customers, both on the commercial side and the defense side. So that's still a mix. They need the capacity. So I think we are in a good position there. But, again, this is going hand in hand. The thing is the facility is there. It will take us, let's say, eighteen to twenty-four months to get first revenues, but it's going really, really short. And by the way, Eau Claire is not building the capacity plans we described. William Stein: Okay. So that sounds like that's eighteen to twenty-four months out. So okay. Yeah. Okay. We'll be on top of it. Edwin Roks: Yeah. William Stein: Got it. Thank you. Maybe one other. The very large book-to-bill you had this quarter, it's clearly there's a lot in defense. But even in the commercial part of the business, it was strong. And yet you also disclosed the ninety-day book-to-bill. So it sounds like this is not so much sort of rush orders for the next quarter, but it's providing you greater visibility. Any color on the orders by end market? Or sort of what's driving that? I guess I'm trying to ask whether that's driven by just trying to lock in capacity or if it's a matter of providing a commitment to TTM Technologies, Inc. so that you can then commit to add capacity. Edwin Roks: Yeah. Happy to do that. So if you look at our visibility, that didn't change for the ongoing business. You know, the commercial side, mostly data centers and networking. So it's still about six to nine months. That's our outlook, which is a normal number. Over time, we will get, let's say, on some more strategic elements of the same customers, get some more visibility. But on the running business, it is about six to nine months. And that was the case, and that's still the case. On the defense side, there's, of course, a different story. The backlog we have, the $1.6 billion, is a big number. The pipeline is even bigger. And as you know, this is going over multiple years. So generally, let's say, two years or even two and a half years. That's where we use these $1.6 billion for. So it's still in that same order for this case. William Stein: Great. Thank you. Operator: And one moment for our next question. And that will come from the line of Ruben Roy with Stifel. Your line is open. Sahaj: Hi. This is Sahaj on for Ruben. Congrats on the quarter. I guess I want to ask about the CapEx and how fungible that is relative to aerospace and defense and data center and how you're thinking about that growth relative to the sort of updated long-term '27 targets you provided earlier? Dan Bailey: Yeah. So we had also given some guidance before that for the data center and compute capacity that we're putting on in China, that'll be an additional incremental capital expenditure of about $200 to $300 million over the next two to three years. So that's above the 4% to 5% normal capital expenditures that we have. So, frankly, going in from this year to next year, we'll probably see about, you know, almost the same level of CapEx. We'll disclose in our 10-K, you know, the expected CapEx for 2026, which is in the range of $240 to $260 million. And then that'll grow into the following year as well. Sahaj: Okay. And in terms of the doubling in earnings, are you thinking of that purely organically or inorganically? Like, how are you thinking about M&A in this scenario? Edwin Roks: Yeah. Happy to answer that question. This is all organic growth. Because there is so much demand, and we are investing in our capacity. So based on that, and based on the traction we make on yield, and all the other operational elements, we think we can double the earnings in two years. Sahaj: Understood. Thank you. Operator: And one moment for our next question. And that will come from the line of Mike Crawford with B. Riley Securities. Your line is open. Mike Crawford: Thank you. Just digging in deeper into the additional data center capacity you're putting in place in China. I believe the most advanced printed circuit boards you're making now are done with maybe 87 layers. Asymmetric designs. And is that are those processes being ported to these other facilities in China as well? And how long does that take? Edwin Roks: Yeah. That's a good question. Indeed. Everything beyond the 60 layers, yeah. So we hear numbers. We hear different numbers. The 78, not the 87. The 78 layers is one of the boards we are working on, and that's going very smooth. But I can tell you that numbers go up. If we speak with the brand, we speak with our customers on a daily basis. The demand is high. But the number of layers is going up. There are numbers beyond the 100 layers already, which are required. Of course, these systems become more and more compact, which requires more layers and more complexity. And we are well-positioned there. We're happy to see that because we are well-positioned to do these multiple layers. Dan Bailey: And, Mike, I'll just add that you mentioned the site. So Dongguan and Guangzhou, those two sites both are where we do the artificial intelligence boards now. And the capital expenditures that we are doing out there are additional equipment and facilitation and optimization of those lines in those same factories. So it's not new factories. And so to your question, it will very easily and efficiently be able to get that new capacity up and running. Mike Crawford: Okay. Thanks for that clarification. And then a follow-up is regarding space. So historically, I think defense has been maybe 90% of your aerospace and defense business with maybe 5% space. But now there's talks of putting as many as a million data center satellites in low Earth orbit. And so I would imagine those might have different properties required of the printed circuit boards going into such equipment. And is that something that you're working on now, or is that another future opportunity? Edwin Roks: Both, Mike. It is something we're working on right now. We have the technologies, but space is absolutely one of our strategic directions. And requiring more PCBs. But not only PCBs, also integrated modules, radiation hard, and so on and so forth. So that's absolutely on our radar and absolutely in our strategic plan. Mike Crawford: Great. Thank you very much. Operator: Thank you. And we do have a follow-up question. And that will come from the line of William Stein with Truist Securities. Your line is open. William Stein: Follow-up is a cost question on copper. Copper has traditionally been a significant expense for TTM Technologies, Inc. I think the price has been quite volatile and rising. I believe you hedge it, but can you just sensitize us what should we expect the impact of volatile copper prices to be on the P&L over the next few quarters? Dan Bailey: Sure. Thanks for your question, William. We don't expect any significant impacts from it. Generally, we build the volatility into our pricing. So if we see it going up, we're going to add that into our price. We're able to pass that through to our customers. So we're quickly able to update our pricing models. And then to your point, we do hedge it. So that offsets and mitigates some of the risk as well. But the biggest mitigation is that we're able to price it in. William Stein: Great. Thank you. Operator: Thank you. I'm showing no further questions in the queue at this time. I would now like to turn the call over to management for any closing remarks. Edwin Roks: Okay. Thank you, Sherry. So I'd like to close by summarizing three items. First of all, we are growing. We delivered strong sales growth in Q4 of 19% year-on-year, driven by increases in our data center computing, networking, medical, industrial, and instrumentation in aerospace and defense markets. Second, our adjusted EBITDA for the fourth quarter of 16.3% reflected strong operating performance, leading to an all-time high record quarterly non-GAAP EPS of $0.70 per diluted share. And third, we continue to generate solid cash flow from operations, which enables us to invest in our projected continued growth. In closing, I would like to thank all employees of TTM Technologies, Inc., our customers, our suppliers, and our shareholders for their continued support. So thank you very much, and goodbye. Operator: This concludes today's program. Thank you all for participating. You may now disconnect.
Operator: Good afternoon, everyone, and welcome to Snap Inc.'s Fourth Quarter 2025 Earnings Conference Call. [Operator Instructions] I would now like to turn the call over to David Ometer Head of Investor Relations. David Ometer: Thank you, and good afternoon, everyone. Welcome to Snap's Fourth Quarter 2025 Earnings Conference Call. With us today are Evan Spiegel, Chief Executive Officer and Co-Founder; and Derek Andersen, Chief Financial Officer. Please refer to our Investor Relations website at investor.snap.com to find today's press release earnings slides and investor letter. This conference call includes forward-looking statements, which are based on our assumptions as of today. Actual results may differ materially from those expressed in these forward-looking statements, and we make no obligation to update our disclosures. For more information about factors that may cause actual results to differ materially from these forward-looking statements, please refer to the press release we issued today as well as risks described in our most recent Form 10-K or Form 10-Q particularly in the section titled Risk Factors. Today's call will include both GAAP and non-GAAP measures. Reconciliations between the 2 can be found in today's press release. Please note that when we discuss all of our expense figures, they will exclude stock-based compensation and related payroll taxes as well as depreciation and amortization and certain other items. Please refer to our filings with the SEC to understand how we calculate any of the metrics discussed on today's call. With that, I'd like to turn the call over to Evan. Evan Spiegel: Hi, everyone, and welcome to our call. Last fall, we embarked on a new chapter for our company with the articulation of the Crucible Moment faced by our business. At that time, we laid out our plans to accelerate and diversify our revenue growth, pivot our business towards more profitable growth and deliver on the commercial launch of Specs in 2026. The impacts of the strategic direction began to manifest in the operating results of our business in Q4, and we are excited to build on this momentum in the year ahead. Over the last 3 years, we have grown monthly active users by more than 150 million, reaching 946 million in the most recent quarter and bringing us within striking distance of our goal to reach 1 billion global monthly active users. We have already achieved immense reach and depth of engagement in many of the world's most attractive advertising geographies, and we believe this affords us a significant opportunity to grow our top line and expand average revenue per user over time. Growing our community in these prosperous geographies remains a priority, and we remain committed to our long-term goal of reaching 1 billion monthly active users, but going forward, we will seek to strike a better balance between the pace of community growth and the rate of top line growth in order to pivot our business to more profitable growth. For the advertising business, our focus will be on 3 core initiatives. The first is fostering direct connections between brands and Snapchatters by leveraging our core product capabilities across Snapchat. The second will be making it easier and more performant for advertisers to connect with Snapchatters by leveraging AI tooling and capabilities end-to-end through our ad platform, including creative development, campaign setup and performance optimization. Finally, we plan to grow our advertiser base by scaling and optimizing our go-to-market operations that support the success of small- and medium-sized businesses. Ultimately, we will grade the performance of our advertising business based on the rate of growth in advertising revenue with a focus on gaining share over time. The other revenue portion of our business has become an outside source of growth and is playing a critical role in diversifying our top line. In the year ahead, we will focus on growing existing subscription offers, including Snapchat+ and Memory Storage Plans, while innovating to bring compelling new offers to our platform. This momentum is already materializing with subscribers growing 71% year-over-year to reach 24 million in Q4. In the year ahead, growth in subscribers will be a critical input metric to track our progress, and we will ultimately grade our performance based on the growth of the annualized run rate for other revenue. We are focusing on 3 significant catalysts for gross margin expansion to drive profitable growth. First, with community growth focused on monetizable markets, and with our cost to serve increasingly calibrated to the monetization potential of each market, we expect that our infrastructure costs will pivot from being a source of gross margin pressure to become a margin accretive investment. Second, as more of our ad revenue is derived from higher-margin placements such as Sponsored Snaps and Promoted Places, we expect advertising margins to improve. Third, we expect that the growing scale of our subscription business, which is built on a foundation of existing engagement and infrastructure investment will become increasingly accretive to overall gross margins. In the Crucible Moment letter shared last fall, we set a near-term goal to achieve 60% gross margins. We have already made meaningful progress toward that goal by achieving a 59% gross margin in Q4, and we believe there is a clear path to exceed this goal in 2026. We are excited about our plans to accelerate top line growth, diversify our revenue streams and build a more financially efficient business in the year ahead. Ultimately, we will grade our performance on our progress toward achieving meaningful net income profitability over the medium term. Importantly, we believe we can deliver on this profitable growth path as we continue to invest in the future of augmented reality and support the consumer launch of specs later this year. For our community, we are focused on strengthening engagement in the world's most developed advertising geographies by building experiences across Snapchat that spark conversations and deepen relationships between Snapchatters. The connections between friends and family are what unify our camera, messaging, Snap Map and content experiences and enable our platform to enrich the lives of Snapchatters around the world. By prioritizing features that encourage creativity, discovery and interaction across these surfaces, we aim to increase the relevance and durability of engagement in ways that support long-term community growth and monetization. Our camera remains central to have Snapchatters communicate and express themselves and it is often the starting point for conversations on Snapchat. We're enhancing our camera with AI-powered capabilities that make creation more intuitive, dynamic and social. Recent breakthroughs in our proprietary models allow us to deliver high-quality generative AI camera experiences efficiently at scale by running our models on device. AI-driven lenses represent a meaningful evolution from traditional lenses, shifting the experience from applying a fixed set of visual overlays to creating images and scenes dynamically through generative AI. Snapchatters can now prompt, explore and co-create personalized content in real time, and this shift is already resonating with our community. More than 700 million Snapchatters have engaged with generative AI Lenses more than 17 billion times, often discovering and sharing these lenses through conversations with friends and family. Our Imagine Lens launched in September has already been engaged with nearly 2 billion times, highlighting strong early traction and repeat usage. This momentum is supported by a global creator and developer ecosystem that is unmatched in scale more than 450,000 creators from nearly every country have built over 5 million Lenses using our industry-leading AR and AI tools, helping ensure that camera experiences remain fresh, relevant and closely aligned with how our community builds relationships. Sharing Snaps with friends and family remains the foundation of Snapchat and a core driver of engagement, retention and long-term value creation. Our platform is designed around visual communication that enables frequent interactions and helps our community maintain close relationships over time. We continue to see strong momentum in direct communication between friends and family with messaging behaviors reflecting the durability of Snapchat's core value proposition. For example, average daily messages sent increased 5% year-over-year, and the number of bidirectional communicators increased 5% year-over-year in Q4. We are investing in product experiences that make it easier to start conversations, sustain them over time and introduce new ways for friends and family to interact. For example, in Q4, we began testing Topic Chats, a new feature that allows Snapchatters to participate in public conversations around trending topics and events, discover shared interest and explore what's happening visually across our community. We also began rolling out new 2-player term-based games designed to create playful, low friction ways for friends and family to connect such as 2 Player Mini Golf and Magic Jump. In Q4, these experiences contributed to more than 200 million Snapchatters playing games every month on average, representing an increase of 90% year-over-year. The Snap Map has become an increasingly important driver of engagement by helping Snapchatters stay connected to friends, local communities and places in the real world. Snapchatters use the Snap Map to see where friends are spending time, discover what is happening nearby and engage with local businesses and events. Monthly active Snap Map users reached $435 million in Q4, up 6% year-over-year, creating natural opportunities for both organic engagement and monetization through ad placements such as promoted places. We have built a differentiated content platform powered by authentic content that is native to Snapchat and that reinforces human connection through content sharing as a conversation starter. Our systems increasingly surface timely, relevant content by identifying emerging trends and original formats across Spotlight and Stories and matching them to the right audiences. In Q4, enhancements to our ranking and trend detection models contributed to improved content freshness and engagement. For example, the number of Spotlight reposts and shares increased 69% year-over-year in the U.S. reflecting our ability to surface timely content at scale. In addition, Snapchat continues to be a platform where both established and emerging creators can grow an audience and build a sustainable business. For example, Randa Adami, a nail designer and travel creator, grew her follower base by more than 20x over the last 6 months by consistently posting the Spotlight and leveraging engagement tools such as Q&A and Spotlight comments to strengthen connections with our viewers. As we continue to innovate across these services, we are seeing the impact of better calibrating our investments in community growth and cost to serve with the long-term monetization potential of each market. In Q4, global monthly active users increased by 3 million quarter-over-quarter to 946 million, while global daily active users declined by 3 million quarter-over-quarter to 474 million. The decline in global DAU in Q4 reflects in part our decision to substantially reduce our community growth marketing investments in order to focus on more profitable growth. improving average revenue per user through more direct monetization of our core product remains a key priority, including continued growth in Snapchat+, the expansion of Sponsored Snaps in Promoted Places, the launch of Lens+, and Memories Storage Plans. While these initiatives involve trade-offs with engagement, they are strengthening top line performance, supporting more stable and retentive subscription-based revenue streams and improving the gross margin profile of our business. The regulatory environment also presents near-term risk to engagement metrics. In Q4, we implemented platform-level age verification in Australia in accordance with the new law requiring users to be at least 16 years old resulting in the removal of approximately 400,000 accounts. We have since begun testing new signals from Apple's declared age range API, and we plan to test Google solution once it becomes available. While these actions may adversely affect engagement metrics as implementation progresses, we believe it is the right thing to do to maintain the long-term trust of our community and partners, and we remain committed to our long-term goal of serving more than 1 billion global monthly active users. Our long-term vision for augmented reality extends beyond the smartphone to a future when computing is more natural, contextual and seamlessly integrated into the real world. For more than a decade, we have invested in building a platform that brings digital experiences closer to how people see, move through and interact with their everyday environments. Specs are central to this vision. After 5 generations of development and refinement, we plan to launch Specs publicly in 2026, which we believe represents a significant step forward in human-centered computing and the evolution of our AR platform. As we prepare for launch, we have continued to strengthen both the platform and the ecosystem that is designed to support adoption at scale. We began testing Snap Cloud powered by Superbase to make advanced back-end capabilities more accessible within Lens Studio enabling developers to build richer, more dynamic AR experiences. We also announced that all lenses built today for Spectacles will be compatible with Specs at launch, providing continuity and scale for developers from day one. Partners and developers are already building compelling AR experiences that demonstrate the breadth of what is possible on specs. Star Wars: Holocron Histories from ILM is now live on Spectacles highlighting the power of smart glasses for immersive storytelling with one of the world's most beloved franchises. This experience showcases the studio's continued innovation and technology and platforms through an extension of the Star Wars Galaxy. In addition, developer Harry Banda created Card Master, a multiplayer AR card game that lets players face AI opponents in classic card games with tutorials and achievements evolving into a broader suite of AR card experiences for Specs. We believe Snap is uniquely positioned to lead the next wave of spatial computing. With Snap OS 2.0, Lens Studio, Snap Cloud and a global developer ecosystem, we have built an end-to-end AR platform spanning software, tools and hardware. Together, these capabilities position us to deliver fully stand-alone human-centered eyewear that expands creative expression and unlocks new ways for people to engage with the world around them. In Q4, we made meaningful progress executing against the 3 priorities guiding the evolution of our advertising business, fostering more direct connections between brands and Snapchatters, making advertising on Snapchat easier and more performance through our AI-driven ad platform and expanding our advertiser base by scaling and optimizing our go-to-market operations for small- and medium-sized businesses. Together, these efforts delivered measurable improvements in advertiser performance, positioning us for more durable growth as we enter 2026. We are focused on fostering more direct connections between brands and Snapchatters by enabling advertisers to participate natively in the experiences our community use every day on Snapchat, including messaging, the Snap Map, our AI-powered camera and creator led content. These services allow brands to show up in ways that feel timely, relevant and aligned with how our community communicates and discovers the world around them. High-impact conversation driven placements are playing an increasingly important role across both upper and lower funnel objectives. Sponsored Snaps continue to gain traction in Q4 as one of our most differentiated ad placements, allowing brands to engage directly with Snapchatters. Sponsored Snaps revenue grew meaningfully quarter-over-quarter, supported by in-app optimizations and early testing of dynamic product ad integrations. Advertisers are seeing strong results from this placement. In Q4, Sponsored Snaps click-through rates grew 7% and click-through purchases grew 17% from Q3 to Q4, during which numerous format and ranking improvements were introduced. For example, global travel company Contiki, used Sponsored Snaps to drive lower funnel bookings, achieving a 283% increase in ROAS and a 72% reduction in cost per purchase highlighting the format's ability to connect creativity with measurable outcomes. In addition, SHEIN used Sponsored Snaps as part of the total takeover campaign to amplify the launch of its 2025 collection, connecting an online-to-offline event with high-impact camera native creatives that drove engagement beyond digital impressions. The campaign exceeded impression benchmarks by 20% while delivering CPMs below standard benchmarks, demonstrating strong efficiency, scale and the effectiveness of clear product-led creative with a direct call to action. We're also seeing advertisers amplify lower funnel outcomes by combining complementary ad formats across the Snapchat experience. For example, Saudi QSR brand KUDU, combined creative AR Lenses with Sponsored Snaps to drive full funnel performance achieving up to 49.5% lower cost per sign-up, 3.76x more app installs at 76% lower CPI and 38x more purchases at an 84% lower cost per purchase. Promoted Places further extends this strategy by translating digital engagement into real-world action. Early results from our promoted places beta saw an average 65% reduction in cost per incremental visit and an average double-digit visitation lift according to third-party foot traffic measurement by InMarket. We continue to leverage AI to make it easier for advertisers to connect with Snapchatters while delivering stronger performance and more consistent returns. By embedding AI across our advertising platform from creative development and campaign setup to delivery and optimization, we are reducing friction for advertisers and improving ROAS at scale, particularly across direct response use cases. A central focus of our AI strategy is simplifying how advertisers plan, launch and manage campaigns on Snapchat. Our Smart Campaign Solution suite, including smart targeting and smart budget uses AI to identify incremental high-value audiences and dynamically allocate spend across objectives, reducing the need for manual setup and ongoing optimization. We also began early testing of smart ads, which automatically assemble and iterate creative elements to identify the highest performing combinations. These tools are designed to reduce creative friction, accelerate learning cycles and shorten time to spend. Improving direct response performance remains a core priority within this effort. In Q4, we delivered meaningful progress across both DPA and App advertising. For DPA, targeted ranking, format and delivery improvements delivered a 55% reduction in cost per action for 7-0 conversions and 45% reduction in cost per action for 1-0 conversions amongst all Pixel Purchase GBBs, based on cumulative internal testing over the past year. CPA revenue grew 19% year-over-year, supported by expanded adoption among large advertisers and continued migration to higher performing dynamic solutions. For example, WOLFpak, a North America retail fashion and apparel brand, leverage dynamic product ads to drive lower funnel performance, delivering 90% higher return on ad spend compared to non-DPA campaigns. Our App advertising business also accelerated meaningfully in Q4. Revenue from in-app optimizations grew 89% year-over-year supported by advances in foundational app models, broader adoption of the App Power Pack and new immersive formats such as playables. For example, our partnership with Triumph Arcade delivered 2.6x more app installs at 37% lower CPI and 94% more purchases at a 15% lower cost per purchase demonstrating how native formats can drive strong lower funnel outcomes. We are growing our advertiser base by scaling and optimizing go-to-market operations that support the success of small- and medium-sized businesses. SMBs contributed the majority of advertising revenue growth for the sixth consecutive quarter, underscoring sustained product market fit and the impact of our investments. In Q4, total active advertisers increased 28% year-over-year driven in part by simplified onboarding, improved campaign workflows and increased performance. We reduced setup friction by enhancing Ads Manager workflows and expanding integrations across the commerce and measurement ecosystem, enabling advertisers to launch campaigns directly from partner platforms. We also strengthened our SMB offerings through new partnerships, including a global integration with Wix, which allows e-commerce businesses to more easily create campaigns, manage catalogs and improve measurement. In addition, we are investing in AI agents designed to accelerate SMB activation through automated recommendations and onboarding optimizations that reduce decision friction and improved performance. Our Q4 results reinforce our confidence in the strategic direction outlined in our 2026 plan. By fostering deeper connections between brands with Snapchatters, improving advertiser performance through AI and expanding our advertiser base with greater discipline, we are building a more resilient and competitive advertising business. As we move into 2026, we will continue to grade our progress based on growth in conversions, improvements in ROAS, expansion of our active advertiser base and ultimately the rate of growth in advertising revenue and share over time. I'll now turn the call over to Derek to discuss our financials. Derek Andersen: Thanks, Evan. Q4 was a pivotal quarter for our business as we began to see the impact of our strategic focus on profitable growth translate into further revenue diversification, meaningful gross margin expansion, elevated flow-through of top line growth to adjusted EBITDA, the achievement of net income profitability and substantially improved free cash flow generation. Total revenue was $1.72 billion in Q4, up 10% year-over-year. Advertising revenue reached $1.48 billion in Q4, up 5% year-over-year, driven primarily by growth in DR advertising revenue. The growth in DR advertising revenue was driven by strong demand for our Pixel Purchase and App Purchase optimization as well as continued strength from the SMB client segment. Other revenue increased 62% year-over-year to reach $232 million in Q4. We with subscribers growing 71% year-over-year to reach 24 million in Q4. Global impression volume increased approximately 14% year-over-year driven in large part by expanded advertising delivery across Sponsored Snaps and Spotlight. Total eCPMs declined approximately 8% year-over-year, with the rate of decline moderating by 5 percentage points quarter-over-quarter driven by growing demand for sponsored snaps that helped boost yields for this new placement. We are encouraged to see our advertising partners experience strong advertising performance alongside the supply growth and that the improvements in pricing and performance are bringing increased demand to the platform. Adjusted cost of revenue was $699 million in Q4, up 4% year-over-year but growing at less than half the rate of our top line. Infrastructure costs per DAU was $0.86 in Q4 and below the top end of our full year cost structure guidance range as we began to experience the initial benefits of better calibrating our cost to serve relative to the long-term monetization potential of the geographies in which we operate. The remaining components of adjusted cost of revenue were $289 million in Q4 or 17% of revenue, which is below the low end of our full year cost structure guidance range. due in large part to the outsized growth of higher-margin ad placements, including Sponsored Snaps and Spotlight. With the combination of revenue growth outpacing infrastructure cost growth and a favorable shift in impression delivery mix adjusted gross margin reached 59% in Q4, up from 55% in Q3 and 57% in Q4 of the prior year. Adjusted operating expenses were $660 million in Q4, up 8% year-over-year, but growing 2 percentage points slower than revenue. Personnel costs increased 8% year-over-year, driven primarily by a 7% increase in head count with hiring tightly focused on our core strategic priorities. Higher legal costs, including litigation and regulatory compliance-related costs were an additional driver of operating expense growth in Q4. These factors were partially offset by reductions in community growth marketing spending as we began to execute on our strategic initiatives to better calibrate our investments in community growth with the long-term monetization potential of each geography. Adjusted EBITDA was $358 million in Q4, an improvement of $82 million compared to the prior year. Adjusted EBITDA flow-through or the percentage of year-over-year revenue growth that flowed through to adjusted EBITDA was 51% in Q4 and contributed to adjusted EBITDA margins expanding 9 percentage points to reach 21% in Q4. Importantly, we delivered positive net income of $45 million in Q4, up from $9 million in prior year. The $36 million year-over-year improvement largely reflects the flow-through in adjusted EBITDA. Offset by a $31 million increase in interest expense reflecting the high-yield notes issued earlier in the year. Stock-based compensation and related payroll expenses or $265 million in Q4 or approximately flat year-over-year as progress towards a flatter and leaner leadership structure helped power the business to net income profitability in Q4. Free cash flow was $206 million in Q4, while operating cash flow was $270 million. Over the trailing 12 months, free cash flow was $437 million and operating cash flow was $656 million. as we continue to execute on translating top line growth into sustained growth in cash flow. We continue to manage our share count carefully with share repurchases completed throughout 2025, helping limit share count growth to 3% in Q4. We ended Q4 with approximately $2.9 billion in cash and marketable securities and just $47 million in convertible notes set to mature in fiscal 2026. Given the strength of our balance sheet, our progress towards sustained free cash flow generation and our desire to opportunistically manage our share count for the benefit of our long-term shareholders. We have authorized a new share repurchase program in the amount of $500 million. For the full year, we generated $5.93 billion in revenue, reflecting 11% year-over-year growth, driven by a combination of ongoing strength in our SMB advertising segment as well as the rapid growth in our subscription business. We delivered $689 million in adjusted EBITDA, representing adjusted EBITDA flow-through of 32% in 2025. Importantly, we came within or below our full year cost structure guidance across all key metrics as we managed our investment levels in balance with the rate of revenue growth realized by our business throughout the year. As we begin 2026, we are focused on accelerating top line growth further diversifying our revenue streams, expanding gross margins and making meaningful progress towards net income profitability. Our investment plans for 2026 reflect these priorities, and our intention is to calibrate our investments to revenue growth as we move through the year. Our infrastructure investment levels for 2026 will be driven by our strategic initiative to better align our cost to serve with the long-term monetization potential of each geography in which we operate. As a result, our full year cost structure guidance range for infrastructure costs is $1.6 billion to $1.65 billion. which would represent flat year-over-year infrastructure costs at the low end. We estimate that the remaining components of adjusted cost of revenue will be a combined 16% to 17% of revenue in each quarter of 2026 and which would represent a 1 to 2 percentage point improvement over 2025, driven by the benefit of outsized growth and higher-margin ad placements. Personnel costs are the largest component of adjusted operating expenses, and we expect head count growth in 2026 to be roughly in line with the 7% head count growth we experienced in Q4 of 2025. And with hiring tightly focused on our core strategic priorities. We anticipate continued elevated legal and regulatory-related costs, and we plan to make meaningful proactive investments in community safety that will contribute to adjusted operating expense growth. In addition, our adjusted operating expense range for 2026 includes incremental investments in product development and go-to-market support for the consumer launch of Specs later this year. These factors will be partially offset by reduced spending on community growth marketing as we adjust these investments to better reflect the long-term monetization potential of each geography. As a result, we estimate that full year adjusted operating expenses will be approximately $3 billion. For SBC and related expenses, we estimate approximately $1.2 billion in 2026. For Q1 specifically, our guidance range for revenue is $1.5 billion to $1.53 billion. Our Q1 revenue guidance range excludes any potential revenue from the perplexity integration as we have yet to mutually agree on a path to a broader rollout. Given this revenue range and our investment plans for the year ahead, we estimate that adjusted EBITDA will be between $170 million and $190 million in Q1. As we begin 2026, we are excited to execute on our pivot towards profitable growth and to make incremental progress towards our medium-term goal of delivering meaningful net income profitability. The impacts of this strategic direction are already evident in our Q4 results and we are incredibly proud of the work our team is doing to build on this momentum in Q1. Thank you for joining our call today, and we will now take your questions. Operator: [Operator Instructions] The first question comes from Eric Sheridan with Goldman Sachs. Eric Sheridan: I want to talk about where the initiatives, Evan, with Snap Specs as 1 of the key priorities in the next 1 to 2 years. Can you just go a little bit deeper into what you've built on the platform and the application and use case side? And how you think it feeds into where you want to take the hardware side of the business. When we think about the next 12 to 18 months and how this fits into your broader strategic priorities for the company and more particularly for spatial computing longer term? Evan Spiegel: Eric, thanks so much for the question. We're super excited about what's ahead this year with the launch of specs and obviously, graduating from the R&D phase of Specs to broader consumer adoption. In preparation of that, we've been working on several prior versions of Specs, including most recently, the version released in 2024 to developers who can subscribe to Specs and start building Lens experiences. We've seen some people build really spectacular things, whether it's utilities or new educational tools, for example, like at-home chemistry lab, you can have an augmented reality to even some of the more interesting work we've been doing with the browser and the ability to stream video on a virtual screen grounded in the real world through your glasses. So it's been really exciting to see all the new use cases that developers are building for Specs with the current version released back in 2024. And those will be able to run on the upcoming or the forthcoming version of specs released later this year. So I think we'll be able to launch with a really wide variety of compelling experiences, which I think is so important for the early success of a product like this. And we're just really focused on getting the hands of early adopters. We're so fortunate to have this passionate base of developers, hundreds of thousands of developers who've used Lens Studio to build lenses. And I think they're really excited about this forthcoming product. So really trying to engage them and early adopters with specs later this year is super exciting. And I think as we look out to future generations of the product through the end of this decade, we've got a really clear path here to lightweight, affordable and incredibly powerful glasses that can deliver immersive experiences in the real world. Operator: The next question comes from Ross Sandler with Barclays. Ross Sandler: High end of the range. And also -- can you hear me? . Evan Spiegel: We can now go ahead. Ross Sandler: Okay. Sorry. Okay. The 1Q guide assumes a pickup in growth at the high end, and you guys mentioned that there's no perplexity in there. Could you just talk about what's driving that between DR and brand and how you're kind of expecting trends in 2026 in the ad business to play out? Evan Spiegel: Thanks for the question. On the ad side, the biggest focus is continuing to generate additional demand by demonstrating the strong performance of the Ad Platform. So at the top of that, we're seeing really strong growth in active advertisers. They were up 28% year-over-year in Q4 as we continue to invest and scale our SMB go-to-market operations. And that's something you're going to see us build on into 2026. That's part of the investment plan for the year ahead is to continue to scale that out so that we can build on the momentum we have there. We've seen especially strong growth in the medium customer segment globally with medium customers in North America, in particular, being the largest contributor to absolute dollar growth there, which is good to -- that's the kind of momentum we want to build on in '26. We do continue to face some headwinds in the North America large customer business, but there are some bright spots there, including the U.S. LCS financial services vertical as well as autos. We have new leadership in place over the North America LCS segment. We've got new products to connect brands with Snapchatters, including Sponsored Snaps and Promoted Places to build with their and smart campaign solutions to make it easier for advertisers to leverage the full set of Snapchat placements to make those connections easy and performance. So those will be big themes that we'll be building on in '26 as well. In terms of the guide for Q1, the macro operating environment has thus far remained relatively stable compared to what we saw in Q4. There's a lot of quarter left to go in Q1, of course, but our guidance range is built on the assumption that the macro environment continues to be stable. I hope that extra color helps a little bit. Operator: SP1 The next question comes from Rich Greenfield with LightShed Partners. Richard Greenfield: A couple of questions. First, the subscription side, which I know, Evan, if I go back to your letter a while ago, you sort of marked the importance of subscription. It seemed like it really accelerated this quarter. And I'm curious, are you marketing it differently? Are there new features that you added? I know you've talked about sort of charging for memories and other things that will add to this. But just in terms of what happened in Q4, it would be great to better understand what's happening inside of that Snap? And then -- the other thing, I think, 2 years ago, Evan, you got on this earnings call and you talked about the fact that you were sort of refocusing user growth efforts from Android developing markets to the bigger markets like the U.S. where the meat of your monetization was. And if I look at sort of where U.S. users -- or sorry, North American users have fallen to a $94 million do you need to put even more effort into those efforts to sort of drive U.S. users or North American users? Just what's happening in the North American user market would be great to just better understand, given your focus there? Evan Spiegel: Yes. Definitely excited about what we're seeing on the subscriber side of the business. Certainly, memory storage plans were a big driver of the subscriber growth that we've seen recently and also have helped improve retention rates overall. So that definitely has been really helpful to the subscription business. And we've got some other great features on debt coming up this year for the direct pay segment of our business. So really excited about that overall, and I think really helps support our efforts to diversify our revenue in addition to the small and medium customer growth that Derek mentioned. So overall, really excited about the progress on subscriptions and the diversification of our revenue -- as it pertains to user growth, I think if you take a step back and look at the growth overall of the platform, monthly active users, now 946 million. So we're pretty close to our goal of 1 billion monthly active users. And I think, as you know, over the past 3 years, our community growth has really outpaced our revenue growth and ARPU has actually declined, while we simultaneously increased the cost to serve. By which has put downward pressure on our margin. So as we look at this crucial moment and the pivot to profitability, we have immense daily reach and engagement in many of the most valuable advertising markets, including in North America. And we think we can strike a much better balance between pursuing community growth and also growing average revenue per user. So in addition to that, obviously, we're working through some of the regulatory landscape and some of the shifting user engagement patterns as we focus on organic growth. But I think taking that all in totality, we've made some choices to reduce community growth marketing spend to adjust the cost to serve and to roll out additional paid features like the Memory Storage Plans that we just discussed. And all of those can cause headwinds to user engagement. So those changes actually free up more resources to focus on our most valuable geographies so that we can continue innovating and delivering great customer experiences, which really believe is the most important driver of long-term growth. Operator: The next question comes from Dan Salmon with New Street Research. Daniel Salmon: Evan, I wanted to just talk a little bit more about, as you called it, the sort of litigation or regulatory risk caused by changes in age verification policies, sort of broader teen smartphone and social media restrictions. You obviously commented on the actions that you took in Australia following the ban going into place there. But what I'm particularly interested to hear a little bit more about is the potential for those types of actions to impact North America. Obviously, a $4 million step down in the DAU this quarter. I'm curious just maybe to unpack a little bit of what drove that more and what the outlook could be there during the year based on some of those litigation risks or regulatory risks you mentioned. Evan Spiegel: We're certainly aware of some pending legislation. Obviously, there's quite a bit working its way to the court system right now that would further restrict the use of Snapchat for our community. I think as we look at, for example, global ad revenue from impressions served to users under the age of 18, that revenue is not material. . So I think looking at sort of the revenue generating potential of the business looking forward, we're not overly concerned about the changing regulatory environment. I will say one of the things that's very interesting is that if you look at the research studies that look at Snapchat specifically as separate from some of the studies that look at social media in totality. I think what we continue to see, which makes us proud of the service we've developed is that Snapchat actually has a positive impact on people's well-being and people's friendships. And that's actually in contrast to other services that don't necessarily have that positive impact. But I think we have had quite a bit of trouble as we look at the regulators, explaining how different Snapchat is because there is really this moment where people are expressing concern about use of social media. So we have to continue making the case that Snapchat and its orientation around your close friends and your family can have a really positive impact. I think that's backed up by the research. But certainly, it's going to take time to prove that out, and especially as these regulations sort of work their way through the court system. Operator: The following comes from Ken Gawrelski with Wells Fargo. James Cordwell: Maybe first, I'll touch on Specs. Could you talk about maybe, Evan, could you talk about the kind of synergy between specs and Snap services more broadly and the audience and kind of the developer base. And then talk about the right way to capitalize that entity? I mean, if there's -- if you have confidence in the end product -- how do you think about appropriately capitalize on that? Can it -- does it -- should it happen all within Snap, should there be outside partners? And how do you accelerate kind of the development and the deployment of specs throughout the ecosystem. I'll stop there. Evan Spiegel: Yes. Well, I think to just maybe take a step back on why we started working on specs in the first place. When we invented Snap and we worked on things like a femoral messaging or stories that put content in chronological order or even things like opening to the camera, our vision, our work was really designed to make computing or smartphone feel more human. And we think that's quite a really important role in connecting people with their friends and their family. But we also saw a lot of limitations of the smartphone and of computers. And I think today, people are spending something like 7 hours a day in front of a screen. And so I think there is, at this moment, a real opportunity to change what the computer is instead of something that you're constantly operating using a keyboard and a mouse something that now powered by AI can actually get work done for you. And so in that way, it's really a continuation of this vision to try to work to make computing more human for folks. And so I think now that we are exiting the R&D phase of spec development, there's a couple of important things. One is developing a strong stand-alone brand I think Specs the product itself, in many ways, appeals to a different audience segment than the core Snapchat audience, and it's going to be really important for us to develop a stand-alone brand identity for Specs. And then I think longer term, as we look at the rollout and broader deployment of Specs, there may be opportunities to raise additional capital to accelerate balancing that, obviously, with our own sort of ownership interest and any potential dilution. So I think right now, given that we're so close to launch, the key here is really just nailing the launch and making sure that we deliver an extraordinary product. And then I think we have a lot of flexibility to think about how we want to capitalize it moving forward. Operator: The next question comes from Justin Patterson with KeyBanc. Justin Patterson: I wanted to talk about agentive coding. We've seen more companies see meaningful improvements in engineering productivity from these tools. How is this thing deployed at Snap today? And how should we think about potential benefits, whether it's product velocity more engagement on the platform, more monetization opportunities or expense efficiency. Evan Spiegel: Yes. There's just so much opportunity here. Obviously, I think now, something like 40% of new code at Snap is AI generated. We made a ton of headway with trust and safety and customer service. in terms of automating those workflows. I think there's a lot of opportunity for the sales workflow as well to empower our sales team but also to automate quite a bit of that. So certainly, we're seeing gains across the board and how we're operating our business today. I also think this can be a real accelerant for our own creativity. I mean one of the things we love to do is invent new services. And we've got a bunch of ideas for new apps, for example that we could build using these AI tools and deploy very, very quickly, leveraging, of course, the distribution we have, our friend graph, some of the unique assets we have like folks memories, for example. So I think there's a lot of opportunity here for us to think about how we accelerate the growth of our business and actually develop new services quickly using these tools. And I think in addition to that, we're just running as fast as we can to roll out new agents across the enterprise new tools. And it's especially for a small team, like the one we've got at Snap, this is just a massive force multiplier. And I think really will help accelerate a lot of the creative vision we have in terms of turning it into reality. Operator: Our last question comes from Benjamin Black with Deutsche Bank. Benjamin Black: Great. Can you talk about the decision to moderate infrastructure spending at a time when others are ramping spend to drive ad performance? Was there sort of slack in the system? Maybe just talk through that decision. Evan Spiegel: It's a great question. Thanks for asking it. I think the first thing I would say just for context, the big driver in the ramp of infrastructure investment over the last couple of years has been a really significant growth in our ML and AI investment, and that was to both support the rebuild of the Ad Platform and the DR advertising business. and also to support the content business and banking and personalization and all of the work that we've done there. And I think I would say, first and foremost, we intend to continue to invest pretty heavily there. And so that's not an area of focus for pulling back. As it pertains to infrastructure, specifically, there are really 2 big catalysts where we see a lot of opportunity and are already making progress in terms of driving margin efficiency for the business and margin expansion. The first there is just our investments in how we handle cost to serve. And getting that in a place where we're calibrating that better relative to the monetization potential of each of the markets in which we're operating. And there's a lot we can do to optimize that. And that's really about the theme that we've been talking about in terms of getting to profitable growth. And so translating that into the growth in infrastructure really being keyed in against the growth in monetization. The other real opportunity we see here is to take some of the infrastructure things that are cost right now and turn them into revenue-generating investments. And so I think the recent launch of the memory storage plants is a great example of that, where we can take cost and not only find ways to make it more efficient, but then also turn it into a revenue-generating source of top line growth, which is going to help with even further margin expansion. So a lot of this is about efficiency. A lot of it is about being really sensible about our cost to serve relative to monetization potential markets and then scaling efficiently. But those investments in AI and ML will continue to be really important to the performance of the business in both the adds and the content side. So hopefully, that gives a little bit more context there. Thanks for asking. Operator: This concludes our question-and-answer session as well as Snap Inc.'s Fourth Quarter 2025 Earnings Conference Call. Thank you for attending today's session. You may now disconnect.
