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    Doug Garber • Westport Alpha Group

    Doug Garber is Chief Investment Officer and Managing Partner at Westport Alpha Group, specializing in multi-sector, multi-strategy hedge fund management. Garber has covered publicly traded companies such as Zoom Video Communications and Barnes & Noble Education, earning notable investment returns including identifying 3x turnaround potential for BNED and high-conviction asymmetric upside in Zoom. His career spans from Citadel LLC—where he managed $1 billion and was twice awarded top Alpha Analyst—to Millennium, where he founded and led Katahdin Capital with $800 million in AUM, before launching Westport Alpha Group. He holds both a BSM and Master's in Finance from Tulane University, has participated in the Darwin Fenner Managed Endowment Fund, and is recognized for his selection as a top analyst at Citadel Surveyor Capital; however, specific FINRA registrations or securities licenses were not found.

    Doug Garber's questions to Mammoth Energy Services Inc (TUSK) leadership

    Doug Garber's questions to Mammoth Energy Services Inc (TUSK) leadership • Q2 2025

    Question

    Doug Garber from Westport Alpha Group asked for context on the aviation market's supply-demand dynamics, the company's stance on share buybacks given its stock price relative to cash, and the path to achieving free cash flow neutrality. He also inquired about how returns in other rental segments compare to aviation and the potential use of leverage for acquisitions.

    Answer

    Chief Financial Officer Mark Layton cited favorable passenger travel and production delays at major manufacturers as tailwinds for the aviation market. He confirmed a share buyback program is approved but has been unusable due to blackout periods from recent M&A activity. Layton identified the eventual decline of legacy litigation-related SG&A costs as the primary path to free cash flow neutrality. He added that returns in other rental and accommodation businesses are 'near to the returns' in aviation and that leverage will be considered on an asset-by-asset basis.

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    Doug Garber's questions to Rocky Mountain Chocolate Factory Inc (Delaware) (RMCF) leadership

    Doug Garber's questions to Rocky Mountain Chocolate Factory Inc (Delaware) (RMCF) leadership • Q1 2026

    Question

    Doug Garber of Westport Alpha Group asked about the company's growth strategy for new franchisees, support for existing franchisees' profitability, and the degree of pricing variation across stores. He also sought clarification on the year-over-year increase in franchise fees, the revenue impact of a lost wholesale customer, the drivers behind lower cost of sales, and the reduction in G&A expenses.

    Answer

    Interim CEO Jeff Geygan explained the growth strategy focuses first on existing franchisees and then a referral network, supported by new business consultants and POS data analytics to drive store-level profitability. He noted that while RMCF provides data-driven pricing suggestions, franchisees retain final discretion. CFO Carrie Cass clarified that higher franchise fees resulted from different agreement structures, higher same-store sales, and collecting past-due fees. She confirmed the revenue decline was almost entirely due to dropping an unprofitable wholesale customer, which also drove down cost of sales, along with improved factory efficiencies. The G&A reduction was attributed to eliminating non-essential spending.

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    Doug Garber's questions to Rocky Mountain Chocolate Factory Inc (Delaware) (RMCF) leadership • Q1 2026

    Question

    Inquired about the strategy for bringing in new franchisees, supporting current ones, pricing variations between stores, and sought clarification on year-over-year changes in franchise fees, sales revenue, cost of sales, and G&A expenses.

    Answer

    The company's growth strategy focuses on existing franchisees and a network for new ones, supported by business consultants and data analytics. Pricing is at franchisee discretion, but the company provides data to help optimize it. The rise in franchise fees was due to higher same-store sales and collecting old fees. The sales decline was from dropping an unprofitable wholesale customer, which also lowered cost of sales. G&A reduction was attributed to general cost-cutting.

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