Eric Des Lauriers

Eric Des Lauriers asked about the competitive environment for acquiring new vessels, charter partnerships, and land-based experiences.

Answer

CFO Rick Goldberg stated that for vessel acquisitions, it's less about competition and more about the limited availability of ships meeting Lindblad's standards. For Land Experiences, he noted that Lindblad is often the preferred buyer for founder-led businesses due to its commitment to responsible exploration and successful integration of founders.

Eric Des Lauriers from Craig-Hallum asked about the competitive landscape for Lindblad Expeditions when acquiring new vessels, signing charter partnerships, or purchasing new land-based experiences. He sought insights into whether the number or quality of bidders for such opportunities is changing.

Answer

CFO Rick Goldberg explained that the competitive environment for acquiring vessels and experiences is more about market availability than intense bidding, as few vessels meet Lindblad's high standards. For Land Experiences, Mr. Goldberg noted that Lindblad is often the 'preferred buyer' for founder-led businesses, given their shared commitment to responsible exploration and successful integration of acquired companies, suggesting a focus on unique sourcing rather than direct competition.

Eric Des Lauriers asked for more details on the Q2 increase in sales and marketing spend and its future trajectory, and also requested clarification on the timing and pace of the announced 38% reduction in non-revenue days through 2027.

Answer

CFO Rick Goldberg attributed the higher sales and marketing costs to investments in new channels like the Disney partnership, international expansion, and a contractual step-up in royalties to National Geographic. CEO Natalya Leahy clarified that the 38% reduction in non-revenue days compares the 2027 plan to the 2025 deployment, resulting from optimized dry dock and transition voyage planning.

Eric Des Lauriers requested more color on the year-to-date performance of the pasture-raised category overall. He also asked if category stabilization is a prerequisite for Vital Farms' order pattern stabilization in the second half, or if retailer conversations provide independent confidence.

Answer

Russell Diez-Canseco, Executive Chairperson, President, and CEO, stated that the pasture-raised and broader outdoor access category continues to show strength, gaining volume and dollar share against a backdrop of muted overall egg category growth. He highlighted this as validation of Vital Farms' long-standing strategy and growing consumer consciousness, seeing it as a sign of strength.

Eric Des Lauriers asked for more color on the year-to-date performance of the pasture-raised category. He also questioned whether category stabilization is a prerequisite for Vital Farms' order pattern stabilization, or if confidence in second-half stabilization is independent of broader category trends.

Answer

Russell Diez-Canseco, Executive Chairperson, President, and CEO, stated that the pasture-raised and outdoor access categories continue to show strength, gaining volume and dollar share and outperforming the overall egg category. He views this as validation of their strategy and a sign of broader consumer consciousness, indicating that their confidence is rooted in these underlying trends.

Eric Des Lauriers asked for more details on the decision to add on-site cold storage at the ECS and Seymour facilities and its impact on the supply chain. He also inquired about the risks associated with accelerating the onboarding of new family farms.

Answer

CEO Russell Diez-Canseco and CFO Thilo Wrede explained that co-located cold storage significantly improves operational efficiency and economics by eliminating truck transport between processing and storage. Regarding farm expansion, Russell Diez-Canseco stated they mitigate risk by intentionally building out their farm support team and technology ahead of the acceleration, ensuring quality and a balanced ramp-up with processing capacity.

Eric Des Lauriers asked about recent consumer behavior, specifically if there have been any changes due to macro uncertainty or increased trial from new customers given high conventional egg prices. He also inquired about the dynamics of scaling the supply chain for the growing butter business.

Answer

President and CEO Russell Diez-Canseco highlighted the brand's resilience, noting a consistent consumer journey from trial to loyalty and a significant increase in aided brand awareness to 31%. He explained that the butter supply chain transition to Ireland in 2024 has removed previous bottlenecks, enabling the company to meet growing demand for years to come without anticipating further supply constraints.

Eric Des Lauriers asked about recent shifts in consumer behavior amid macroeconomic uncertainty and whether higher conventional egg prices were driving new customer trials. He also inquired about the supply chain dynamics for the rapidly growing butter business.