Operator: Good afternoon, ladies and gentlemen, and welcome to Kemper's Fourth Quarter 2025 Earnings Conference Call. My name is John, and I will be your coordinator for today. [Operator Instructions] As a reminder, this conference call is being recorded for replay purposes. I would now like to introduce your host for today's conference call, Michael Marinaccio, Kemper's Vice President of Corporate Development and Investor Relations. Mr. Marinaccio, you may begin. Michael Marinaccio: Thank you. Good afternoon, everyone, and welcome to Kemper's discussion of our fourth quarter 2025 results. This afternoon, you'll hear from Tom Evans, Kemper's Interim CEO; Brad Camden, Kemper's Executive Vice President and Chief Financial Officer; Matt Hunton, Kemper's Executive Vice President and President of Kemper Auto; and Chris Flint, Kemper's Executive Vice President and President of Kemper Life. We'll make a few opening remarks to provide context around our fourth quarter results, followed by a Q&A session. During the interactive portion of the call, our presenters will be joined by John Boschelli, Kemper's Executive Vice President and Chief Investment Officer. After the markets closed today, we issued our earnings release and published our earnings presentation and financial supplement. We intend to file our Form 10-K with the SEC in the coming days. You can find these documents in the Investors section of our website, kemper.com. Our discussion today may contain forward-looking statements within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements include, but are not limited to, the company's outlook on its future results of operation and financial condition. Our future results and financial condition may differ materially from these statements. For information on additional risks that may impact these forward-looking statements, please refer to our Form 10-K and our fourth quarter earnings release. This afternoon's discussion also includes non-GAAP financial measures we believe are meaningful to investors. In our financial supplement, earnings presentation and earnings release, we've defined and reconciled all non-GAAP financial measures to GAAP where required in accordance with SEC rules. You can find each of these documents in the Investors section of our website, kemper.com. All comparative references will be to the corresponding 2024 period unless otherwise stated. I'll now turn the call over to Tom. Carl Evans: Thank you, Michael, and good afternoon, everyone. I'll start with a simple appraisal. Our results this quarter did not meet expectations. We'll walk through the underlying drivers and the actions we're taking to improve the performance in our auto business and increase shareholder value. Before that, I want to offer some context on both the businesses and the operating environment we're presently navigating today. We're a specialty insurer focused on niche underserved markets. We are focused on these markets because they are attractive and there's a continuing need for our products. We know these markets and have the scale, experience and competitive advantages to succeed. Our portfolio of specialty auto and life insurance businesses may address different customer needs, but both are managed with the same core principles: disciplined underwriting, risk management and long-term value creation. We have identified and are acting on a number of strategic and tactical priorities that will get us to target profitability with growth to follow. We'll discuss these priorities in more detail today. As we noted before, the specialty auto market is a fast-moving segment. Market shifts often appear in this segment before showing up in other parts of the auto insurance landscape. As an auto underwriter, one of the most important drivers of our long-term success is our ability to accurately predict loss costs and price our business appropriately. This has been more challenging of late because of significant structural changes in key states in which we operate. For example, in California last year, minimum liability insurance limits for auto increased for the first time since 1967, with bodily injury limits doubling and property damage limits tripling. When markets are stable, predicting future costs is more straightforward. However, when changes of this magnitude occur, particularly against the backdrop of social inflation and legal system abuse, loss cost predictability becomes more difficult and complex. While we anticipated the need to adapt to the new requirements in California, the scale of the disruption exacerbated by elevated severity trends created pressure on our results over the past several quarters. In Florida, our second largest market, the tort reforms enacted in 2023 have reduced loss costs and made the market more attractive for carriers and affordable for consumers. The result is a significantly more competitive marketplace. This improvement in loss costs led to our $35 million charge this quarter for refunds to personal auto customers under the state statutory profit limit rules. We view these refunds, which other carriers are also undertaking as clear evidence of the benefits of tort reform. We have a strong performing book in Florida, and we're making targeted rate adjustments there to be more competitive and support growth. Away from Specialty Auto, I'd highlight that our life insurance business continues to deliver solid performance. This business provides stability and diversification within our overall portfolio, and Chris will provide additional detail shortly. While our auto business faces near-term challenges impacting our consolidated results, we're acting quickly and taking purposeful steps to improve financial performance. On Slide 5, we outline the priorities and actions underway to improve results, enhance operations and reduce earnings volatility through diversification. In particular, I'll note the recent restructuring initiatives, our focus to enhance claims processes and the introduction of new products to support the acceleration of geographic diversification. Together, these actions will protect and advance our competitive advantages, drive growth, enhance profitability and ultimately create value for our shareholders. Our objective as a management team is continuous improvement that strengthens performance and positions the company for long-term success. Before turning it over to Brad, Matt and Chris, I'll provide a brief update on the CEO search. The Board search process is well underway, and they have developed a pipeline of highly qualified candidates with the help of a leading independent executive search firm. The Board is actively evaluating those candidates with deliberate speed as the Board focuses on identifying the right leader for Kemper's next phase. Thank you. And with that, I'll turn it over to Brad. Bradley Camden: Thank you, Tom. Good afternoon, everyone. Before discussing the quarter, I want to expand on what Tom just shared. At a high level, the primary goals of our initiatives are threefold: first, to restore and improve profitability in our Specialty Auto business; second, to reduce earnings volatility through portfolio and geographic diversification; and third, to improve execution and operating efficiency by simplifying operations and capturing meaningful expense savings through restructuring and cost discipline. Taken together, these initiatives are designed to strengthen near-term performance while positioning the business for more consistent profitable growth. With that context, I'll now walk through our quarterly results. I'll begin on Slide 6. For the quarter, we reported net loss of $8 million or $0.13 per share and adjusted consolidated net operating income of $14.6 million or $0.25 per share. These results produced a negative 1.2% return on equity and year-over-year book value per share growth of 4.6%. Despite these results, our trailing 12-month operating cash flow remained strong at $585 million. In our P&C segment, the underlying combined ratio increased 5.4 points sequentially to 105%, driven by elevated bodily injury claim severity in California and statutory refunds in Florida. Excluding the impact of refunds, the underlying combined ratio was 101.2%. The statutory refunds reflect improved loss cost experienced following Florida's 2023 tort reform. Policies in force and written premium declined 7.3% and 9.3% year-over-year, respectively. This decline reflects typical fourth quarter seasonality as well as non-rate actions to moderate new business writings in certain markets. Our Life business delivered solid results, driven by disciplined expense management. This business continues to provide stable contribution to earnings and cash flow. And lastly, our balance sheet continues to provide flexibility to support organic growth initiatives and strategic investments. Turning to Slide 7. This slide provides additional detail on the drivers of our quarterly results. We recorded a $15.5 million charge related to restructuring, integration and other costs. A portion of this relates to the restructuring initiative announced last quarter, bringing the cumulative annualized run rate savings to approximately $33 million, up $3 million from last quarter. This initiative is building momentum, and we expect to realize additional savings over time. Also included in this charge is a valuation adjustment for a tax credit equity investment that reflects its updated fair market value. This quarter, we also had two noteworthy items that impacted operating income, the Florida statutory refunds and reserve strengthening. The Florida statutory refunds were recognized as a reduction to earned premium and added 3.8 points to the Specialty auto underlying combined ratio. Excluding this item, the underlying combined ratio was 101.2%. Finally, we strengthened loss reserves within Specialty Auto, primarily in commercial auto, reflecting updated loss experience related to bodily injury severity and defense costs, primarily stemming from accident years 2023 and prior. Turning to Slide 8. Our balance sheet provides financial flexibility. At quarter end, we maintained over $1 billion in available liquidity, and our insurance subsidiaries remained well capitalized. Over the past year, our operating cash flow enabled the retirement of $450 million in debt and the repurchase of approximately $300 million of common stock. As a result, our debt-to-capital ratio improved by 6.4 points to 24.6%, modestly above our long-term target of 22%. Moving to Slide 9. Our quarterly net investment income totaled $103 million, down $2 million sequentially due to lower returns within alternative investments. Our core portfolio comprised of high-quality investments continues to generate stable and gradually increasing net investment income. This income will continue to support our businesses. Overall, we maintain a high-quality, well-diversified investment portfolio supported by thoughtful asset allocation and prudent risk management. Next, on Slide 10. Here, we provide an update on our January 1, 2026, reinsurance renewal. Our catastrophe excess of loss program is a 1-year structure that provides 95% coverage for losses in excess of $50 million, up to $160 million. The total limit is $15 million lower than last year, reflecting the continued reduction in total insured value due to the wind down of our preferred business. This program structure is appropriate and reflects our exposure profile. The key takeaway is that our catastrophe exposure is meaningfully lower than it was several years ago. In summary, fourth quarter results reflect near-term pressure in Specialty Auto from elevated claims severity and Florida statutory refunds, and we are taking deliberate actions to improve results. We continue to maintain a well-capitalized and liquid balance sheet and are executing expense initiatives to enhance profitability. Our Life business delivered stable results, core portfolio investment income is positioned to benefit from higher reinvestment yields and our reinsurance program remains aligned with our current risk profile. I'll now turn it over to Matt to discuss the Specialty P&C segment. Matthew Hunton: Thank you, Brad, and good afternoon, everyone. Turning to Slide 11. Adjusted for Florida statutory refunds, the Specialty P&C segment produced an underlying combined ratio of 101%, while personal auto produced a 105 and commercial remained relatively stable at 90%. Personal auto loss performance continues to be adversely impacted by bodily injury severity trends. This trend is particularly pronounced in California. As Tom mentioned, the recent doubling of state minimum limits is driving a structural change in BI costs. In response, we have taken decisive non-rate actions, resulting in the slowing of new business in the state. We are actively working with the California Department of Insurance on rate filings to address this liability rate need. In addition to underwriting and pricing actions, we continue to enhance our claims management processes. Over the last few years, we focused our efforts primarily on material damage management, which has been instrumental in offsetting the cost pressures of rising tariffs. More recently, our focus has shifted to third-party liability management. By leveraging advanced analytics and AI-enabled workflows, we are more quickly and accurately assessing claims, getting them in front of the right skill sets and driving resolution. Our efforts are beginning to reduce excess attorney involvement and mitigate costs associated with legal system abuse. The result is lower optimal claim settlement cost and an improved customer experience. A high priority for the PPA business is achieving a more geographically balanced book. A more balanced portfolio will enable us to more effectively navigate market cycles, better manage state-specific dynamics and reduce underwriting income volatility. Over the last few years, the concentration of our PPA business in California has increased, primarily driven by the post-COVID hard market in that state. This can be seen on Slide 12. This slide is intended to provide transparency into our current position and the direction we are taking. Over time, our book should reflect a composition more aligned with our target customer base with greater than 50% residing in non-California states. While California will always be our largest market, we are looking to accelerate profitable growth in other states. Accordingly, the restructuring initiative we mentioned is designed to lower our expense ratio and enhance overall price competitiveness. Additionally, we are in the process of launching a new personal auto product in our non-California states. This new product includes modernized contracts, more sophisticated pricing and a seamless agent quoting experience. The primary goal of this new product is to improve competitiveness across the portfolio through better rate to risk matching. We have been piloting this product in Arizona and Oregon with early production and segmentation results meeting our expectations. We are currently in advanced discussions with the Florida and Texas Departments of Insurance with the goal of the product going live in both states within the next few quarters. Together, a lower expense ratio and enhanced pricing precision is expected to support profitable growth in our non-California markets. In commercial auto, underlying margins remained strong while producing double-digit policy growth. We continue to be optimistic about the profitable expansion of this business. We have a series of differentiating competitive advantages that have driven consistent and predictable results. With that said, we are opportunistically increasing rates where justified with a specific focus on addressing liability cost increases. Overall, this business remains well positioned, and we are confident in our ability to profitably grow. In conclusion, we are focused on restoring California profitability and building a more diversified personal auto portfolio. We remain committed to our target market segments, disciplined execution and continuous improvement of our existing capabilities to drive consistent value over time. I'll now turn the call over to Chris to cover the Life business. Christopher Flint: Thank you, Matt, and good afternoon, everyone. Turning to our Life Insurance segment on Slide 13. The Life segment continues to deliver a consistent return on capital and reliable distributable cash flow. Earned premiums were stable year-over-year, and we finished the quarter with the face value of our in-force business at approximately $19.6 billion. Adjusted net operating income was $20 million in the quarter, driven by ongoing expense management. Importantly, we continue to experience favorable policy economics. Our average face value per policy increased modestly, while our average premium per policy issued rose 6%. To support continued growth and increased cash flow over time, we successfully launched an updated product portfolio and expanded the distribution of our liability offering. In closing, the Life business is performing well and continues to provide stable and consistent results to the overall portfolio. I'll now turn the call back to Tom to cover closing comments. Tom? Carl Evans: Thanks, Chris. To wrap things up, we know our results this quarter weren't where we want them to be. We believe in our businesses and in the markets we serve, and we are confident in our capabilities and competitive advantages to be successful. We're focused on executing the actions we've laid out today. This work takes discipline, and we're committed to making the improvements necessary to deliver stronger, more consistent performance. Before we close, I want to thank our colleagues throughout the organization for their hard work and commitment. They show up every day for our customers to deliver on our promises. Thanks for your time today, and we will now take questions. Operator: [Operator Instructions] Your first question comes from the line of Brian Meredith from UBS. Brian Meredith: A couple of them here. First, I'm wondering if you could tell us what the profitability kind of breakdown is between California and then Florida, Texas. Just to get a sense of what the profitability looks like in your non-problem state. Matthew Hunton: Brian, this is Matt. California combined ratio is about 105% around there. Florida sits in that target combined ratio in that 95% to 97% range as does Texas. The issue from a profitability perspective, as we highlighted in the prepared comments, is rate -- earned rate catching up to sort of the BI cost in California. So the PPA profit issues are driven predominantly by California. The other states are in pretty healthy standing. Brian Meredith: Okay. That makes sense. And then I guess the next question, Matt is, why are you shrinking in the other states right now if your profitability is fine? Matthew Hunton: The profitability is in a good place from a pricing perspective. We -- in those markets, Brian, Florida and Texas specifically, they softened pretty dramatically last year, and we wanted to ensure in Florida specifically that the benefits of tort reform were durable. We didn't want to be too aggressive from a pricing perspective. That was one reason. The other is from a structure perspective, which we talked about last quarter, is we need to drive more expense efficiency to keep -- to get our products to a more competitive level. We did that partially. We took a step forward in those states in the fourth quarter, third and fourth quarter. We saw that our new business when we made those pricing adjustments took a meaningful pop in the direction that we want it to. We stabilized PIF in Florida. We're seeing sequential growth in Texas. And like we said in the prepared comments, we have a new product we're looking to launch sometime in the next quarter or 2, which should further accelerate our competitiveness. and ultimately, our PIF production. Brian Meredith: Great. And then one more quick one, if I could. Commercial auto, I'm just curious, given the consistent adverse development you've been seeing, how comfortable are you with current year profitability and the fact that that's actually one area that's growing? Matthew Hunton: Yes. So current year profitability, I'll just take a step back for a second. The segments that we focus on, we stay away from the nuclear verdict segments, the long-haul trucking, the dirt sand gravel. We generally have a fair mix of limit profile that's evenly spread across large limit to small limit. Artisan contractors, landscapers, delivery, that's really where we focus. From an underlying perspective, we feel confident that we're getting the pricing and we have the rate adequacy. That said, again, in the prepared comments, we are appropriately opportunistic in terms of strengthening our rate position, specifically on BI, where we can justify it. So we feel good about our adequacy. Underlying performance has remained very consistent there, and we continue to opportunistically take rate where we can support it. Operator: Your next question comes from the line of Andrew Kligerman from TD Cowen. Andrew Kligerman: I need a little help with kind of a road map, if you will, in personal auto. So if you're starting with 110 underlying combined ratio. And then maybe I could take off the table 4 points from the Florida refund. So then I'm at 106. And then I think Brad mentioned some seasonality. So maybe there's another point or two. So I want to make sure, a, am I at the right starting point of like maybe more normalized at 105? B, given 70% of the book is in California, how soon can you get that fixed? How can you get California to that kind of targeted 95-ish that you're seeing in Florida and Texas? And with that, we saw a PIF decrease of 7%. I was kind of surprised premium dropped more than that at 9-plus percent. So bottom line, how soon can you get to normal on that combined ratio? And what's likely to happen with PIF? Should we see more quarters like the one we just saw with PIF down 7%? Matthew Hunton: So this is Matt again. Thanks for the question. I just want to first comment on the rate activity in California. So we saw severity pop higher than what we had initially priced to in our FR filing. Immediately, we took new business non-rate actions and underwriting actions to make sure we weren't putting unprofitable business onto the books. We filed with the Department of Insurance for a 6.9% rate increase. That said, the filing hits bodily injury much more significantly than that. We had redundancy on our metal coverages. And so we're hitting bodily injury pretty heavily north of 40 points of rate that we're looking to get approved. We believe we're in the final stages of approval. We have good back-and-forth dialogue. We had a conversation with the department even this morning talking about that. We will hope to get that effective as soon as we can. And 100% of our policies in California are 6-month policies. And so rate will earn in over a 12-month period and will accelerate over that time to the file levels that we're hoping to get effective ASAP. Bradley Camden: And Andrew, this is Brad. I know you're looking at doing your modeling. You're starting off at the right point, the 105-ish combined ratio on the personal auto business. When you think about what Matt is talking about, some of it is in our control and some of it's not. We can respond very quickly to the regulator. We can work through the process with them as effectively as we can, but we're waiting for that approval. As we wait for that approval, we still have severity trends each quarter. So if you have a 6-point severity trend year-over-year or an 8-point severity trend, you pick it. You've got some headwinds until we get that rate approved and it becomes effective in the marketplace and then it's earned in. So it will be some time before you start marching back towards that mid-90s combined ratio. It's highly predicated on getting that rate, one; and two, how we're managing the claims process related to the liability coverages. There, as we've talked about in the past, it's all BI and loss costs are ballooning mainly due to higher attorney attachment rates and higher claims selling at limit. And so we're working on that process. It's very sensitive. As you know, a rep claim is 4 or 5x more expensive than an unrep claim. And so we're working through that process, enhance that as well as working on our underwriting to mitigate frequency to bring down overall loss cost. Andrew Kligerman: That was very helpful. And with that, just kind of part of that question was PIF decline. It feels like PIF will need to decline or continue to decline until you actually do get those rates approved. And then maybe when you get them approved, you won't be as competitive, so maybe PIF will continue to decline. So I just wanted to kind of clarify on that part of the question. Was -- am I thinking about that the right way? Bradley Camden: You're generally thinking about it the right way, Andrew. We anticipate further declines in California, and we expect some growth both in Florida and Texas, given some of the reinvestment we've made in that -- in those states. And later in the -- maybe in the first half of the year, second quarter-ish, we'll launch a new product there that will become effective to help, as Matt said, with competitiveness. That is in late-stage negotiations with those regulators. But I wouldn't expect in the first quarter to see California be growing. I'd expect to see some additional growth in Florida as we've seen some stability there in Florida at the end of the year, and we saw actually sequential growth in Texas on a quarter-over-quarter basis. Andrew Kligerman: And then just the last question. The commercial auto prior year development, the adverse development of 3.8 points. I believe it started to become adverse like 6, 7 quarters ago. So the question for you, and I know Brian had kind of touched on it just before me, but it seemed like last quarter, you'd kind of finally gotten your arms around it. But what -- just to kind of come back at it a little differently, like what's different this time that would make you feel confident that there won't be another adverse PYD next quarter or the quarter after? Bradley Camden: Great question, Andrew. Again, the adverse development is coming from large losses mainly stemming from accident years 2023 and prior. As we continue to move forward in time, there's less claims out there. And so the claim count now has come down as we've gone from accident years 2020 through 2023. So there's less count. I think we're in pretty good shape, but there's been -- obviously, adverse development is always a surprise because we're looking at reserving the best we can. My expectation though is I think we've got most of that. And when I think about accident year '24 and '25, as I mentioned previously, we changed our reserving practices for large losses in mid-'23. What I'm seeing develop in '24 and '25 actually looks favorable. So I think we got most of the development in '23 and prior and '24 and '25 looks significantly better than those other accident years. Operator: Your next question comes from the line of Paul Newsome from Piper Sandler. Jon Paul Newsome: I was hoping you could talk a little bit about the Florida situation a little bit more with respect to the potential rate filings. If you had a -- obviously, you had extremely good profitability there. Did you need to lower rates further in response to that as well? So should we expect prospectively, a little bit lower profitability? If you need to reduce the run rate of your profitability? Or is that already sort of in the run rate now? Matthew Hunton: Great question. This is Matt. Like I said earlier, we wanted to ensure that the benefits of tort reform were durable. It's a stroke of the pen that things can reverse back on you. So we want to make sure they were durable. Additionally, once we saw that the performance was sticking, as we were looking to file rate in the marketplace, you have to with the OIR, the Department of Insurance there, justify decreases as well as increases, right, the same level of scrutiny. And so had we taken rates down dramatically this year, which, by the way, would have put noneconomical business on from a pricing perspective, yes, we could have mitigated a little bit of the refund, but we would have put a cohort of business on the books that was uneconomical, right? Because you had such good periods, performance periods over the 3-year waiting. And so we made the decision not to make that rate investment. It was a good trade economically for us. But as we march forward and we have the ability to support rate adjustments, which we are doing now, we're making those pricing changes, and we're driving the production that we feel good about on a vintage basis. Jon Paul Newsome: So I guess that -- to clarify that sort of mid-90s combined ratio you mentioned to Brian in Florida, that incorporates rates as we have them today or rates as they will be filed in the near future? Matthew Hunton: That does not include future rates. Those are -- that's performance as of today. Pricing is done on a prospective basis, which takes your current underlying performance and you roll that forward based on prospective trends, which you justify with the Department of Insurance and then you set your rates off of that prospective outlook. Jon Paul Newsome: That's really helpful. And then second question, I wanted to ask about cash flow and the liquidity situation. Obviously, you get the caps back down. There's obviously good levels of parent company levels. But I did notice that the RBC ratio for the property and casualty business ticked down during the quarter a bit, and it's not that far above the sort of 200 level. Do you anticipate putting more capital into the property casualty operation? Or is the thought that you'll shrink to make that RBC ratio go up? I guess I'm supposing to be wrong that a 230 RBC capital ratio is not your target. Bradley Camden: Paul, this is Brad. Great question. When you look at that RBC information that's on the chart, that is a window into our legal entity point of view from a P&C and life standpoint. When you think about capital available for Kemper, it includes not only the holding company capital as well as the capital in our legal entities. So yes, the 230 is a little bit lower than we ran historically. It's not outside our normal ranges, but it is on the lower end of what we have been historically. But we still have plenty of capital and well above our buffers from a rating agency standpoint as well as a regulatory standpoint. At this time, I'm not planning on dropping more capital down there. I expect us to make money and to generate more capital in those legal entities over time to further rebuild that capital base. Operator: Hope that helps. Your next question comes from the line of Mitch Rubin from Raymond James. Mitchell Rubin: This is Mitch on for Greg. On the new personal auto products in Arizona and Oregon, can you provide some additional color on those competitive market dynamics and the time frame you would expect the decision for a broader rollout to be made? Matthew Hunton: Yes, great question. This is something we've had in the works for the last couple of years. Again, it's the first time in over a decade that Kemper is launching a new personal lines product. We piloted in Arizona and Oregon in the second quarter of 2025. And so we've empirically got to see how the product performs. We've tuned it a bit. We're seeing production in those environments are very competitive. We're seeing production lift right in line with where we would have expected it to. We're generally from a pricing perspective, in line with the levels that we want to be. The segmentation is working as expected in the spreading of risk. So we feel generally pretty good about it. That product has gotten us meaningfully more competitive in those marketplace, upwards of 30 points more competitive just through better segmentation. So that's working as intended, and we're looking to scale in those states. The states that we currently have that we're working through approval processes are Florida and Texas. Florida, we've gotten some of the product approved. We're in the final stages of sort of the last bit of rubber stamping working with the department there. In Texas, we're working through contracts and forms right now. And we have great working relationships with those departments. The process is moving along really well. And as I mentioned, our intention is to roll out those products in Florida and Texas as soon as possible. Our goals in the next few quarters. Mitchell Rubin: That's helpful. So my follow-up, with the debt-to-capital ratio coming down to 24.6%, can you provide us with an update on your capital allocation philosophy heading into 2026 and how you plan to balance additional paydown versus repurchases or increased dividends? Bradley Camden: Sure. This is Brad. Our capital philosophy remains the same. First and foremost, make sure all of our legal entities have enough capital. Second, have enough capital to support organic growth. Third would be any inorganic acquisitions, which I will clearly say are not on the table at this point in time. And then third is to return cash to shareholders or pay down debt. It's always been that order. So there's no change in that. And as Matt indicated earlier, we're trying to grow in certain geographies, namely Florida, Texas and other non-California states, and we have enough capital to support that organic growth, and that's what we're focused on in the near term. Operator: There are no further questions at this time. I will now turn the call over to Tom Evans. Please continue. Carl Evans: Thank you. We appreciate everybody's time today and your continued interest in Kemper, and we look forward to continuing the conversation with you when we release our first quarter results in 12 weeks or so. So take care, and thanks for your time. Operator: Ladies and gentlemen, this concludes today's conference call. Thank you for your participation. You may now disconnect.
Operator: Good afternoon, and welcome to the Universal Technical Institute First Quarter 2026 Earnings Conference Call. All participants will be in listen-only mode. If you need assistance, press zero. After today's presentation, there will be an opportunity to ask questions. To withdraw your question, press star then 2. Please note this event is being recorded. I would now like to turn the conference over to Matt Kempton, Vice President of Corporate Finance and Investor Relations. Please go ahead. Hello, and welcome to Universal Technical Institute's fiscal first quarter 2026 earnings call. Matt Kempton: Joining me today are our CEO, Jerome Grant, and CFO, Bruce Schuman. Following our prepared remarks, we will open the call for your questions. A replay of this call, its transcript, and our investor presentation will be archived on the Investor Relations section of our website at investor.uti.edu, along with our earnings release issued earlier today and furnished to the SEC. During this call, we may make comments that contain forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995, which by their nature, address matters that are in the future and are uncertain. These statements reflect management's current beliefs and expectations and are subject to a number of factors that may cause actual results to differ materially from those statements. These factors include, but are not limited to, those discussed in our earnings release and SEC filings. These statements do not guarantee future performance and therefore undue reliance should not be placed upon them. We do not intend to update these forward-looking statements as a result of new information or future developments except as required by law. Please note unless otherwise stated, all comparisons in this call will be against our results for the comparable period of fiscal 2025. The information presented today also includes non-GAAP financial measures. These should be viewed in addition to and not as a substitute for the company's reported results prepared in accordance with US GAAP. All non-GAAP financial measures referenced in today's call are reconciled in our earnings press release to the most directly comparable GAAP measure. For more information regarding definitions of our non-GAAP measures, please see our earnings release, financial supplement, and investor presentation. With that, I will turn the call over to Jerome Grant, CEO of Universal Technical Institute for his prepared remarks. Jerome? Jerome Grant: Thank you, Matt. Good afternoon, everyone, and thank you for joining us. In just a few minutes, our CFO, Bruce Schuman, will go into more details from a financial perspective. Prior to that, I'd like to share some thoughts on our three areas of focus: performance of the company, execution of our North Star strategic plan, and finally, opportunities we're exploring to move beyond that plan. First, performance. As we begin fiscal 2026, we're performing with clarity and momentum against a well-defined strategy. We entered the year on strong operational and financial footing, and the first quarter tracked in line with our plans and exceeded our expectations for disciplined execution. Revenue for the first quarter grew 10% to $221 million. Our baseline adjusted EBITDA was nearly $35 million, including over $7 million in growth investments, our reported adjusted EBITDA was $27 million. Average full-time active students increased 7% with total new student starts growing roughly 3% year over year, which is right in line with our and broader market expectations. These results position us well for acceleration as fiscal 2026 unfolds. Overall, we delivered a strong start to the year and the progress we made this quarter reinforces the durability of our North Star strategy. With that strong performance in the first quarter, we remain confident in our expectations for the full year. To reiterate, in fiscal 2026, we expect revenue to be between $905 million and $915 million, reflecting approximately 9% year-over-year growth at the midpoint. Our baseline adjusted EBITDA is anticipated to be $156 million with approximately $40 million in growth investments related to launching and scaling new campuses and programs, our reported adjusted EBITDA is expected to range between $114 million and $119 million. New student starts are also on track and are anticipated to be between 31,500 and 33,000. As Bruce will discuss in more depth, our guidance appropriately reflects the balance between near-term performance and long-term value creation. It is important to note that while driving double-digit growth in revenue and baseline EBITDA, as well as strong student start growth in 2026, our team remains intensely focused on delivering the impressive student and employer outcomes that have been the cornerstone of our over sixty years' history. Moving now to our strategic execution during the quarter, which is guided by our North Star strategy, we are continuing to build and further scale a durable, repeatable growth engine through our disciplined and proven operating model. This approach is guided by a refined and continually evolving playbook for launching campuses, replicating and expanding programs on our existing campuses, and optimizing performance, which allows us to reproduce success with consistency as we grow. Our most recent campus launches, UTI Austin and Miramar, are excellent representations of this strategy's success. Both Austin and Miramar continue to meet and exceed our expectations, validating our approach to site selection, program mix, marketing, and ramp timing, all while driving strong student outcomes. In Miramar, we have over 600 average full-time active students. We are adding additional sessions for the automotive program and are actively pursuing expansion of the capacity-constrained aviation maintenance technology program at that campus. Austin continues to perform significantly beyond our expectations with over a thousand average full-time active students, which is 70% higher than we modeled. Performance of our campuses gives us confidence that our new facilities can scale efficiently while generating attractive long-term returns. As we announced on our Q4 and full-year 2025 call, over the next several years, we plan to open a minimum of two and up to five new campuses annually pending regulatory approval. The first of our fiscal 2026 campuses, our Heartland Conquered co-branded campus in Fort Myers, Florida, just opened in November. Demand has already exceeded our expectations with programs filling to capacity within two weeks of opening. We already have waiting lists in place. In San Antonio, we're approximately a month away from opening the doors to our new skilled trades and aviation-focused campus. Our recruiting efforts are going quite well for the initial start in March. As a matter of fact, we already have over 300 students ready to start. There's particularly keen interest in welding and HVACR in San Antonio. To remind you, this campus is slated to train over 600 students annually and generate approximately $32 million in run-rate revenue at scale, and it further diversifies UTI's geographic footprint in a high-demand region. We are also preparing to open our UTI Atlanta location, a comprehensive campus in a greenfield state. This facility will offer a comprehensive collection of our strongest UTI programs, including auto, diesel, aviation, and the trades. The UTI division team is projecting to enroll over 1,200 students and generate upwards of $45 million in run-rate revenue at scale. And the campus remains on track to launch in the second half of the fiscal year. The Atlanta campus has been actively recruiting for one month and student interest is quite impressive, indicating strong interest in that market. Looking beyond this year, our next wave of campuses slated for fiscal 2027 are also tracking well. To date, for fiscal 2027, we have announced our intention to open a comprehensive UTI campus in Salt Lake City, as well as comfort campuses in the Houston, Atlanta, and Phoenix metropolitan areas. As always, the exact launch timelines on these are based on securing various regulatory approvals. We look forward to providing further updates on these and our other planned future locations as we continue to execute on our North Star strategy. Alongside new campuses, we continue to scale our rich program portfolio. Throughout phase two of North Star, we plan to launch between twelve and twenty new programs across the UTI and Concord divisions annually. This year, we'll be launching over 20 programs with at least 10 coming from each division. Across our UTI campuses in '26, we plan to launch 12 programs: two HVACR, one aviation maintenance, and nine programs in our electrical suite, which includes industrial maintenance, robotics, automation, as well as wind turbine technology. Adding UTI programs continues to optimize the legacy UTI campus. These in-demand skilled trades programs were brought to us through the MIT and are addressing the diverse interest expressed by the nearly 600,000 young people who inquire at UTI annually. One example of this optimization effort is our October announcement, which we outlined the new programs being launched at UTI Dallas campus. At scale, the expanded Dallas campus, which currently offers auto, diesel, and welding to nearly 1,200 students annually, will now be able to serve an additional 1,000 students and will offer HVACR, aviation, and electrical programs beginning in the coming weeks. With the Concord acquisition-related growth restrictions in our rearview mirror, we're now set to launch at least 10 new programs in high-demand areas on the legacy Concord campuses in 2026. These include eight radiation technology programs, as well as one surgical technology program, and one diagnostic medical sonography program. All of our program replication initiatives are tightly aligned with employer demand and work shortages and build on capabilities we already know how to deliver well. In addition to opening new campuses and 33 facilities to enhance operations, maintain high-level outcomes, maximize our resources, and ultimately improve margin. Specifically, this work focuses on expanding capacity for popular programs that have waitlists building. Programs such as aviation, HVACR, and welding on our UTI campuses and dental hygiene on our Concord campuses. To recap, the business is performing quite well, and the North Star strategy is progressing on track due to our continued focus on execution and strong market demand for our graduates. I'll conclude my remarks by addressing a question that we're consistently getting while we're out talking to both new and existing investors. What else? Acknowledging that performing at a high level and executing on our aggressive organic growth strategy needs to remain the primary focus, we're also keeping our eyes on future opportunities we see on the horizon. First, on the regulatory front, with the new level of collaboration in Washington, we're now actively participating in dialogue as rules, guidelines, and policies are being developed that foster the opportunity to accelerate closing the gap with respect to the American skilled labor workforce in new and innovative ways. For example, the success of our Heartland partnership is already spurring evaluation of collaborative expansion opportunities with Heartland and other dental service organizations, as well as other large-scale employers across both divisions who are experiencing similar labor shortages. Furthermore, this administration has acknowledged us as a leader in this space and the critical role we play in securing America's workforce for the future. That recognition, combined with the level of engagement in Washington, supports our ability to open new campuses and expand program offerings, and innovate thoughtfully within a highly regulated environment with greater speed and consistency. From an inorganic standpoint, we continue to actively evaluate opportunities that align with our North Star strategy, particularly in the areas that enhance our healthcare portfolio. In conclusion, we are executing from a strong operational and financial foundation. And we believe fiscal 2026 represents an important year of both investment and execution that sets the stage for accelerated returns in the years ahead as these initiatives take scale. With that, I'll turn the call over to Bruce, our CFO, to review our first quarter financials and provide you with further details on our guidance. Bruce? Bruce Schuman: Thank you, Jerome. The fiscal first quarter represented a strong start to the year on average full-time active students, revenue, and adjusted EBITDA as we continued executing the priorities of our North Star strategy. Importantly, these results were delivered while we began deploying the significant growth investments we outlined last quarter. Investments that support new campus launches, program expansions, and long-term capacity creation across both UTI and Concord. In the first quarter, total average full-time active students grew 7.2% year over year to 26,858. While total new student starts increased 2.6% to 5,449, in line with the outlook we shared last quarter. As we've mentioned previously, average full-time active students is how revenue is derived, and therefore often a more direct and consistent indicator of revenue and operating performance than new student starts. Further, prioritizing total new student starts as a company rather than at the divisional level provides us the flexibility to allocate marketing and growth investments where we see the greatest return potential, even if that results in uneven start growth between divisions in a given period. The Concord division generated a 9.5% increase in average full-time active students. This growth was driven by sustained demand for our programs, particularly across nursing and allied health. The UTI division grew average full-time active students 5.7% year over year for the quarter, reflecting continued strength across the division's program suite and employer demand as well as further optimized campus utilization. Shifting to our financial performance, first quarter revenue on a consolidated basis increased 9.6% to $220.8 million. Concord contributed $78 million, an increase of 11.5% over the prior year quarter, while the UTI division contributed $142.8 million, an increase of 8.6% over the prior year quarter. Turning to profitability, consolidated net income for the first quarter was $12.8 million or $0.23 per diluted share. Baseline adjusted EBITDA for the first quarter was $34.7 million, including $7.6 million in growth investments, our SEC reported adjusted EBITDA for the quarter was $27.1 million. At the end of the quarter, we had 55 million shares outstanding. Total available liquidity at the end of the quarter was $233.2 million, including $69.2 million of short-term investments, and $70.4 million of remaining capacity on our revolving credit facility. Year-to-date capital expenditures were $24 million or 24% of our expected spend for the year. As Jerome mentioned, with our solid first quarter results, we are reiterating our fiscal 2026 guidance. We continue to expect consolidated revenue to range from $905 million to $915 million for fiscal 2026, or approximately 9% year-over-year growth at the midpoint. As I shared last quarter, for quarters two and three, we expect mid to high single-digit revenue growth with Q3 being slightly higher than Q2. Q4 is anticipated to be the highest revenue growth quarter in the low double-digit range. Net income is expected to be between $40 million and $45 million with diluted earnings per share of $0.71 to $0.80. As I also shared last quarter, while revenue will be up quarter as we make our significant growth investments this year, net income will contract further in Q2. This will improve slightly in Q3, though we still expect year-over-year contraction. In Q4, we expect low to mid double-digit growth. Baseline adjusted EBITDA is anticipated to exceed $150 million, including approximately $40 million in growth investments, our SEC reported adjusted EBITDA is expected to be between $100 million and $119 million. Similar to net income, as we make our significant growth investments this year, adjusted EBITDA will contract more strongly in Q2 than it did in Q1, but then yield mid to high single-digit growth in Q3 and significantly stronger growth in Q4. As a reminder, growth investments are not added back when calculating our adjusted EBITDA. Total new student starts are expected to be between 31,500 and 33,000. We anticipate low to mid double-digit starts growth in Q2 and mid to high single-digit growth in the remaining quarters. Looking beyond fiscal 2026, our long-term financial framework under our North Star strategy remains unchanged. We continue to target revenue of more than $1.2 billion by fiscal 2029, representing roughly a 10% revenue CAGR through that period. And adjusted EBITDA approaching $220 million by that same year. We expect revenue growth to begin accelerating in fiscal 2027 with marginal EBITDA dollar growth emerging in 2027, and accelerating more significantly in 2028 and 2029. As a reminder, margin expansion will not be linear given the multi-campus build cycle and upfront investment requirements. And we continue to plan for $100 million or more of annual CapEx to support new campuses and program expansions. While the majority of the execution on our enrollments and revenue remains to be achieved this year, the first quarter marked a strong and encouraging start to our fiscal 2026. We delivered on our revenue and adjusted EBITDA commitments while advancing critical work for our North Star strategy. Our financial position provides the capacity to support these expansion efforts without compromising discipline, and the early performance indicators from our newest campuses reinforce our confidence in the repeatability of our model. We remain focused on converting these investments into sustainable enrollment growth, operating leverage, and long-term shareholder value. In addition to this earnings call transcript, we encourage everyone to review our press release, financial supplement, investor presentation, and upcoming 10-Q filing. These materials include the latest updates on our consolidated and segment results, strategic initiatives, and guidance. Thank you to our students, team, partners, and investors for your ongoing support. I'd now like to turn the call over to the operator for Q&A. Operator? Operator: We will now begin the question and answer session. To ask a question, you may press star then 1 on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing the keys. To withdraw your question, please press star then 2. At this time, we will pause momentarily to assemble our roster. Our first question is from Alex Paris with Barrington Research. Please go ahead. Alex Paris: Hi, guys. Hey, Alex. Can you hear me? Jerome Grant: We can hear you great, Alex. Alex Paris: Okay. Great. I just was switching from my speaker. So congrats on the quarter, better than expected, and we're on target for the full year. And you addressed this in your prepared comments, but wanted to dive a little deeper into from a color perspective. It starts where we're pretty much consolidated starts were pretty much in line with my published estimate. With stronger growth on the UTI side, and flat on the Concord side. Again, I hear you. In that you're approaching it on a consolidated basis. And I absolutely expected some better performance out of UTI starts because I believe more emphasis on it. I think you talked on the last conference call about shifting some marketing dollars to UTI adult and UTI high school. I was just wondering, you know, what sort of additional color you could offer. Jerome Grant: Sure. Well, thanks for confirming. I think the quarter in terms of starts came in exactly what we guided to. And frankly, it came in exactly what we expected in both of the divisions. I think the most important thing to consider when we looked at Concord starts for the quarter was they had an over 26% increase in the first quarter of last year. So their compare last year in the first quarter was very, very high. And so we expected them to be around flat this quarter. We have been investing more aggressively in UTI in front of the launches of both Atlanta and San Antonio. To be prepared for that, and we're starting to see the benefits. And as Bruce said in his comments, you know, we're absolutely on track to get what we expected in terms of high single-digit growth for the year with double-digit growth in the second quarter and then mid to high single-digit growth in the last quarter. So the teams are set. You heard my comments. The enrollments are rolling in right now. On both of the campuses. Over 300 kids ready to start down in San Antonio, and I'll remind you that we said at peak, our plan was to have a run rate of around 600 students. On average in the building, and so we feel great about our ability to meet or exceed that campus. We're just getting in the water on Atlanta, but, you know, signs are very, very positive initially there as well. Alex Paris: Great. And then what about investment into high school? Jerome Grant: Yeah. We added a number of high school reps. We added a number of high school reps in the fall, and that's be that you won't really see that payoff till next fall. Right? Because you know, they're focused on the kids who are juniors and seniors right now, mostly seniors, and are gonna be graduating in May. But the pipeline is filling quite well. As you know, as we head towards that May, June, July time period. So, you know, we really think we're gonna get the bang for the buck out of that investment. Bruce Schuman: The other encouraging thing, Alex, this is Bruce on the UTI starts. It was really nice kind of across the board. Pretty much every channel was kind of that nice mid-single digits. So we're encouraged about the start to Q1, as Jerome said. Alex Paris: Okay. And then while I have you, Bruce, just to recap on the CapEx comments. You said you're at $24 million year to date for the first quarter. And that's about 24% of full-year expectation. You're expecting $100 million this year. I think you said that too. Right? Bruce Schuman: That's correct. Our expectation is about $100 million for the full year. And just another quick note, of that $24 million, a full $19 million of that was road CapEx. So similar to kind of that roughly $8 million of OpEx, we had about $19 million of CapEx purely focused on getting these new campuses, new programs rolled out that Jerome was talking about. So, yes, that's correct. Alex Paris: And we should expect $100 million again in 2027. You got four new campuses. Planned already at this point for 2027. Bruce Schuman: Yeah. It's gonna be probably at least $100 million. It could be slightly higher, but it's in that general quantum of $100 million. That's right. Alex Paris: Okay. That's great. I'll get back into the queue. Thanks for that additional information. Jerome Grant: Great. Talk to you again soon. Alex Paris: Yep. Thanks. Operator: The next question is from Steve Frankel with Rosenblatt. Please go ahead. Steve Frankel: Good afternoon. I'd like to ask a couple of questions about the Heartland Fort Myers campus. When you first announced this, one of its unique characteristics was it was gonna be cash pay because you had the growth restrictions removed. Now that those have been removed, is this ending up being a combination of government loans and cash pay, or is it still cash pay at this point? Jerome Grant: No. Absolutely. Rolling forward, it's gonna operate like every other campus. You know, there are sport programs associated with Heartland, but then also students have options to government loans, Pell grants, and the like. You know? My commentary around how the approval machine is working right now with the Department of Education is underscored by the Heartland situation where we submitted and received our approval for title four funding there after getting a creditor approval. We submitted and achieved our approval within seventy-two hours. And so, the lines of communication are wide open, and, you know, we're aligned on our ability to move quickly to try to solve this workforce gap. Steve Frankel: And, in terms of the quick response from regulators, is the same true on the state level in the states where you're operating? Or are you still battling some bureaucracy there? Jerome Grant: Well, no. Not the same. Not all the state levels. The state levels are operating as they always have, right? And you know, sometimes as you enter new states, etcetera, one of the reasons why we talk about the timing of launching before campus that we've announced already for 2027 is, you know, sometimes state governments will only meet