Answer

CEO Russell Diez-Canseco emphasized the brand's resilience, citing a significant increase in brand awareness from 26% to 31% and consistent consumer loyalty. Regarding butter, he explained that the 2024 transition to an Irish supply chain has successfully removed previous sourcing bottlenecks, positioning the category for sustained future growth without supply constraints.

Eric Des Lauriers asked if the new Q4 production line would cause a step-function in revenue, and also inquired about the 2025 farm addition pace and the margin impact of accelerator farms.

Answer

CFO Thilo Wrede stated that while the new line provides a step-function in capacity, revenue growth will remain gradual and steady, gated by the predictable increase in egg supply from farms. He noted farm recruitment will continue at a similar healthy clip. He also explained that accelerator farms represent a negligible portion of production, so their impact on gross margin will be minimal, with a potential for long-term improvements from R&D findings.

Eric Des Lauriers asked for expansion on comments regarding optimizing membership mix, including the levers available and the potential impact in 2026 versus out years. He also sought clarification on whether the faster ramp-up for new clubs applies to the larger format centers opening in 2026 and any specific call-outs regarding their ramp.

Answer

Erik Weaver, EVP and CFO, mentioned opportunities to manage member experience in high-traffic clubs and continue optimizing discounted memberships. Bahram Akradi, Founder, Chairman, and CEO, added that the number of discounted, third-party paid members is expected to decrease in favor of more direct memberships, which is seen as the best way to manage experience and increase revenue/EBITDA. Bahram Akradi confirmed incredible success with all new clubs, including large format, leading to faster saturation. He reiterated a conservative 27.5% EBITDA margin guidance to balance shareholder value with member experience.

Eric Des Lauriers asked for an expansion on comments regarding optimizing membership mix, including the levers available and potential impact in 2026 versus out years. He also sought clarification on whether the faster ramp of new clubs applies to large format centers, and if there are any specific call-outs for the ramp with a larger mix of these centers.

Answer

Erik Weaver, Executive Vice President and CFO, mentioned managing member experience and optimizing discounted memberships as key levers. Bahram Akradi, Founder, Chairman, and CEO, added that the strategy involves decreasing discounted/third-party memberships for more direct engagement, aiming to improve experience, revenue, and EBITDA. He confirmed that all new clubs, including large format centers, are seeing incredible success and ramping faster, but cautioned against pushing EBITDA margins beyond 27.5% to protect long-term customer experience.

Eric Des Lauriers asked for more details on the specific changes driving the growth in Dynamic Personal Training (DPT) over the past few quarters and how to assess the capacity for continued DPT growth, considering whether trainers are fully booked or have room for new clients. He also inquired about the decision to expand new club locations to 12-14, what the company is observing from the few MURA locations currently open, and the broader strategy for MURA.

Answer

Bahram Akradi, Founder, Chairman, and CEO, explained that DPT capacity varies significantly by trainer and club, with some trainers fully booked and others having room. He noted that Life Time is attracting solid talent and continuously adding productive trainers, leading to record-breaking DPT revenues in some clubs. The decision to expand new club openings was driven by achieving Double B credit standards ahead of schedule, allowing the company to expedite its strong pipeline. Akradi also detailed the R&D phase for MURA, confirming results are in line with expectations, focusing on establishing relationships, training providers, and executing the metabolic code program. He announced plans to open 4-5 additional MURA locations in the next 90 days, with aggressive rollout planned for late 2026 into more markets.

Eric Des Lauriers asked for more details on the changes driving Dynamic Personal Training (DPT) growth and the capacity for its continued expansion, specifically whether trainers have room to add new clients. He also inquired about the decision to expand new club locations and observations from the few currently open.

Answer

CEO Bahram Akradi explained that DPT growth and capacity vary by trainer and club, with some trainers fully booked and others having capacity, and the company continuously adding productive trainers. Regarding new club expansion, Akradi stated the decision was driven by achieving BB credit standards ahead of schedule, allowing for expedited club growth. He also highlighted the success of the digital strategy with L•AI•C and the MURA longevity offerings, which are progressing as expected.

Eric Des Lauriers inquired about the expected growth cadence for private label business throughout the year, particularly after Q1, and the remaining white space opportunity for private label in the Americas. He also asked for a qualitative assessment of the international business, specifically whether it's poised for continued acceleration or still in a building-out phase, and the overall long-term opportunity.

Answer

CFO Corey Baker explained that private label growth would be difficult in Q1 due to a tough comparison, with new business impacting the P&L post-Q1 and ramping towards the back half. Executive Chairman Mike Kirban added that the private label business is now more diversified, both domestically and internationally. CEO Martin Roper noted that while the U.S. private label market is dominated by one major club player, there are still attractive opportunities with other retailers not currently serviced. He also mentioned the ongoing, lumpy nature of business with the major club player. Regarding international, CEO Martin Roper stated that international sales grew 37%, an acceleration off a larger base, and is expected to become a significant part of the business, growing faster than the overall company. He described Europe as a developing market, with the U.K. 5-10 years behind the U.S. and Germany further behind, indicating a long ramp for growth. He believes international markets could eventually be as large as the current U.S. business, with the European team performing well and contributing significantly to total growth for the foreseeable future.

Eric Des Lauriers inquired about the expected cadence of private label growth throughout the year, particularly after Q1, and the white space opportunity for private label in the Americas. He also asked for a qualitative assessment of the international business, focusing on whether it's poised for continued acceleration or still in a building phase.

Answer

CFO Corey Baker explained that private label phasing is difficult, with a tough Q1 lap, but new business should impact the P&L post-Q1, ramping towards the back half. Executive Chairman Mike Kirban added that the private label business is now more diversified. CEO Martin Roper noted that the U.S. private label market is dominated by one major club player, but other attractive retailers still present opportunities, and they remain open to adding more regions with the major player. For international, Martin Roper highlighted 37% growth, an acceleration off a larger base, and described Europe as a developing market with the U.K. and Germany significantly behind the U.S. in per capita consumption, indicating a long ramp and potential for international markets to eventually match the size of the current U.S. business.

Eric Des Lauriers asked about The Vita Coco Company's lobbying efforts to exclude coconut water from tariffs, similar to other coconut products, and inquired about the long-term outlook for marketing spend as a percentage of sales.

Answer

CFO Corey Baker confirmed active lobbying in D.C. from both producing countries' and U.S. administration's perspectives to achieve tariff exclusion for coconut water. He also stated that, broadly, sales and marketing expenses are expected to track net sales or branded net sales over the long term, with year-to-year variability.

Eric Des Lauriers asked about Vita Coco's efforts to lobby for coconut water to be excluded from tariffs, similar to other coconut products, inquiring about any levers available from a lobbying or import classification perspective. He also questioned the marketing spend outlook, asking if a general increase as a percentage of sales should be expected given balance sheet strength and investments in Treats and consumer education, or if the current level is a good guide.

Answer

Corey Baker, Chief Financial Officer, confirmed that the company is actively lobbying in Washington D.C., working with both producing countries and the U.S. administration to advocate for tariff exclusion. Regarding marketing spend, Mr. Baker stated that, broadly, sales and marketing expenses are expected to track net sales or branded net sales over the long term, with some year-to-year variability.

Eric Des Lauriers from Craig-Hallum Capital Group sought clarity on the private label business outlook, the timing of the next Walmart shelf reset, and the strategic direction of innovation, particularly whether the focus on coconut milk-based beverages like Treats signifies a shift away from other areas.

Answer

CEO Martin Roper explained that Q2 private label results reflect known losses but noted a new business win will benefit 2026. He and Executive Chairman Michael Kirban projected the Walmart reset could occur in early Q4. Kirban clarified that the push into coconut milk beverages is an additional growth avenue inspired by Asian trends and does not detract from the core focus on coconut water as a hydration and sports drink.

Eric Des Lauriers of Craig-Hallum asked for management's reasoning on why consumers would tolerate price increases and requested more detail on the planned step-up in international investments.

Answer

CEO Martin Roper expressed confidence in consumer tolerance for price hikes because cost pressures are category-wide, affecting private label as well, which should limit negative price elasticity. Executive Chairman Michael Kirban explained that the increased international investment is twofold: adding 'boots on the ground' to secure new retail accounts and increasing marketing spend to build brand awareness in developing markets.

Eric Des Lauriers asked for more details on the additional production capacity secured for 2025 and its impact on flexibility. He also inquired about the timing of distribution gains from upcoming shelf resets and requested an update on the food service channel.