on a topic like this once every six months. And you've gotta wait in line. And if you get on that docket, you do or you gotta wait six months, and that can affect your start of a campus. So far, for Fort Myers, for Atlanta, and for San Antonio, we're absolutely where we wanna be. Our planning was in place. The timelines are holding, and we're happy to see what's happening. But you know, with the regulatory environment in states, creditors, and the federal government, you know, there sometimes can be some sway. I guess what we're signaling is one of the biggest pieces of sway over time was title four funding in the federal government, and that's something that's operating quite well. Steve Frankel: Okay. And then, you know, I know the divisional profitability can swing around a lot. Period to period, but the margin pressure in the quarter at Concord, what do we attribute that to? And do you expect margins to bounce back there fairly quickly? Bruce Schuman: Yeah. Steve, this is Bruce. So really the little bit of a decline there in EBITDA margins, frankly, both sides on the Concord and the UTI side, that's directly attributable to these growth investments. Right? We're gonna have kind of this profitability dip here this year that we're navigating through as we execute on these growth investments. That's all it is. There's nothing structurally wrong or something going on at the divisional level. It's really just the growth investment being applied appropriately as we navigate through that. That's what drove the decline. Steve Frankel: Yeah. Was just checking in on that. Alright. Thank you. I'll jump back in the queue. Bruce Schuman: Thanks. Thank you. Operator: The next question is from Jasper Bibb with Truist. Please go ahead. Jasper Bibb: Hey, guys. Just wanted to ask like I guess, give you confidence in the reacceleration for starts over the balance of the year. Sounds like in your framework, the fiscal second quarter starts would be particularly strong versus fiscal first quarter. So I guess hoping to get some more color on the drivers of that improvement. Is it easier cost? Is it more marketing dollars? Jerome Grant: Well, it's a combination of things. First of all, just to underscore, the first quarter starts were exactly where we guided to. And, you know, give us at least more in the fact that the momentum continues to build. The second quarter you start to build the momentum around some of the new programs that are starting the campuses in the Dallas expansion, which is coming to life in the second quarter, and then the San Antonio campus, which opens. And so you know, that's where you start to see the acceleration of start growth in that quarter, which leaves only Atlanta in the end of the third, beginning of the fourth quarter to open. And so that's what we mean when we're talking about momentum. Jasper Bibb: That makes sense. And then can you remind us or frame for us how large those first start cohorts at San Antonio and Atlanta might be in the second quarter and the third quarter? Jerome Grant: Well, they're quite small. But remember, look at UTI. The first March of the year are only half of the starts for the year, and then the fourth quarter is half. Right? And so, you know, any swing of 25 or 30 students, which is maybe a cohort for, you know, starting a new aviation program, etcetera, is sort of a law of small numbers, swings the numbers pretty significantly. And remember, we're gonna be opening over 20 programs this year. Right. And they're all starting to come to life in the second, third, and fourth quarter. And so and they're each one of them is individually small, but when you start putting them together, it starts to move the needle. Jasper Bibb: That makes sense. Last one for me. Just wanna ask, you know, what you're seeing on marketing yield and student acquisition costs? Jerome Grant: We're continuing to see improvement. We're continuing to see that the tools we're putting into place are finding us efficiency and effectiveness in the channel. I think that, you know, a lot of the experiments we're doing with AI-driven technology, etcetera, is helping us quite a bit in the channel. Our targeting is much more precise. And, therefore, we're able to get more leads for the buck. In this space. So, you know, we're very happy with what we're seeing so far. Bruce Schuman: Yeah. I would agree, Jasper. Probably just add quickly. If you look at our marketing dollar efficiency, as a percent of revenue, it is up a little bit. Q1 2026 versus Q1 2025, about a point or so, and that's directly tied to these new campus openings and new locations, new programs, and that's why it's ticked up a little bit, but it's for the right reason to make sure we drive those enrollments. Jasper Bibb: Yeah. Thanks for taking the questions, guys. Operator: The next question is from Griffin Boss with B. Riley Securities. Please go ahead. Griffin Boss: Hi, good evening. Thanks for taking my questions. I appreciate all the color and transparency. So just one for me. I don't think I heard anything about this in the prepared remarks. On the last earnings call back in November, you discussed adjusted free cash flow expectations for fiscal 2026 of $20 to $25 million. I think I heard a reiteration of that. Just curious if you could you had anything to update there or if you're still looking at that same level of free cash flow for the year. Bruce Schuman: Oh, yeah. Thanks, Griffin. This is Bruce. So, yes, we're definitely reiterating the same level kind of in the $20 to $25 million range for the year. And, again, that's just directly attributable. You look at that sort of $100 million CapEx bill for this year, a full $75 million of that is growth CapEx. So that's what's driving kind of that dip in free cash flow. But, yes, we're reiterating that same range. We feel really good about our execution, frankly. The first quarter kind of right on spending 24% of the year. We feel really good about how that's playing out, and we are definitely reiterating that same range. Griffin Boss: Okay. Got it. Great. Thank you, Bruce, and appreciate the progress. Thank you for taking my question. Bruce Schuman: Great. Thank you. Operator: The next question is from Eric Martinuzzi with Lake Street Capital. Please go ahead. Eric Martinuzzi: You talked about the positive momentum out of the gate at the Fort Myers Heartland campus. Curious to know if there's any appetite for other Heartland locations and what the timeline might be for them. Jerome Grant: Oh, I mean, we have no new locations to announce. But we are in active conversations with them. They're happy. We're happy. We're seeing the signs pointing in the right direction. You know, it's early in the cycle. The first two cohorts did sell out. We have waiting lists associated with them, and their needs are not declining. So, you know, Heartland and other DSOs are very keenly interested in what we have, which is a very large dental hygiene program that can be scaled upon. So nothing to announce today, but we're having some very healthy conversations. Eric Martinuzzi: Okay. And then on the UTI side, as far as partner initiatives, anything new to report and this can be across auto, diesel, aviation, partners pulling you or asking more of you in calendar 2026. Jerome Grant: Yeah. I mean, you know, one of the things that we've tipped to, and we don't again, we don't have anything to announce today on the UTI side for that, is that the Heartland model has peaked a lot of keen interest from major manufacturers and employers on the UTI side as well. Right? And as we've also said, some people are in sort of a wait and see mode. Let's see what you get out of it. I think of selling out the first two cohorts has accelerated some of those conversations because there are other sectors where the needs are just as high as they are in the dental areas. And so our business development team is actually working quite hard to work on some of those deals as well. Eric Martinuzzi: Yeah. Thanks for taking my questions. Operator: The next question is from Raj Sharma with Texas Capital Bank. Please go ahead. Raj Sharma: Questions. Again, congratulations on a beat and reiterating the year. Like, I had a couple of questions on the just the EBITDA, noticing the EBITDA margins even after adjusting the growth OpEx, it seems like the margins are slightly lower? Then last year, any sort of color there? Bruce Schuman: Well, I mean, thanks, Raj. This is Bruce. The vast majority of that decline year over year is the growth investment. I mean, there could be some timing variability. For example, in Q1, I mentioned before, our sales and marketing has ticked up a little bit. As we get ready for some enrollments here. In our new campuses. But by and large, the vast majority of our decline this year is due to the growth investments. The underlying base business, we are still expanding margins on the core if it weren't for the growth OpEx. Jerome Grant: Yeah. I think the modeling is important to lay out here. Which is, you know, after growth investments last year, or without growth investments, we would have printed around $133 million in adjusted EBITDA. Our baseline pointer right now for this year is somewhere in the mid-150 range. Fifty-six. That's right. That's the core business margin growth. So you're definitely gonna see it. Raj Sharma: Right. So it's the timing, you know, through the year, the baseline core EBITDA is gonna move up. Bruce Schuman: Yeah. Exactly. Raj Sharma: Got it. This is exactly. Raj Sharma: Right. So on starts, do you break out the old can you give more some color on the old campuses where it's versus the new campuses? Are they performing consistently I mentioned I think, Bruce, you mentioned consistently mid-single digits across Is that true for the old all of the campuses across? Anything stands up? Jerome Grant: We're now in year three at Austin and Miramar. And so they're not considered new campuses anymore. We're just we wanted to outline for you so that, you know, folks can have confidence in the models we're putting together for all the new campuses that we're launching that both of them are performing at and significantly above what those models were. But you know, the new campuses are just coming online right now, and we won't have the ramp rates on those probably until next year to be able to talk about. So, you know, I don't like to call them old, but every campus right now is in the same boat. They're all at run rate. And so, no, we don't have any variation to report. Raj Sharma: Got it. Think and you also you don't break out the young adults versus the high school students as they're any sort of Jerome Grant: Nope. Raj Sharma: No. No. We Jerome Grant: Well, I mean, we've already always talked at UTI about the three different tributaries of our of our you know, of the UTI piece. Now it's inconsequential on the Concord side. The average demographic is somewhere between 25 and 35 years old, so there's no such thing as young adults versus older adults. But on the UTI side, you know, somewhere in around 35% of the students come right out of high school. You're not gonna see any of those until the fall. Right? And then the balance 15% come from military, and then the balance are people who, as I've always said, are people who should have come right after high school but went out into the unskilled labor market and are now looking for a career. And so, you know, just about everything you're seeing right now in Q1, two, and three is that adult population. And you know, so that's probably the best contour I can give to you for right now. Raj Sharma: Got it. Got it. So consistently, the different campuses and are performing consistently, you know, they're gonna grow. The EBITDA is gonna the core EBITDA is gonna improve. There is no sort of changes. Businesses usually I mean, the Jerome Grant: the variation the variation on the legacy campus over campuses over the next four years is gonna be variation driven by the timeline for implementing new program replications on those campuses. You know, we're opening five new programs in Dallas. With four new programs in Dallas with the expansion that we put into it. So Dallas is gonna grow at a higher rate. Than putting one program on another campus. But so you sort of have to look at how we're distributing the program replications, which is over 20 this year across the 33 campuses. And those are really the only variations you're gonna see off of sort of the normal run rates that we've given you. Bruce Schuman: That's right, Raj. But like for like programs, there's a very high degree of consistency. Between campuses and how they perform. Raj Sharma: Got it. Got it. Thank you. And then one last question for me. Are you are you at all concerned that there could be, you know, DOE or regulatory changes if the Democrats take the midterms? And especially new school new school approvals. As you move forward. Jerome Grant: No. And, yeah, the reason is that new school approvals and the regulations associated that are directly associated with the Department of Education and those regulatory bodies, they are not legislative approved. They're approved by that department. And so we don't anticipate any changes in what's going on with the department. Now that being said, I just wanna be clear. We operated and grew quite well during the Biden administration. Right? It is that, yes. Approvals move more slowly. There were more regulations on the channel in that time frame. But when you graduate 70% of your students and 85% get jobs in market within a year, you're operating above the fray of anybody that anybody's keeping their eye on as a bad player. And so, you know, regardless of a red or blue administration, you know, our plan operates quite well. Raj Sharma: Got it. Thank you so much for answering my questions. I'll take it offline. Again, congratulations on the solid results. Jerome Grant: Thank you so much. Thanks, Raj. Raj Sharma: Cool. Thanks. Operator: The next question is from Mike Grondahl with Northland Securities. Please go ahead. Mike Grondahl: Hey, guys. Thank you. First question, just you know, peeling the onion back a little bit on San Antonio. And Atlanta, it sounds like those are off to good starts. Would you say you spent the marketing dollars you expected to help those? Did you spend a little less? Just kinda curious in this demand environment, how that went. Bruce Schuman: So I'll give you my perspective, Mike. Yes. We did spend some incremental marketing on those. We feel very good about sort of the initial initial signals we're getting on enrollment pipeline is quite good. You know, frankly, a lot of our you know, $8 million even we talked roughly $8 million of growth OpEx was very focused on San Antonio, Atlanta, getting those ready to open well and make sure the expansion's even in the program expansions were done on those campuses. So yeah, we did spend some more, and we feel good about the initial yield we're getting from that investment. Mike Grondahl: Got it. And then maybe for Jerome, you know, it seems like the macro backdrop from two years ago has gotten a lot better. And I'm talking one sort of four-year college, return versus trade schools, and just job demand helping. Where do you see the backdrop going from here? Next couple years? Can it continue to get better? You just want it to stay where it's at? I don't know, Jerome. I'd love your thoughts there. Jerome Grant: I mean, it took decades to in a sense, atrophy the sort of cultural divide between the trades and four-year education. Right? Starting in the eighties when high schools started drying up their CTE programs and adding more academic subjects, because we felt like we were falling behind in terms of academics in America. It took decades for that to atrophy. I don't think that there's a switch that flips overnight that, you know, suddenly alternatives to a four-year education become much more popular for a lot of students than a four-year education. Right? That being said, you are seeing an inflection point where there's significantly more energy being applied towards the awareness that we need a lot of tradespeople. You know? The CEO of AI companies saying AI is one thing, but I can't build data centers because I don't have electricians and welders. And my data centers are falling behind. Those are the kind of things that are making say, well, wait a minute. Everybody doesn't have to be, you know, a sociologist or a teacher, etcetera. Being a welder is a great thing to do. Being an electrician is a great thing to do. And so we're seeing the movement and we're seeing that in the interest, and we're seeing that in our relationship in Washington as being much more collaborative around, okay. What else can we do to encourage this? But you know, I don't and I do think that that's going to continue. Because a lot of the changes I've made are durable changes about what we're gonna build here in The United States and what we're not gonna build here in The United States. And that means the demand's gonna continue to increase. But you know, but there's not a light switch that flips and the whole thing moves. We're gonna continue to fight the fight. Get the message out, and I do think that the environment's gonna continue to evolve in this direction. Mike Grondahl: Got it. And then maybe just lastly quick, any updated thoughts on acquisitions? Jerome Grant: We've spent a lot of time in the last quarter really sort of getting the engine ready to execute on this aggressive plan, you know, with three campuses in the chute to open up in the next few months. 20 some programs opening in the next few months. That's taken a lot of our attention. And as I've said, I think on other calls, you know, frankly, because of the macro environment, we talked about in the question before this, there isn't that much inventory out there. There aren't that many people in the space who are saying, I've gotta get out of this business because they're seeing what we're seeing, which is the ability to navigate more freely, the ability to move more quickly, and the ability to attract students in many, many, many major metropolitan areas. And so you know, exiting is not been strong on the minds of many of the people that we see in the space. Mike Grondahl: Thanks, guys. Operator: This concludes our question and answer session. I would like to turn the conference back over to Jerome Grant for any closing remarks. Jerome Grant: Well, thank you, operator. I appreciate that. Like to thank everyone for attending the call today. Now as always, Bruce, Matt, and I are available to follow-up questions and we encourage everyone as always to visit one of our campuses. We had a lot of visits this last quarter from investors, and we really appreciate that interest. If you're interested, we'd be happy to host you. We look forward to speaking to you at our next quarterly output, which will be in May. So thank you very much, and have a wonderful evening. Operator: Conference has now concluded. Thank you for attending today's presentation. You may now disconnect.
Operator: Ladies and gentlemen, good afternoon, and welcome to the Moelis & Company Fourth Quarter and Full Year 2025 Earnings Conference Call. To begin, I'll turn the call over to Mr. Matt Sucrose. Matthew Tsukroff: Good afternoon, and thank you for joining us for Males & Company's Fourth Quarter and Full Year 2025 Financial Results Conference Call. On the phone today are Navid MamMuzatagan, CEO and Co-Founder; and Chris Calosano, Chief Financial Officer. Before we begin, I would like to note that the remarks made on this call may contain certain forward-looking statements which are subject to various risks and uncertainties, including those identified from time to time in the Risk Factors section of Moelis & Company's filings with the SEC. Actual results could differ materially from those currently anticipated. The firm undertakes no obligation to update any forward-looking statements. Our comments today include references to certain adjusted financial measures, We believe these measures, when presented together with comparable GAAP measures, are useful to investors to compare our results across several periods and to better understand our operating results. The reconciliation of these adjusted financial measures with the relevant GAAP financial information and other information required by Reg G is provided in the firm's earnings release, which can be found on our Investor Relations website at investors.malls.com. I will now turn the call over to Navid. Navid Mahmoodzadegan: Thank you, Matt. It's great to be with you all this afternoon. We closed 2025 with significant momentum and entered 2026 from a position of strength, underscored by elevated levels of client activity, record new business generation and the highest quality talent and breadth of expertise we've ever had. We earned record fourth quarter revenues of $488 million. And for the full year, our adjusted revenues grew 28% to $1.54 billion. Our revenues in 2025 were driven by 35% growth in M&A, a record-setting year for our capital markets business and double-digit increases in both average fees and number of completed transactions. Momentum continues to build across our business. Since our last earnings call, we advised on a number of notable M&A transactions, including Netflix acquisition of Warner Bros. Allied Gold sale to Zijin Gold and Ventix Biosciences sale to Eli Lilly. Outside of M&A, we advised on USA Rare Earths transformative partnership with the U.S. Department of Commerce, the debt restructuring of King of dula Economic City and xEnergy's pre-IPO convert transaction. Constructive financing markets and strong equity market performance are setting the stage for an active transaction environment in 2026. The breadth and depth of M&A activity that we saw at the end of last year is expanding and accelerating. Strategics are becoming even more active as the Boards gain confidence to pursue larger transformational deals to drive scale and best position themselves for rapid technological shifts. Sponsor activity is also building as valuation alignment improves and sponsors respond to growing pressure to deploy and return capital to investors. While larger cap transactions have been driving the M&A market, momentum in our pipeline gives us increasing confidence that activity will broaden across transaction sizes as the year progresses. In capital markets, our team is benefiting from increased investor appetite across growth-oriented sectors with strong capabilities in both the public and private markets. With respect to capital structure advisory, we continue to see a long runway of liability management assignments driven by the significant leverage that exists across many companies, compounded by the accelerating pace of technology disruption. And over time, we anticipate more traditional restructurings as prior out-of-court solutions run their course. Finally, following substantial investment in 2025 our private capital advisory business is gaining meaningful traction and is well positioned to serve our sponsor clients as the GP-led secondary market continues to hit record levels. Our thesis for this business is clearly being validated. Our PCA team is fully integrated with our industry and financial sponsor bankers and our secondaries pipeline is developing rapidly. We continue to invest in this area with the addition of a Managing Director focused on private credit secondaries joining next week and with another MD joining later this year, we will have a team of 7 Managing Directors dedicated to GP-led secondaries. This growth enhances our ability to support sponsor clients and reinforces our conviction that PCA will be an increasingly important fourth pillar of our firm. Against this constructive backdrop, we see significant opportunity to continue growing our client capabilities and footprint. During 2025, we added 21 managing directors, including 9 lateral hires. In the beginning of 2026, we promoted an additional 13 professionals to Managing Director, bringing our total MD count to 178 as of today's call. These promotions, together with our continued hiring, deepen our global centers of excellence and further align the firm with the largest market opportunities. Given our strong revenue performance and the maturation of our recent investments, we delivered meaningful operating leverage this year highlighted by a 320 basis point improvement in our adjusted compensation ratio to 65.8%. Our capital position remains strong with no debt and substantial cash and we materially increased our capital return through significant share buybacks in the fourth quarter. In summary, our coverage platform and our culture of collaboration have never been stronger, our business outlook is positive and our pipeline is near record levels. We are confident in our ability to continue driving growth while generating operating leverage and delivering sustained value for our clients, our shareholders and our team over the long term. With that, I'll pass the call to Chris to review our financial results in more detail. Christopher Callesano: Thanks, Navin, and good afternoon, everyone. We reported record fourth quarter revenues of $488 million, an increase of 11% versus the prior year period. For the full year, our adjusted revenues increased 28% to $1.54 billion. As Navid said, our revenue growth was driven by year-over-year increases in M&A and capital markets, partially offset by a decline in capital structure advisory. Our business mix for the fourth quarter and full year was approximately 2/3 M&A and 1/3 non-M&A. Turning to expenses. As Navin mentioned, we saw a significant improvement in our adjusted compensation expense ratios, which were 61.1% for the fourth quarter and 65.8% for the full year, down from 69% last year. Adjusted noncompensation expenses were $60 million for the fourth quarter, resulting in a 12.4% noncompensation expense ratio. Our adjusted noncompensation expenses for full year 2025 were $224 million, resulting in a non-compensation expense ratio of 14.6%, down from 15.9% in the prior year. The main drivers of the expense growth for the year were increased deal-related T&E and client conferences, continued investments in technology and data, including AI and higher occupancy costs due to headcount growth. Given our ongoing investments in technology, increased deal activity and headcount, we currently anticipate full year 2026 noncompensation expenses to grow at a similar rate to 2025. Our adjusted pretax margin was 28.6% for the fourth quarter and 21.5% for the full year 2025, representing 510 basis points of improvement from a 16.4% adjusted pretax margin in 2024. Regarding taxes, our normalized corporate tax rate for the year was 29.8% and our effective tax rate was 22.4%. The difference in rates is primarily driven by the excess tax benefit related to the delivery of equity-based compensation in the first quarter of 2025. As a reminder, consistent with prior years, the annual vesting of RSUs will occur later this month, and we expect to recognize an excess tax benefit, which will favorably impact Q1 EPS. Our revenue growth and reductions in both our comp and noncomp expense ratios contributed to EPS gains. For full year 2025, we reported adjusted EPS of $2.99 per share representing an increase of 64% from the $1.82 per share in 2024. Turning to capital allocation. The Board declared a regular quarterly dividend of $0.65 per share. During the fourth quarter, we increased buyback activity, repurchasing 716,000 shares in the open market at an average price of $62.96 per share bringing total repurchases for the year to approximately 950,000 shares. For the 2025 performance year, we will have returned $284 million of capital to shareholders through dividends, net settlement of shares and open market repurchases. Additionally, the Board authorized a new share repurchase program of up to $300 million with no expiration date. And lastly, we continue to maintain a strong balance sheet with $849 million of cash and no debt. With that, let's open the line for questions. Operator: [Operator Instructions]. And our first question comes from the line of Devin Ryan with Citizens Bank. Devin Ryan: And goodafternoon Navid and Chris, how are you. Navid Mahmoodzadegan: Good, Devin. How are you doing. Devin Ryan: Doing great. First question, just kind of on the broader advisory outlook. So clearly, a good year in 2025, growing 28% year-over-year even without having kind of sponsors at their, I'd say, potential, and this is clearly an important customer base for Ola. So shows that you guys were able to kind of work with a number of different sizes of customers and types of customers. But on the sponsor specifically, how would you frame kind of the order of magnitude of how much upside there is towards kind of more of a normal level and the impact for Moelis because you're coming off of a very good year, but it still feels like there's probably maybe another step function of sponsor is truly reengaged, but just love to get some sense from you and if you can kind of frame out how you think about quantifying that? Navid Mahmoodzadegan: Sure, Devin. Thanks for the question. I think the premise of your question is exactly right. As we -- as 2025 developed, we saw an increasing velocity of sponsor deals. We think there's still a fair amount to go before we get the kind of volumes that I think will create more equilibrium between capital return and deployment. I do think both in terms of opening up the aperture to more deals in the middle market. I think that's coming in 2026. That's certainly what we're seeing in our pipelines and our conversations with sponsors. We've talked about it on a lot of the previous earnings calls there's just a real push from LPs to get capital return in these portfolio companies. I think we're reaching the point where the financing markets are good, the broader economy is good, inflation seems to be under control. And this is the point where valuations are what they are in the market, and I think sponsors are getting their head around what options are available to them to get return back to their LPs. One of those options in addition to M&A is doing a GP-led secondary and that's 1 of the reasons why we're super excited about that business. We have now an industry-leading GP-led secondary capability to pair with our industry-leading sponsor coverage and industry-leading M&A capabilities to bring the sponsors to be a solution provider to help solve those issues. And I think we're really seeing an opening of the market. I think that's going to happen in 2026. And I think we're really well positioned to take advantage of that. Devin Ryan: That's great color, Navid. And then just as a follow-up on the restructuring liability management. You mentioned kind of a long runway of activity here. Can we maybe just parse through that a little bit more, like how we should be thinking about a base case for the level of activity there. Is it something around what we've been seeing like you can kind of hold the line or view that maybe it takes a little bit of a step back, but the high -- it stabilizes at a higher base. Just love to kind of think through what kind of that looks like right now? I appreciate there's obviously scenarios where if an economy rolls over, it could be more active, but that probably wouldn't be as good for M&A. So I just love to think about kind of the base case for what that long runway suggests. . Navid Mahmoodzadegan: Sure. So as we look at the base case as you put it, we do think there is this long runway of companies. There's just a number of companies that took advantage of very favorable financing a very favorable rate and financing environment to take on a fair amount of leverage over the last many years through the last cycle. There's still -- some of those companies have done various stages of liability management exercises, but you still have a lot of balance sheets that are still out of whack, quite frankly, relative to the size and the earnings of those companies. On top of that, you see technology disruption coming and it's going to impact some of these sectors pretty dramatically. And so as we look out into the future, I think there's just going to be many, many companies that still have to grapple with their balance sheet. I think some of that's going to happen through amended extends and liability management type exercise out of court. But I think some of those companies are going to tip in to more active in-court restructuring assignments. And again, we're well positioned for all of that. In addition, we've significantly bolstered and invested in our creditor site capabilities so that if we're not on the company side in these situations, we have a really good seat working with creditors there. And we're really excited about the rise of that business and our traction in that business. So a year ago, you said to me, remember we came off a really strong 2024 on the CSA side of the business that we sort of predicted that our business might be down a little bit, given the market backdrop. As I look out this year, I'm predicting flat to up as opposed to flat to down in terms of the strength of our business in what we call CSA. Devin Ryan: Yes. That's really helpful. Appreciate it. . Operator: Our next question comes from the line of James Yaro with Goldman Sachs. James Yaro: I wanted to touch a little bit on on the M&A composition of 2025 and what we could see for 2026 and beyond. [ 2025 ] was a heavily mega cap M&A driven market. So I'd love to just get your perspective on the outlook for large deals to continue and juxtaposing that versus the outlook for smaller deals, which I think ties into your sponsor comments. And then I guess if you take a step back, when and why would smaller deals catch up to the big ones? Navid Mahmoodzadegan: So look, I think as we look out into the next few years, I do think there's a real possibility of the bigger cap type transaction that we've seen a lot of last year was really a close to a record year on the larger side of the curve of transactions, that continuing. And I think the reason that's going to continue is the motivation to create more scale for these larger companies to serve their customers, to create efficiencies to best position themselves for technology change. Those motivations are only accelerating and you have a market environment, a regulatory environment that's allowing those kinds of transactions to happen and who knows how long that's going to last and a financing environment and a stock market that's conducive to promoting those kinds of transactions. So we continue to see very active dialogues with our clients on these bigger type transactions. But I think we're at that point now where this middle market, which we talk about, which has been more muted because there's been sort of a disconnect on buyer-seller expectations, we had financing costs that had risen, which make it harder to finance new buyouts of these companies. You had tariffs and inflation and all of those things that make it hard to underwrite a purchase of those kinds of companies. A lot of those issues have dissipated and this pressure from LPs to get money back, that the pressure they're putting on the private equity firms is still really there. And so I think we're at that point where a number of the financial sponsors who own these portfolio companies now for 6, 7, 8, 9 years, are finding it hard to do anything other than actually go to market and see what the market will bear in terms of the price for these portfolio companies. And I just think that's increasingly happening. There's really no reason to wait at this point unless there's something specific with that company, where you see there's going to be a step function up in the earnings of that company in a year it now is what it is, it's time to monetize, and I think more and more sponsors are bringing those companies to market. James Yaro: Excellent. Very clear. So you've talked about a lot of areas of positivity here. I just wanted to touch on 1 area, which is evolving a lot recently, which is geopolitical backdrop. When you're in the boardroom, is that having any impact on dialogues? Or is it just that we've seen so many different permutations of geopolitical considerations that boards are getting more comfortable with that at this point? Navid Mahmoodzadegan: So it's a great question. And of course, geopolitics and what's happening on the world stage is always a topic when we're in board rooms and we're conversing with clients over potential transactions. Uncertainty is never a friend generally of larger scale corporate transactions. And so certainly, if there was to be some kind of exogenous shock, some geopolitical flare-up that's significant -- that could have an impact on the level of transaction activity as we roll forward. But you're right. I think in a certain respect, there's been, over the last year, just a lot of activity and people may be coming a little numb to some of the flare-ups, the short-term flare-ups and sort of saying, look, I got to do what I need to do to position my business, the best I can. We know technology changes coming. We have to be prepared for that. We have to position ourselves well for that. We know the equity markets are rewarding focus and execution and growth and simplicity of story. We know that's happening. So let's undertake corporate transactions that help us best position ourselves for equity value creation and for dealing with technology disruption that's coming. And perhaps unless there's a very visible geopolitical thing that's on the horizon, people are kind of playing through that. James Yaro: That's super clear. . Operator: And our next question comes from the line of Alex Baum with KBW. Alexander Bond: Just a question on the revenue backdrop and how you expect the cadence of revenue recognition to play out over the course of the coming year. So it's only been a month to start the year here, but on the announcement side at the industry level, it's been a little weaker than most had hoped. And from what we can see in the public completion and pipeline data for all specifically the first quarter looks like it could be a little bit on the lighter side relative to the past couple of quarters. But with all that said, the overall backdrop obviously remains really constructive. So wondering how you're thinking about this and maybe if you're expecting revenues to potentially be more back-half weighted this year as the environment continues to improve. Yes, any color there would be great. Navid Mahmoodzadegan: Yes. Look, I don't -- I appreciate the question, Alex. I don't -- we don't want to extrapolate too much based on a month or any particular snapshot. Here's what I can tell you. We -- as we've talked about, we see a really constructive and conducive environment for transactions. We see our clients having a lot of motivation to do transactions. We see our new business generation activity at all-time highs, and we see our pipeline at all-time highs. So how that plays out in terms of specific months and specific quarters is always a little tough to predict. But -- and I think you're right, in an improving environment, you tend to see the first quarter be the weakest quarter seasonally and you build through the year. We certainly saw that last year for us. So I don't want to make any predictions about the first quarter versus the second quarter, et cetera. I just think when you look out into the outlook for 2026 and beyond 2026, we're really optimistic. Alexander Bond: Got it. No, fair enough. That makes sense. -- then maybe for a follow-up, just on comps. So really strong leverage there in the quarter and the full year. But thinking about, again, 2026, if the year plays out as expected from a revenue setup and volumes improve, at a solid rate. Can you just give us your updated view on the cadence of maybe getting to that low 60s kind of normalized range that you've highlighted previously. Navid Mahmoodzadegan: Yes, sure. Thanks for the question. Look, we're really pleased with our ability to bring that comp ratio down. Just by way of reminder, we did have an elevated comp ratio as market revenues were weaker and we were making substantial investments in the business and saw the opportunity to really catapult our business forward, went from 83% in 2023 to 69% last year and now 65.8%. So we're really pleased with that progress. I think we can continue to do even better than 65.8% to your -- to the point of your question, how much better we can do in 2026, I think will really be dependent on 3 factors: One is what revenues we produce in 2026. That's always a really important determinant in terms of the leverage we can create in the model. Second, what's the environment for banker pay and competition for bankers. It is a competitive market out there. We've pointed that out in previous calls, and we need to obviously protect our base of great bankers we have, and we want to keep growing. And our ability to find great bankers who fit the culture, who are industry leaders and big TAMs, it's not easy to find those people. And when we do find those people and they want to come, if we can make a sensible deal with them, we want to bring them on board. And so how many of those people we can bring on board in 2026 will also impact the specific comp ratio in that given year. So we try to balance all of that. We want to bring the ratio down. I think we're committed to doing that. But we want to do that in the context of still taking advantage of all the opportunities we see in front of us all the great dialogues we're having with bankers who want to join the firm and trying to get more and more of those people to join so we can attack this great opportunity we see in front of us. Operator: And our next question comes from the line of Brendan O'Brien with Wolfe Research. Brendan O'Brien: To start, Naved, you alluded to this a bit in your prepared remarks, but just 1 of the big topics of discussion at the moment is AI disruption and the potential implications for the outlook for M&A activity. On the 1 side, I understand that this can be a catalyst for more strategic activity, but just given software companies represent a significant portion of inventory there's risk that they could struggle to exit a significant portion of their portfolios. So I just wanted to get a sense as to how you view these puts and takes and whether you've seen any impact on your discussions around some of these PE softwae companies? . Navid Mahmoodzadegan: Thanks, Brendan. Look, I think it's an excellent question, and I think your framing of it is spot on. As we talked about earlier, I think in a lot of different parts of the economy in different industries, AI disruption technology shifts are accelerate of M&A activity. And in other parts of the ecosystem, although we haven't seen yet there's not 1 example I can point to where AI has created a restructuring opportunity in the near term. That's probably coming at some point. Software is getting a lot of attention these days. The public markets are clearly devaluing the multiples on software companies and SaaS companies are coming down because people are worried about the threat to the business model that AI brings. At some point, that could impact the ability of those companies to finance themselves, and that could lead to transactions that look more like liability management transactions than M&A transactions. And so we're watching all of that. We're obviously in active dialogue with all our clients about all of those trends. I think you're right to point out that disruption could have a counter effect relative to M&A, but it also could create other opportunities for us to give advice to clients that have to deal with balance sheets in those spaces that are coming under stress. So early days. We're monitoring it really carefully and more than anything, look, we're in the business of giving advice. And disruption creates the opportunity for us to get closer to our clients and help them navigate through those periods. Brendan O'Brien: That's helpful color. And for my follow-up, I just wanted to get an update on the time line for the PCA build out. I know you guys have previously indicated that you think this business could get to a couple of hundred million in revenues but that's likely to be a relatively nonlinear growth curve. So I just wanted to get a sense as to how we should be thinking about the trajectory into next year, how far -- how much or how far along that growth path you could be by 2026. Navid Mahmoodzadegan: I don't want to make a specific prediction on 2026. Here's what I'll say. We love the team that we're putting together. We love the dialogues we're having with additional folks who may want to join the team and the early reception from our PE clients has been phenomenal. Our thesis here is spot on. We have such great relationships in the sponsor community and they're so long-standing and deep and our coverage teams do a great job there. We have incredible industry bankers, and we were missing this capability so that we can actually go and have conversations with sponsors about GP-led secondaries. And now we're able to have those, and we're winning mandates and we're executing mandates, and it's ramping pretty much exactly the way I thought it would ramp. And I think the opportunity for this to be a very meaningful business for us like our CSA businesses, like our capital markets has ramped. I think it's going to be a business that's just like that in terms of the size and scale and the quality. It's just the question is on what time period that happens. And I'm optimistic we'll be able to achieve that over the next few years. Operator: And our next question comes from the line of Brennan Hawken with BMO Capital Markets. Brennan Hawken: And I think that's the first time we went Brendon to Brennan. So there we go. So I appreciate the comments, Navid, on the comp leverage uncertainty. But given we've got a marketplace that's really active, and therefore, it's probably good bankers might be a bit low to move because they want to be there for their clients given competition for talent is elevated, so costs are there. Why not maybe ease up on the throttle a little with recruiting at this just current moment, not necessarily changing the opportunity set, but just saying maybe it's not the best time. How do you balance that? Navid Mahmoodzadegan: So Brendan, it's a good question. And look, we're only going to do deals that make sense for the firm in the long run and make sense for the culture of the firm. But these individuals, a uniquely talented individual in an area that we want to be in or in a sector that we want to be in that fits our culture that's a high bar. It's a very, very high bad across. And when that person shows up and you start a dialogue with them and you know they're going to trade. And by the way, when they trade, they're probably off the market for a number of years. Bankers don't like college football players these days where they're trading themselves, marking themselves to market every year. They're going to be at a firm for a period of time. And so when you find that person who's perfect for your platform, and again, culture is critical. We're just not hiring great bankers. We're hiring great bankers that want to be part of the team, a collaborative team. And when that person shows up, and you have a good dialogue and they're ready to move for whatever reason, they don't love the firm. They don't feel like they got paid the right way, something happens inside their firms, they don't like it anymore or their firm lets them down on some assignment. When that person shows up, you may lose them for a number of years if you don't move. And so we don't always -- can always dictate the timing and these people are unique. They don't grow on trees. So look, we're very cognizant of the pace of what we do. We're very cognizant of our ability to onboard people the right way and make sure we can get them going the right way with the right support. And we're very cognizant about deal structure. And beyond that, some of the timing is a little out of our control. Having said that, as we said before, the comp ratio and our ability to get leverage and our ability to make sure we're being prudent there is at the very top of our concerns as we think about growth of the company. Brennan Hawken: That actually is really helpful in framing it. I appreciate that answer Navid, and obviously, you guys did a good job on the comp leverage here recently. So we can certainly point to that. Following up on 1 of Brendan's questions. And if you think about software and IT services within your sponsor franchise. It's kind of tricky because the public data doesn't do a great job of capturing all your activity. How big are those sectors for your banking and activity-driven business. And I know you spoke to the fact that it might be somewhat fluid, it might shift from an M&A discussion to a liability management discussion. So thinking about it broadly just across MoIs, are those a big sector for you? It was always my sense that they were, but curious about sizing. Navid Mahmoodzadegan: Sure, Brian. Look, as I think you know, we made a major investment, a really great investment in an excellent technology franchise and technology team a few years ago. That build has been really successful and technology, broadly speaking, is pretty much at the top of the list now our most productive sectors of the firm. And then within technology, software is a really big piece of that. So you're right to say that we have a lot of dialogue and a lot of client connectivity to both the sponsors and the companies that fit broadly within the software sector. And then again, as you think about products, it's not just liability management. So if you have a sponsor that owns a technology company or a software company, that dialogue can be M&A. It could be raising bespoke capital, more of a capital markets type transaction to either get a sponsor some liquidity or deal with a balance sheet challenge. It could be a CV or it could be liability management, right? And so having the ability now for the first time in our history to be able to be super versatile super fluid across 4 products that could be applicable to that software company or that technology company. It's the first time in our history, we've been able to really do that in a meaningful way with a top technology franchise with a great sponsor coverage team. So we're going to be there to help our clients find solutions as the market evolves and as they're dealing with the disruption that's coming in that space, for instance. Operator: And our next question comes from the line of Ryan Kenny with Morgan Stanley. Ryan Kenny: So you've done a lot of hiring over the last few years, and it sounds like you'll be opportunistic going forward. Is there any way that we can think about what percent of MDs currently are ramped? And maybe what percent since 2021 are ramped? Navid Mahmoodzadegan: Yes. Let me give you some stats. Great question, Ryan. So about 1/3 of our MDs have been MDs on the platform for less than 3 years, and about 1/4 of our MDs have been MDs on the platform for less than 2 years. And when I say -- just to clarify, when I say MDs on the platform, that's either lateral hires or internal promotes. So that captures both of those cohorts. And so to this point, we're still a firm that's maturing into its talent base, a very, very meaningful percentage of our MDs are younger MDs or MDs that haven't been on the platform for a long period of time. And so the best years of those MDs, the most productive years of those MDs are really in front of them as they sink into the platform as they introduce their clients to the platform as they mature as bankers. And that's 1 of the things I'm so excited about is just such a high-quality talent level of people who's really brightest days are ahead of them as they partner with their other parts of the firm and as they introduce the firm to their clients. Ryan Kenny: And as you build out PCA, is the time to ramp for MDs and private capital advisory a lot faster than traditional M&A. Just trying to understand, as you lean into PCA, is that less of a drag on the comp ratio because the MDs can ramp faster? Navid Mahmoodzadegan: Yes, I think it's a great question because remember, we already have the sponsor relationships, and those are long-standing -- you already have the industry relationships, those are long-standing and a growing platform of industry relationships as we hire great sector bankers. So in fact, it's funny. I was -- oh I brought Matt West, who runs our group and to see a client last week. This is a client we had done capital raising for already, and we were looking at doing M&A for. And the client said, I may want to do a CV and I had mapped there the next day. And so there's no ramp up there because that's already a client of the firm. We just -- we're missing that product capability. We would have missed that opportunity if it wasn't there. And so I think apropos to your question, a lot of the ramp-up there is happening quickly because we're just plugging a product set into it an existing set of relationships, and it's working really beautifully. Operator: Our next question comes from the line of Nathan Stein with Deutsche Bank. Nathan Stein: In the release, you specifically called out the M&A and capital markets revenues increasing in 4Q, while capital structure advisory decreasing. Could you just really quick highlight trends in the PCA business relative to the fourth quarter of last year. Navid Mahmoodzadegan: Yes. PCA remember, is still ramping. So that team has really come together towards the back half of this year. And so most of their activity is still winning new mandates, originating new business you're not going to see a lot of actual revenues in the fourth quarter or in 2025 from that business. I think there'll be much more meaningful revenue growth as we move into 2026 on PCA. Nathan Stein: Okay. That's fair. And I appreciate the transparency. And for my follow-up, I actually wanted to ask about capital allocation. for the $300 million announced buyback authorization, do you have any thoughts on timing that we can think about. Navid Mahmoodzadegan: Sure. It might be helpful just again, to talk through just how we think about excess capital. So look, we had a good year this year. We're really pleased with our revenue growth. We were able to do all the things we needed to do strategically in terms of hiring, in terms of making technology investments like Chris talked about. And so we still have created a lot of excess cash we have a dividend. So the dividend is the first priority to make sure we maintain and protect that dividend. And then even beyond the dividend this year, we had a fair amount of excess cash. And we deployed a lot of that excess cash towards share repurchase, especially in the fourth quarter. So I think that's how you're -- we're going to think about prioritization going forward is let's grow the business within prudent constructs as we've talked about relative to the previous questions. Let's make those investments that we need to make in our people and our technology, client conferences, those kinds of things, all the things that we need to grow the business long term. The dividend, we're committed to maintaining. And then beyond that, we do want to mitigate some of the share dilution from our equity issuances for compensation. And so we're committed to trying to do that as much as it makes sense to do all within the context of keeping a really, really, really strong balance sheet. We think that's a real strategic advantage for us. And in a business where there is some cyclicality, we just think it makes all the sense in the world to continue to keep dry powder and keep optionality on the balance sheet and make sure we can withstand any market environment. Operator: Our next question comes from the line of Daniel Cocchiaro with Bank of America. Unknown Analyst: Has regulatory scrutiny on the G-SIB has diminished over the past year? Is this coincided with the pickup in competition from the bulge brackets to win more deal mandates -- how would you describe Mellis' ability to gain market share in a deregulatory environment? Navid Mahmoodzadegan: Sure. I don't it will probably depend a little bit on which sectors you're talking about and maybe some sectors are different than others. I don't see meaningfully stronger competition than we've seen in recent years from the bulge brackets who already weren't strong. Look, we have strong bulge bracket competition, clearly, from a handful of firms. They've always been strong, they'll continue to be strong. . And so I don't -- I think that's there, and it's the way it has been. With respect to that next set of bulge-bracket firms, I don't see that meaningfully being different than it's been in the past. And clearly, the momentum that I see on the client side is really us competing against other independent firms who have really good people and who are entrepreneurial and nimble and have a lot of good intellectual capital and ideas. And that, to me, feels like where we sit in our part of the market is where a lot of the action is taking place and the incremental market share is being gained. And that -- of course, we compete against the bulge bracket. But a lot of the times, we're competing against independent firms like us. Operator: And our next question comes from the line of Ken Worthington with JPMorgan. Kenneth Worthington: Circling back to comp in the past couple of years, you've determined the comp ratio. You've started the year at that comp ratio. And then as you move to either the second half of the year or even the fourth quarter, you've adjusted compensation and the compensation ratio based on the activity levels that you've seen. So as we think about 2026 and where we start the year, where do you anticipate kind of starting that comp ratio just to give us a little help in modeling out the first part of the year? Navid Mahmoodzadegan: Yes. I would imagine we would maintain a similar comp ratio to where we ended the year at. So that 65.8%. I think Q1, as you mentioned, it's usually too early to predict the remainder of the year. And I'd expect changes to come in later quarters, assuming nothing out of the ordinary takes place. And just an additional reminder, we fully expense our retirement eligible equity that's granted in Q1. So depending on revenues, the Q1 ratio may not be indicative of the full year. Operator: And that concludes our question-and-answer session. I will now turn the conference back over to Navid for closing remarks. Navid Mahmoodzadegan: Great. Thank you, everyone, for joining us. Really appreciate you being on the call and look forward to speaking to you all very soon again. Thank you. Operator: And ladies and gentlemen, this concludes today's call, and we thank you for your participation. You may now disconnect.