Answer

CEO Martin Roper explained that new capacity is coming online now, with product flow strengthening second-half availability and allowing the company to operate at 80-85% of capacity. Executive Michael Kirban noted that shelf reset impacts are expected in Q2. Regarding food service, management described it as a key focus where they are making good progress in hotels, hospitals, and schools, though it remains a multi-year build-out.

Eric Des Lauriers asked about the relative maturity of the U.K. and German markets compared to the U.S. and the expected timeline for other European markets to become significant. He also questioned if the Q4 sales rebound would be stronger for private label versus branded.

Answer

CFO Corey Baker described the U.K. market as quite developed in distribution, with growth now coming from increased consumption. He noted that other Western European markets are developing faster than Germany initially did due to higher global awareness of the category. CEO Martin Roper stated that modeling the private label versus branded rebound is difficult due to variables like transit times, but the company aims to restore inventory for all customers.

Eric Des Lauriers sought more details on the revenue weakness experienced in Q3, specifically identifying if it was concentrated in items under $6,000, smaller Sactionals components, or Sacs, and its differential impact on internet versus showroom sales, including any regional patterns.

Answer

President Mary Fox explained that Q3 weakness was primarily in smaller-sized orders under $6,000, particularly small setup Sactionals, following a second price increase and broader consumer uncertainty. She noted that while some regional challenges existed in Florida and Texas, the impact was largely national. She also highlighted improved website performance in Q4 due to marketing overhauls.

Eric Des Lauriers from Craig-Hallum Capital Group sought more details on the revenue weakness observed in Q3, specifically if it was concentrated in transactions under $6,000, affected Sacs or smaller Sactionals components, and its differential impact on internet versus showroom sales. He also inquired about the expected timeline and impacts of the ongoing marketing overhaul.

Answer

President Mary Fox confirmed that the weakness was primarily in smaller Sactional setups (under $6,000) and was national, though slightly more challenging in Florida and Texas. She noted improvements in these segments in Q4 due to marketing and promotional adjustments. Mary Fox also explained that the marketing overhaul involves real-time shifts to digital and influencer channels, already impacting Q4 performance, with further brand storytelling enhancements planned for Q1 and Q2 next year. CEO Shawn Nelson added that the Snug platform is ramping up and, with future evolutions, is expected to address the weakness in lower-end transactions.

Eric Des Lauriers asked for more detailed color on the specific levers Lovesac plans to pull to expand gross margins from midway through Q4 Fiscal 2026 and into the next fiscal year. He also sought clarification on Lovesac's 'product hierarchy' and inquired about the timing and strategy behind the overall marketing shift and brand refresh, including the EverCouch to Snug transition, and if increased marketing expenses are expected.

Answer

CFO Keith Siegner outlined five key levers for gross margin expansion: optimizing outbound logistics, continued realignment of countries of origin, implementing new optional delivery service levels and return policies, evolving the promotion strategy to be more variable, and anticipating a more settled competitive promotional environment. CEO Shawn Nelson confirmed that the described differences between Sactionals and Snug are an 'outcome' of the product hierarchy thinking, which will be further revealed in coming quarters. Shawn Nelson stated that no meaningful increase in marketing expenses is expected; rather, the company aims for greater efficiency, with a significant tactical shift from linear TV to digital, noting that the investment in the brand refresh is largely complete.

Eric Des Lauriers asked for more detail on the levers Lovesac plans to pull to expand gross margins from Q4 into the next fiscal year, sought clarification on the concept of the 'product hierarchy,' and inquired about the timing and potential marketing expense implications of the brand refresh and marketing shift from EverCouch to Snug.

Answer

CFO Keith Siegner outlined five levers for gross margin expansion: optimizing outbound logistics (warehousing, last-mile shipping), realigning countries of origin to minimize tariff costs, implementing new optional delivery service levels and return policies, evolving the promotion strategy away from broad-based offers, and anticipating a stabilization of the competitive promotional environment. CEO Shawn Nelson explained that the product hierarchy is an evolving framework, with Snug representing products that require less in-person demonstration compared to Sactionals, enabling new channel strategies, especially online. He confirmed no meaningful increase in marketing expenses is expected, but rather a shift towards more efficient digital spending, with the brand refresh costs already absorbed and fruits of these investments unfolding through holiday season and into next year.