Operator: Good day, ladies and gentlemen, and thank you for standing by. Welcome to today's conference call to discuss LifeVantage's 2026 Results. At this time, we will conduct a question and answer session. Instructions will be provided at that time for you to queue up. Hosting today's conference call will be Reed Anderson with ICR. As a reminder, today's conference is being recorded. I would now like to turn the conference over to Mr. Anderson. Please go ahead, sir. Reed Anderson: Thank you. Good afternoon, and welcome to LifeVantage Corporation's conference call to discuss results for 2026. On the call today from LifeVantage with prepared remarks are Steve Fife, President and Chief Executive Officer, and Carl Aure, Chief Financial Officer. By now, everyone should have access to the earnings release which went out this afternoon at approximately 4:05 PM Eastern Time. If you have not received the release, it is available on the Investor Relations portion of LifeVantage's website at www.lifevantage.com. This call is being webcast. A replay will be available on the company's website as well. Before we begin, I would like to remind everyone that our prepared remarks contain forward-looking statements, and management may make additional forward-looking statements in response to your questions. These statements do not guarantee future performance and therefore undue reliance should not be placed upon them. These statements are based on current expectations of the company's management and involve inherent risks and uncertainties, including those identified in the Risk Factors section of LifeVantage's most recently filed forms 10-K and 10-Q. Please note that during today's call, we will discuss non-GAAP financial measures, including results on an adjusted basis. Management believes these financial measures can facilitate a more complete analysis and greater transparency into LifeVantage's ongoing results of operations, particularly when comparing underlying operating results from period to period. We have included reconciliation of these non-GAAP measures with today's release. This call also contains time-sensitive information that is accurate only as of the date of this live broadcast, 02/04/2026. LifeVantage assumes no obligation to update any forward-looking projection that may be made in today's release or call. Now I will turn the call over to Steve Fife, the President and Chief Executive Officer of LifeVantage. Steve Fife: Thanks, Reed, and good afternoon, everyone. Thank you for joining us today. The second quarter presented both challenges and opportunities as we navigated a rapidly evolving competitive landscape while executing on our strategic initiatives. While our Q2 revenue and earnings were down significantly from prior year levels, we were cycling the explosive launch of our MINDBODY GLP-1 system in October. Despite this headwind, we made significant progress on several key fronts and remain well-positioned for long-term growth in the broader health and wellness ecosystem. As a management team, we acknowledge that our performance during the quarter did not meet your expectations or ours, and we are redoubling our efforts to stabilize our GLP-1 business and make the other changes necessary to return to revenue growth. Let me start by addressing the primary driver for our revenue decline. The competitive dynamics we've experienced in the natural GLP-1 market since launching our MINDBODY GLP-1 system last year. Our product is scientifically validated and proven effective, and we have a loyal customer base. However, the overall market has become significantly more competitive with pharmaceutical GLP-1 drugs becoming more accessible and affordable, along with new formulations and formats, including pills. When we launched MINDBODY, pharmaceutical options were in short supply and cost several hundred dollars per month to consumers. At that time, MINDBODY was a compelling value proposition, plus had the added benefit of not requiring any injections and being a proven all-natural solution. Today, pharmaceutical options have come down significantly in price and are increasingly covered by insurance, which has led to much broader use by consumers. In addition, the drug is now available in more convenient formats, including pills. This rapidly shifting competitive dynamic has dramatically impacted the sale of our GLP-1 offering. As a result, to be conservative, we are recognizing a reserve against a portion of our GLP-1 inventory and evaluating all options to respond to the changing competitive landscape. We are also taking a hard look at cost reduction opportunities to ensure we continue to maintain strong levels of profitability. We remain committed to our MINDBODY GLP-1 system. It is a great product that works, and we continue to believe strongly in the positioning of natural weight management solutions. The science supporting our approach is robust, and we see this as a temporary market adjustment. What excites us most about this quarter is the continued momentum from our LoveBiome acquisition. From an operational perspective, we successfully integrated the LoveBiome team and systems and we're realizing the operational synergies. The combined expertise of our teams is already in our product development pipeline and go-to-market strategies. Two new products from the LoveBiome portfolio launched earlier this week that should drive engagement, consultant growth, and continue to diversify our product portfolio. First is Axila X, a new addition to our Axial line that focuses on pre-workout consumers looking for long-lasting energy, enhancing oxygen uptake, and stamina. Second is Phytopower B, where the B stands for blocker, an innovative approach that helps to slow sugar absorption and support a healthy metabolism. These launches represent the power of our combined innovation capabilities and demonstrate how the LoveBiome acquisition is already paying dividends in terms of product diversification and market growth. Over the next couple of months, we will be launching additional LoveBiome products, further leveraging and expanding the LoveBiome portfolio. Our now patent-pending P84 product continues to be a hero product with strong positioning in the rapidly growing gut microbiome market. The in vitro testing results we announced in October at our Momentum event further validate the science behind this comprehensive gut health activator, and we're seeing strong adoption among both our combined consultant and consumer base. The HealthyEdge stack, which combines our proven Protandim NRS2 synergizer with P84, has become a lead enrollment story for our consultants. In January, we released the results of our third-party cell study that shows this combination delivers foundational health support throughout the entire body, and the synergistic benefits are resonating strongly with health-conscious consumers. I'm also pleased to report continued progress on our Shopify partnership. This strategic initiative represents a significant modernization in our technology infrastructure and will deliver enhanced e-commerce capabilities that benefit both LifeVantage and our consultants. We're on track for our pilot program and expect this platform to drive improved conversion rates and customer experience. Looking at our international expansion efforts, we continue to see opportunities for growth in key markets. The infrastructure we've built through the LoveBiome integration positions us well to scale our operations globally and serve the evolving needs of health-conscious consumers worldwide. Now as we look ahead, I'm optimistic about our positioning. We have a comprehensive wellness ecosystem that addresses multiple aspects of human health, from cellular health with Protandim to metabolic wellness with MINDBODY, to gut health with P84, to beauty and longevity with TruScience liquid collagen. Combined with our industry-leading EVOLVE compensation plan and vibrant consulting community, we're uniquely positioned to serve the evolving needs of both consumers and entrepreneurs. The direct sales industry continues to evolve, and companies that can combine innovative products, compelling compensation, modern technology, and authentic communities will be the winners. We believe LifeVantage, enhanced by our LoveBiome partnership and strengthened by our commitment to science validation, is perfectly positioned to lead in this new era. We also continue to have a strong balance sheet and proven track record of returning excess capital to shareholders. Since the beginning of fiscal 2024, we've returned over $20 million to shareholders through dividends and share repurchases. And today, we announced a new $60 million share repurchase authorization, underscoring our commitment to the future and commitment to driving long-term value. The board remains committed to this perspective, as evidenced by the quarterly dividend and new share repurchase program just announced. With that, let me turn the call over to Carl for the detailed review of our financial results and outlook. Carl Aure: Thank you, Steve, and good afternoon, everyone. Let me walk you through our second quarter financial results. Please note that I will be discussing our non-GAAP adjusted results where applicable. You can refer to the GAAP to non-GAAP reconciliations in today's press release for additional details. For 2026, we delivered net revenue of $48.9 million, which was down 27.8% compared to $67.8 million in 2025, but was up 2.9% sequentially from the first quarter. The decrease compared to the prior year period was primarily driven by declines in sales of our MINDBODY GLP-1 system, which decreased $16.2 million compared to the prior year period. This decline was partially offset by sales of the LoveBiome product line, which contributed $4.1 million in revenue following our October acquisition. Breaking down our regional performance, revenue in the Americas region decreased 32.6% to $38.5 million, while revenue in the Asia Pacific and Europe region decreased 2.1% to $10.4 million. The Americas decline was primarily driven by lower sales of our 25.2% decrease in total active accounts, mostly from decreases in our active customer base. In Asia Pacific and Europe, the decline in revenue reflected a 6.5% decrease in total active accounts. Revenues did increase slightly in Japan on a constant currency basis. Our gross profit percentage for the second quarter was 74%, down from 80.5% in the prior year period, reflecting a one-time allowance for inventory obsolescence related to MINDBODY along with increases in shipping and warehouse-related expenses. Excluding the $2.4 million one-time inventory reserve, our non-GAAP adjusted gross profit percentage was 78.8%. Commissions and incentive expense as a percentage of revenue was 40.7% in the second quarter compared to 48% in the prior year period. The decrease as a percentage of revenue was primarily due to elevated incentive-related expenses recorded in the prior year period and impact from changes to the mix of customers and consultants in our overall active account base. Selling, general, and administrative expenses were $15.8 million or 32.3% of revenue compared to $18.6 million or 27.5% of revenue in the prior year period. The increase as a percentage of revenue was primarily due to the overall decrease in sales volume and elevated event-related expenses in comparison to the prior year period. GAAP operating income was $500,000 compared to $3.4 million in the prior year period. Adjusted non-GAAP operating income was $2.6 million compared to $3.9 million in the prior year period. GAAP net income was $300,000 or $0.02 per diluted share compared to $2.6 million or $0.19 per diluted share in the prior year period. Adjusted non-GAAP net income was $1.9 million or $0.15 per diluted share compared to $3 million or $0.22 per diluted share in the prior year period. Adjusted EBITDA for the second quarter was $3.9 million or 7.9% of revenues, compared to $6.5 million and 9.6% in the same period a year ago. Our financial position remains strong with $10.2 million of cash and no debt at the end of the second quarter. We generated $500,000 of cash from operations during the first six months of fiscal 2026, compared to $8.6 million in the same period in fiscal 2025, mostly due to the timing of incentive payments, payments of other accrued liabilities, and other working capital changes. Capital expenditures totaled $1.5 million for the first six months of fiscal 2026 compared to $800,000 in the prior year period, reflecting our continued investment in technology infrastructure. We also utilized $3.7 million in cash during the second quarter relating to the closing of the LoveBiome transaction. Turning to capital allocation, we did not repurchase any shares during the second quarter. During the first six months of fiscal 2026, we repurchased 44,000 shares for an aggregate purchase price of $600,000. We are also pleased to announce the company's board of directors recently approved a new $60 million share repurchase program, which replaces in its entirety the prior share repurchase program and authorizes the company to repurchase shares in both open market and private transactions through 12/31/2027. Today, we also announced a quarterly cash dividend of $0.45 per share of common stock. This dividend will be paid on 03/16/2026, to stockholders of record as of 03/02/2026. Turning to our outlook for fiscal 2026, we now expect revenue in the range of $185 million to $200 million, adjusted EBITDA of $15 million to $19 million, and adjusted earnings per share in the range of $0.60 to $0.80 per fully diluted share. This guidance reflects the current trends in our business, including the competitive dynamics in the GLP-1 market, the positive momentum from our LoveBiome integration, and the expected impact of our February product launches. We remain committed to improving our profitability metrics and driving long-term value for our shareholders. And with that, let me turn the call back over to Steve. Steve Fife: Thanks, Carl. Immediately following our earnings release today, we also issued another press release announcing my planned retirement in April. While these decisions are never easy, I'm confident now is the right time for this transition after accomplishing so much as a team over the last nine years and laying the foundation for LifeVantage's next chapter of growth. The board has been working closely with me on a comprehensive succession planning process for my eventual retirement that ensures leadership continuity and positions LifeVantage for continued success. Leading LifeVantage has been one of the most rewarding experiences of my career, and I am incredibly proud of what we've achieved. From evolving our business model to strengthening our market position and impacting the lives of thousands of individuals, our entrepreneurial opportunity is unlike any other industry, and I have complete confidence in our talented team and the board's ability to guide LifeVantage into its future. Operator, we're now ready to open up the call for questions. Operator: Thank you. If you would like to ask a question, please press 1 on your telephone keypad. A confirmation tone will indicate the line is in the question queue. You may press 2 to remove your question from the queue. And for participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. Our first question is from Doug Lane with Water Tower Research. Please proceed. Doug Lane: Yes. Thank you, and good afternoon, everybody. And, so Steve, best wishes on your retirement here. All the best. Let me ask about LoveBiome. You mentioned the $3.7 million cash at closing, is that a transaction cost, or is that the actual purchase price for LoveBiome? Carl Aure: Yeah, Doug. That's the actual cash transaction price related to the LoveBiome piece. And so I think that we've also talked a little bit more if you look in the details of the 10-Q, I think we've talked about this in, you know, some of our previous discussions. But the deal was structured in two pieces. You had the cash down payment component, which worked out to be that $3.7 million number. And then there's also the ability for a future earn-out that's based off of future revenue targets. And so, those are really the two components of that. So any further either cash or stock compensation there would be subject to the long-term earn-out amounts. Doug Lane: Got it. So that explains about almost half of the $10 million reduction in cash on your balance sheet. What are the other big things that impacted that reduction in cash on your balance sheet from the first quarter? Carl Aure: Yeah. That was definitely one of the big items. The other big items, just the timing of accrued payables. If you look at where we were at the June, we had some pretty significant accrued payables that just the timing of those turned here during the first half of the year. And then the other component that we had is that one of the other items we do is when we settle stock-based compensation, the withholding tax from employees vesting, the company utilized about $3 million of cash associated with that during the first half of the year. So I would say just between those three buckets, that really accounts for the $10 million decline from where we were in June. But looking forward, as I look at the back half of the year, I would anticipate that we'll start to really start to build cash here in the back half of the year from now through the end of our fiscal year. Doug Lane: Okay. That makes sense. And can you give us an update with MINDBODY so far this year as you enter the weight loss season? What are your marketing plans? How are you approaching that? And what's sort of an early read on how things are going? Steve Fife: Yeah. We kicked off in our fiscal Q2 and in November and December a whole go-to-market strategy around MINDBODY. It included a 20% off sale for the product, which we've carried over through January and now into February. So our product has been discounted by the 20% promotion we have. We also had an event in December that people could qualify for. We call it our Activate Ninety event, which is a weekly access to professional trainers, lifestyle, and business individuals that on every week on Thursday evenings, they have access to these individuals that talk to them, you know, holistically about health and wealth maintenance and management. Those calls, you know, the people qualified to be on those calls live. We record them and now distribute them out or they're made available to everyone now, you know, after the events occur. So that's kind of this weekly reminder for the field. We've also in January, introduced a new feature in our app. Our app has previously been, you know, really consultant-driven and to help them with their businesses. But we also now have provided access to a tracking mechanism for customers and consultants to go through and utilize it to help track their calories, their activities, daily reminders, and goal setting. We all know that having those kinds of devices and reminders help all of us be more mindful of our activities regardless of what it is. And so we are pleased to be able to introduce that in January, and we see and receive positive feedback from that. We also, I guess the last thing that I'd say is we have a very active win-back campaign where we target consumers of MINDBODY that were part of, you know, that had utilized it in the past and maybe even going back to a year ago, where all of our minds tend to drift a little bit as it relates to weight management in this time of year, but win-back campaigns and incentives to come back and, you know, get back on the product or try the product again. So it's really, I'd say, multi-pronged in terms of what we're doing to focus our attention on that. Doug Lane: Okay. Getting back to LoveBiome. I see in the queue, got a chance to look briefly at it, that it contributed about $4 million to the quarter. Does that sound about right? I did not see what if you even disclose how it impacted your consultant numbers and your customer numbers. Carl Aure: Yes. On the product revenue, that $4 million that we disclosed, that relates to the actual LoveBiome products that were sold during the quarter. So just the products that they brought over through the transaction. There would have also been other revenue of LoveBiome consultants that came over that purchased LifeVantage products. We didn't break that out separately in the queue. But so that's what that $4 million refers to. It's just the LoveBiome product line itself. And then as far as on the consultants, we haven't disclosed the number of active consultants that came over. But there, you know, they've been integrated correctly, and that's something that maybe we can speak to at a future time. Steve Fife: The other thing just to add on to that, I did say in my prepared remarks, you know, we did launch two LoveBiome products on Monday. We had a kickoff. We had just under a thousand participants on Monday night and Tuesday night this week, where we launched two of LoveBiome's previous products, Axio X, which fits into our Axio product line. It's targeting more, you know, a higher level of energy and people use it for pre-workouts and or when they would need a boost during the day. And then Phytopower B, and that B stands for blocker. And so it's a product designed to be not necessarily a daily use product, but one where all, you know, in anticipation of a big meal, it helps to combat, you know, the downside of sugar and carbs as we consume them. So these kickoff calls that we had on Monday and Tuesday night, it was really expanding the knowledge of those launching the products and then educating, you know, the LifeVantage consultants as to the phenomenal products that they are. A lot of it was actually led by LoveBiome individuals, you know, because they had access to the products previously. So we're thrilled to now make them available to everyone and expect them to, you know, provide some growth in the second half of the year. And then also, mentioned there will be two products that will be launched here that were, again, were previous LoveBiome products that will be launched in the next couple of months. And that will kind of then round out the portfolio of products that came to us through that acquisition. Doug Lane: Okay. Got it. And, just looking at the sales, you know, I get the tough comparison with MINDBODY. That, you know, we saw coming. But I noticed in the previous three years in the second quarter, you were north of $50 million pretty consistently. And then now you're a little bit below that and maybe even more so if you exclude LoveBiome. So I'm just wondering if there's something else, one or two things besides MINDBODY that maybe wasn't working up to your expectations in December? Steve Fife: Well, no. I think it has been we've seen a decline in our especially in our customer base and modest in our consultant base. And really, you know, I think the top-line story there is over the last year, MINDBODY became the enrollment story for many of our consultants. And as, you know, some of the challenges that we described in, again, the prepared remarks, started to play out throughout the year. You know, the consultants continued to push MINDBODY, but we lost some momentum around, you know, the other hero products that we have. You know, and specifically, NRF2 collagen and it's one of the reasons why, you know, we're so excited about now having added LoveBiome to the mix and having another hero product that has really reengaged a lot of our consultants. With a new story and really opening up a whole new white space for LifeVantage consultants to take a gut health activator to. And so it's just, you know, that shift doesn't turn overnight. The enthusiasm, excitement about P84 and, you know, I've we talked you and I have spoken. We've spoken in the past around our HealthyEdge stack, which is the combination of P84 and NRF2. And that combination, I think, will very shortly be our biggest and highest enrollment product. Because of how, you know, the synergistic benefits and where our consultant, you know, base heads are right now. So we're repositioning. You know, MINDBODY is still a great product for us. It's contributed just under 10% of our revenue for the quarter, and, you know, the science behind it, the benefits that people feel, you know, and are achieving are real. They're demonstrable. But we're trying to now also balance the other great products that we have and incorporating them into that, you know, enrollment story. Doug Lane: Thanks, Steve. That's good color. Just one more for me. You know, the Shopify thing you've been talking about, and it looks like it's about to be underway here. Can you take a little bit deeper dive into how you're going to use Shopify? Are there other direct sellers that use Shopify, or are you basically pioneering that for the channel? Just a little more color on how Shopify is going to impact your business. Steve Fife: Yeah. You know, Shopify is probably the best known and leader from an e-commerce customer experience platform standpoint. They started off as really a solution to the mom-and-pop small business areas, you know, people that didn't have resources to address, you know, the technology associated with owning a business. And since those early years and that's really how they cut their teeth. They built their reputation and the high technology standard that they are known for today. And over the past several years, they have expanded and are working up the food chain, if you will, to larger and larger companies and expanding their capabilities to address bigger companies and e-commerce in those platforms. And there's a lot of benefit that we are going to see from this. You know, some of them would, you know, I again, I think I mentioned these in the prepared remarks. Around conversion rates. And just the ease of a customer experience of going through checkout and having a modern approach. I'm sure you've been on our site and purchased product. It has not been a seamless experience for consumers. And the data, you know, that's been provided by Shopify in conversions of previous systems to Shopify is pretty staggering around the improvement in that conversion. So that's one aspect of it. The other aspect is just ease of use from a corporate standpoint. When we do promotions, how we display our products, our internal pricing, and how do we get it, you know, onto our e-commerce website. The technology that we're currently using is fairly dated, and it takes a lot of internal resources to navigate that. And so we think that there will be benefits from a process improvement standpoint. And I guess the last one, just again at a high level, this gives us the opportunity to, although not directly tied to Shopify per se, gives us the opportunity, and we're taking it to look at our whole consultant tool base. So the, you know, what we refer to as the back office, what their consultants are looking at to run their business. We are taking the opportunity to also make enhancements to that so that it again ties in now with the ease of use from a Shopify standpoint. And, you know, one of the things about Shopify is, again, that they are the industry leader in this space. And by creating this partnership with them, we're really putting our future in a position where we're not chasing what's next. We've partnered with someone who is always going to be at the forefront of technology as it relates to e-commerce, and we are going to be able to leverage that and not, you know, be in a constant catch-up mode like we are today. Doug Lane: Okay. Thank you. Thanks, Doug. Operator: Our next question is from Ryan Myers with Lake Street Capital. Please proceed with your question. Ryan Myers: Yeah, guys. Thanks for taking my questions. Given the demand and competitive dynamics in the MINDBODY and GLP-1 space, you know, why do you feel like that's a category that you guys can return to growth in, and why is that a category that you feel like you guys can actually win in? Steve Fife: We believe that because of our solution. There are we still when you look at our clinical studies, our science, and our results, and you layer on top of that a natural solution versus it doesn't matter really if it's an injectable or a pill that you're taking. It is still introducing the GLP-1 hormone into your body and not helping your body to actually produce more effective in the production of that natural hormone. So there are millions of people out there that look more to prevention and natural holistic alternatives that are still going to be very interested in our option. And that will always be the case with our products, versus synthetic drugs that might tout the same kind of results, but without, you know, by but are able to do it in a natural way. Ryan Myers: Got it. And then, you know, walk us through the decision to take the inventory charge and just the background information on that. Carl Aure: Yeah. No, I can share some more insight there, Ryan. You know, as you know, when we launched the GLP-1 product last October, a year and a half ago, we just had an incredible response to the demand of that product. We sold out really quickly. We sold out the initial stock that we had within a three-week period. And just based off of that demand, we really ramped up our supply chain, and based off of that, those early months of demand, we really felt like we needed to build up inventory. And frankly, we got a little bit ahead of ourselves. I think it's now that we've got the more right-sized demand that MINDBODY has really settled in and we have more visibility into what the seasonality looks like. We decided to take a conservative approach and put a reserve against some of the inventory that we have. The shelf life, I mean, the shelf life of the product is two years. But we felt that it was appropriate to put a reserve against it to be conservative. We'll still look for other ways to find a way to either sell that or find other uses for it. But that was really the background behind why we went ahead with the inventory reserve. Ryan Myers: Got it. And then just lastly, you know, how should we be thinking about the revenue split in the second half of the year? I mean, have you guys seen a rebound at all here in the third quarter? Just any commentary on what we should be thinking about for Q3 and Q4 in terms of revenue split would be helpful. Steve Fife: Yes. I think when we think about the back half of the year, we do believe that the MINDBODY trends have stabilized a bit, and this is a traditional weight loss season. But I do think that we anticipate the build to build from the third quarter and then also again into the fourth quarter. So especially coming from as we integrate the LoveBiome acquisition and we get their leaders more engaged in the continued rollout of the LoveBiome product, I would anticipate that when you're balancing between the two quarters, that Q4 will likely have a higher proportion of the revenue versus Q3. Ryan Myers: Got it. That's helpful. Thank you. Operator: Thanks, Ryan. We have reached the end of our question and answer session. I would like to turn the conference back over to Steve for closing remarks. Steve Fife: Thanks, operator, and thank you, everyone, for joining us today. Clearly, the second quarter presented some challenges for us. And although that's the case, you know, we do remain confident in our strategic direction and the strength of our diversified both product portfolio and our business model. The successful integration of LoveBiome and our incredible consultants and our recent product and future product launches, our international expansion plans, and our continued focus on scientific innovation position us well for sustainable growth. As we move forward, we remain committed to our mission of activating optimal health processes at a cellular level while providing our independent consultants with the tools and opportunities they need to build successful businesses. I want to extend my appreciation to our dedicated employees, outstanding consultants, loyal stockholders, and faithful customers. And while I'm approaching my end as tenure as CEO, I'm excited about the bright future ahead of LifeVantage, and I'm confident in the strong foundation we've built together. We'll continue to drive innovation and growth for years to come. Thank you once again for your continued support and trust in our mission. Operator: Thank you. This will conclude today's conference. You may disconnect at this time, and thank you for your participation.
Stan Finkelstein: Thank you, and welcome, everyone to FormFactor's Fourth Quarter 2025 Earnings Conference Call. On today's call are Chief Executive Officer, Mike Slessor and Chief Financial Officer, Aric McKinnis. Before we begin, Stan Finkelstein, the company's VP of Investor Relations, will remind you of some important information. Thank you. Today's company will be discussing GAAP P&L results. Aric McKinnis: And some important non-GAAP results intended to supplement your understanding of the company's financials. Reconciliations of GAAP to non-GAAP measures and other financial information are available in the press release issued today by the company and on the investor relations section of our website. Today's discussion contains forward-looking statements within the meaning of the federal securities laws. Examples of such forward-looking statements include those with respect to the projections of financial and business performance, future macroeconomic and geopolitical conditions, the benefits of acquisitions and investments, anticipated industry trends, potential disruptions in our supply chain, the impacts of regulatory changes, including tariffs, and changes in export controls, the anticipated volatility demand of our products, our ability to develop, produce, and sell products, and the assumptions upon which such statements are based. These statements are subject to known and unknown risks and uncertainties that could cause actual results to differ materially from those expressed during this call. Information on risk factors and uncertainties is contained in our most recent filing on Form 10-K with the SEC for the fiscal year ended 12/28/2024 and in our other SEC filings, which are available on the SEC's website at www.sec.gov. Forward-looking statements are made as of today, 02/04/2026, and we assume no obligation to update them. With that, we will now turn the call over to FormFactor's CEO, Mike Slessor. Thanks, everyone, for joining us today. FormFactor's fourth quarter revenue, gross margin, and earnings per share. Mike Slessor: All exceeded both third-quarter results and the high end of our outlook range. And we posted record revenue on both a quarterly and annual basis. Building on that momentum, we expect to again deliver sequentially higher revenue and non-GAAP gross margin in the current first quarter. As you've consistently heard from us, we're focused on and committed to improving our gross margins on a path to achieving our target model. We're making progress faster than expected by executing a program of rapid and immediate gross margin improvement actions that produce the 290 basis points sequential increase in the fourth quarter and are forecasted to add another 100 plus basis point improvement in the first quarter. Within our existing footprint, we expect to deliver both output increases and gross margin expansion throughout 2026, albeit at a more moderate pace than in the past few quarters. Later this year, we expect our Farmers Branch site to come online, providing increased capacity with structurally lower cost, creating the foundation for further revenue growth and gross margin expansion. Aric will discuss details of both our current operational performance and our future plans later in the call. Moving back up the income statement, rapid innovation and accelerating investment by our customers, principally at the intersection of advanced packaging and high-performance compute, is driving increased test intensity and test complexity, creating strong demand in our served markets. In some of these areas, like HBM and DRAM and network switches and foundry and logic, we today have leading market positions. In others, like GPUs and custom ASICs, we're making steady progress on qualifications to produce market share gains and revenue growth. Driven by this revenue growth in our existing and building market positions, with gross margin expansion from operational improvements and earnings leverage from disciplined operating expense control, we're closing in on our target financial model. We expect these trends to continue and we'll host an Analyst Day on May 11 where our executive team will share FormFactor's next target financial model and discuss the market opportunities, strategic priorities, and operational focus areas underlying that new target model. Turning now to segment and market level details. In DRAM probe cards, we delivered the expected sequential growth in the fourth quarter to a new record, with the increase coming from non-HBM DRAM applications like DDR4 and DDR5. When we provided our outlook a quarter ago, we accurately forecasted DRAM growth would be driven by non-HBM strength, which is now understandable given the widely publicized end market demand and pricing for non-HBM DRAM. In the first quarter, we again expect to post an all-time DRAM record, this time on HBM strength, with contributions from both sustained demand in HBM3E and the early stages of the HBM4 ramp. As I've discussed previously, the ramp-up of the HBM4 offers some exciting opportunities for FormFactor in 2026, and the first quarter offers an early glimpse into these opportunities. Mike Slessor: First, the test intensity for each HBM stack further increases with the transition to HBM4 16-high stacks of core die chiplets, up from the 8 and 12-high stacks of HBM3 and 3E. This layer count increase is a powerful driver of increased test intensity, resulting in higher probe card spending by our customers for HBM applications. As we've also seen in Foundry and Logic in recent years, this dynamic is not unique to HBM. All advanced packaging architectures require increased test intensity, as each of the component die chiplets must be comprehensively tested to ensure that a single defective chiplet does not cause a failure of the entire stack. Aric McKinnis: In addition, Mike Slessor: Both the PNIO speeds and overall stack bandwidth for HBM continue to increase at a relentless pace as the industry moves from HBM3 to HBM4 and then on to HBM5. Mike Slessor: The overall stack bandwidth of HBM4 more than doubles HBM3 to an astounding 2+ terabits per second. And HBM5 bandwidth is projected to double again over HBM4. These speed increases drive greater test complexity, which produces a competitive advantage for FormFactor, as our SmartMatrix architecture is the industry's only production-proven probe card architecture that combines high parallelism productivity with high-speed test capability. This enables our customers to test hundreds of die simultaneously at the 10 gigabit plus IO data rate of HBM4. And to ensure we're ready for the future, our global R&D and engineering teams are partnering closely with customers to advance the SmartMatrix architecture to meet the challenging specifications for HBM5 and beyond, further extending our differentiation in HBM applications. This combination of high parallelism product and high-speed performance, which is critical for several important test insertions in our customer's HBM process flow, is producing market share gains at all three major HBM manufacturers. We expect this trend to continue as we execute our long-term strategy to be a key supplier to all the leading customers in the industry, thereby growing and diversifying our HBM demand profile. That said, our first quarter HBM revenue continues to be skewed towards our largest customer, consistent with the current market share split between our customers. Shifting to the foundry and logic probe card market, as expected, fourth-quarter demand in this market was comparable to the third quarter. In the current first quarter, we expect increased foundry and logic demand levels. Notably, this growth is not anticipated to come from our historical drivers of client PC and mobile, but instead from a significant shift toward rapidly growing data center applications like network switches. Our evolving customer makeup offers important evidence of this diversification. As our top customer historically, a large microprocessor IDM was not a 10% customer in either the fourth quarter or for 2025 overall. Even as we posted all-time record revenues in both of those periods. Continue to partner closely with these customers, supporting turnaround initiatives in their core business, as well as their effort to become a leading foundry. Given our long-standing partnership and corresponding market share, FormFactor is well-positioned to grow with this customer as they make progress in these areas. At the same time, like in HBM, we're successfully executing our strategy to be a top supplier to all the leading customers in the industry and continue to build the foundation for market share gains at a large fabless CPU manufacturer. We're also accelerating the pivot to fast-growing high-performance compute applications with our ongoing production qualification in leading-edge GPU applications. We continue to expect to be in a position to compete for volume orders for GPU probe cards later this year. Aric McKinnis: Finally, Mike Slessor: As an additional longer-term component of high-performance compute exposure, we're also growing our custom ASIC XPU business on the back of a multimillion-dollar mid-2025 design win and are expanding the future opportunity set in this space by deepening our engagements with the hyperscalers and their ASIC design partners. Turning to our system segment, we delivered the expected sequential revenue increase in the fourth quarter driven by customer investment in co-package optics and quantum computing. In the first quarter, we're expecting the typical seasonal reduction in demand for co-package optics or CPO continues to be a primary area of focus for us, as it represents an exciting growth opportunity where we have a strong leadership position. Strengthen FormFactor's leadership in CPO test, we recently made an important strategic initiative to our optical test capabilities with the December acquisition of Keystone Photonics. Keystone's innovative and differentiated optical probe technology enables high-efficiency optical coupling to our customers' photonic devices. In much the same way, our advanced MEMS probes provide best-in-class electrical connectivity to our customers' chips. These optical and electrical probe technologies enable the highest fidelity test and therefore yield, whether the device runs on photons, electrons, or in some cases, like CPO, both photons and electrons. Together with our market-leading CM300XI and Triton test platforms, Keystone's optical probe technology expands FormFactor's leadership position as we help enable the adoption of energy-efficient optical data transmission in tomorrow's data centers. Before I turn the call over to Aric, I want to reiterate our continued commitment to achieving our target model. As expected, we reached run-rate target model revenue levels before reaching target model gross margin levels, but have made excellent progress in closing the gross margin gap. We plan to continue that progress with output increases and gross margin expansion across our existing manufacturing footprint, followed by further improvement as we bring our Farmers Branch expansion online at a structurally lower cost. We look forward to demonstrating continued progress in 2026 and are excited to share FormFactor's next target financial model in May at our Analyst Day. As we meet the challenges and opportunities of increased test intensity and higher test complexity at the intersection of advanced packaging and high-performance compute. Aric? Aric, you're up. Stan Finkelstein: Thank you, Mike, and good afternoon. Aric McKinnis: Before we dive into the details of our fourth-quarter financial results, I want to remind you of our strategic emphasis on improving growth margins. Over the past two quarters, we have made gross margins and our commitment to achieve our target model one of our top priorities as a company. We are pleased to have reached our revenue target and believe we are on track to demonstrate the target model gross margins adjusting for the impact of tariffs within 2026. As we expand gross margins, we are committed to achieving these improvements in a sustainable way by driving operational effectiveness and better financial discipline across the company. Over the past two quarters, we have taken several actions including first, reducing and reallocating our workforce and more effectively deploying those resources, even as we execute on record-level demand. Second, driving improvement in manufacturing yields in key process areas. Third, innovating to reduce manufacturing spending. And finally, reducing cycle times in our key manufacturing operations. We are seeing the benefits of these actions in the unit cost of our products and we have made even better progress in Q4 against our multi-quarter gross margin improvement roadmap than we expected. Looking back just two quarters, Q2 2025 gross margins were 38.5%. Through Q4 2025, we have generated a cumulative improvement of 540 basis points in gross margins. And at the midpoint of our guidance, we expect to generate an additional 110 basis points of expansion in Q1 2026. Operational effectiveness improvements like reduced cycle times and higher yields are structural in nature and will drive durable gross margin expansion. These fundamental improvements in underlying cost drivers have a system-wide benefit that will help us weather and partially offset the impact of inevitable shifts in product mix and volumes. Over the coming quarters, we will continue to drive a relentless focus on attacking these key cost drivers within our existing footprint. In addition to the improved operational effectiveness, we also believe that driving good financial discipline is critical to our long-term success. Accordingly, we continue to examine our overall portfolio of products, markets, and businesses. Aric McKinnis: Evaluating those elements of our operations through the lens of how each best supports our target model and our key strategic priorities. The reduction in force and site consolidation announced early in January is a recent example of how we are executing on this front. While the trajectory of gross margin improvement and the path to the target model is now evident, our journey is not over. We will continue to drive incremental improvements throughout 2026 at a more moderate pace, given the speed at which we have worked through our roadmap to date. Even as we drive the unit cost of our products down, we are simultaneously enabling higher output from our current infrastructure. Our exposure to fast-growing markets that Mike described is generating demand that requires more output. As reflected in our record Q4 2025 revenues and our outlook for Q1 2026, we are demonstrating the ability to produce at a higher level and in a more efficient footprint. Improvements in cycle times, yields, and how we deploy our workforce, in addition to reducing unit costs, have the secondary benefit of increasing the available output from the same resources in our existing manufacturing footprint. These improvements enable us to get more out of each tool, process, and site by ensuring more good product out and better fungibility of our workforce. Aric McKinnis: As Mike mentioned, we expect our Farmers Branch site to begin to come online later this year and to ramp over the course of 2027. This expansion is a good example of how we are taking advantage of our strong balance sheet to increase available capacity quickly at a structurally lower cost and create the foundation for further gross margin expansion and growth beyond the current target model. Something we are excited to describe in further detail at our Analyst Day in May. Stan Finkelstein: As you saw in our press release, our Q4 2025 results were favorable to our outlook on revenues, gross margins, and EPS on both a GAAP and non-GAAP basis. Q4 2025 revenues of $215.2 million came in at the high end of the Q4 outlook range of $205 million to $215 million. GAAP gross margins for the fourth quarter were 42.2%, up 40 basis points from 39.8% in Q3. Cost of revenues included $3.6 million of GAAP to non-GAAP reconciling items which we outlined in our press release issued earlier today and in the reconciliation table available in the Investor Relations section of our website. On a non-GAAP basis, gross margins for the fourth quarter were 43.9%, 290 basis points higher than the 41% in Q3, and above the high end of our range. This increase in non-GAAP gross margins was driven by improvement in gross margins for the probe card segment, which were up 364 basis points to 44.5%, partially offset by a decrease in the Systems segment which declined 50 basis points. Our GAAP operating expenses were $67.3 million for the fourth quarter, and down 340 basis points from the same period in the prior year as a percent of revenue, demonstrating additional leverage and continued spending discipline across the P&L. Even as we continue to invest in R&D to drive innovation and fund projects like Farmers Branch for future growth. GAAP net income for the fourth quarter was $23.2 million or $0.29 per fully diluted share, up from GAAP net income of $15.7 million or $0.20 per fully diluted share in the previous quarter. Fourth-quarter non-GAAP net income was $36.6 million or $0.46 per fully diluted share, up from $25.7 million or $0.33 per fully diluted share in Q3. The GAAP effective tax rate for the fourth quarter was 13.6%, and the non-GAAP effective tax rate for the fourth quarter was 15.7%. Moving to the balance sheet and cash flows. We had free cash flows in the fourth quarter of $34.7 million compared to $19.7 million in Q3. The $15 million increase in free cash flows demonstrates the cash-generating power of the company at improved margin levels and the value of good financial discipline in working capital and operating expenses. Operating cash flows were $46 million in the fourth quarter, $19 million higher than the $27 million in Q3 2025, primarily driven by improved net income on higher revenues and gross margins and efficient use of working capital. As Mike described, we used about $20 million in cash to acquire Keystone Photonics, a key element of our co-packaged optics product roadmap. And at quarter-end, total cash and investments were up $9.1 million to $275 million. Since purchasing the Farmers Branch facility, we have made excellent progress in executing our planning and pre-startup activities. We continue to expect the cash expenditures related to Farmers Branch Capital will be between $140 million and $170 million over 2026. In addition to the capital spending, we expect to incur roughly $6 million in preproduction operating expenses in Q1 2026, up from $1.7 million in Q4 2025 and in line with our project roadmap. Over the course of 2026, we expect preproduction operating expenses related to the ramp of Farmers Branch to be between $20 million and $25 million. Once production begins in 2026, the majority of these costs will be recorded as cost of goods sold, and upon completion of the ramp, we expect Farmers Branch to be accretive to gross margins. During the fourth quarter, we did not repurchase any shares. At quarter-end, authorization of $70.9 million remains available for future repurchases under the $75 million two-year buyback program that was approved and announced in April 2025. We remain committed to our share repurchase program as a tool to offset dilution from the stock-based compensation program. Over the two-year period of the program. However, in the short term, we are prioritizing our deployment of cash to accelerate the ramp of our new manufacturing site in Farmers Branch. Turning to the first quarter non-GAAP outlook. We expect Q1 revenues of $225 million plus or minus $5 million. This increase in revenues and the impact of continued gross margin improvement initiatives described earlier are expected to result in higher non-GAAP gross margins of 45% plus or minus 150 basis points. As a reminder, we continue to see about a 200 basis point impact to gross margins from tariffs. We are continuing to take actions to mitigate the impact of these tariffs, but those efforts are ongoing. At the midpoint of these outlook ranges, we expect Q1 non-GAAP operating expenses to be $62 million plus or minus $2 million, approximately $4.5 million higher than Q4, mainly due to expenses related to the startup costs for Farmers Branch. Our Q1 non-GAAP effective tax rate is expected to be within the range of 15% to 19% with a similar range expected for the fiscal year. Non-GAAP earnings per fully diluted share for Q1 is expected to be $0.45 plus or minus $0.04. A reconciliation of our GAAP to non-GAAP Q1 outlook is available on the Investor Relations section of our website and in our press release issued today. As demonstrated by our Q4 results and our Q1 outlook, we're making encouraging progress to our target model. We also believe that we have more room to run. Underpinned by both our initiatives to improve structural cost and our expanding leadership position in the fast-growing markets that Mike described. Look forward to sharing our new target financial model and the key elements of our strategy at our planned Analyst Day in May. With that, let's open the call for questions. Operator? Stan Finkelstein: Thank you. As a reminder, to ask a question, please press 11 on your telephone and wait for your name to be announced. To withdraw your question, please press 11 again. Please limit yourself to one question and one follow-up. One moment for questions. And our first question comes from Matthew Frisco with Cantor. You may proceed. Matthew Frisco: Hey, guys. Thanks for taking the question. I mean, to kick things off, obviously, very strong performance on the gross margin side, on track to hit that mid-40% level, three quarters ahead of plan. So what's the big change statement here over the past ninety days? And how should we think about the primary drivers and the magnitude of the continued expansion here ahead of the Farmers' Rep? Yeah. Hi. Thanks for your question. Yeah. We're very pleased with the results that we have seen to date. And the Q4 2025 gross margins of 43.9% definitely represent a faster than expected improvement on our roadmap to improve gross margins. And we are a little surprised ourselves, but we're happy about that. We took actions. As a reminder, we took some actions to reduce our workforce early in Q4 starting to see the full benefit of those actions. And we continue to see improvements in our output in terms of cycle times and yields in our processes. And those are the primary drivers of improvements we're seeing in our gross margin performance. Now we do expect that as we look forward into 2026 that we may not make progress at the same speed and perhaps in smaller increments than what we've seen to date, but we believe that we are still on track to hit our target model gross margins at the target model revenue levels within 2026. Great. Thanks. And then moving to the memory side, as we think about forms revenue growth through the year within the backdrop of the HBM4 transition, accelerating supplier build plans, robust pricing tailwinds, customer market growth coming in ahead of expectations, maybe offer color on how you're thinking about these moving parts for FORM and how should we be linking these industry dynamics to FORM's growth potential through the year for DRAM? Mike Slessor: Yeah, Matt. It's Mike. I'll take that one. Certainly, they're all tailwinds and some very powerful tailwinds. It's one of the reasons why we're investing aggressively in both making sure that we're getting as much as we can out of the existing footprint and then ramping Farmers Branch as fast as we can. We believe the overall demand environment is gonna continue to be robust. Based on conversations with customers, you know, data points like both major ATE manufacturers having very robust forecasts and views of 2026. And looking at the overall industry and where we're at. So we definitely expect memory DRAM in particular, to continue to grow. And it's an area where we're very focused on expanding our both competitive advantage but also our capacity so that we can capture as much market share as we can. Matthew Frisco: Thank you. Stan Finkelstein: Our next question comes from Charles Shi with Needham and Company. Charles Shi: Hi. Good afternoon. Nice results. Maybe the first question, your Q1, guidance implies basically $900 million annual run rate already, and we knew that, you in the past, you said you exist capacity, excluding Farmers Branch, was around maybe it can be slightly above $850 million. So any chance for you to go higher run rate between now and when the Farmers Branch comes online? That's the first question. Thank you. Yeah. Thanks for your question, Charles. As you can see from our Q4 results and our outlook for Q1, we believe we now have the ability to execute at a run rate of $225 million a quarter. We believe that the expansion that we've been able to create there in our output is closely related to the improvement actions that we have been focused on over the past couple of quarters. As we focus on cycle times and yields, those improvements ultimately allow us to get more out of our existing footprint. And get more good product out for every input that we put in. So we're effectively increasing the leverage on our existing infrastructure. And as I noted in the prepared remarks, we continue we're going to be continued our focus throughout 2026 on making further incremental improvement. And so we do expect to continue to squeeze capacity out of our existing footprint over the course of the year. Any thought maybe a quick follow-up, and I do have a second question. So maybe where how much more do you think you can squeeze out out of the existing ones? Like, out of, above that $225 million level? Charles Shi: Yeah. It remains to be seen. As we've noted, we've made substantial progress to date. We expect that our improvements going forward may not be of the same magnitude. We're happy with what we're seeing so far, but, again, very closely linked to our the same initiatives that are driving our gross margin improvement or how we're gonna get additional output out of our. Charles Shi: Got it. Okay. Maybe another question for Mike. Mike, you talked about HBM. You are deeply engaged. With all customers already working on HBM5. R&D. So mind if you, tell us a little bit, what are the key inflections at HBM5 as you can see right now from the test probe card perspective and any thought whether and how any of those things inflections could further benefit the form factor? Thank you. Mike Slessor: Yeah. I think there's several, Charles, and it's one of the reasons why this early engagement with our customers is required. I mean, HBM5 is a couple of years away from volume production. But you need to be ready with some complex R&D and capacity to deliver that complex R&D in volume to meet these ramps. I think the same kind of dimensions that we've seen in the transition from HBM3 to 3 to 4 driving the inflections. Increased layer heights, which are driving increased test intensity, one of them. HBM4 gets to 16 high. We'll see whether HBM5 continues to climb. But sort of and you're well aware of this, I think. The coupling with new packaging and stacking techniques like hybrid bonding are certainly a potential for HBM5. And that's an interesting one for FormFactor because we have tremendous know-how on probing on copper. And without getting into all the details, copper is an important part of a hybrid bonding flow. I think the other thing is a dynamic, again, we've seen through the March of the HBM roadmap, and that's increased speeds. Both the individual IO speeds where the end customers are continuing to push for individual pin rates to go up. Most recently, this 11 gigabit per second spec for HBM4, but also the overall stack throughput. And when you think about testing at these high speeds, with good productivity, and that means high parallelism, while dealing with all of the challenges associated with power and thermal. These are all I'm not sure I'd call them inflections. But continued places where collaboration with customers is absolutely required to solve some very significant technical challenges. Charles Shi: Thanks, Mike. Aric McKinnis: Thank you. Stan Finkelstein: Our next question comes from Craig Ellis with B. Riley Securities. You may proceed. Craig Ellis: Yeah. Thanks for taking the question, guys, and congratulations. On very strong execution, both with revenues and the underlying drivers to much better gross margin. Mike, I'm gonna start with you, and I'll stick with the broader theme that Charles was on with DRAM. What I wanted to follow-up on specifically in your comments, you had indicated, I believe, that the company is gaining share at each of the top three DRAM OEMs, and so my question is, can you help us with how that's playing out in terms of the magnitude of gains that are possible across customers, the timing with which that will occur and any of the other things that might help us as we think about what the financial impact of that could do over the coming quarters? Thank you. Mike Slessor: Sure. Well, I think as most people know, we have a very strong share position as our number one customer. And so right now, the HBM market's kind of a sweet spot for us. That's why it's been such an initiative to work closely with the other two HBM manufacturers, customers for us, to make sure we're taking the competitive advantages of the SmartMatrix technology high parallelism and high speed, and really starting to use that as a beachhead, if you will, to increase market share of both of those customers. Now I don't as I said, I think it's a sweet spot. We're never maybe not never. It's unlikely that we have grow to share positions like we have at our number one customer. But there's really only two suppliers that can do anything close to this. And so I think there's the element of to really gain share at those two based on the technical differentiation that we have for HBM. Tough to put a magnitude on it at this point, but given the growth of the HBM market and some relatively low in incumbent share positions at those other two customers, it's a significant opportunity. Craig Ellis: Interesting. Thank you. The second question, really relates to how well the business is executing at its current manufacturing facility and your proximity to what would have been previously considered an output ceiling. Can you just talk about your confidence in being able to meet customer demand if in the near term, grows above $225 million a quarter before you can get Farmers Branch up? And related to that, assuming that customer demand remains on a very strong trajectory, how quickly can you bring up Farmers Branch and how material it how material can it be? In the next twelve to twenty-four months to production and revenue? Thank you. Aric McKinnis: Yeah. Thank you for your question. As you've seen, we've continued to increase the output of our current footprint, and we're going to continue to make the improvements maybe at a slower pace through 2026 to drive additional yield and then drive additional improvements in cycle times that will also increase our output capacity, if you will. However, you know, Farmers Branch come online on schedule. At the end of the year. There's been no changes to that timeline. That obviously provides us additional capacity beyond this year. Will continue to do the best we can to enhance our throughput through this year. And we'll talk about the longer term in analyst or at our Analyst Day in May. And that's where we'll really be able to see kind of the longer term. Our business continues to remain relatively short-term visibility, right? We continue to operate an insurance business. You know, with visibility within a quarter. You know, we're doing what we can to react within timelines that we have, and I think we've done a pretty good job so far doing that. Craig Ellis: And on that note, Aric, if I could just ask a follow-up to it. Clearly, you your team executed just incredibly well in the fourth quarter given the big surge in gross margin. Was there anything that you would consider to be a one-off in that execution or are the levers that you're pulling things that you can continue to pull? If the demand remains very strong. Aric McKinnis: Yeah. Good question. I think that if I were to look at the increase from Q2 2025 through the end of the year and the 540 basis point improvement that we generate over that period of time, we estimate that about two-thirds of that improvement is related to the initiatives that we've been driving on the cost side. Things like increasing our site cycle time actually, decreasing our cycle time and increasing our yields. And the remainder is things like volume and we did benefit from volume in Q4, right? So we still have some additional work that we're wanting to do there. But as we've said in our last call and again in this call, really focused on changing the underlying cost drivers of the business so that at all operating levels and mix scenarios that we see, we are improving our performance and our leverage on our capacity, on our sites, and on our cost structure. Very good. Thanks, Mike. Craig Ellis: Thanks, Aric. Aric McKinnis: Thank you. Stan Finkelstein: Thank you. Our next question comes from Brian Chin with Stifel. May proceed. Brian Chin: Hi there. Good afternoon. Thanks for letting us ask a few questions. Maybe first, just to square the Q1 revenue guide. I did notice that system in Flash probe card revenue were both pretty strong sequentially in Q4, but systems can be seasonally softer in Q1? So when I look at the $10 million revenue growth Q1 versus Q4 at the midpoint, is probe card revenue maybe up more than the $10 million sequential? And how much of that sequential revenue increase is DRAM versus foundry logic? Yeah, Brian. You're right. And I parsed it a little bit in the prepared remarks. We do expect systems to be down in the first quarter as it often seasonally is. Also undergoing a bit of a transition as we start to ramp up CPO and focusing resources on that because it's an exciting opportunity. But, obviously, the implication there given the midpoint of the guide sequentially up $10 million is the probe card business is gonna grow by more than $10 million. It's roughly equal parts of foundry and logic. And DRAM. And as I said in the prepared remarks, we're seeing some real strength in Foundry and Logic. In areas that have not typically driven the business historically for FormFactor. Not PC and not mobile, but instead things like data center network switches. In DRAM, the step up to a new record that we anticipate in the first quarter is due to HBM growth. So I hope that gives you enough detail for some of the moving pieces. But, yeah, we expect probe cards to outgrow systems. Right, and be responsible for the majority of the step up. In fact, more than the step up in Q1 given the sequential decrease in system. Brian Chin: Okay. Great. Maybe the two follow-up questions. One, on sort of the constraint in the next few quarters that you referenced, what is your sense of how constrained some of your advanced probe card peers are either in DRAM or foundry logic? And do you expect peer capacity to come online in a similar time frame? Mike Slessor: Yeah. I think if you follow, our major competitors, closely, I mean, you know, 70% of probe card market shares owned by three of us. We have a primary competitor in Foundry and Logic and a primary competitor in DRAM. And they, like us, have all been transparent about the need and the initiatives to add capacity. You can imagine that we've got our head down here, and they're trying to add our capacity as fast as we can. This is an area, sure, we like to keep our content at competitive antenna up. But this is one where what our competitors do doesn't really make a difference to what we're gonna do. Aric talked about the faster than expected pace on both output and gross margin. We're applying the same urgency with getting Farmers Branch up and running. And so we're gonna run as fast as we can and try and capture some incremental market share if we can just with the ability to deliver. Great. That's helpful. Maybe just last question. Can you size the AI GPU plus XPU ASIC plus, I guess, data center networking probe card TAM, and 2025, kind of where your share shook out last year? And then when you think about the growth, of the TAM in 2026, should it be similar to kind of that growth rate in year-over-year growth rate in AI accelerators? I think TSMC talked about a multiyear TAM, but it was sort of in the 50% plus range. Mike Slessor: Yeah. I think if you look at and I you know, I'm gonna broad brush kind of the AI opportunity. If you look at the growth rate associated with things like GPU, custom ASIC, networking in the server rack, both scale-up and scale-out. These are areas of the industry that are growing much faster than the overall industry growth rate, which is growing pretty fast by itself. I don't know that I'd sign up for 50% growth but it's clearly growing quicker than the rest of the industry. And you know, as we've talked about, we have some share gain opportunities inside that as well. Both with the merchant GPU and the custom ASIC business. We've got strong positions in the networking piece, but are working to build out these other pieces. And it's an area where there's tremendous focus internally and with our customers on making sure that we're driving significant market share positions with those. I had to estimate it, you know, we're talking about hundreds of millions of dollars of SAM for all of those different things in 2025, and we expect them to grow in 2026 and beyond. Brian Chin: Great. Great. Thanks, Mike. Aric McKinnis: Thank you. Stan Finkelstein: Next question comes from Robert Mertens with TD Cowen. You may proceed. Robert Mertens: Hi. This is Robert Mertens on, for Krish Sankar. Thanks for taking my question. I know you guys have spoken to great lengths about what you're seeing in the DRAM market across the traction across all the high bandwidth memory manufacturers. Can you provide a dollar amount, for high bandwidth memory probe card sales this quarter? And just any color you could give us on, on this calendar year, the shakeout maybe between what you're expecting between traditional DDR and DDR5 designs and, those from high bandwidth memory. Thank you. Yeah. Mike Slessor: Yeah. It's just an interesting question, Robert. Let me start with our HBM revenue in the first quarter. Again, connecting the dots on the guide that we provided, we expect DRAM to step up to another record in the first quarter with that growth being driven by HBM. And so know, if in Q4, it was kinda mid-forties. Think of it as a low fifties kind of number for Q1 based on where we currently sit. Now remember, this is a terms business, and lead times still are well within a quarter. But our visibility for certainly the more complex DRAM cards is now extending out to the end of the quarter. If we then kind of think about commodity DRAM and the mix between HBM and DDR, this is a very dynamic and active situation. Not surprisingly. Right? Our customers are wafer start constrained. And they're making choices every day of whether they start HBM wafers, HBM core die wafers, or a DDR5 or a DDR4 part. And so for me to speculate, beyond kind of our you know, six, seven, eight-week visibility, I don't have a view. And I'm not sure our customers have a view of how they're gonna respond to the relative profitability they can generate the relative share gains they can generate given how dynamic the DRAM, both HBM and DDR4, DDR5 are right now. What I will say is we're positioned to serve both, and we'll continue to stay in close contact with our customers to make sure we are serving both effectively. Robert Mertens: Great. Thank you. That's helpful. Stan Finkelstein: Thank you. Our next question comes from Elizabeth Sun with Citi. You may proceed. Elizabeth Sun: Hi. Thanks for taking my question. I guess the first question is how should we think about the foundry logic market this year? So, you know, there I see there's a lot of moving pieces. There's upside from, you know, networking, potential GPU qualification, but there's also some softness on your traditional, like, bigger mark bigger end market or soft smartphones and PCs. So I like to kind of early, but I want to get your thoughts on how should we think about phonologic growth this year. Mike Slessor: Yeah. Well, we do expect it to grow for us and as a market overall. And one of our key initiatives is to gain share. And so if the market's growing and we're gaining share, clearly, we're gonna have a growth here. Now there's a lot of work to do in that. Right? We've talked about the GPU qual we're on track for and some of these other share gain initiatives, let's call it. One of the, I think, important pieces I do wanna highlight is you know, the shift we've driven to make sure that we're participating in the sort of spectacular growth associated with high-performance compute. You see that in some of the first-quarter results, again, networking switches and some other pieces. But the other point I made on the call the fact that we delivered a fourth quarter and full-year revenue record without our, you know, large microprocessor IDM being a 10% customer. I think is a testament to the shift we've driven and the exposure we've now generated in the high-performance compute sector. So overall, lots of different pieces, but we expect it to grow and we have expect to gain share in 2026. Elizabeth Sun: Great. Thanks, Mike. And then Aric, on gross margin, I think you talked about you are still on track to achieve the target model gross margin. I think that's 47. Is that including the 200 bps tariff impact and also for that 200 bps, what's the mitigation method you are implementing? And how should we think about, like, you know, some upside from the mitigation? Aric McKinnis: Yeah. The target model is 47% margins at $850 million a year run rate for revenue. And that did not include tariffs as potential impact. And so what we've said is that we expect to hit target model gross margins adjusted for our tariff headwind which is 200 basis points. So 45% is what we're targeting as long as we have a 200 basis point tariff headwind. Now that said, we really want to stop spending money on tariffs. So we're doing everything we can to mitigate what's going on there. And the primary path that we're pursuing right now is something called drawbacks where we work with the customs department to reclaim tariffs that we have paid for items that we have re-exported. That's a very detailed time-intensive process. We're working through it. You know, we would love for that to go faster if at all possible, but it could be several quarters before we see any benefit in our P&L from recoveries there. Elizabeth Sun: Thanks, Aric. Stan Finkelstein: Thank you. And as a reminder, to ask a question, please press 11 on your telephone and wait for your name to be announced. To withdraw your question, please press 11 again. Please limit yourself to one question and one follow-up. One moment for questions. Our next question comes from Vedbati Schroeder with Evercore ISI. You may proceed. Vedbati Schroeder: Hi. Thanks for taking my question. So the first one I had is, if you could quickly give us an update on where you are the qualification process for GPUs and then for the custom ASIC, and it sounds like you kind of have it down and you're expecting revenues in the second half from both of those opportunities. Is that right? Mike Slessor: Yeah. Well, let me start with custom ASICs because as we updated you in mid-2025, we actually already have some design wins that have generated multimillions in revenue in the custom ASIC space. And are now seeing the second leg of that for some recently announced custom ASIC. We've got a long way to go in that space to make sure we've got the broad customer coverage and broad customer engagement to make sure that we're a key supplier on all the large custom ASIC projects in the industry. But you know, we're clearly relevant. We're generating multimillion dollars of revenue, and we see it as a growth area. On the GPU qual, continue to make excellent progress. We're in a reliability test part of the qualification where our cards are being run, you know, with hundreds of wafers, multiple touchdowns, just making sure we've got the quality and reliability required to operate in a very, very demanding test application. And we continue to expect to generate revenue from this merchant GPU call in the second half of the year. Vedbati Schroeder: Understood. And have you, like, quantified how much that opportunity could be? Mike Slessor: We've kinda waved our hands at it. You know, if you look and this is probably the merchant GPU opportunity. You know, it's probably was a $50 million spend primarily with our competitor in Foundry and Logic in 2025. That may be conservative. So as test intensity continues to climb, as spend continues to climb, there's a significant opportunity there, obviously, as we're running something like $225 million a quarter. Custom ASIC one's a little harder to size. But we see significant growth there and the continued investment in these programs and projects make it a place worth really, you know, focusing our resources and making sure we've got strong market share and good coverage there. Vedbati Schroeder: Understood. And then the second question I had was on the gross margin side, you know, you talked about cost strategies that bring up the gross margin. Manufacturing footprint. Like, does pricing play out at some point at pricing become a piece where you could drive gross margin expansion just given how much the test complexity is increasing in foundry logic and in HBM DRAM? Mike Slessor: Yeah. Let me take that. I know it was a margin question, but pricing certainly in the area of customer and product focus. So I'll take that one. Look. Anytime in this industry where you deliver incremental value you often are able to share if you've done your job. And share in that value you're providing for a customer. Often for FormFactor, and for many other peers in the test and even WFE space, that comes from providing some sort of product attribute, higher throughput, better yield, you know, a higher performance, a better spec. But there's an interesting situation right now where you know, if there's a specific program that's super important for a customer, and valuable for their time to market, we're able to share in that value as well, share in that conversation. Now it's not across the board, but it is an interesting time in the industry where the elements to share in the increased value the industry is creating are more than they have been in the past. Aric McKinnis: Thank you, Shane. And maybe I'll just add maybe I'll just add to that really quick that, you know, our main path for gross margin improvement is not pricing, but rather more long-term controllable items on the cost front. That's why you hear us emphasize that so much. Of course, if there's opportunities on the pricing bump, front where we can deliver value, as Mike said, we love to see that. But that's not what we're relying on in order to drive long-term gross margin improvement. Vedbati Schroeder: Understood. Thank you. Stan Finkelstein: Thank you. Our next question comes from David Duley with Steelhead Securities. You may proceed. David Duley: Thanks for taking my questions, and congratulations on the awesome execution on the gross margins. My questions kind of a two-part question on HBM. You talked about the increased intensity, as we go from HBM3 to HBM4 to HBM5. I was just wondering if you could take a guess as to what the increased intensity was or probe intensity is between HBM3 and HBM4. Would it be a similar type of increase intensity as we move to HBM5? Mike Slessor: Yeah. So one of the real drivers of test intensity is the stack. If I'm going to put your if our customers are gonna put 16 core die in the stack in of eight core die in the stack. As for HBM3, that's gonna increase the test intensity. Now there's other puts and takes in this. Their yields are going up. They're figuring out how to get rid of different defect modes. But I think a good rule of thumb is one that we've articulated in the past that maybe 20, 25% on a like-for-like same stack out basis is not a bad way to think about the test intensity as we go from HBM generation to HBM generation. David Duley: Okay. And then as far as I think we understand you have very high market share at the market leader in HBM. I was just kinda curious so I can understand what the potential opportunity is. What do you guess your market share is on a combined basis with the other two HBM players? Mike Slessor: I don't we haven't quantified that for people. And because it's tough to parse through all the different HBM applications. Excuse me, at each customer. What I'll say is and I think I already said it, is we have low enough incumbent share that there's a real opportunity there as we deliver into places where we have differentiation, like the high parallelism, high-speed test insertion I talked, where we're driving very strong share at all three manufacturers in that particular application. David Duley: Well, maybe another way to ask it is, so you're the number two source at the other two guys, essentially. Correct. Mike Slessor: From an overall DRAM standpoint. David Duley: Alrighty. Thank you. Stan Finkelstein: Thank you. I would now like to turn the call back over to Mike Slessor for any closing remarks. Mike Slessor: Thanks, everybody, for joining us. As I said, as I closed my prepared remarks, we're looking forward to continuing to demonstrate progress in growing revenue and expanding gross margin and profitability in our existing footprint, and then updating you on our May Analyst Day on the longer-term prospects for FormFactor. As we bring the Farmers Branch site online as well and drive more growth, more gross margin expansion. Thanks again for joining us, and take care. Stan Finkelstein: Thank you. This concludes the conference. Thank you for your participation. You may now disconnect.