Eric Des Lauriers from Craig-Hallum Capital Group LLC requested details on the marketing and distribution rollout for EverCouch and asked for an outlook on working capital changes for the remainder of the fiscal year.

Answer

President & COO Mary Fox outlined a phased rollout for EverCouch, starting with 27 showrooms to perfect the demo before expanding to 100 showrooms in the summer, with a supporting marketing campaign to launch in the second half of the year. EVP & CFO Keith Siegner explained that working capital should be straightforward, as the Q1 cash use was primarily to pay for the Q4 inventory build. He expects inventory levels to be slightly lower by year-end, even with the EverCouch launch.

Eric Des Lauriers from Craig-Hallum asked for an update on the planned SKU rationalization of Crown products, including the current stage, inventory management, and characteristics of SKUs being rationalized. He also inquired about Mama's Creations' strategy and target levels for trade promotion, considering the Crown integration's potential impact.

Answer

Chairman and CEO Adam L. Michaels stated that SKU rationalization for Crown products has begun with initial meetings, but full implementation is slated for January after sales team engagement with customers. He clarified that decisions are driven by gross margin and volume, not just SKU reduction. Regarding trade promotion, Mr. Michaels explained that Crown's private label products have minimal trade rates, potentially lowering the overall percentage, but the company remains committed to high ROI trade and marketing spend to drive velocity and trial.

Eric Des Lauriers inquired about Mama's Creations' progress in penetrating Costco over the past two years and the significance of the upcoming Multi-Vendor Mailer (MBM) for achieving everyday product status. He also asked for clarification on the differences between Crown's Modified Atmospheric Pressure (MAP) capabilities and Mama's, and how trade promotion plans might adjust given Crown's lower gross margin profile.

Answer

Chairman and CEO Adam L. Michaels highlighted the significant growth in Costco sales, from $570,000 to $10 million, and explained the MBM as a crucial step towards national, everyday product status. He noted that Crown brings more extensive MAP equipment and years of experience, offering mutual learning opportunities and increased capacity. CFO Anthony Gruber stated that trade promotion is balanced with gross margin, adjusting based on commodity prices. Adam L. Michaels added that Crown's private label business has lower trade rates, and the goal is to patiently integrate Crown to elevate its margins towards Mama's historical levels.

Eric Des Lauriers inquired about Mama's Creations' progress in penetrating Costco over the past two years, the significance of the Multi-Vendor Mailer (MBM), and the potential for everyday product status. He also asked about the differences and benefits of Crown's Modified Atmospheric Pressure (MAP) capabilities compared to Mama's, and how trade promotion plans might adapt given Crown's expected impact on gross margins.

Answer

Chairman and CEO Adam L. Michaels detailed Costco sales growth from $570k to $10M in Q1 fiscal 2026 alone, highlighting the progression from regional to national buys and the importance of the print MBM for achieving everyday item status. He noted Crown's superior MAP equipment and experience, emphasizing mutual learning opportunities. CFO Anthony Gruber explained that trade promotion is a flexible tool, balanced with gross margins, and Adam L. Michaels added that Crown's private label focus means lower trade rates, with a goal to elevate Crown's margins similar to past acquisitions.

Eric Des Lauriers asked for an update on Mama's Creations' progress in penetrating Costco over the past two years and the significance of the upcoming national multi-vendor mailer (MBM) in Q4, questioning if it's a step towards everyday product status and its potential impact. He also inquired about the differences between Crown One Enterprises' Modified Atmospheric Packaging (MAP) capabilities and Mama's Creations' own, asking if Crown brings more scale, different technologies, or enhanced expertise. Finally, he asked how Mama's Creations' trade promotion plans and targets might adjust, given Crown One Enterprises' expected lower gross margins will weigh on the combined entity for the next four to six quarters.