Operator: Good day, and thank you for standing by. Welcome to the Cerence Inc.'s First Quarter 2026 Earnings Call. At this time, all participants are in a listen-only mode. After the speakers' presentation, we will open up for questions. To ask a question during the session, you will need to press 11 on your telephone. You will then hear an automated message advising your hand is raised. To withdraw your question, please press 11 again. Please be advised that today's call is being recorded. I would now like to hand the conference over to your speaker, Kate Hickman, Vice President of Corporate Communications and Investor Relations. Please go ahead. Kate Hickman: Hello, everyone, and welcome to Cerence Inc.'s First Quarter 2026 Conference Call. I'm Kate Hickman, VP of Corporate Communications and Investor Relations. Before we begin, I would like to remind you that the call may involve certain forward-looking statements. Any statements that are not statements of historical fact, including statements related to our expectations, anticipation, intentions, estimates, assumptions, beliefs, outlook, strategies, goals, priorities, objectives, targets, and plans are forward-looking statements. Cerence Inc. makes no representations to update those statements after today. These statements are subject to risks and uncertainties which may cause actual results to differ materially from such statements and expectations. As described in our SEC filings, including the Form 8-K with the press release preceding today's call, our most recent Form 10-Q, and our Form 10-Ks filed on November 20, 2025. In addition, the company may refer to certain non-GAAP measures, key performance indicators, and pro forma financial information during this call. Please refer to today's press release for further details of the definitions, limitations, and uses of those measures and reconciliations of non-GAAP measures to the closest GAAP equivalent. The press release is available in the Investors section of our website. Joining me on today's call are Brian Krzanich, CEO, and Tony Rodriguez, CFO. Please note that slides with further context are available in the Investors section of our website. Before handing the call over to Brian, I would like to mention that we will be participating in the 38th Annual ROTH Conference taking place in March. Now onto the call. Brian? Brian Krzanich: Thank you, Kate. Good afternoon, and welcome, everyone. I'm excited to speak with you today following another strong quarter of performance for Cerence Inc. We are pleased with our results this quarter, with revenue of $115.1 million and adjusted EBITDA above the high end of guidance at $44.6 million. Importantly, we generated record quarterly free cash flow of $35.6 million, demonstrating continued profitability. Tony will provide further details on our Q1 results later in the call. As I mentioned on last quarter's call, we have three key priorities for 2026. They are advancing our business through leading technology, including our next-gen platform, XUI, maintaining cost diligence, and driving top-line growth. First, we made important progress in driving our business through continued innovation, especially as we geared up for the CES in early January. On the ground in Vegas, we showcased the latest advancement to Cerence XUI, highlighting new LLM palette experiences spanning both edge and cloud. We demonstrated our Calm Edge small language model running across multiple chipsets, enabling faster performance, lower latency, and reliable in-car interactions, even when connectivity is limited. Plus, we showcased XUI running live in a Geely vehicle, marking the first public demonstration of a near-production car powered by XUI. And we showed off our Audio AI suite, including advanced multi-speaker and multi-zone capabilities. Importantly, within Q1, we completed the development of several of our new AI agents, which are now fully integrated into XUI but can also be implemented in non-XUI platforms. At CES, for the first time, we demonstrated our mobile work agent developed in partnership with Microsoft. This agent turned your car into a trusted device with voice-first access to Microsoft 365 Copilot, Teams, Outlook, and OneNote. This was incredibly well received, and we have significant customer traction and active commercial negotiations coming out of the show with OEMs who want to bring this new agent to their drivers. We also debuted two new purpose-built AI agents that expand our portfolio beyond the in-vehicle experience into broader areas of the automotive ecosystem. The new dealer assist agent helps dealerships automate sales and service workflows like lead capture, test drive booking, and service scheduling while integrating with CRM and dealer management systems to improve responsiveness and efficiency. The ownership companion agent enables OEMs to provide drivers with an always-on in-car service companion that supports diagnostics, maintenance guidance, and instant service booking, creating a more connected ownership journey and strengthening brand loyalty. The introduction of these new agents expands our reach and enables us to deliver an end-to-end full journey solution from vehicle purchase to regular in-car usage, to troubleshooting, and to service and maintenance. Overall, feedback from customers, partners, media, analysts, and investors was incredibly positive, including Cerence XUI being named Gizmodo's best in-vehicle assistant in its best of CES 2026 awards. We look forward to continuing the conversations we kicked off at the shows. On our second priority, of cost diligence and strategic capital allocation, in Q1, we paid down $30 million of principal of debt due in 2028 using cash on hand while maintaining our cash position to invest in future growth. In addition, we are continuing our attention to cost management and delivering strong cash performance. In Q1, we completed the implementation of the previously mentioned restructuring plan related to certain foreign operations, further reducing operating expenses and positioning Cerence Inc. for profitable sustainable future growth. For the remainder of fiscal 2026, we will remain diligent and maintain our attention to cost management. Lastly, in terms of our goal of driving top-line growth, we believe there are three key areas of focus. First, increasing adoption of Cerence XUI, driving greater penetration of our stack in existing programs, which we believe will deliver increased PPU. To give you a sense of how we're progressing with customer adoption of XUI, as of today, we have now five significant customer programs for XUI. There's the previously mentioned programs with JLR and a brand within the Volkswagen Group. At CES, we announced our plans with Geely for their cars shipped outside of China. In Q1, we received a new award from another major Chinese EV OEM, leveraging XUI for their overseas development in five languages. We received an award from a major volume global automaker, which we look forward to sharing more about in the future. These programs are currently on track to hit the road during the calendar year with strong PPU growth. There are a few important things to note about these deals. One, that we have a strong win rate for XUI and that these wins have been against big tech competition. This not only tells us that XUI is needed in the market, but we believe offers a good indicator of how we'll perform in the outstanding RFQs we have on the table. Two, all of these programs have PPUs that are higher than our current run rate, demonstrating clear value and OEM willingness to invest. We continue to see strong customer traction outside of XUI as well. In Q1, we signed several important deals. A win that brings our generative AI apps, that's Cerence ChatPro and Car Knowledge, to additional countries with HKMC. Audio AI wins with GM, Mercedes Benz, and Daihatsu. An upgrade to our latest neural TTS for Mercedes. We contracted development of Slovenian language to help our customers meet regional language requirements, expanding our product offering. Importantly, on the GM Audio AI deal, this was a competitive win back that brings our speech signal enhancement, one of the highest margin elements of our software stack, to GM's next-generation infotainment platform across all brands. This lays out the foundation for potential adoption of additional elements of our Audio AI suite with this major North American automaker in the future. We also saw eight programs start production, including BYD, GWM, and HKMC. Trucking programs with Scania and Ford trucks also went live this quarter, marking continued strong momentum in adjacent transportation markets and building upon our existing work with Daimler Trucks, Volvo Trucks, PACCAR, and Iveco Trucks. Our second area for potential growth is increasing the number of connected vehicles shipped, resulting in an expansion of our connected service business. As Tony will detail, we continue to see growth in connected services as customers continue to adopt connected solutions, and we believe this momentum will continue. This is a key pillar of our long-term growth strategy, providing high-quality, predictable revenue. Third, we have an opportunity for growth in our non-automotive businesses. In Q1, we continued to operationalize our strategy and model, and we spent time at CES meeting with new customers and validating our approach to bringing the power of agentic AI and voice to new industries, including one of the leading digital signage players worldwide that is interested in integrating our solutions across their portfolio. We have good momentum with awards expected through Q2 and beyond. As a reminder, we believe the impact of our work to expand beyond automotive will be seen in our revenue and profitability starting in late fiscal year 2026 and beyond. This is reflected in the fiscal 2026 guidance we provided last quarter. We believe our IP monetization strategy will continue to yield benefits for Cerence Inc. As we mentioned on our last quarter's call, we resolved our suit with Samsung, which among other things resulted in Samsung agreeing to pay Cerence Inc. a one-time lump sum payment of $49.5 million. We recorded this patent license revenue in Q1, and we believe the resolution of this suit marks an important milestone in our IP monetization strategy. We have cases with Sony, TCL, and Apple outstanding. As a reminder, with most cases taking multiple years to reach resolution, this is a long-term strategy. In conclusion, we believe we have strong technology and customer momentum and are on solid ground to execute on our future growth plans through the rest of fiscal year 2026 and beyond. For Q2, we expect revenue of between $58 million to $62 million and adjusted EBITDA of $2 million to $6 million. We're pleased to reaffirm our full-year guidance that we provided on last quarter's call. Tony will provide further details on this. We believe that Cerence Inc. has the right foundation for long-term sustainable growth, and we're incredibly proud of what our team has accomplished this quarter. With that, I'll turn it over to Tony. Tony Rodriguez: Thank you, Brian. Good afternoon, everyone, and thank you for joining us today. We appreciate your continued interest in Cerence Inc. I'll walk through our first quarter fiscal 2026 results, highlight the key drivers of the quarter, and then share our outlook for Q2. For 2026, total revenue was $115.1 million, up $64.2 million or 126% from $50.9 million in the prior year period. We believe it's important to start by highlighting the continued positive progress in our core technology business, including variable and fixed license revenue, our recurring connected services revenue stream. Excluding the impact of patent license revenue, our core technology lines delivered solid growth and stability, reflecting steady customer utilization, continued adoption across our programs, and the increasing importance of our recurring revenue base. Variable license revenue for the quarter was $30.59 million, up 34% year over year, driven by steady customer utilization, more in-period shipment recognition, and continued adoption across our core programs. Fixed license revenue was $7.8 million in the quarter. These fixed license deals were not present in Q1 of last year, as they were primarily reported in Q2 of the prior year, creating a timing difference. Importantly, for the full fiscal year, we continue to expect fixed license revenue to be comparable to the prior year, and we view this as a time shift rather than a change in underlying demand. Connected services revenue was $14.5 million, up 6% year over year despite a $2 million true-up benefit in the prior year quarter. Without this prior year true-up, connected services revenue would have increased over 20% year over year. This connected services revenue line represents a recurring revenue stream driven by continued expansion of our connected install base and remains a key pillar of our long-term growth strategy, providing high-quality, predictable revenue and improved visibility over time. Now turning to a strategic milestone achieved during the quarter. During Q1, we recorded $49.5 million of patent license revenue, reflecting the successful resolution of our patent litigation with Samsung. As previously disclosed, this resolution includes a one-time lump sum payment to Cerence Inc. The agreement is part of a confidential cross-license arrangement, which limits the level of detail we can provide. That said, we believe this outcome represents an important validation of the strength and breadth of our IP portfolio and a strong proof point for the applicability of our technology across multiple industries and verticals. Including the patent license revenue, total license revenue for the quarter was $87.8 million compared to $22.7 million in the prior year. Professional services revenue was $12.8 million, down 12% year over year, reflecting our continued focus on standardization, scalability, and margin improvement, as well as the impact of revenue deferrals when services are bundled with license arrangements under applicable accounting guidance. Gross profit for the quarter was $99.4 million, representing a gross margin of 86%, up from 65% in the prior year period. This improvement reflects the favorable mix shift towards license revenue as well as continued discipline across cost of revenue. Turning to operating expenses. Total non-GAAP operating expenses were $57.3 million, up $23.2 million compared to Q1 of last year. The increase was driven primarily by the legal costs associated with achieving the patent license outcome this quarter. These costs were directly tied to the patent license value creation and are not reflective of our ongoing run rate expense structure. Additionally, while total R&D spend remained fairly comparable year over year, R&D expense increased as a smaller portion of our R&D costs qualified for capitalization as internally developed software, resulting in higher expense to R&D. Resulting adjusted EBITDA for Q1 was $44.6 million, representing a 39% margin, compared to $1.4 million or 3% in the prior year period. This reflects strong operating leverage, disciplined cost management, and the benefit of the patent license revenue. GAAP net loss for the quarter was $5.2 million compared to a $24.3 million net loss in the same quarter last year. Another key accomplishment during the quarter was the continued deleveraging of our balance sheet. During Q1, we repurchased $30 million in principal value of our 2028 convertible notes at a discount to par, using $37.9 million of cash generated from operating activities. We produced $35.6 million of free cash flow, a record for any quarter in the company's history. While not necessarily indicative of future results, we have generated over $100 million of free cash flow over the last eight quarters. We ended the quarter with $92.1 million of cash and marketable securities, and we believe that the company remains well-positioned to fund strategic initiatives while continuing to strengthen our balance sheet. From a metric standpoint, approximately 11.9 million cars were produced that included Cerence Inc. technology in the quarter, flat from 11.9 million in the prior year first quarter. We also grew our number of connected cars shipped by 14% on a trailing twelve-month basis, underscoring the continued momentum that we are seeing in vehicle connectivity. Also on a trailing twelve-month basis, 51% of worldwide auto production included Cerence Inc. technology, remaining in line with our historical penetration. Adjusted total billings were $231 million, an increase of 2% year over year. As previously discussed, when we look at total licenses shipped, pro forma royalties is an operating measure we use representing the total value of variable licenses shipped in a quarter, including shipments from prior fixed licenses where revenue was previously recognized upon contract signing. We refer to the shipments where revenue was recognized in a prior period as fixed license consumption. Our pro forma royalties were $39.8 million, which were up as compared to $36.7 million for Q1 of last fiscal year. Consumption of our fixed license contracts totaled $8.7 million this quarter, lower than the same quarter last year by 38%, but in line with expectations given the lower level of fixed contracts than historical periods. This drives more pro forma royalties into revenue in the current period as compared to a year ago. Similar to our five-year backlog metric, we will provide the details of our PPU metric in the middle and the end of each fiscal year. That said, we expect the PPU metric to increase by the end of fiscal 2026. Looking ahead to Q2 fiscal 2026, we expect revenue to be between $58 million and $62 million, gross margins between 71-72%, a GAAP net income at about breakeven with EPS between negative $0.01 and positive $0.08, and adjusted EBITDA between $2 million and $6 million. The Q2 revenue guidance reflects some fixed license revenue, but not to the extent of Q2 last year where virtually all of last year's fixed license deals were recorded. We are also reaffirming our full-year fiscal 2026 guidance as previously communicated, with revenue between $300 million and $320 million, adjusted EBITDA between $50 and $70 million, free cash flow between $56 and $66 million, and gross margins between 79-80%. In summary, Q1 marked a strong start to fiscal 2026, highlighted by solid core technology performance, an important IP milestone, and continued progress towards sustainable profitability and balance sheet strength. We believe Cerence Inc. is well-positioned to execute against our strategy, expand recurring revenue, and deliver long-term shareholder value. With that, I'll turn it back to Brian. Brian Krzanich: Thanks, Tony. So in closing, we're pleased with our results this quarter and incredibly proud of what our team accomplished as we start 2026. We remain focused on the three key priorities: driving top-line growth, advancing our business through leading technology, including XUI, and maintaining cost diligence. We believe we have an exciting path ahead and we look forward to sharing more on next quarter's call. We will now open it up for questions. Operator: As a reminder, to ask a question, you need to press 11 on your telephone. Wait for your name to be announced. To withdraw your question, please press 11 again. Please stand by while we compile the Q&A roster. One moment for our first question. Our first question will come from the line of Jeff Van Rhee from Craig Hallum Capital Group. Your line is open. Jeff Van Rhee: Great, thanks. Thanks for taking my questions, guys. A couple for me. On the Connected side, I'm curious about the mobile work agent. Just, you know, where does that rank in terms of the agents in XUI other capabilities as you're layering in a lot of sort of AI-centric capabilities? Is that top of the list in terms of what customers are most enthusiastic about? It sounded like you were sort of messaging extremely strong demand there or interest there. And then along those lines, just any sort of framing around the impact that can have on your ARPUs going forward? Brian Krzanich: Sure. So this is Brian. Jeff, I can start. The Microsoft Outlook or Office 365 does not require XUI, and that's the good thing. It's a cloud-based solution that actually just makes the car a trusted device and then puts our LLM on top of that. So we manage the request. So when you put a request in that says, for example, "Hey, I only want to get messages from Jeff while I'm driving to work because he's the most important person I need to talk to this morning," it will filter all that and manage so you're not distracted while you're driving. What's good about that, the fact that it is cloud-based is it can go on existing vehicles that are maybe two to three years old that have a connected capability as well. So what we're seeing is the interest is not only in the future forward-looking XUI systems, but we have OEMs coming to us and saying they'd like to put this on vehicles back two and three years. So it's quite positive. We haven't talked about pricing yet, but it will be an additive, and it will add to our PPU. Did that answer your question, Jeff? I mean, I want to make sure I got it. Jeff Van Rhee: It does. It does. In terms of an existing car, if you make it available to an existing vehicle, is that a revenue event? Or is that just getting people addicted to the technology and you get the revenue down the road? How does that work? Brian Krzanich: It would be a revenue event for us. Jeff Van Rhee: Okay. Got it. And then on the numbers front, you called on a number of interesting bookings or signings, including this major volume global automaker in Q2. I'm curious in terms of TTM billings, is that going to show up? Are we going to start to see TTM billings growing in Q2? And maybe even just a preview of backlog that's going to be reported at the end of Q2. Are those going to step in there where we should see some meaningful uptick both in backlog and TTM billings when we wrap up Q2? Brian Krzanich: So I'm going to let Tony talk about how it'll see in the in the a in a profile. But if I take a look at that, we talked about JLR and the Volkswagen Group vehicle coming in late summer, let's call it. The other ones are we've said the other ones are all going to come in this calendar year. But that's really started production, and they'll ramp. Right? So remember, we get paid both when the car ships out of the factory and then for the connected portion when the car drives off the dealer lot. So the revenue from a pure revenue stream won't start until late summer. And will start to ramp, right, as the vehicles kind of go through their normal ramp in both geography and volume. And then a lot of it will really happen at the back end. So I was trying to do by showing all five is that, you know, we've I've gotten a lot of questions in the past. Hey. I said, you know, we have six RFQs out, and we're, you know, got two guys already signed up with JLR and the Volkswagen Group. Company. I wanted to give you guys an additional update that we're continue now we're actually, you know, signing more deals and seeing good growth. And good PPU growth out of this technology. And so those those six RFQs are turning into actual deal side. Yep. How does that loop for you guys? Jeff Van Rhee: Got it. Got it. Then maybe the other part of the question, just maybe for Tony, is the should we expect are these signings that you're putting up and that you're talking about here big enough that we should assuming continued trend and continued strength in Q2 that we should start to see backlog and TTM billings pop by the end of Q2? Tony Rodriguez: Yeah. These will be reflected in a five-year backlog, of course, because, you know, once the contracts are signed and then as you know, you've been familiar with this, that we project the volume over a contract period or at least it's over five years in the five-year period. And, apply the contract price to the to that volume, and so you will see it in in backlog next quarter. Jeff Van Rhee: Okay. And just last for me, and I'll let somebody else jump on. Also on the connected side, just curious, based on the metrics that you're watching, how is usage of the existing in-car connected systems trending? I think back in the day, you used to hear some metrics around how frequently people were interacting with the system. Just what trends and what learnings with respect to sort of apples to apples usage of a person who has connected in their car over time are you seeing? Brian Krzanich: Yeah. I'd tell you that if you have one of the older systems, the usage is, you know, pretty good early on when you first get the vehicle, and then it kind of drops off. That was before LLM's really available. If you look at vehicles from, say, let's say, the Cerence Assistant and onward, we're starting to see more and more usage. We don't publicly talk about, you know, what's the percentage and all, but what we're seeing is as functionality has increased, and ease of use has increased, we're absolutely seeing stronger usage of the product. And we think as you add things like the Microsoft Suite, the Office 365, and all of that, it's just gonna, you know, really massively increase the usage rate of these products. Jeff Van Rhee: Got it. Great. Thanks for taking my questions. Brian Krzanich: Thank you. Operator: One moment for our next question. Our next question will come from the line of Mark Delaney from Goldman Sachs. Your line is open. Aman S. Gupta: Hey, guys. You have Aman on for Mark. Thanks for taking the questions. I guess, sticking with the XUI and AI product front, thanks for the updates on the pipeline there. Maybe if you can help parse out the interest from, you know, more of the western OEMs versus, you know, you talked about getting two wins, one with Geely and one with another China OEM for overseas business. You know, how is that pipeline relative to the Western OEMs? And are you seeing any difference in time to market from when you sign one of these agreements and actually start of production? And EPPU as well would be helpful. Thank you. Brian Krzanich: Sure. So let's see. So as you just described, three of the five are, I'll call them from Western or more classic OEMs. And so we're seeing, you know, strong interest. We still have, you know, several other OEMs we're talking to in negotiation and deal preparation that tend to be more Western as well. I'd tell you, you know, if I take a look at the JLR and the Volkswagen one, they're running about as fast as the Chinese ones. So I don't see a huge difference. I'd say the western OEMs are becoming especially kind of the lean ones are becoming more and more aggressive about their timing and bringing this stuff to production. So I'd tell you right now, three to five West or more classical OEMs versus the two Chinese brands. We're seeing additional Western OEMs with interest from a TPU standpoint. All we've said publicly is that, you know, the prices we're getting for XUI on these deals is significantly higher than what our current listed PPU is that we've talked about, which is around $5. I think it's $5.05, if I remember correctly. Tony can correct me if I got that off. That we published last quarter. So we're seeing a good significant increase in PPU from these deals. And they're all a little bit different because they all, you know, they take different features and stuff like that. So they're, you know, you'll see, as Tony said, you'll start to see it in backlog. And then you'll start to see it in revenue in the back half of this year. Into fiscal 2027. It'll be more and more significant. Aman S. Gupta: Understood. Thank you for that color. And then maybe one a little more on the financials. I think EBITDA came in a couple million above the high end of your Q1 guide, but you maintain the full-year guide. Are there any, you know, puts and takes or things we should be thinking about through the balance of the year? Is it, you know, how should we think about the full-year guide being maintained relative to the Q1 guide beyond some of those metrics? Tony Rodriguez: Yeah. And a couple of things. One is, you know, yes, we did overachieve on EBITDA, and that was good. We're one quarter in, though, right? So what we want to look at is as we think about the rest of the year, we typically wouldn't change guidance unless there was some significant movement, you know, that would guide us that way for the full year. So what it does is provide us really confidence. Q1 certainly provides us much confidence in achieving the full-year EBITDA estimate, which we've reaffirmed. So, you know, and I would think that some of that is, you know, a little bit of deferral of some expenses in Q1 into the other three quarters. So we're still, I guess, like we reiterated that, you know, reaffirming guidance for the full fiscal year, and this just gives us, you know, good confidence in that range. Aman S. Gupta: Thank you very much. Operator: Thank you. Once again, that's star one one for questions. One moment for our next question. Our next question will come from the line of Itay Michaeli from TD Cowen. Your line is open. Itay Michaeli: Great. Thanks. Good afternoon, everybody. Just to follow-up on the EBITDA question, can you just dimension what kind of allowed you to beat the range in fiscal Q1? And then to just clarify perhaps what the EBITDA was excluding the settlement in the quarter? Tony Rodriguez: Sorry. Sorry, guys. Yeah. Let's talk a little bit about the beat first. So a couple of things. One is we had some good news with regard to legal costs associated with the Samsung settlement. So as I think we've discussed in the past and certainly in Q4 when we talked about it is that the patent license agreement part of that was that the legal fees were on a contingent basis. And we were able to look at that agreement and achieve about $4 million better in legal costs associated with that. So that was part of the beat. The other one related to compensation. So, looking at a couple of R&D projects that have got deferred, so that's assisted in OpEx in the quarter. It's really two main areas. Itay Michaeli: That's helpful. And then maybe secondly, on the new win with the major volume global automaker, maybe just walk us through maybe, Brian, just how the competitive process went and kind of what you think kind of led to your win there? And maybe going forward, how you think about your win rate going forward just given some of the recent traction you've experienced? Brian Krzanich: Yes, sure. This is Brian. You know, I'm excited by the progress we've made, right, to have the five deals signed considering we really, you know, officially launched the XUI product in the back half of last year, calendar year. It's significant. And all of the competitions, it's coming down to there's usually just a couple of us left in the running at the end. And it becomes less about things like price and all. You know, price is always a bit of a part of the negotiation. But, really, at the end, it comes down to a couple of things. One, capability of the technology. Do they have belief that you're going to deliver what you say you're going to deliver? And for us, we're able to show up with a vehicle like we did at CES, fully functional, with the XUI fully operating and including things like the Microsoft Outlook Office 365 fully functioning, running in the vehicle live. So that gives them confidence that the technology is there. It can go. It can do what we say. So that's the first thing. And then it's about the confidence in the team's ability to actually work with the OEM. And we have a long history of that with our team. And then just the overall technology capability of your product. Right? What can it do? And we have a lot of things that differentiate us, everything from, you know, some of the agents we've added, like the Microsoft one, the audio technologies we've added. So it really comes down to the end. It's more about the technology and the team and less about the price. And that's really how we win. And then it's oftentimes around customization. They'll have things that they want that are unique to their brand or to the product they're trying to deliver. And our ability to be very flexible in that space and deliver those customizations in a timely manner is oftentimes a differential too. That was in some of the earlier ones a clear differentiator. Itay Michaeli: Terrific. That's very helpful. Thank you. Operator: Thank you. And I'm not showing any further questions in the queue. I'd like to turn it back over to Brian for closing remarks. Tony Rodriguez: One thing before Brian probably kicks in too that we should probably clarify a little bit because we talked about the EBITDA beat. Which was great, you know, as we've said, we were very successful profitability quarter and cash flow quarter. And as we think about the GAAP financials, if you look at the earnings release and look at the pre-tax income compared to a year ago, it was a pretty dramatic improvement year over year. And we beat EBITDA. We actually beat our we didn't we don't put guidance out for pre-tax income, but the pre-tax income was actually better than anticipated similar to EBITDA. That said, you can see in our materials that we had an effective tax rate of 117%. And what's a little bit wonky about these taxes is many of you know, the analysts aren't called, but understand FIN 18. And that fact that what you do each quarter is you project your anticipated tax rate for, you know, for the full year you put into each quarter. So the fact that and you can see that this quarter was 117%. So what that really says is for the full fiscal year, we expect a tax rate of about 117%. That said, we still, like, we've mentioned, we've reiterated or reaffirmed our net income guidance of negative $8 million to positive $12 million. But what's a little bit wonky about that is that we have a certain amount of tax that we are going to pay this year. Part of it is the withholding tax associated with the patent license agreement that we did this year with, you know, in Korea. So that'll be a big chunk with foreign withholding tax. We also have other entities that we pay for and withholding tax. So there's a certain amount of set tax that we are going to pay, and we're so close to breakeven that that percentage really impacts, you know, is impacted by the actual results and then had that set amount of tax as opposed to what most people think about is you think about a tax rate and you apply that to again, a little bit higher or lower earnings. So I guess way to think about this if you're doing your modeling is to think that we're probably gonna have a, you know, an actual tax provision in the range of probably $18 to, you know, call it, $22 million. And then if you see that, 117% effective tax rate that we use this you can really back into the, ex of pre-tax income for the whole year by taking the net income average, which is negative eight to 12. Middle of that is roughly two. And then you can well, if you had to gross that up to get to, you know, if you're gonna have rough midrange taxes of about 20 million, that means pre-tax income of about 22. So a midrange guidance. So, it's a little bit wonky, this one. So the fact we overachieved in, pre-tax income and applied that 117% of FIN 18 rate actually increased our net loss even though we had a better than expected pre-tax loss. So a little confusing, but certainly, if the folks on the call have subsequent discussions, if you wanna talk a little bit more about taxes, we can. Itay Michaeli: Okay. Thanks, Matt, Tony. That was very helpful. Brian Krzanich: I know that that whole tax situation was a little bit confusing for everyone. To close, I just wanna say, you know, it was a great Q1 and start of our fiscal 2026. You know, we're really happy with the deals we've signed on XUI. I think they're clear indicators of the power of the technology and our ability to compete in this marketplace against, you know, whoever our competitors are at the time. And so I'm really proud of what the team's both delivered and accomplished this quarter. You saw the great earnings, the great results that we've had, record free cash flow. And we're set up for a great Q2. And so I just I look forward to talking to everybody at the end of this quarter. You know, I think you'll be happy with our results, and with that, I'll talk to you all during the quarter and look forward to talking to you on this call at the end of Q2. So thank you very much. Operator: Thank you for your participation in today's conference. This does conclude the program. You may now disconnect. Everyone, have a great day.
Operator: Thank you for your continued patience. Your meeting will begin shortly. If you need assistance at any time, please press 0, and a member of our team will be happy to help you. Hello, and welcome, everyone, to today's Corpay Fourth Quarter 2025 Earnings Conference Call. At this time, all participants are in a listen-only mode. Later, you will have the opportunity to ask questions during the question and answer session. To register to ask a question at any time, please press 1. Please note this call is being recorded. We are standing by if you should need any assistance. It is now my pleasure to turn the meeting over to Jim Eglseder, Investor Relations. Please go ahead. Jim Eglseder: Good afternoon. Thank you for joining us today for our earnings call to discuss the fourth quarter and full year 2025 results. With me today are Ronald F. Clarke, our Chairman and CEO, and Peter Walker, our CFO. Our earnings release and supplemental materials for the quarter are available on the Investor Relations section of our website. Please refer to these materials for an explanation of the non-GAAP financial metrics discussed on this call along with the reconciliation of those measures to the nearest applicable GAAP measures. Our remarks today will also include forward-looking statements about expected operating and financial results, strategic initiatives, acquisitions and synergies, and divestitures, among other matters. Forward-looking statements may differ materially from actual results and are subject to a number of risks and uncertainties. Some of those risks are mentioned in today's press release and on Form 8-Ks, and can also be found in our annual report on Form 10-Ks. These documents are available on our website and at sec.gov. So now I'll turn the call over to Ronald F. Clarke, our Chairman and CEO. Ron? Ronald F. Clarke: Okay, Jim. Thanks. Good afternoon, everyone, and thanks for joining today's call. Upfront here, I plan to cover three subjects along with highlights for 2025. First, provide my take on Q4. Second, I'll share our 2026 guidance. And then lastly, I'll outline our major priorities for 2026. Okay. Let me begin with our Q4 results. We reported revenue of $1.248 billion, up 21%, and cash EPS of $6.04, up 13%. That would be up 20% at a constant tax rate. The results were better than our expectations, mostly driven by cross-border and Alpha overperformance. We did call the macro spot on, so impact versus our guide. In the quarter, overall revenue growth was 11%, marking three consecutive quarters. Inside of that, our 10% and our 16%. So our two biggest businesses are doing quite well against pretty difficult comps. Importantly, our trends in the quarter were also quite positive. New sales, or bookings, were up 29% versus the prior year. So super robust sales. Same-store sales inched into the territory, up 1%. And overall, revenue retention was stable at 92%. Cash EBITDA in Q4 surpassed $700 million in the quarter. So look, all of this produced a record cash EPS print of over $6 a share. So really a terrific quarter for us. Let me make the turn to highlights for the full year 2025. So first, our financial performance for the year was quite good. Full year revenue of $4.5 billion, that's up 14%. Cash EPS of $21.38, up 12%, or again up 17% at a constant tax rate. Organic revenue growth for the full year was 10%. So that makes four of the last five years 10% organic revenue growth or higher. Full year sales growth was also 29%, with improving productivity. So we're continuing to sell a lot. Additionally, in the year, we made a number of moves to better position the company for the midterm. We acquired Alpha, the second largest acquisition in the company's history, giving us access to an international bank account product as well as the asset management market segment. Mastercard invested $300 million in our cross-border business at a $13 billion valuation, hopefully unlocking and serving the FI channel. We invested in Avid, which deepens our position in the middle market AP automation and payment space. And lastly, we acquired a second vehicle debt company in Brazil that'll further help accelerate Brazil's non-toll revenue growth. So look, financial performance ahead of our initial 2025 guide, along with a further rotation of our portfolio towards corporate payments. So quite pleased. Okay. Let me transition to our 2026 guidance. We are quite excited about it. So we're providing full year 2026 guidance at the midpoint of print revenue, $5.265 billion, that's up over $700 million versus last year or up 16%. And we're writing cash EPS at the midpoint of $26, on the button. That it's up 22%. Look. The drivers behind this 2026 guide are a few things. So first, fundamentals. Look, the business is working. We had a record Q4 finish. And the corresponding exit rate was super good trends, you know, positive sales, healthy client base, same-store sales, stable retention trends, big sales year again in 2025. We get a lot of that benefit as it rolls into 2026. And we are expecting continued 10% organic revenue growth this year. A second driver is accretive acquisitions. So our Alpha acquisition is expected to contribute about $300 million of incremental revenue, and Alpha paired with Avid together should contribute approximately $1 of cash EPS to our 2026 outlook. That's based on our final plans now. And then third, macro, we are expecting the macro to be our friend, to be helpful here in 2026. Favorable FX rates, particularly so in the first half. Lower SOFR rates, and finally, a constant year-over-year tax rate expected. So look, lots of reasons for confidence in our 2026 guide. The guide, just for clarity, does not include the impact of expected divestitures, including the pay by phone, nor the impact of any material capital allocation actions beyond simply delevering. Okay, let me turn to our top five priorities for 2026, which really are pretty consistent with last year's priorities. So first up is our portfolio. The goal, again, is to further simplify the company resulting in fewer bigger businesses and accelerate our rotation of corporate payments. We've announced one vehicle payment divestiture. We have two additional divestitures that we're working on. And as always, we're continuing to work the acquisition pipeline for new corporate payment acquisition opportunities. Second priority, USA sales. We're continuing to work to improve U.S. sales, particularly of our vehicle payments and lodging solutions. We've done a few things. We've hired a new CMO who recently started. We've developed some new Corpay brand creative ads to raise awareness of the company. We're growing our Zoom sales teams here in 2026. Concurrently, we're also really rethinking entirely new ways to sell our U.S. vehicle payment solutions as we deemphasize digital sales. A third priority, in payables, a number of things. One, we're trying to add new enterprise accounts there, particularly after our success with our first elephant last year. We are selling payables now in the UK, seeing some initial traction. We are doubling down on the sales force in the UK. And lastly, lots of energy exploring new monetization options with our merchant base or our vendor base. Those things include instant payment options, debit card payments, and even eChecks to help accelerate revenue growth in the AP segment. Our fourth priority is cross-border. Super focused on our multicurrency account and our international bank account capabilities, particularly given the Alpha deal. We're furthering our stablecoin capabilities. And obviously working hard to implement synergies related to the Alpha acquisition. We are progressing the FI channel opportunity with Mastercard. We have logged our first joint sale, so kudos there. And building really a pretty meaningful pipeline. So, excited about that. So fifth and last, AI. Yes. We have gotten religion around AI. We're currently in pilot with conversational AI being added to a number of our client UIs. We're using AI agents to reduce live agent expense, particularly in our lodging business. And we're even using AI to speed our merchant matching process against our internal merchant database to help drive new payable sales with prospects. So, look, five key priorities here in 2026. Each is well defined. Each is being worked. The portfolio, USA sales, payables expansion, cross-border capabilities, and AI implementation. So a busy year for sure. So look, in conclusion today, a strong finish, record earnings in Q4, on the high side of our guide, again encouraging organic revenue, new sales, same-store sales, and retention trends. Our full year 2025 financial performance again, finishing ahead of our initial guide. We logged another 10% full year organic revenue growth year that makes again for the last five years, again, a repositioning active repositioning year. Further simplification of the company, and the addition of more corporate payment assets. In terms of '26, again, outlooking really a super strong 2026, EPS expected to be up over 20% driven by the favorable fundamentals. The accretive acquisitions, and even a favorable macro. And lastly, we have laid out a clear set of priorities to better position the company to continue to compound over the midterm. So with that, let me turn the call back over to Peter to provide some additional detail on the quarter, the year, and our '26 outlook. Peter? Peter Walker: Thanks, Ron, and good afternoon, everyone. Let's start with highlights of the quarter and the year. Q4 revenue was $1.248 billion, overperforming the midpoint of our guidance driven by strong corporate payments performance. GAAP revenue grew 21% year over year driven by 11% organic revenue growth. Q4 adjusted EPS of $6.04 per share over the midpoint of our guidance and grew 13% year over year due to strong top-line performance and solid expense management. The headline for the quarter is overperformance, over 20% top-line and low teens bottom-line growth driven by our third consecutive quarter of delivering 11% organic revenue growth. We grew Q4 new sales 29% year over year and delivered a 92.3% retention rate fueling our business for 2026. Full year revenue was $4.528 billion delivering organic revenue growth of 10% for the full year and for four out of the last five years. Full year adjusted EPS was $21.38 growing 12%, but growing 17% at a constant tax rate. These strong year-over-year results are further reinforced by the healthy, consistent sequential quarterly growth in revenue, EBITDA, and adjusted EPS throughout 2025, which positions us well for 2026. We are exiting 2025 as an even stronger company than we entered the year. Now turning to our segment performance and the underlying drivers of our organic revenue growth. Corporate Payments delivered 16% organic growth for the quarter, 200 basis points drag from float revenue compression due to lower interest rates. This exceeded our expectations by 100 basis points, partially driven by Alpha revenue overperformance setting us up well for 2026. Overall, corporate payments performance was driven by growth in spend volumes, which increased 44% on a pro forma basis to over $81 billion in spend. Cross-border continued to deliver strong sales and revenue performance in Q4. This business is quite resilient with significant demand even in the face of trade-related uncertainty throughout the year. Additionally, the Alpha Group integration efforts are progressing well. The payables business continues to perform with especially strong sales performance in Q4. We're optimistic about the future of the business as we are in the early innings of market penetration and closed our strategic investment in Avid Exchange during the fourth quarter. We see tremendous upside over a very long period of time for this business. Vehicle Payments organic revenue growth was 10% again this quarter. As a reminder, we operate three approximately equal-sized vehicle payments businesses across the globe in the U.S., Europe, and Brazil. We saw continued strong results in all three geographies which drove the performance, improving U.S. Vehicle payments performance throughout the year is particularly encouraging. Lodging, representing less than 10% of our total revenue, decreased 7% year over year or was roughly flat for the quarter when adjusting for a 600 basis point drag from lower FEMA emergency revenue year over year. While clearly not recovering, progress continues and we are assuming low single-digit growth in our 2026 outlook, with headwinds in the first half of the year and returning to positive organic growth in the back half of the year as new sales and implementations come online. In summary, we delivered 11% organic growth in Q4, at the high end of our target range driven by continued strong corporate payments organic growth and double-digit vehicle payments organic growth. Now looking further down the income statement. Operating expenses of $684 million increased 25% primarily driven by a lower net gain on business dispositions year over year, acquisitions, divestitures, and related expenses and FX partially offset by a non-cash impairment charge in Q4 of last year. Excluding these impacts, operating expenses increased 8% driven by investments in sales and processing expenses related to higher transaction volumes. As we exited the quarter, we're starting to see benefit from expense rationalization initiatives recently that will deliver additional savings in 2026. Our adjusted EBITDA margin was 57.1%, our adjusted effective tax rate for the quarter was 25.8%. The increase in the rate was due to the favorable impact of employee stock options on the tax rate last year. On to the balance sheet, we ended the quarter in excellent shape with a leverage ratio of 2.8 times, spot on our guidance. We repurchased 1.7 million shares in the quarter for $500 million and a total of 2.6 million shares for the year. This leaves us with approximately $1.5 billion authorized for share repurchase inclusive of the $1 billion of additional authorization approved by the Board at the December meeting. We will continue to pursue M&A opportunities and we'll continue to buy back shares at this valuation, while maintaining leverage within our target range. Now, let me share some additional information on our 2026 full year and Q1 outlook. As Ron mentioned, as part of our continued rotation into corporate payments, we signed a definitive agreement to sell pay by phone, a non-core vehicle payments asset. The transaction is expected to close in 2026. The impact of this sale is not included in our guidance as we are sharing today as our policy is to update guidance for closed deals. Pay by phone is expected to produce 2026 annual revenues of approximately $100 million and the transaction is not expected to have a material impact on adjusted EPS, as we plan to use the proceeds to buy back shares. We'll provide more information when the deal is closed. Our 2026 revenue guidance is $5.265 billion at the midpoint of our range, growing 16% year over year. This assumes 10% organic revenue growth, also the midpoint of our range. 2026 organic revenue growth is lower than our 2025 exit rate of 11%, due to additional float headwinds more heavily weighted in 2026 in our corporate payments business. Our 2026 guidance for adjusted EPS is $26 per share at the midpoint, growing 22% year over year. Our confidence in our guidance is high, given most of the building blocks for this performance are already in place. This includes our strong organic growth exit rate and annualized Q4 trends, our expense rationalization initiatives which are already producing savings, and our Q4 share buybacks. $1 of accretion from the Avid and Alpha deals is achievable given our strong track record of M&A integration. The macro environment provides additional tailwinds, including a flat tax rate year over year. As a reminder, our revenue and adjusted EPS build throughout the year. You can see on Page 19 of the supplement, the percentage of full year revenue and EPS are lowest in Q1 and highest in Q4. This pattern is driven by our clients' highest business volumes occurring in Q2 and Q3, along with acquisition synergy realization increasing through the year, all over a relatively fixed cost basis. The consistent historical pattern gives us confidence in our ability to deliver our 2026 guidance. Below EBITDA, we're expecting net interest expense to be $370 million and $400 million, the adjusted tax rate to be between 25% to 27%, and weighted average shares to be flat with the period-end shares for Q25. Related to capital allocation, our forecast assumes free cash flow is used to pay down debt, which provides some potential upside opportunity should we deploy capital for buybacks or M&A. Our guidance does not include any share buybacks. From a segment perspective, we expect the following organic revenue growth rates: Corporate payments, mid-teens inclusive of the drag on float revenue from lower interest rates. Vehicle payments, high single digits. Lodging, low single digit. Our Q1 revenue guidance is $1.21 billion at the midpoint, growing 20% year over year. We expect Q1 organic revenue growth of 9% at the midpoint, lower than the full year 10% organic growth guide driven by the float headwind I mentioned earlier. We're expecting adjusted EPS of $5.45 at the midpoint, growing 21% year over year. We're planning organic revenue growth to increase in the remaining quarters as we digest the float headwinds. We provided additional detail regarding our full year and Q1 outlook in our press release and earnings supplement. Before I turn it over to the operator for Q&A, I'm delighted to share that we've remediated the outstanding material weakness related to user and you'll see this formally in our 10-K. I want to thank the team that made this happen. So operator, please open the line for questions. Operator: Thank you. If you'd like to ask a question, press 1 on your keypad. To leave the queue at any time, press 2. We do ask that you please limit yourself to one question and one follow-up. Once again, that is 1 to ask a question. Our first question comes from Andrew Jeffrey with William Blair. Please go ahead. Your line is now open. Andrew Jeffrey: Thank you. Appreciate you taking the question. Great to see the business momentum. Ron, I wanted to ask a little bit about the commentary around payables monetization. I know this is an area that you know, historically has been a little bit stubborn when it's come to you know, non-check based payments. I know you mentioned eCheck. But could you maybe dimensionalize that for us? Is it is that an initiative that could add to already impressive segment organic revenue growth? Or what's the timeline, do you think for driving better yield, from those initiatives? Ronald F. Clarke: Hey, Andrew. It's a great question. I think, you know, we've been a one-trick pony to the industry in terms of using, you know, virtual cards for monetization. And so this, you know, set of options now and basically kind of eliminating paper checks is the game. The idea of getting that thing sunset and using, you know, eChecks, debit at lower interchange, you know, ACH plus instant payments, the whole plethora of things that we can do that research suggests that merchants like that choice and some set of merchants will accept these new methods of payment where they won't accept virtual cards. And so we're in the middle of it. We're laying that stuff out. We're doing the research. We're testing. And so I would say, sometime Q2, Q3, we should see some impact of that. I think it just creates more legs for the business, right, long term. Andrew Jeffrey: Yeah. I agree. And then just a quick follow-up for Peter, if I may. Could you sort of parse out domestic vehicle payment, organic revenue growth versus Brazil? I assume that US and Europe look pretty similar. Just try to get a sense of what positive same-store sales might mean for that business. Peter Walker: Yeah. So UFCP business, you know, approximately 5% organic growth for the quarter. And, Europe and the rest of the world and Brazil, you know, tracked right on where they were for earlier in the year, so consistent results across all three for the 10% overall organic growth rate for vehicle payments. Andrew Jeffrey: Okay. Thank you. Operator: Thank you. We'll now move on to Darrin Peller with Wolfe Research. Your line is now open. Darrin Peller: Hey, guys. Thanks. Nice job. I just wanted to start off with one more of a strategic question and then a sustainability question on the growth rate on vehicles. Then I'll have a follow-up on the modeling side. But just when I look at the double-digit growth rate, obviously, good to see it holding up in these ranges even against what you're getting into harder comps towards the end of '24. So maybe just touch on sustainability, especially of The U.S. Fleet acceleration and what's needed to maybe push same-store sales meaningfully higher. Your view? Ronald F. Clarke: Hey, Darrin. It's Ron. It's sales is the answer. Right? So just to follow-up on Peter's thing, if you think of the three horsemen that create 10% as kind of low single digit. Like, right on ten. High double digit, average those things, you get to ten. And so the good news, if there is any, is this work we've done on The US visa vehicle has finally landed. Right? We've got stable retention that's now kind of in line with the rest of the businesses. I'm literally looking at a piece of paper and the same-store sales of The US business vehicle business went positive for the first time in six quarters. I'm looking at the piece of paper now. Approval rates are up. Credit is so so literally, the business has gotten to a good kinda reset spot. And now, like I said, the entire assignment sales. So if we could make a lot more sales there, we could, you know, inch the aggregated vehicle, you know, growth rate up. And if not, we'll stay with kind of low, mid, high. For that mix. The real question for me is, do we keep allocating what level of investment for growth do we keep making in that business? These are the other ones. This is one of the internal questions. Darrin Peller: Right. Alright. That's good to hear. Thanks. I guess just one follow-up would be on more of a modeling couple of questions, which is number one would be just if you could provide a little more color on the cadence of the accretion contribution given that's a pretty notable, a fair amount of the versus some of the Street numbers was the magnitude of accretion. Just so it's ramping through the year, help us understand that. And then I know getting some questions on interest expense. I think you're assuming a lower interest expense rate dollar amount. Just help us understand that notion just given you're adding debt at a pretty healthy rate as well. Thanks again, guys. Good job. Ronald F. Clarke: Well, Darrin, it's Ron. Let me take the first part, and Peter can take the second. So you know, we're kind of done with the plan. So when we talked, I guess, ninety days ago and we're literally just onboarding, out, but we finished the work. And so in the opening comments, I gave the dollar. So between those two deals, the NAV and investment, the Alpha acquisition, we're pretty comfortable we can get the dollar. And so we're literally already underway on a bunch of the things. Certainly on the cost takeout side on some of the revenue synergies that are super easy, like, coming across to our contracts and things. And so the biggest thing that'll unlock a bunch in the second half is the IT. We're gonna sunset their, you know, kind of their core corporate IT system in favor of ours, which opens up all kinds of savings around not only IT, but compliance and stuff like that. So I would say, you know, this is our third, fourth, fifth rodeo, right, of doing these things. So our confidence in what to do and what number is high. Then the last point I'll make, because you're good at math, is it's not one and done. It's one and more. So the way we think about it is whatever EBITDA we're getting in those businesses has to grow over. Right? The interest expense to finance those. So as we create the synergies, and those businesses grow, they're growing obviously over a fixed interest expense. And so, you know, in our multiyear plan, that creates even acceleration in EPS as you walk into next year. So the setup for those two things is quite good. Peter Walker: So, Darrin, picking up on your question on interest expense. So we ended the year about $7.7 billion in debt. As you know, we produced really high cash flows, so call it $1.8 billion of cash flows we produced throughout the year. So debt will produce throughout the year. Also, the forward curve is looking pretty positive for us on SOFR. So you put those two together, and that's what's leading to lower interest expense. Darrin Peller: Okay. Very helpful. Thanks, Peter. Thanks for Operator: Thank you. We'll now move on to Tien-Tsin Huang with JPMorgan. Please go ahead. Tien-Tsin Huang: Thank you so much, Haifman, Peter, and Jim. Great results. I wanted to ask on corporate payments if that's okay. Just mid-teens growth expected this year. Do you have the backlog to support this growth, or is there more business to go get? I'm just curious what the visibility looks like there. Could there be some room for upside? And if so, where? Ronald F. Clarke: Hey, Tien-Tsin. Thanks for the data boys. So I'd say on the 26 number, it's really two different things. In the payables, the full payables business, I'd say, we have the sales. Because the implementation cycle is longer there. And so, basically, we have a bunch of deals that we implement that drive that revenue. In the cross-border, it's a much shorter, right, sales to implementation cycle. So we have to make sales there. Although if there was one that took place on our company, I would not bet against the cross-border sales. We had a just rocking finish between you know, our core cross-border business and even the new Alpha business and stuff. And so that thing is firing. So I would say our confidence in the thing is super high. And, again, the reason for the thing not being a bit more robust is just the compression, obviously, of the float rates. Right, particularly as you as we absorb Alpha. Has a way bigger bank account deposit-based business than we do. It's a bit more acute. Right, the compression there, particularly early on. So know, when we get it's transitory, obviously. So we get to the other side of that. I think the outlook would be will be even better for business. Tien-Tsin Huang: Yeah. And if we get the monetization today, right, that Andrew asked if we get that cranking, that would be another upside, basically, to the business. Got it. No. You sound quite pleased with Alpha. That's great to hear. So mid-teens would be a win. For that segment. I did want to ask just on margins, if that's okay, as my follow-up with the expense rationalization. Is there a way to think about that impacted to '26 and just some broader comments on incremental margins in '26 any surprises or puts and takes to consider? Peter Walker: Yeah. Maybe I'll start. Finjan went Peter pick up. So we're targeting above $75 million of expense out. We've executed kind of $50 million of it. We're still working on the other $25 million, which we've identified, but still working. If you looked at our internal plan, not shockingly, margins climbed like crazy sequentially. Pretty fixed cost base once we make the sales investment, which we do early. And then revenue snowballs. Right? So revenue increases, call it, $100 million plus as you get into the second half or quarters. And so that's I think it's probably three points if you look at it. 300 basis points from Q1 to Q4. The reason that the overall margins for the full year wouldn't look a ton different is really it's the acquisition. Acquisition. Expense. Right? We're bringing across in these couple of deals, you know, a fair amount of cost, you know, at lower margins, basically. And then second, we paid the call given the profitability to put more in the sales and marketing and even into our brand. So we're trying to hold the margins, you know, pretty constant, improve them sequentially, and spend on some things that will help the growth going into next year. Tien-Tsin Huang: Perfect. It's great. Well done. Thank you. Operator: Thank you. Our next question comes from Mihir Bhatia with Bank of America. Your line is now open. Mihir Bhatia: Hi. Good afternoon. Thank you for taking my question. Nice results here. But Ron, maybe just have one to ask you about pay by phone. I think you bought that asset maybe a couple of years ago. Just any lessons from that process from owning that just what worked, what didn't as you think about go forward? Ronald F. Clarke: Yeah. Hey. That's a good question. So lessons, I'd say maybe two lessons on that. One is, you know, we had a thesis for buying that their five, six, 7 million active users and a lot of them in Europe could be kind of a launching pad for us to put those people into the network. And basically, we grew we couldn't do very well at that. So a new idea and it didn't work as great as it has in Brazil. But the second learning is we're good. Like, we take a business. We buy it. We triple the profits. We're selling it for 50% more than we bought it for. And so it's a great reminder that even when the thesis isn't perfect, that we can still make a return on the thing. And so we're pleased. I'm also pleased with the people that you know, that are running a thing, that built it, that where they where they'll go, they'll be happy and stuff. So I'm hoping for only good things for the buyer and the management team. Mihir Bhatia: Got it. No. And I think, you know, kudos to y'all for trying and pulling the plug when you all realize it wouldn't work. Wanted to maybe switch gears a little bit to just going back to the corporate payments. Business and just some of the questions there. Maybe, like, I think you kind of answered a little bit, but just trying to understand you know, you laid out a lot of priorities in that business, right, whether it's building The UK payables, adding enterprise accounts. New monetization options, growing sales in the FI channel, multi So just trying to understand the timelines there, like the lift that it'll take to implement some of those changes Like, what's gonna be a meaningful contributor there in 2026 versus initiatives that are maybe longer term, but just you're laying the building blocks today? Ronald F. Clarke: Yeah. That is a really good question. I think the main thing we're trying to do with that priority is just make sure people are clear on the opportunities. That when you stare at payables, you know, beyond just chopping the wood we have that there's some kind of factors you know, out from the middle market core there where hey. We can get more monetization against the spend. We can add enterprise, right, to the mix. We can go to geographies that widen the TAM. I'm also trying to make sure people are clear. That there's wave vectors to make the business go. I'd say on that one, it's clearly the monetization is the short term, is the 2026. Thing because we have the clients. We have the merchants. We have the money moving. And so we're simply trying to get more choice and stuff. So I'd say for sure, in that one. And then the same kind of on, I think, on the cross. Border side. I think longer term, because the sales cycle will be like the Mastercard you know, opportunity there or even, frankly, the international bank account opportunity. I think those are longer term, whereas the synergies of combining the Alpha corporate business would be a 2026. So I'd say those are the two get the money in 2026 things, monetization and payable, and alpha consolidation and synergies would be the things for this year. Mihir Bhatia: Got it. Thank you for taking my questions. Nice results. Operator: Thank you. Our next question comes from Sanjay Sakhrani with KBW. Your line is now open. Sanjay Sakhrani: Thank you. Ron, you talked about a couple of more divestitures in the pipeline and this one that you did today or announced today. Could you just give us a sense of what kind of liquidity you're looking at in terms of raising from that? I know you put out that $1.5 billion number last quarter, but if we just think about today's announcement plus the other two, does that get you to a higher number or equal number? Just trying to think through, you know, the liquidity you could raise and use of proceeds. Ronald F. Clarke: Yes. Think it's a good question, Sanjay. So, yeah, there's two other vehicle businesses that are out in process now, pretty late stage too. If we end up transacting on both of those, it'll be over $1 billion. Think of, call it, a know, $1 billion or $1.3 billion, somewhere in there. And the use of proceeds is to buy C Pay. At this price that we're at. So we'll have an answer. My guess is the next probably thirty days on those things. Sanjay Sakhrani: Got it. And then just maybe if you could elaborate on lodging. I know it remained weak, you guys are assuming the low single digits, but any anything specific happening there in terms of turning that ship around and how we should think on a go forward basis? Thanks. Ronald F. Clarke: Yeah. The prints, obviously, Sanjay, not too good. I feel a little bit similar for The US vehicle business. You know, I think I characterize those two businesses as problem children, you know, not behaving well a couple of years ago at lots of things wrong. I feel kind of the same that both businesses, particularly lodging, have stabilized. We fixed the IT. We fixed the product thing. We fixed the customers that kinda scooted away, the volume that scooted away. So if you look at, like, the same store as I quoted, you know, that's actually positive now with US vehicle and I think mostly flat and lodging. And so the good news is the management teams have made progress doing things that have stabilized the revenue. I'm still super disappointed in the new sales. And so that's the ticket. Really, the ticket for both of them is can they produce new sales now that the losses you know, have stabilized? They're both super great margin businesses. They're both above the line average in front of me, but they're in the sixties. In terms of EBITDA margin. So they're super great cash generators. The question is just can we productively make sales there vis a vis the other options we have for investing sales of the company. So we're giving it a run here in 2026. And if we see sales improvement and accelerate throughout the year, we'll be happy. And if we don't, we'll be probably thinking about doing something else. Sanjay Sakhrani: K. Great. Thank you. Operator: Yes. Thank you. We'll go next to Nate Svensson with Deutsche Bank. Please go ahead. Nate Svensson: Hey, guys. Thanks for the question. I want to follow-up on some of the cross-border priorities that were talking about in the prepared remarks, Ron. So you mentioned outperformance at Alpha a few times, and you obviously bumped up the alpha plus avid accretion to $1. Just maybe hoping for a little more color on what's going better than expected at alpha. What on the revenue synergy are you realizing? Is it better organic growth? Anything beyond that? And then you also called out the first joint sale with Mastercard. Fully get from your earlier answer. That's kind of a longer-term opportunity. We'd just love to hear more about that first wins on any specific details or learnings from that partnership as you look to go out and win more sales? In the pipeline that you do have. Ronald F. Clarke: Yeah, Nate. Two good questions there. I think the overperformance in alpha is the integration, the people thing has gone better than I thought. So when you meet a new group like that and bring the organizations together, sometimes there's a pause. People aren't firing and stuff. But I just feel like our management team and their team did a great job, a great kumbaya or whatever, where their guys just came, you know, roaring out of the blocks. You know, pitching, hey. We're a bigger, meaner company. We have better credit. We obviously have better products. We have better payment products. Versus just risk management products. And so to me, what was so great is the people, particularly the salespeople, have embraced some of the stuff that we bring to them and just went running out. And got a bunch of business closed. So that thing not only performed better than the finish. Yeah. I've looked at January, and those businesses are ahead again. This month. So I think it's cultural. It's something. But just everybody's at it. People aren't moving around and stuff. They're excited to be part of the game with us and stuff. So this is way before the other synergies of contract advantages, rate advantages, cost, IT. We got all the stuff in front of us. Bank account license. We nine other things that are gonna create money. But to me, that's super important. On the Mastercard thing, I gotta say, it is way exceeded mine, I know if it has the Mastercard folks. Expectations, but we now have a second sale. I think I said one, so that script's old already. We've actually closed out two deals. But more importantly, it's a crazy pipeline. Particularly in Europe, where, you know, Mastercard has done their part of getting some dedicated people to call on accounts that they know and love, and our guys go in to know a lot and literally I don't know if it's 50 to 70 in process opportunities. And so that thing which tends to have a very long sales cycle, stood up quite well. And I think back to the thesis question that was before us, I think the thesis is proving out the good relationships and credibility that Mastercard has coupled with our products and expertise is a good combo. So it'll take time to build, but it is a way help to make that segment meaningful. Right, for cross-border. I mean, I don't know if everyone's getting it, but that business was mostly a one-trick pony. We went out to midsize businesses around the world and sold services, and now we're talking about basically getting banks, getting FIs around the to use our services and becoming, you know, an international bank account deposit company as well. And so the extensions of those two additional kind of product and market segments is way significant. I don't know if people are picking it up, but it completely changes, I think, the long-term prospects for that business. So we spent a lot of time in this company doing iceberg work, kind of getting ready, getting things positioned. I think people discount it because everyone just wants to know what the numbers are. But I'm telling you that is gonna make a big difference for durability. Nate Svensson: Super, super exciting stuff. I guess for the follow-up, also on the cross-border business, we get some questions from time to time on a potential Supreme Court ruling on IEPA and maybe some impact that could have to CFAI even the tariffs are rolled back. So I'm not asking you to speculate on any potential outcome. But I guess in the event that there is some level of rollback of tariffs, any idea on how that could play out across either your corporate payments business or maybe the vehicle payments business as well? Is there still any pent-up demand you think might be released? Could this alleviate some of the pressure on the shipping and freight industry in The US or any other factors to keep in mind there? Ronald F. Clarke: Yeah. That's a super good follow-up. I would say care of certainty is our friend. Like, whatever it is, just be what it is. So it had a super jolt during Trump's liberation thing. I think our numbers in April were crazy as people try to anticipate things and then kind of our US, our North America business did really bad. The rest of the year because of the uncertainty and the other geographies picked it up. So anything that would either roll back limit or even just fix tariffs would be a plus to the cross-border business. Remember, like half you know, the dollars that they were service-based, not goods-based. And then, again, we have con you know, we do risk management contracts and stuff. So the exposure isn't across that entire business. And, really, most of the exposure is in North America, which probably, you know, a third of the business. So it's not like a massive amount, but it still would be, to your point, a plus for us if that thing got clarified. Nate Svensson: Super helpful. Thanks, Ron. Operator: Thank you. We'll go next to Ramsey El-Assal with Cantor Fitzgerald. Your line is now open. Ramsey El-Assal: Hi. Thank you so much for taking my call tonight. Wanted to ask about the strong sales growth, which is obviously super impressive. Can you give us your thoughts on whether the conversion of that sales to revenue, the timing of that conversion of bookings to revenue has changed as your business has changed? In other words, is now you have more corporate payments. Are you seeing a situation where you convert that revenue faster or convert those bookings rather faster or slower to revenue, or is it sort of the same as it was when you were primarily a, you know, fleet card business years and years ago? Ronald F. Clarke: Well, hey, Ramsey. Welcome to your new spot. Wanna say thank you. Congrats to you, on that and appreciate you continuing to keep an eye on us. So it's a really good question. So at the high level, the answer is it varies by business. As I mentioned, I think Tien-Tsin asked you know, our payables business has a slower contract signings or bookings to implementation and ramping. And I mentioned the cross-border business is much faster. So if you run through the businesses we have, that vary. Summer, you know, super fast, like in the fleet card business, it's almost systematic. We don't even book until we start. We actually call it a go-live. But the total is for the company, it's about one-third. In year. So for example, let's let me make up a number. Let's say we recorded $300 million in bookings in calendar year 2025. We would print about $100 million of print revenue inside of the 2025 goalposts. And then we would ramp some amount of that $200 million that we didn't capture into the forward year. So the way we think about building our revenue plans is we already have, in that example, $200 million coming our way here in 2026 that we didn't have. Right, hit our revenue numbers last year. And we'll grab a third of what our bookings plan is here in 2026. So that's kind of the model, kind of one-third in the current year, and then the two-thirds ramp depending on what the attrition is. So we've really did the statistics in all of this. So it's really easy for us to model it. Ramsey El-Assal: Got it. Yeah. That's super helpful. Thank you for that. And one follow-up for me. Stablecoins are a big thematic topic. Can you just give us an update on what you're seeing in the marketplace in terms of demand, if any? Also, just give us a quick overview of the capabilities that you guys are building out to accommodate stablecoins? Ronald F. Clarke: Yeah. That's a super I'm laughing a bit, Ramsey. Do you this morning when I get up, going, we had this earnings call tonight. I went out three of our guys. I went to the guy that has, you know, thousands and thousands of US merchants that we pay across border head that obviously moves tons of money to beneficiaries around the world. And our alpha guy who does the, you know, bank accounts, the 7,000 bank accounts, you know, that hold deposits. And I asked all three of them, hey. Talk to me about the demand. How many of the merchants or the deposit holders or beneficiaries are asking for a companion stablecoin wallet so that they can receive funds in stablecoin. And the basic answer was crickets. There's been really no, you know, basically, kind of no noise kind of no demand. Despite that, we are I think we said before, doing three things anyway. One is trying to serve crypto clients that actually have crypto, have Bitcoin, have stablecoins as clients. So we're doing that. We have four or five signed up. Two is we are working on the rails and piloting that, like, in our own treasury for example, to make sure we can actually move funds, you know, via, you know, blockchain. And then third, which is my favorite, is despite the demand comment, we are building stablecoin digital wallets so that anyone that has a bank account, if you will, they'll have a companion stablecoin account. So if someone wants to send them money outside of the banking hours, it could be captured, and then we could toggle it, you know, into the fiat account that we have from. So we are pushing ahead to have that and just see if there's more uptake on this. But it's what's the line? It's all quiet on the western front. At Agatha. Ramsey El-Assal: Fantastic, Ron. Thanks for your response there. Operator: Thank you. Our next question comes from Rayna Kumar with Oppenheimer. Your line is now open. Rayna Kumar: Good evening. Thanks for taking my question. Could you talk about just some of the drivers that'll get lodging back up to low single-digit growth this year? And separately, could you talk about your outlook for EBITDA margin this year and any puts and takes we should be aware of? Thank you. Peter Walker: Yeah. Hey. Hi, Rayna. It's Peter. So on the lodging side, the thought process is full year, we're expecting, you know, call it, low single digits there, but it's really a tale of two stories. So the first half of the year will continue to be negative organic growth. With a pickup in the back half of the year. And so I think the good news to share there is we have had quite a bit of luck on the sales side. And so those implementations are coming online in the back half of the year. So that kind of what gets you to the full year outlook on lodging. Then if we look at EBITDA margins, they are increasing substantially quarter over quarter 2026. Even margins will be slightly down year over year, mostly driven by the acquisitions. But as we start to implement the as the business volume grows and we implement the synergies, that's where you see the margins start to expand. Rayna Kumar: Thank you. Operator: Thank you. Our next question comes from Trevor Williams with Jefferies. Your line is now open. Trevor Williams: Great. Thanks very much. Peter, I want to go back to the organic guide. So the 9% growth in Q1 relative to the 11% in Q4 and the 10% you're assuming for the full year. It sounds like that's mostly just due to a bigger float headwind. For corporate payments in the first half and then the lodging improvement that you just walked through. But any other puts and takes cadence-wise for us to be mindful of? And then specific to the first quarter, just what you're baking in for Corporate Payments growth, both with and without float would be helpful? Thanks. Peter Walker: Yeah. So, Trevor, I do think you have it right when we look at Q1 twenty-six. It is the float headwinds mostly, really, as we pick up the alpha business. Right? You see a pretty sharp drop in the rate for the pound. And the rate for the euro. So it's a big driver there. Whereas the drop in SOFR is more kind of even throughout the year. And then you're exactly right on launching being a drag on the organic growth for Q1 at the 9%, but then we see ourselves returning to 10% for Q2 and the rest of the year. In terms of the guidance for corporate payments, you know, I'd say the guidance for the quarter is similar to what I shared for the year. We expect it to be mid-teens with, you know, flow drag against Ronald F. Clarke: Yeah. Hey, Trevor. It's Ron. I just just to add to what Peter said. So when we look at out at the curve, in our weighted average of what we earn, the Q1 versus Q1 last year is just the compression is just way more acute in this quarter we're sitting in. It's about 70 or 75 basis points. When we run it out to the end of the year, that thing shrinks to, like, 25 to 30 basis points. And so that's enough given we have alpha in the mix now for us to run the quarter at nine instead of 10. The other one just, by the way, which is a tad is really gift. We have a, you know, that thing has been running super hot with this secure packaging thing. I have it in front of me, but mid to high teens the last three or four quarters, that's coming back to Earth. Positive, but back to Earth here in Q1. So those two things together is what would have us, run-in the quarter at nine. Trevor Williams: Okay. No. That's helpful and good color on Gift. And then just as a follow-up on Brazil, with how much you guys are outpacing the underlying tag growth that's all coming from the contribution from extended network? Ron, how you think about the sustainability of that? And if you're able to keep that, if we think, like, high teens to 20% growth in Brazil, if you can keep that without layering in more acquisitions, like, Gringo, ZapPay. I know there was the other vehicle debts company that you bought last year. Just how to think about the durability of that growth? Thanks. Ronald F. Clarke: Great question. Yes, we're planning, Trevor, another crazy high teens year. As you know, half of it, you get because it had a crazy good year last year. Right? So that just rolls in. But look. The story of Brazil is the free banks didn't beat us. We said we were gonna create a bunch of non-toll revenue. We've got millions and millions of customers and business as well. So we're like, okay. If we give them some of these other vehicle things, will they come? And I wanna be super clear. Yes. They will. They buy fuel. They buy parking. They buy insurance. They buy vehicle debts. They're now going crazy with 10% of our new sales. We're selling the Sempra credit card. The Sempra credit card now for 10% of her new sales. And so to say it's working, I think, is an understatement. The second thing I say is I think it's helping sell the core toll because it's so differentiated now from a guy, a bank, who's buying some crappy toll thing wholesale one product. And offering it. So not only is it creating incremental revenue with profit leverage because it's added on, I think it's allowing us to keep selling mid- to high single-digit tag growth as well. So it is good, and I do feel like the banks there are getting weary. From some market feedback. So that could be the next domino to fall there as people think they could beat us by being free, and they haven't. And so that would be the next thing I keep an eye on. Trevor Williams: Okay. You, Ron. Operator: Thank you. Our next question comes from Michael Infante with Morgan Stanley. Your line is now open. Michael Infante: Yeah. Hey, guys. Thanks for squeezing me in here. I'll just ask Juan for the sake of time. Commentary on stablecoin demand was helpful, but I'd be curious just to get your high-level perspective on really the mechanism by which we'll actually start to see some medium-term compression of Stablecoin off-ramp costs in the future if those costs themselves are effectively just dictated by liquidity in those corridors. And if the answer is we're not likely to see that cost compression, like, how should we be thinking about the incremental tailwind for if you do actually start to see that demand from your customers show up. Thanks, guys. Ronald F. Clarke: Yeah. Hey, Michael. It's Ron. I mean, I'd say, well, I guess your guess is as good as ours because we see nothing, right, at this point. And I think we reiterated that the rails are an insignificant piece of the cost structure and of the value chain. And so look, who knows? I mean, people can price things crazy. Right? For whatever reason they have. But, like, we don't see it to your point. We see nothing, and we don't think it's likely if we're getting 50 or 60 basis points on a trade. And sometimes 100 depending on the customer in the quarter. It's mostly because of the liquidity and the compliance and everything else. And so we're staying in tune. We're watching it carefully and stuff, but we do not see that as a high risk. And then as I said, whether there is demand or not, we're gonna be there with the stablecoin offerings. And so if our clients want it, we're gonna make it available. But it reminds me a little bit of EV, this whole thing. You know, there's more being written and said about this than actually being used today. Is my takeaway. Michael Infante: It's helpful. Thanks, Ron. Operator: Thank you. We'll go next to David Koning with Baird. Your line is now open. David Koning: Yes. Hey, guys. Thanks so much. Just one question. Minority interest, that line has become a lot more important now with Avid, and a little bit of the Mastercard impact. It looks like on an adjusted basis, it was, like, $27 million in the quarter when you do the add back that was in your line. Is that I guess, why was that so high? That seems very high. And is that the right number on a quarterly basis going forward, or what should we think about that line? Peter Walker: So there maybe let's take that question with you offline. In a modeling conversation just so we can go through it more detail. David Koning: Okay. Great. Thanks. Operator: And our last question comes from Madison Sewer with Raymond James. Your line is now open. Madison Sewer: Hey, guys. Thanks for sneaking me in, and I'll just ask one as well here. Just circling back to the Mastercard partnership, early indications sound pretty positive there. So is the 200 to 300 basis point tailwind to cross-border still kind of the right way to think about the contribution from that partnership? Or do you think there could be potential upside given some of the early indications? Thanks, guys. Ronald F. Clarke: Yeah. That's another good question. I'd say it's a timing call, right, because the sales cycle on FI is longer than it is for corporates. But to your point, given the size of the pipeline and the fact that some of the things were actually, you know, converting, it's a whopper segment. I do want to remind you and others that virtually all of the cross-border business that we don't have, they have. So, like, all of it, right, is there. And so to the extent that we're successful, getting this thing going and happening with Mastercard, all I can say is, like, it is just so crazy large the flows that these banks have today that if we get in with a number of them, it, you know, over some cycle, it could be a big, big contribution. Just because they have all the business today. Right? The independents like us have such a fraction of the book today. So it's super exciting. Again, it's to me, it's just a question of what the time frame is. Madison Sewer: Thank you. Operator: At this time, there are no further questions in queue. I will now turn the meeting back to our presenters for any additional or closing remarks. Jim Eglseder: Great. Thanks, everybody, for your interest. If you need anything else, you know where to find me. Have a good evening. Operator: Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.
Operator: Good afternoon, ladies and gentlemen, and thank you for standing by. My name is Kelvin, and I will be your conference operator today. At this time, I would like to welcome everyone to the Lucky Strike Entertainment Corporation Q2 2026 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star followed by the number one on your telephone keypad. If you would like to withdraw your question, please press star one again. Thank you. I would now like to turn the call over to Bobby Lavan, Chief Financial Officer. Please go ahead. Bobby Lavan: Good afternoon. This is Bobby Lavan, Lucky Strike Entertainment Corporation's Chief Financial Officer. Welcome to our conference call to discuss Lucky Strike Entertainment Corporation's second quarter 2026 earnings. Today, we issued a press release announcing our financial results for the period ended December 28, 2025. A copy of the press release is available in the Investor Relations section of our website. Joining me on the call today are Thomas Shannon, our Founder and Chief Executive, and Lev Ekster, our President. I would like to remind you that during today's conference call, we may make certain forward-looking statements about the company's performance. Such forward-looking statements are not guarantees of future performance, and therefore, one should not place undue reliance on them. Forward-looking statements are also subject to the inherent risks and uncertainties that could cause actual results to differ materially from those expressed. For additional information concerning factors that could cause actual results to differ from those discussed in our forward-looking statements, you should refer to the cautionary statements contained in our press release as well as the risk factors contained in the company's filings with the SEC. Lucky Strike Entertainment Corporation undertakes no obligation to revise or update any events or circumstances that occur after today's call. Also, during today's call, the company may discuss certain non-GAAP financial measures as defined by SEC Regulation G. The GAAP financial measures most directly comparable to each non-GAAP financial measure discussed and the reconciliation of the differences between each non-GAAP financial measure and the comparable GAAP financial measure can be found on the company's website. I will now turn the call over to Tom. Thomas Shannon: Thanks, everyone, for joining today's call. We finished December with a positive same-store sales comp of plus 0.3% and total revenue growth of plus 2.3%. The result was driven by continued strength in both our retail and league businesses, while we made steady progress turning around our events business, which ended nearly flat for the quarter, its best showing in years. Retail and leagues performed well throughout the quarter and provided a stable foundation for the comp. Events, which had been the primary drag on same-store sales over the past several quarters, inflected meaningfully in January. The changes we have made to the events organization, pricing, and funnel are beginning to show results. January started off with strong double-digit results. We saw one week of headwinds from the biggest snowstorm this country has seen in a while, and then a return back to momentum of strength in retail, leagues, and events. During the quarter, we made deliberate investments in payroll, marketing, and elevated activity levels to drive traffic and return the business to positive same-store sales growth. A number of these investments delivered attractive returns and helped establish positive momentum, particularly in retail, leagues, and the early stages of the events turnaround. However, not all of the spending generated the ROI we expected, with incremental labor in particular weighing on profitability. As a result, while we remain focused on driving organic growth, we are shifting toward a more balanced approach that places equal emphasis on same-store sales growth and EBITDA expansion. Going forward, investments will be more targeted, more measured, and held to a higher return threshold. In January, we also closed on the acquisition of Raging Waters, the largest water park in California. It will contribute meaningful EBITDA in the June and September quarters. When combined with Wet 'n Wild Emerald Point in North Carolina and three new family entertainment centers we have acquired, we expect a significant seasonal lift to earnings as we move through the summer months, reflecting the continued diversification of our portfolio. On the brand front, we opened Lucky Strike Aliso Viejo in Orange County, California in December, and early results have been encouraging. We now operate approximately 100 Lucky Strike locations and remain on track to sunset the Bolero brand by the end of this calendar year. Conversions to Lucky Strike have delivered strong lifts, and simplifying the portfolio to two cohesive brands, Lucky Strike and AMF, will drive efficiencies, particularly in marketing spend. At the same time, we plan to roll out a refreshed AMF look later this year that leans into the brand's more than 100-year history. This evolution strengthens our value-oriented offering while clearly differentiating it from Lucky Strike, positioning the portfolio for profitable growth and improved returns. With that, let's turn it over to Q&A. Operator: Ladies and gentlemen, we will now begin the question and answer session. As we enter Q&A, we ask that you please limit your input to one question. If you would like to withdraw your question, please press star 1 again. One moment, please, for your first question. Your first question comes from the line of Steven Wieczynski of Stifel. Please go ahead. Steven Wieczynski: So, Bobby, this is probably for you. Like, you know, as we kind of think about the results we have seen here, I am surprised you guys did not elect to kind of lower the EBITDA guidance for the full year, at least maybe bring the high end of that range down. Based on the EBITDA generation through the first six months, you guys would need to see a pretty significant uptick in the second half of the year to kind of get inside of that range at this point. So I guess my question is, are you guys still confident in getting into that range? And, you know, the start of the year has been strong. Bobby Lavan: Yeah. So, Steve, if you think about it from a numbers perspective, the past two years, we have had this $300 million business being really a drag on our results. You know, it is a drag on our financial results, but also events is sort of the tip of the spear as a lead gen for the business. That business has turned, you know, as Tom said in his commentary and in the press release, that business had organic growth in January and February. When you compound that with retail being up mid-single digits and leagues being up mid-single digits, you know, we are still within the paradigms of our guidance. You know, when we talked last quarter, we were very focused on people not getting super excited about December because we still had this corporate events business, which was front-end loaded in December as expected. Corporate events are down, but then you got into December, and our consumer events and our retail were on fire. And the first three weeks of January, the business was up double digits. So, you know, our confidence in the business is very high. We invested to get there, and now we need to pull back some of those investments. But, you know, we are definitely still within the confines of our guidance we gave out in August. Steven Wieczynski: Okay. That makes sense. And then maybe if I could add one more real quick. You know, I want to ask how we should think then about kind of, you know, a flow like, how the flow through would look for the rest of the year. Obviously, you know, you guys were investing, it seems like, pretty heavily in the corporate events business turning that around through December. So maybe a better way to ask that is, you know, how much of a drag was that on margins in your second quarter? Hopefully, that makes sense. Bobby Lavan: Yeah. So, you know, there are two or three buckets, I would say, of direct drag. So center payroll, on a comp basis, was up $6 million year over year. Right? Two, you know, we talked about and we flagged very heavily the marketing. The marketing investment on a year-over-year basis was up $4 million, and the marketing team investment on a year-over-year basis was up a million. Right? So, ultimately, finding the right balance on those numbers and organic growth is what we think we have gotten to in January. And we are very happy with the January results. We are going to, you know, ultimately optimize those numbers to make sure that, you know, we are getting the appropriate flow through. You know? And, you know, from our expectations, you should see margin growth in a material way in the fourth quarter as all the water parks and the boomers go from being a few million a quarter of drag to significant EBITDA. Steven Wieczynski: Okay. Helpful. Thanks, guys. Really appreciate it. Operator: Your next question comes from the line of Matthew Boss of JPMorgan. Please go ahead. Matthew Boss: Great. Thanks. So could you elaborate on progress with your initiatives that you have made to date to rebuild the Events business? Or specifically, drivers you think are underlying this recent inflection in the events business relative to the headwinds that you faced on that side of the house in the first half of the year? Bobby Lavan: Yeah. We chased price for two years. So if you called us and you wanted a discount, we would give it to you. Now discounts are an important part of any sort of location-based entertainment company. You know, if you call in the summer, Monday afternoon, you know, a discount is warranted. But if you call for a Thursday at Times Square in December, we should not give you a discount because demand is greater than the supply. And so in September, we built out dynamic pricing reporting systems. When we looked at where we were tracking in September, we were tracking for our events business to be down double digits, and we brought it all the way back. And that was really less through volume and more through dynamic pricing. And that is something that has dramatically changed over the past few years. You know, the volume, it is hard on the corporate side. You know, that is business that we need to build functions to kind of build, you know, our marketing function to get our name out there more. But, you know, also our marketing, which has really helped the kids' birthday parties and consumer parties. So pricing has been paramount, and also the partnership with marketing is really a sea change for the business. Matthew Boss: And maybe to that point, Bobby, could you elaborate on which investments you made in the second quarter that you saw translate to improved traffic or same-center comps? And then just how best to think about the continued investments as we think about the third or the fourth quarter, as I think you mentioned balancing margin in the back half of the year and particularly it sounds like the fourth quarter. Bobby Lavan: I am going to hand the hand over to Lev because you... Lev Ekster: Hey, Matt. So you saw we made a significant increase to our marketing budget, and that was an investment in building our brand and increasing the brand awareness. We feel like it was, for the most part, a pretty worthy investment. In fact, we saw our media impressions in the quarter increase 200% from Q2 of the prior year. We had 340 million impressions in Q2 of this year; we exceeded over a billion impressions. And that also converted. We saw online revenue increase 28% year over year, and booking conversions improved twofold. The rebrands of Lucky Strike, of which we did 30 in Q2, are also bearing fruit, and we anticipate being done with all of those rebrands this calendar year, which would put us right around 218 Lucky Strike locations. But when you consider the efficiency of going from three brands to two, it really helps our national awareness. I also want to mention that the marketing investment increased our share of voice. So our search impressions climbed significantly. In fact, it was a 520% increase, but we also saw efficiency with our CPMs decreasing by 38%. So from a high level, marketing increased, but largely as an investment in brand building, and we saw the benefits of that in January, and I think that is going to continue as we scale the rebrands of Lucky Strikes. Matthew Boss: Great. Best of luck. Lev Ekster: Thank you. Operator: Your next question comes from the line of Jason Tilchen of Canaccord Genuity. Please go ahead. Jason Tilchen: Good afternoon. Thanks for taking my question. I was wondering if we could talk about the food and beverage sales that you saw during the quarter. It was a little bit below what we were expecting. And I am just curious sort of how attach rates trended and what are some of the benefits you are starting to see from sort of the increased emphasis on training and some of the tablet implementation that you guys are rolling out? Thanks. Lev Ekster: So our retail comp was just shy of 2% at 1.7%, but our retail food was at 10.9%. So it continues to outperform. And while alcohol was a bit of a drag, with retail alcohol down right around 4.7%, we saw that our retail nonalcoholic comp grew more than the drag did; that increased 26.2% or $2 million. So in terms of food and beverage, it is pretty dynamic. We are seeing, obviously, as a society, the decrease in alcohol consumption. But we continue to invest in our zero-proof program. So we launched, as you remember, Kraft Lemonades earlier in the year. That has a run rate of over $5 million. With the success of Kraft Lemonades, later this quarter, we plan to introduce dirty soda programming to our traditional properties and boba drinks to our experiential properties, and we anticipate similar results. We are also, for the first time ever, going to introduce a zero-proof program to our AMF properties, our traditional locations. They have never had a mocktail program. So we are just changing with the times, investing more in zero-proof, and it is working. What also is working is our tablets. We introduced server tablets. Today, we sit at 125 locations with server tablets, and we are seeing the average check size increase about 7% with increased gratuities for the associates using the server tablets. By March, we are going to have server tablets in 160 of our locations. We are going to continue to evaluate as we scale that. But, ultimately, as Tom mentioned, we increased service labor in Q2. And some of it worked, and we saw retail comp growth. Some of it was inefficient, and we have to evaluate that. So we have actually recently trimmed some of our least profitable operating hours as a result of that. And we are looking at in and out times of our associates to make sure that they are very productive. But that investment in labor increased service labor for our guests, and our increased hospitality training is working because we have now seen for fourteen straight months our NPS score comp from the prior year. In fact, it hit our highest point of 78.7% in October. So from a hospitality perspective, from a retail growth perspective, the service is working. We just want to optimize it. Operator: Your next question comes from the line of Ian Zaffino of Oppenheimer. Please go ahead. Ian Zaffino: Great. Thank you very much. You know, you guys mentioned some of the investment that you are making and upping the return that you are expecting. Can you give us maybe kind of particulars of what was unexpected? I think you mentioned labor, but anything else? And then how are you actually accounting for some of the line items as you get to the return that you want to get to? Thanks. Bobby Lavan: Yeah. I mean, investments are focused on center payroll, marketing, infrastructure at the water parks, boomers, and then what I would call the other bucket or the incremental activity bucket. The center payroll, as Lev spoke at, we look center by center. We look at the amount of payroll we added, and we identify where that payroll delivered a return or did not deliver a return. Right? You know, returns are, in this world, you know, ultimately, you know, average labor is going to cost you $25 to $30 an hour. And if you are not getting the revenue to justify that, then you should not be investing in labor. Right? We are in an incremental margin business. You know, the incremental revenue needs to be greater than the incremental cost. You know, from a marketing perspective, you know, right now, we are injecting capital into a system that has generally been starved of marketing. We are watching impressions very strategically. We are testing market by market. And so, you know, the first market we leaned into was New York. New York City, we increased marketing spend. We rebranded Times Square, Chelsea Piers, Lucky Strikes, and both of those centers comped double digits in the second quarter. Right? At the same time, we have a state like Colorado where we have a hodgepodge of Bolero, Lucky Strikes, AMFs. It is harder to test that marketing spend. And that is why the rebrand is so important to get done this year. As it relates to the water parks and the FCCs, you know, these businesses have been starved of management labor. We think that there are massive opportunities on awareness, on investing capital into these locations, and we saw that with the robust performance at Boomers. Destin Water Park that we bought a year and a half ago, you know, that water park was up 20% year over year last summer. We continue to lean into that team, but that team does drive, you know, a multimillion-dollar drag in the off-season, but then you get EBITDA and more back. You know? And then the one that we found had the least returns was kind of incremental activity. We had more programs. More programs mean you are spending money faster. You are ultimately dealing with marketing materials, collateral, and the center of uniforms that you are not being as efficient. Now those are the things that we are going to plan better, pull back on, and really focus on service labor and marketing that drives the top line. Operator: Next question comes from the line of Eric Handler of ROTH Capital. Please go ahead. Eric Handler: So we are now about, let us call it, three and a half months away from Memorial Day when a lot of the regional water parks will be opening. You know, as you sort of when customers show up on a sort of, like, on a like-for-like basis, where are they going to notice the biggest changes in operations? Thomas Shannon: This is Tom Shannon. We have been investing in all of these assets really from shortly after we acquired them, and one of the reasons that Big Kahuna in Destin was up 20% is it got a comprehensive facelift. It was done very efficiently. It was done largely within park labor, but there was a lot of rot literally in the park where you had things like bridges that were dilapidated, fences that were not, you know, appealing or maybe even structurally sound. And the team in the off-season went through the entire park. They rebuilt seven bridges. They probably replaced half of the fencing. They painted literally everything. Gel-coated the slides, replaced, you know, malfunctioning pumps, lighting, etcetera, and the park looked effectively new. And the customers responded. We have done the same on the Boomers. So the preliminary numbers I have on the Boomers, the legacy Boomers that we have owned for more than a year, they are up in revenue 25% over the last two weeks. And that is six large locations from Boca Raton, Irvine, Little Moore, Modesto, etcetera. They all benefited from meaningful capital investment and some very efficient capital investment. I think you are going to see that in all the parks with the exception of probably Raging Waters, which we literally just closed on. We will do our best to upgrade aspects of that. But when the guest comes, they are going to see something they have not seen in a long time. And that is a really refreshed, really appealing, and upscale water park or family entertainment center where we have made the investments we have seen the return, and I think we have seen a better return than we would have reasonably expected or even hoped for. Operator: Your next question comes from the line of Eric Walt of Texas Capital Securities. Please go ahead. Eric Walt: Thank you. Good afternoon. I just have a question kind of following up on the very first question. Out of the gate around the guidance range, Bobby. I guess, you know, January is done, so five-ish months left in the fiscal year. You know, maybe talk about the biggest variables between kind of the, you know, the $50 million high end, low end range of revenue and $40 million on EBITDA, the biggest variable that would take it in your mind from the high end to low end or vice versa. And then which of those are most in your control, you know, like marketing, maintenance, something like that versus something that maybe is a little less out of your control? Bobby Lavan: Yeah. So if you go for six months, the comp is flat. Right? The comp is unbelievably easy for the next six months or five months, I guess, on the event side. Right? Additionally, leaning more into summer season pass, last year, we did $13 million. You know, we think we can beat that significantly this year. You know? And most important is going to be how profitable the Boomers, Emerald Point, which is, you know, the biggest water park in North Carolina, Raging Waters, which is the biggest water park in California, Raging Waves, the biggest water park in Illinois, all of these are we have invested in. We have done what we did to the legacy Boomers. And you remember we bought the legacy Boomers for $27 million, and those properties are doing $16 million of EBITDA at this point. We think we can, you know, get to not exactly there, but close on the water parks. And so how profitable the water parks come on with the capital invested is really the main driver in the fourth quarter. In the third quarter, you know, we started January strong. Right? And so, you know, we started January strong. You know, if it was not for this snow apocalypse that happened, you know, we would have been up double digits on a comp basis in January. We are still up. You know, we had a great month. We will see a ton of operating leverage that month. And the thing that, you know, Tom put in his quotes in his press release is committing to taking down the inefficiency spend. Right? And so the difference between, you know, the top and the bottom is going to be performance in the water parks, maintaining good organic growth, but also us getting costs under control. Operator: This question comes from the line of Michael Kupinski of NOBLE Capital. Please go ahead. Michael Kupinski: Yeah. Obviously, you are anticipating that the water parks are going to contribute meaningfully into the fourth quarter, so I plan to get a little granular here and start for the questions. In terms of Raging Waves, you indicated that it came with a lot of land. And I know that you had anticipated that you had planned to build out some event space there and maybe do some expansion. I was wondering if you had already done that. And then part of the growth that we saw last year, I think you said that you introduced alcohol and that we saw a little revenue lift from that. I was wondering if your Raging Waters in California, if that was part of the acquisition plan, if that already had alcohol, you know, they had that there, or is that a part of the introduction that you can see a little lift from that as well? And then, I guess, in terms of other investments into the water parks, are there other expansion plans that you have either done or contemplated for those? Thomas Shannon: Hi. This is Tom Shannon. Thanks for the question. With regard to Raging Waves, we did add some covered event spaces with open sides, and those were open for the last season. We also got a beer license in the middle of 2024, and we had that last year. That contributed a couple hundred thousand dollars in alcohol sales. We are increasing food and beverage availability throughout the park for this year. We have sort of reconfigured the flow as you walk in and where we have placed certain food and beverage outlets, optimized that. I think you will see continued lift. We purchased 66 acres adjacent to that park. We have not done anything with it, and we do not have any plans at present. We were going to embark on a pretty meaningful expansion of the park with the addition of an Action River, a family pool, and an adult pool with a swim-up bar that would have increased the in-park capacity by somewhere between 1,500 to 2,000 people. Unfortunately, we were not able to get through the permitting process in time to start construction this year, so that will be deferred to next winter for a 2027 summer opening. With regard to Raging Waters, it does not have a liquor license. We will be applying for a liquor license. That will not happen for this summer. Hopefully, we will have that for the following summer. Given the volume of that park, you know, that should be a meaningful number. I do not recall if there was anything else you asked that I have not covered. Please let me know. Michael Kupinski: Other outside of alcohol in terms of the prospects for growth there. Like, is there other land that you are getting, other expansion plans done in the future? Thomas Shannon: Well, I mean, we have extension opportunities within the confines of all of the parks. None of them are built out to their capacity. So over time, the answer is yes. But I think that you have a lot of very low investment, high return opportunities. For example, in Big Kahuna in Destin, you could do a lot of rides and make the park more dynamic and exciting. But the gating factor there is really there is not enough deck space and lounging space, which is relatively inexpensive. And so we focused on those sorts of things. We have ambitious expansions planned, as I mentioned, in Raging Waves. Also in Shipwreck Island in Panama City, we are doing a number of upgrades over the next two years at Wet 'n Wild Emerald Point, which is a very large high-volume park. We are adding a meaningful kiddie/family area. There will be upgrades to the cabanas there, which sell out nearly every weekend. We are adding something like 40 or 50 cabanas that will be in place for this coming season. There is a lot of that sort of stuff, relatively inexpensive, very high ROI, has a big impact on the guest experience. But we also have things planned like a large tower complex slide tower complex at Shipwreck Island in Panama City that we hope to have in place for the 2027 season. The expansion I mentioned at Raging Waves for the 2027 season and also some things that we would like to do at Raging Waters. For the most part, you know, these parks are in pretty good shape. It really comes down to being able to increase revenue through simply having more availability of food and beverage, more cabanas to sell, and, you know, and then optimizing pricing and packages, which I think we have done a pretty good job on for this upcoming season. Michael Kupinski: Thanks for the color. Thomas Shannon: My pleasure. Operator: Your next question comes from the line of Gregory Miller of Shoeh Securities. Please go ahead. Gregory Miller: Thanks. Good afternoon all. I am hoping you could provide some help in terms of getting a better understanding of how we should be thinking about, say, the next 50 or so Lucky Strike conversions relative to the first 100. How similar or different are these stores from a demographics perspective? Locations, the types of stores? In part, in terms of how we should be thinking about the ramp of these rebranded locations over the course of the rest of the year? Thank you. Thomas Shannon: Sure. This is Tom Shannon. There is no difference. It is not like we started at the top in terms of revenue and went down. A lot of what got converted was a function of how quickly they moved through a permitting process. As you know, we deal with a lot of permitting issues in a lot of municipalities. Some are very easy and efficient to deal with. Some are not. And so, you know, the pace at which these things happen is somewhat dictated by an external audience, which is municipal governments. So there is really no difference between the next fifty and the first 100. What is going to happen, and this is really important to note, is that we are going to build out critical mass in most, if not all, markets with the new Lucky Strike brand. So I think Bobby mentioned that we have markets like Denver where you still have three brands and you may have, you know, four or five Lucky Strikes out of 20 centers. It is not enough to do any meaningful marketing. You just cannot amortize the spend over enough centers. But when you get to, call it, 15 Lucky Strikes in the market, you are able to do that, and you are also able to do that on a national basis. So I think the returns will accelerate, and, you know, Lucky Strike will become a very, very powerful brand once we have 200 locations, which we expect by the end of calendar '26, and we are able to put real marketing muscle behind it in a way that has never occurred before. You are going to start to see a lot more relevance and unaided awareness of Lucky Strike. And then following that, AMF. You know? Just to sort of flesh out the point, AMF as a brand has probably had no meaningful marketing spend in three or four decades. It does not mean anything at all. The same is largely true of Lucky Strike. When Lucky Strike first launched, back in, I believe, 2003, it had a lot of excitement around the brand. It was on Entourage. You know, it was really considered a cool brand. And then it really sort of fell by the wayside, and no real money was spent on the brand. And so we are going from an environment of little to no investment over a very long period of time to one now where we have, or soon will have, critical mass in two brands that we are going to be investing serious marketing effort behind, and I think the upside in both of those is tremendous. Gregory Miller: Thank you, Tom. Operator: Your next question comes from the line of Jeremy Hamblin of Craig Hallum. Please go ahead. Will: Hey. This is Will on for Jeremy. Thanks for taking my questions. Just first wondering if you could break down the comp cadence by month through the second quarter? Then if you are able to quantify the weather impact you saw from the snowstorms? Bobby Lavan: Yeah. So it was the easiest cadence is plus one, plus one, minus one. A little bit better in October, November, and December, but that is the easiest way you should look at it. The hit from the snow in January was about $5 million in revenue. So, you know, it really took down Saturday afternoon to Saturday night about, you know, we lost at least $2.5 million on Sunday. We lost about $500,000 on Monday, Tuesday. So it is, you know, we were looking at double-digit comp for January until that. You know, we are still pretty happy with the comp. But, you know, we get through, yeah. And then snow in December offsets about $2 million. Will: Okay. That is helpful. And then just curious on the EBITDA drag from the water park business in the quarter. Then I know the focus has been on organic growth this year, but is there anything in the acquisition pipeline that we should consider for the back half? Bobby Lavan: We have done $95 million of acquisitions this year. You know, we are always looking at things, but right now, we are focused on having a monster summer season, you know, in our Boomers and water parks. Will: Got it. Appreciate the color. Operator: There are no further questions at this time. And with that, ladies and gentlemen, concludes today's conference call. We thank you for participating. You may now disconnect your lines.
Florence Lip: Good day, and thank you for standing by. Welcome to Yum China Fourth Quarter and Fiscal Year 2025 Earnings Conference Call. At this time, participants are in a listen-only mode. After the speakers' presentation, there will be a question and answer session. To ask a question during the session, you will need to press star 11 on your telephone. You would then hear an automated message advising your hand is raised. To withdraw your question, please press star 11 again. Please be advised that today's conference is being recorded. I'd now like to hand the conference over to your first speaker today, Ms. Florence Lip, Senior Director, Investor Relations of Yum China. Please go ahead. Thank you, operator. Hello, everyone. And welcome to Yum China's Fourth Quarter 2025 Earnings Conference Call. With me on the call are our CEO, Ms. Joey Wat, and our CFO, Mr. Adrian Ding. Before we begin, I'll remind everyone that our remarks and investor materials contain forward-looking statements. These are subject to future events and uncertainties, and actual results may differ materially. Please refer to these forward-looking statements together with the cautionary statement in our earnings release and the risk factors included in our SEC filings. We'll also be talking about non-GAAP financial measures. We encourage you to review the comparable GAAP measures along with the reconciliation of non-GAAP and GAAP measures provided in our earnings release, which is available on our Investor Relations website at ir.yumchina.com. You can also find both the webcast replay and a PowerPoint presentation on our IR website. Please note that all year-over-year growth rates discussed today exclude the impact of foreign currency unless we mention otherwise. With that, I'll now turn the call over to Joey Wat, CEO of Yum China. Joey? Joey Wat: Thank you. Hello, everyone, and thank you for joining us. I would like to start by saying thank you to our team for delivering strong results this year, especially in such a dynamic market. In 2025, we opened more than 1,700 net new stores, taking our total to over 18,000 stores across more than 2,500 cities. Our focus on both system sales growth and same-store sales growth is paying off. Same-store sales growth has been positive for three consecutive quarters. System sales growth improved sequentially in quarter four, reaching 7%. Our dual focus on innovation and operational efficiency also boosts our healthy margins. OP margin expanded year over year in every quarter of 2025, reaching 10.9% for the full year. It is the highest level since our US listing. Excluding special items, operating profit grew 11% to $1.3 billion for the full year and was up 23% year over year in quarter four. By brand, both KFC and Pizza Hut exceeded our expectations in 2025. KFC's solid momentum continued with system sales growth reaching 8% in quarter four and 5% for the full year. Pizza Hut transformed its menu and operations resulting in 16% same-store transaction growth and 20% operating profit growth in 2025. While we accelerated growth, we also returned $1.5 billion to shareholders in 2025 through dividends and share repurchases, which is around 8% to 9% of our current market cap. Let me share a few key highlights from our core initiatives, and then I'll hand it over to Adrian to go through our results in more detail. First, we continue to delight our customers with year-round innovation, launching about 600 new or upgraded items annually. At the same time, we stay laser-focused on our hero products, which are significant drivers of sales and repeat purchases. These items have a loyal fan base that is also highly receptive to the new innovations they inspire. At KFC, our hero innovations include spicy original recipe chicken and crackling golden chicken wings. In 2025, hero products accounted for one-third of KFC sales, and together with their inspired innovations, they delivered high single-digit sales growth. At Pizza Hut, we sold over 200 million pizzas in 2025. The pizza category continued to grow strongly. Our newest thin crust pizza, Sohu Bao Di, perfectly crispy with plenty of toppings, has earned top reviews and become our best-selling crust. It now accounts for one out of every three pizzas sold and is bringing more customers, especially younger ones, into our stores. Second, we focus on delivering great value for money and emotional value on top of serving good food. As we shared at our Investor Day, our pricing strategy has been crucial to our success and has helped us deliver 12 consecutive quarters of same-store transaction growth. Total transactions grew 8%, exceeding 2 billion transactions in 2025. Emotional value matters too. Last year, we partnered with 70 leading IPs in gaming, animation, and sports. Whether tied to the latest hits or tapping into childhood memories, these collaborations help us engage customers and capture additional traffic. Beyond themed toys and special packaging, we decorated select stores and pop-up stores to make the experience more fun for our customers. Third, we capture new opportunities through front-end segmentation and back-end consolidation. Our multi-brand portfolio, diverse modules, and food offerings help us reach more customer segments and serve a wide range of occasions. On the back end, we force the synergies by sharing and centralizing resources in and across stores, regions, and even brands. Side-by-side modules K Coffee Cafe and K Pro are scaling quickly, reaching 2,200 and 200 KFC locations, respectively. They drive incremental sales and profit with light investment. Last year, we also piloted the Gemini model, which places KFC and Pizza Hut stores side by side to support entry into lower-tier cities. With a CapEx of 0.7 to 0.8 million for a pair of stores, it's a very attractive model for franchisees. We opened around 40 pairs of Gemini stores last year and expect to ramp up openings in 2026. Fourth, we are adopting an equity and franchise hybrid model to drive faster and more efficient store openings. We see great potential for growth in China. Recently, I visited Chongqing, China's largest city by population, with over 30 million people. In this wide-brand market, I saw a strong appetite for affordable good food. KFC's density there is only four stores per million people, well below the average of 17 in tier one and two cities, or Shanghai's 28. With menu innovation and multiple store formats, we are confident we can continue to expand our market share in China. To capture incremental opportunities in lower-tier cities, remote areas, and strategic locations, we began accelerating franchise expansion in 2024. The franchise mix of net new openings for KFC and Pizza Hut increased from 25% in 2024 to 36% in 2025. Equity stores remain the core of our business, representing over 80% of our store portfolio. The payback period of our new stores remains healthy at around two years for KFC and two to three years for Pizza Hut. Last but not least, we are embracing GenAI across our business to drive growth and efficiency. In our restaurants, we are piloting Q Smart, a giant AI assistant that integrates operation data such as labor and inventory. It identifies potential issues, recommends actions, and implements them. For example, Q Smart can detect staffing shortages, propose replacement staff, and initiate calls to them. This helps our RGM save time, make informed decisions, and run restaurants more smoothly. And in January, we rolled out SmartK, our AI ordering agent, to all KFC super app users. SmartK helps customers place orders. This feature has already been used by 2 million members, especially those who order breakfast and coffee. Customers respond positively to the added convenience and customized suggestions. At our Investor Day in November, we introduced our RGM 3.0 strategy, which takes a balanced approach across all three aspects of resilience, growth, and moats. We also outlined our plans for our next phase of growth, including expanding to over 30,000 stores by 2030. We are confident that we can continue our rapid growth while improving profitability and returning capital to shareholders. Let me now turn the call over to Adrian. Adrian Ding: Thank you, Joey. Let me now update key highlights by brand. Starting with KFC, in 2025, KFC opened 1,349 new stores, bringing its total to nearly 13,000 locations. System sales grew 5%, and restaurant margins expanded 50 basis points to 17.4%. Same-store sales growth turned positive for three consecutive quarters. In quarter four, system sales growth sequentially improved to 8% year over year. Same-store sales grew 3%, and same-store transactions increased by 3% year over year. Ticket average was flat, as growth in smaller orders was offset by the increase in delivery source mix, which carries a relatively higher ticket average. KFC side-by-side modules are rolling out rapidly. K Coffee Cafe tripled its footprint from 700 locations in 2024 to 2,200 locations in 2025. While expanding to more locations, we'll also increase per store daily cup sold by 25% year over year. Menu innovation has been key in driving repeat purchases. Last year, we launched a new product every week on average. K Coffee Cafes generated a mid-single-digit sales uplift for their parent KFC stores, and we're confident in this future expansion. K Pro added more than 200 locations in just one year. The slide view concept offers grain and pasta bowls and superfood smoothies. Backed by KFC's trusted quality and strong value for money, K Pro has resonated well with consumers and generated a double-digit sales uplift for its parent KFC stores. We aim to double K Pro's footprint to more than 400 locations in 2026, focusing on higher-tier cities. Now moving on to Pizza Hut. In 2025, Pizza Hut opened a record 444 net new stores, raising its total to 4,168 stores. Restaurant margins improved by 80 basis points to 12.8%, bringing its OP margin to 7.9%, the highest level since our 2016 listing. In quarter four, system sales grew 6% year over year, up from 4% in quarter three. Same-store sales grew 1%, positive for the third consecutive quarter. Same-store transactions increased 13%, growing double-digit for the fourth consecutive quarter. Ticket average was 69 yuan, down 11% year over year, reflecting our mass market strategy. Last year, Pizza Hut entered more than 200 new cities. About half of these, around 100 new cities, adopted the Wow format. We continue to refine the SOAR format and test different service models. The CapEx for a standalone new Wow store is around 0.65 to 0.85 million yuan. With lower CapEx, streamlined operations, and a simplified menu, Wow enables us to penetrate previously untapped locations, especially in lower-tier cities. We saw improving restaurant margins and a solid estimated payback period of two to three years for the new Wow stores, in line with the average new stores for Pizza Hut. Our emerging brands are also making steady progress. Lavazza opened 34 net new stores, including its first store in Hong Kong, taking its total store count to 146. Same-store sales growth turned positive in 2025, and overall store economics improved meaningfully. Its latest light model only requires 500,000 yuan in CapEx, roughly half the cost of the previous formats. Its retail business of packaged coffee products, the other growth engine, delivered over 40% sales growth and more than doubled operating profit year over year in 2025. Let me now go through our quarter four P&L. System sales grew 7% year over year, and same-store sales grew 3%. Our restaurant margin was 13.0%, 70 basis points higher year over year, mainly due to improvements in cost of sales and occupancy and other cost ratios. Cost of sales was 31.6%, 30 basis points lower year over year, mainly due to favorable commodity prices and supply chain efficiency gains. We share some of these savings with our consumers in the form of great value for money. Florence Lip: Cost of labor was 29.4%. Adrian Ding: 120 basis points higher year over year. While overall rider costs were higher due to a higher delivery mix, we maintained non-rider costs as a percent of sales at relatively stable levels through operational efficiency gains despite wage inflation. Occupancy and other was 26%, 160 basis points lower year over year, mainly due to sales leverage, store CapEx optimizations, and better rent. Our OP margin was 6.6%, 80 basis points higher year over year. Operating profit was $187 million, growing 23% year over year. Net income was $140 million, 22% higher year over year. Excluding our investment in Meituan, net income grew 14% year over year. Our investment in Meituan had a negative impact of $500,000 in quarter four, compared to a negative impact of $9 million in quarter four last year. As a reminder, we recognized $11 million less in interest income in quarter four this year due to a lower cash balance, resulting from the cash we returned to shareholders and lower interest rates. Diluted EPS was 40¢, 29% higher year over year, or up 21% year over year excluding our investment in Meituan. For the full year, system sales grew 4% and same-store sales grew 1%. Restaurant margin was 16.3%, 60 basis points higher year over year. Both KFC and Pizza Hut's restaurant margins improved year over year. G&A expenses were 4.9% of revenue, 10 basis points lower year over year. Operational efficiency gains more than offset higher performance-based compensation in the year. Operating profit grew 11% to $1.3 billion. Diluted EPS was $2.51, growing 8% year over year, or 14% excluding our investment in Meituan. Total CapEx was $626 million. Capital efficiency improved, ROIC reached 17.3%, up from 16.9% in 2024. Let's now turn to capital returns to shareholders. We're on track to return a total of $4.5 billion to shareholders from 2024 to 2026. That is $1.5 billion each year. In 2025, we returned $353 million in cash dividends and $1.14 billion in share repurchases. In 2026, we remain committed to returning $1.5 billion to shareholders. We're raising our quarterly dividend by 21% from 24¢ to 29¢. At 29¢ per quarter, the payout ratio will exceed 45% of our 2025 diluted EPS, with an annual dividend totaling around $400 million. We have also initiated a $460 million share repurchase plan for 2026. With these arrangements, we're well positioned to deliver on our commitment for the year. Starting in 2027, as outlined at our 2025 Investor Day, we plan to return approximately 100% of annual free cash flow after subsidiaries' dividend payments to noncontrolling interests. And this is expected to translate into an average annual return of $900 million to $1 billion plus in 2027 and 2028, and exceed $1 billion in 2028 and onward. These commitments are supported by our healthy cash position and robust cash generation. In 2025, we generated $840 million in free cash flow, an increase of 18% year over year. I ended the year with $2 billion in net cash. Now moving on to our 2026 outlook. We're confident we would reach more than 20,000 stores in 2026. This means opening over 1,900 net new stores, with 40% to 50% coming from franchisees for both KFC and Pizza Hut. We will continue to deepen our presence across China, especially in lower-tier cities and strategic locations, using a variety of store formats. With lower CapEx per store and a higher franchise mix, we expect the total CapEx to stay in the range of $600 million to $700 million this year. As for other financial metrics, we expect our growth in 2026 to be consistent with our three-year guidance shared at our Investor Day. That is thanks to our sales index of 100 to 102, mid to high single-digit system sales growth, high single-digit operating profit growth, double-digit EPS growth, and a slight improvement in restaurant margin and OP margin for Yum China. As activity on delivery platforms remains dynamic, we have factored in different scenarios and are confident that the impact on our businesses will be limited due to our balanced and disciplined approach. Our full-year projections are based on our current plans and have not assumed any changes in macro. Any improvement would represent potential upside. We will continue to track the progress of our new store openings, module development and rollouts, and other core initiatives and provide updates as we go. For quarter one, we're working hard to deliver our fourth consecutive quarter of positive same-store sales growth and thirteenth consecutive quarter of positive same-store transaction growth. Our margins face a tough year-over-year comparison. First, rider costs are the biggest headwind, driven by a higher delivery sales mix. Delivery mix increased from 42% in quarter one to 53% in quarter four last year and is expected to grow further. Second, the benefit from lower commodity prices will be smaller than before. Additionally, last year's base already reflected significant benefits from Project Freshii and Redeye. KFC's restaurant margin was already 19.8%, and Pizza Hut's restaurant margin improved 190 basis points year over year in quarter one last year, setting a high base for quarter one this year. We'll focus on efficiency and sales leverage and strive to maintain Yum China's restaurant margin and OP margin roughly in line with the prior year period in quarter one. With that, let me pass it back to Joey for her remarks on the Chinese New Year. Joey Wat: Thank you, Adrian. Let me share a few thoughts on the Chinese New Year, our key trading window of the year. Chinese New Year falls on February 17, considerably later than in most years. Our teams have prepared comprehensive scenario plans by the week and even daily. People will soon be traveling and gathering for the holiday season. Our brands are focusing on their signature products to capture the heavy traffic during Chinese New Year while maintaining strong operational efficiency. At KFC, buckets have long been our Chinese New Year signature, offering exciting food and abundant value. This year, in addition to our classic golden bucket and wing bucket, we are introducing for the first time peanuts and sunflower seed mini buckets. These packaged snacks honor Chinese tradition and help create a festive Chinese New Year atmosphere. At Pizza Hut, we are focusing on one of our hero products, the super supreme pizza. This time, we are adding new choices by pairing it with our classic Bolognese and trendy salted egg yolk toppings. Customers can also top up the pizza with a mountain of crunchy potato chips and rich sauce. These offerings are available in combos designed for family and friend gatherings and to drive ticket average. Overall, for this Chinese New Year, we are executing according to our plans. Trading year to date has been in line with our expectations. With that, I would like to wish everyone a happy and prosperous year of the horse. Now let me pass it back to Florence. Florence Lip: Thanks, Joey. Now we will open the call for questions. In order to give more people the chance to ask questions, limit your questions to one at a time. Thank you. We will now begin the question and answer session. On your telephone and wait for your name to be announced. To withdraw your question, please press 11 again. Our first question comes from the line of Michelle Cheng from Goldman Sachs. Please go ahead, Michelle. Michelle Cheng: Hi, Joey, Adrian, Florence. Congrats for the very strong results and ending 2025 with these impressive numbers. My question is about pricing. We noticed that you raised the delivery price recently, and earlier, we also hear some other brands are raising the price. So can you comment on your expectation on the pricing trend, including any changes in your end market promotion activities? And how this will be reflected in the same-store sales growth, especially since we should have a pretty easy base for the first quarter on both same-store sales growth and overall sales last year first quarter. And separately, if I may, regarding delivery mix, we noticed that delivery mix increased quite a lot, but the margin is still pretty good. So unlike other kinds of catering businesses, which have been suffering from higher delivery mix and lower margin, and for Pizza Hut, we even see payroll cost is down in the fourth quarter. So can you still elaborate a little bit more on how we should think about 2026 delivery mix and impact on the margin? Thank you very much. Joey Wat: Thank you, Michelle. Let me take the pricing part, and Adrian can answer the second one. The price increase for KFC was a mild adjustment. It only affects the delivery menu, and it has no change to dine-in and takeaway. And we also did not make any change to the signature campaign, such as the Crazy Thursday or the Weekend Buy More, Save More. And the price increase helped absorb some rider cost increase because of the higher delivery mix. With that said, we remain committed to offering great value for money, something we have done for a long time. And therefore, we are very committed to it. And that was thoroughly discussed in our Investor Day. Together, with our good food and emotional value, the primary goal of our business, of our commitment, is still to drive traffic. So we are still targeting the thirteenth consecutive quarter of same-store transaction growth and fourth quarter of same-store sales growth in quarter one. And so far, the trading has been in line with our expectation. So overall, in the short term and long term, I hope this demonstrates our confidence in our business model. Adrian? Adrian Ding: Yeah. Sure. Michelle, on your second question regarding margin outlook and also the delivery mix, I guess very briefly on delivery mix outlook for 2026. We do expect further increase in mix for delivery. For full year 2026. I mean, our delivery growth has been pretty solid for the past more than ten years. And for the past one year, given the dynamics in delivery aggregators, our growth has been particularly high, which has proven a pretty big surge in the delivery mix. I think from 42% last year to around 48% for the full year 2025. So it's a pretty significant increase. For the full year 2026, we do believe regardless of the delivery aggregator subsidy dynamics, we do expect that the delivery mix will surge further. And in terms of the margin impact on Yum China and the two brands, as we mentioned in the prepared remarks, we expect the full-year restaurant margin and OP margin to slightly improve year on year, and we are confident to achieve and deliver that. Specifically on two brands. For KFC, we expect the full-year restaurant margin to remain relatively stable year over year. It's already a very healthy level. And as you may recall, during our Investor Day three months ago, we actually gave a long-term guidance for KFC's restaurant margin, which is to be relatively stable over the long term as well at a healthy level. For Pizza Hut, we expect the full-year restaurant margin to slightly improve from 2025's level, with streamlined operations offsetting higher delivery costs and a higher base year over year. I would like to reiterate that for quarter one specifically, we face a tougher year-on-year comparison. As we mentioned in the prepared remarks, there are different factors that we mentioned in terms of meaningful delivery mix increase, and thereby the rider cost increase correspondingly. And also, the tailwind from favorable commodity prices gradually reduces. And also, the quarter one last year is a really high base, KFC's restaurant margin being as high as 19.8% and Pizza Hut's restaurant margin improved by 190 basis points year over year in quarter one last year. So both brands have a really high base. And, obviously, our guidance for the quarter one margin being kind of stable has accounted for the price increase on delivery platforms for KFC. And lastly, I think you asked about how do we understand each line of the key cost line items for full year 2026. For COS, cost of sales, we expect it to remain relatively stable. There will be a tailwind from commodity prices, but the tailwind will be smaller, and we will pass good value for money to our consumers. For COL, cost of labor, obviously, we face continued headwind from the higher rider cost as a result of the higher delivery mix expected for this year as well. And we aim to maintain the non-rider cost stable, offsetting the low single-digit wage inflation with more streamlined operations. And lastly, on O&O, occupancy and other costs, we continue to explore optimization opportunities and expect O&O as a percent of sales to keep improving year over year for the full year 2026. This is supported by store CapEx optimization and better rent. So, hopefully, that addresses your question. Thank you, Michelle. Michelle Cheng: Thank you so much, Joey and Adrian, and we wish you a great Chinese New Year. Joey Wat: Thank you. Thank you. Florence Lip: Thank you. We will now take our next question from Chen Luo from Bank of America. Please go ahead, Chen. Chen Luo: Hi, Joey, Adrian, Florence. Congrats again on the strong result. In fact, today is in China, and for those foreign investors, it actually stands for the first day of spring. So China consumption has been in winter for too many years. And our strong result has, fortunately, brought us a touch of warmth. And my question is more on the sales side. I noticed that our SSG has actually edged up higher in Q4 versus Q3. Despite the fact that the online delivery subsidy intensity has eased a little bit quarter on quarter. What have we done differently to boost SSG in Q4? And, also, as we are already into the on the constant currency basis, pre-COVID season, can you actually share with us some color on the year-to-date trading environment? I understand that we have the calendar distortion. So any comparison based on the calendar will be helpful. And lastly, I noticed that for SSG, for the system sales and revenue growth, usually, in previous quarters, revenue growth would be slower than the system sales growth. But in Q4, both numbers came in around 7%. How to reconcile the Q4 pattern versus the previous few quarters? That's all my questions. Thank you. Joey Wat: Thank you. Let me make a comment on the trading in Chinese New Year, and Adrian can tackle the numbers. So overall, the customer sentiment, as we mentioned at our Investor Day, we are seeing or we continue to see early signs of improving consumer sentiment, which is good news. With that said, Chinese New Year is a very key trading window. Heavy traffic concentrates into several days, and it creates a very significant challenge to operation. So we need to balance sales initiatives with operational efficiency as wages are higher, much higher during the public holidays. Point two is the Chinese New Year this year, as you mentioned, is considerably later than most years. And we actually have yet to reach the peak trading. We call it in Chinese. So we are climbing up the mountain, but we have not reached the peak yet. So it's slightly a bit early to make any big comment. So all we can see right now while sales are ramping up, year to date, trading has been in line with our expectation. And last but not least, we will continue our strategy to drive traffic, sales, and profit growth for the quarter, all three at the same time. We target to deliver our fourth consecutive quarter of positive SSG and thirteenth consecutive quarter of positive transaction growth, as I mentioned earlier. Adrian? Adrian Ding: Sure. The second question regarding the comparison between revenue growth and system sales growth, yes, normally, system sales growth should be slightly higher than revenue growth. And that's mainly caused by the higher growth of the franchise business contributing fully to the system sales but only roughly half to the revenue. And sometimes you do see similar figures or even the same figure for the growth of the two metrics. That's partially also due to rounding as well. But going forward, I think, generally speaking, we do expect a slightly higher system sales growth than revenue growth if we kind of disregard the rounding factor in it. So, hopefully, that addresses your question, Chen. Joey Wat: And also, the system sales growth, when we open a lot of stores during the last quarter, it helps the number, particularly the quarter four is slightly smaller one. Chen Luo: Got it. Thanks again. And congrats. Joey Wat: Thank you. We will now take our next question from Lillian Liu from Morgan Stanley. Please ask your question. Lillian Liu: Hello. Can you hear me? Joey Wat: Yes, we can. Lillian Liu: Okay. Hey, Joey, Adrian, and Florence. Congrats again. I have one question on Pizza Hut sales momentum. Because obviously, KFC still delivers very strong momentum in the fourth quarter, higher than Pizza Hut's trend. And I recall on the Investor Day, 2026 onwards, major sales growth will be mainly driven by actual growth, actually, will be mainly driven by Pizza Hut, which should be growing at a faster rate than KFC. So would like to understand, in particular, for 2026, what kind of incremental measures management plan to implement to drive up the Pizza Hut revenue or system sales momentum? Which could be higher than KFC. Thank you. Joey Wat: For Pizza Hut, first of all, our core business continues to drive very nice growth, and in 2025, you will see we actually entered more than 200 cities. And this is a very big number for Pizza Hut. And that was helped by the Pizza Hut model, which alone entered into more than 100 cities. Because for a long time, Pizza Hut city penetration was stuck at 900 cities. But now we are in over a thousand cities. And 2024 was the year we shared that we feel that Pizza Hut has reached the inflection point. So 2024 was nice growth, 2025 with the help of a Pizza Wow store, also grew very nicely. So that's one way. And the other one I would like to mention is some additional color on the product. So it's worth trying. If you have not tried yet, it's a handcrafted thin crust pizza. Sohu Bao Di pizza. The new crust was really amazing. And within a very short time, it accounts for one out of three pizzas sold. And this is a very big number. So now we have a good variety of pizza crust choices, the thin crust, the pan, the hand-tossed, and stuffed crust. And for those who spend a lot of time at Pizza Hut, you will know that doing pizza crust is the real deal. It's much harder than doing the topping. And the other product I would highlight is the burger. We have been selling burgers for more than a year now, and it's a mid-single-digit of our sales mix. So from the module to the key products, these are very exciting growth drivers for 2025, and it will continue into 2026. And I think I'll pause here. Thank you, Lillian. Lillian Liu: Okay. Thank you. Joey Wat: Thank you. We will now take our next question from Anne Ling from Jefferies. Anne Ling: Hi. Thank you, management team. A couple of questions here. So I would like to check first regarding the company mentioned about the like, you know, expanding or ramping up in year 2026. The Gemini stores. So just wanna check whether we will have to figure, like, you know, how much more Gemini store do we plan to open. And you mentioned that, you know, that is a new format, you know, on the franchising, which is called equity franchise model. I'm just wondering whether it means that Pizza Hut will sorry. I mean, Yum China will be investing in the franchise model. And if you can elaborate on that. And the second question is on the new coffee format as well as the K Pro. What is our plan for year 2026? And whether, like, you know, this attribute to, like, you know, same-store sales growth, you know, how much is attributable to same-store sales growth in year 2025? Thank you. Joey Wat: Again, I'll take the first question. Adrian, you can pick the second one. Thank you, Anne. So GEMINI, so the side-by-side, KFC small town, and Pizza Hut Wow Store is a pair with their own separate entrance and counter. However, on the back, we share the in-store resources, the staff, equipment, rent. It's particularly effective to enter lower-tier cities. And the CapEx is good. It's only 0.7, 0.8 million yuan for a pair. So very attractive for franchisees. And the sales are sort of the lighter version of the chassis small town and the lighter version of Pizza Hut Wow. So we would like to control the average payback estimate at about two years. The menu will continue to be even simpler. So KFC menu will be similar to the small town, and Pizza Hut's menu is probably only about 20% to 25% of the regular menu. And we expect the margin contribution will be incremental. And it's still early stage. We only have 42 pairs right now. Very small number, and we're testing it. But we do expect the Gemini model to improve its OP margin of our franchise business in the long term. And that's sort of the most updated progress of the Gemini store. Adrian? Adrian Ding: Yeah. Sure. Anne, I think you have a small question between the first one and the second one, which is what is the equity franchise hybrid model? Just to clarify, that is not a particular store model. It's like, basically means the acceleration of franchising initiative for Yum China. So, you know, in the future, we'll become a business, shifting from an equity-focused business only to a hybrid of equity franchise business. So that's not a store model. Just to clarify on that one. And then your second question is basically regarding K Coffee Cafe and K Pro. You know, as we mentioned, K Coffee Cafe contributes mid-single-digit incremental sales to the parent KFC store, and K Pro, which is a reasonably new initiative, I mean, the K Pro model now is quite different from the older K Pro two years ago. Right? So, you know, this new version of K Pro, we opened more than 200 new locations in the year 2025. And it's contributing double-digit incremental sales for the parent store with incremental profits. But given it's only 200 locations or slightly more than 200 locations out of 13,000 for the store count for KFC, you could imagine the K Pro contribution to the same-store sales growth for KFC is rather limited. Similar for K Coffee Cafe, actually, because if you think about K Coffee as a whole, the menu mix for K Coffee and K Coffee Cafe altogether is roughly, you know, we mentioned previously, roughly 4% of KFC's menu mix. So, you know, the K Coffee Cafe alone is even smaller. But we do have high hopes for both these two modules, you know, when they grow bigger and bigger, when they have more locations, they will represent higher contributions to the same-store sales growth of KFC. Thank you. Joey Wat: Thank you. Florence Lip: Thank you. We will now take our next question from the line of Christine Peng from UBS. Please ask your question. Christine Peng: Thank you, management, for the opportunity to raise questions. So I have two questions. So firstly is about K Pro. So, Adrian, can you provide us more details in terms of the economics of the K Pro model such as ticket value, the margin profile? And most importantly, if you can provide some details in terms of the customer profile, you know, the kind of differentiation from the major format of KFC. I think that'll be very helpful to understand the module in the longer term. I think the second question is about the Pizza Hut launching burger. You know, the question for Joey is that what's the management rationale behind this? Because, obviously, this is mostly targeted maybe, like, a single person menu. And in terms of the product differentiation, pricing strategies, what are the differentiations from the KFC burger offering, and what's gonna be, you know, the longer-term development strategy for this category going forward. Thank you. Joey Wat: Christine, for the K Pro, we plan to double the number of stores in 2026. So from 200 plus to at least 400. And it offers a very good value for money for the light meal with very strong food safety as a brand. And the menu is very distinct. It just needs to cross the border and try in Shenzhen. We have quite a few of those in Shenzhen. It offers energy bowls and smoothies. Smoothies are doing incredibly well there. In terms of the format, whatever I can say is, again, it's consistent with our corporate strategy of front-end segmentation and back-end consolidation. So it has its own counter and space for seating space for customers, but we share the KFC store space. Membership, equipment, resources, you name it. And here's some interesting sort of context for the customer. A significant portion of customers, namely could be as high as 80% or 90% of our sales, are from KFC members. This is a great example of how our membership program is really helping our long-term and short-term business. So it's an alternative for KFC members and that's right frequency. The frequency so far is very pleasing to us because it gives very little psychological burden to people for the light meal option, I guess. And, also, you can imagine the office location works really well for the K Pro. So we are hopeful for that. And then let me move on to Pizza Burger. We offer that for over a year now. And it's different from KFC burger. It's different in both ways. The pizza burger, the bun, is freshly made in the store with the same pizza crust dough, if that makes sense. So you can probably understand why we are doing burgers because we have this lovely dough. We can make pizza dough, we can also make burgers. But why not? It tastes really good. And then with very high-quality meat, and there are two flavors, which are fantastic. It's the burger with pineapple, fresh pineapple, and also Bolognese sauce. Which is quite creative. Why Bolognese sauce? It's pizza sauce. It's a sauce that customers really love. It's classic. So we have this category, this new product called burger. And you are absolutely right. It works very well for the single person's offering. And we can see the single person meal is an opportunity for Pizza Hut. Right now, the base is low, but for 2025, that one-person meal is growing at 50%, five zero. For Pizza Hut? It's lovely. So we continue to do a bit more of that. And let's see what 2026 will bring us. But, again, it's still early days. It's only one year. We'll continue to learn and do better for our customers. Thank you, Christine. Christine Peng: Thank you, Joey. Florence Lip: I'll take our next question from Ethan Wong from CLSA. Please go ahead, Ethan. Ethan Wong: Good evening. Joey Wat: So my question is on the delivery Sorry. Ethan, you might want to speak louder. We have a hard time hearing you. Ethan Wong: Sorry about that. Good evening. Yes. It's Joey. And yeah. Hi. So the question is on the delivery strategy. Joey Wat: Thank you, Ethan. That's a good question as well. So as we have observed over the last ten years trend, as Adrian mentioned earlier, the delivery continues to grow. So we continue to expect it to grow in 2026 too. But at the same time, I'm with you too. Dine-in and takeaway will still continue too. If I look at Pizza Hut, the takeaway, for example, 2025 takeaway percentage compared to 2019, it almost doubled. And I want to go more for takeaway. Takeaway is a good business. But at the same time, dine-in is still an important part of our business. For KFC, dine-in is still about 30%, and Pizza Hut is over 40%, about 45%. So it's still a very important part. And we still believe that the business will still be there in the long term. But at the same time, we are not judgmental. We basically embrace whatever the customer preference in terms of delivery, takeaway, and dine-in. And we strive to serve them well in all three channels. And then we'll balance the cost structure to do the best we could. So, yeah, we are really open-minded, and we'll do our best. But dine-in will continue. And in the lower-tier city, would dine-in be slightly higher to a certain extent in a sense that the ticket average, the big family consumption still is a Gansu. But one last thing is, you know, how do we balance the growth of delivery while the growth of delivery continues, we protect the margin. As you can see, we have done it. But at the same time, we have new growth drivers such as or means, like, customers right now, we see growing in terms of car ownership. Right? The car ownership is growing. And then the business related to that is growing too, and then we will deliver the food closest to the customer's car. And that is growing nicely. Now we have over 4,000 plus KFC stores that have what we call car-side pickup. So we are doing a variety of the business to balance the sales growth. Thank you, Ethan. Ethan Wong: Thank you, Joey. Florence Lip: Thank you. Our final question for today comes from Sijie Lin from CICC. CICC. Sijie Lin: Thank you for the last question. Thank you, Joey and Adrian. So my question is on the delivery platform subsidy. We know it's very dynamic, but could you provide a sense on how should we evaluate the trend and impact in 2026? And will the platform competition mitigate? What measures will we take to attract customers back to our own channel? Thank you. Adrian Ding: Thank you, Sijie. So on delivery subsidy dynamics, as we mentioned in the prepared remarks, we have different scenario planning for the subsidy, how that evolves. And regardless of the scenario would be, we believe and we're confident that the impact on our business will be limited. Because of our disciplined approach to drive sales, at the same time to protect margin and price integrity. And at the same time, and that's kind of the short-term horizon. The long-term horizon is we do believe this whole delivery aggregator subsidy, as we previously mentioned, it's good for the merchants, especially the larger merchants in the long run. Because the merchants have the choice of working with multiple parties. And, also, you know, we can obviously take the opportunity to secure some long-term benefits, you know, during the subsidy war. So, that's a response on both the short term and long term. And, you know, I think the natural question has always been on margin. And as we demonstrated in the previous quarters, we were able to protect our margins, actually, even slightly increase our margin. And that's why we're confident to give the guidance for the full year 2026. We have an improvement in restaurant margin and OP margin for Yum China slightly. But, you know, I would like to caution again. Sorry to repeat myself. For quarter one, we faced a tough comparison, and our guidance for quarter one is to stay roughly in line for restaurant margin, operating margin year over year for quarter one. Thank you, Sijie. Florence Lip: Thank you, Adrian. Thank you for your participation in today's conference. This does conclude the program. You may now disconnect your lines.