Answer

CEO Adam Michaels detailed the significant growth at Costco, from $570,000 in sales and one product/region to $10 million in Q1 alone, across all eight regions. He described the national MBM as the next step in an evolution that could lead to everyday item status, highlighting its massive potential, especially during the holiday season. Regarding MAP technology, Michaels expressed excitement about Crown's talent and capabilities, noting that Crown has more MAP equipment and years more experience with the technology than Mama's Creations, emphasizing a two-way learning process. CFO Anthony Gruber explained that trade promotion is balanced with gross margin, acting as a 'seesaw' to optimize. CEO Adam Michaels added that Crown's predominantly private label business has a significantly lower trade rate, which will impact the overall trade spend profile.

Eric Des Lauriers asked about the timeline for increasing the mix of in-house trimmed chicken to 100% and inquired about any significant CapEx projects planned for the next twelve months.

Answer

CEO Adam L. Michaels confirmed that achieving 100% in-house chicken trimming is a goal for the current fiscal year, stating that operational capacity is already in place and the focus is now on selling in the new products that utilize the trim. He also clarified that no major CapEx projects are planned for the year, as the company is shifting its capital allocation focus from internal investments towards strategic M&A opportunities.

Eric Des Lauriers of Craig-Hallum Capital Group LLC asked for insights into the drivers of chicken breast inflation, the structure of the company's fixed-price protein contracts, and the progress and market penetration of new products designed to utilize chicken breast trimmings.

Answer

CEO Adam Michaels attributed chicken breast price hikes to shifts from more expensive proteins like beef, increased demand from fast-food chains, and some supply constraints. He clarified that the fixed-price contracts cover over half of their protein needs for the entire year, with weekly deliveries ensuring a smooth margin profile. Michaels noted that while new products using chicken trimmings are exceeding expectations with strong initial sales at Costco and Albertsons, they remain significantly underpenetrated, representing a major growth opportunity.

Eric Des Lauriers followed up on gross margins, asking if commodity price improvements were necessary to reach the high 20s target and what factors would enable the new long-term target of low 30s. He also questioned if any new significant CapEx projects were planned for the upcoming quarters.

Answer

CEO Adam Michaels asserted that the company does not need commodity price relief to achieve its high 20% gross margin target, citing internal operational improvements like SKU rationalization. He explained that reaching the low 30s will depend on optimizing new capabilities, such as the chicken trimming process. He also stated that while there are opportunities for future CapEx at the East Rutherford facility, the company will be patient and digest the recent Farmingdale investments first.

Eric Des Lauriers inquired about the typical timeline for new customers to add more products, the remaining scope of the facility construction, and the progress of penetrating the convenience store channel.

Answer

CEO Adam Michaels explained that new item adoption can happen remarkably fast, sometimes even before the first order is delivered. He clarified that the construction is now in a 'fine-tuning' phase for the new grills, which will take days or weeks, not months. He acknowledged that C-store penetration has been slower than planned due to personnel transitions but emphasized it's a small part of the overall strategy and will not significantly affect annual results.

Eric Des Lauriers asked about Farmer Bros. Co.'s current operational efficiency focus, inquiring about the remaining opportunities for improvement after significant execution, and the impact of macro headwinds versus internal errors on customer churn and order fulfillment rates.

Answer

President & CEO John Moore explained a pivot from pricing optimization to performance and execution, driven by new leadership in Field Operations and Business Development. He highlighted a focus on addressing customer and volume degradation through white glove service and leveraging core competencies. Moore also reported that the out-of-stock situation and order fulfillment challenges have been almost completely resolved, attributing past churn more to internal issues which are now largely mitigated.

Eric Des Lauriers inquired about Farmer Brothers' ongoing focus areas for operational efficiency and margin improvements, seeking to understand the remaining opportunities after significant past execution, particularly regarding the completed brand pyramid initiative.

Answer

President & CEO John Moore explained a strategic pivot from pricing optimization to performance and execution, highlighting the impact of new leadership in Field Operations (Travis Young) and Business Development (Brian Miller). He emphasized leveraging Farmer Brothers' core competencies, including its DSD network, equipment servicing, and green coffee operations, to drive value for customers and shareholders. Des Lauriers also asked about current customer churn levels, the progress made in order fulfillment rates, and how much of the remaining churn is attributable to macro headwinds versus internal operational issues. Moore reported significant success in resolving previous out-of-stock challenges, attributing this to the brand pyramid strategy and the efforts of the planning and procurement team. He noted that improved fulfillment, combined with Farmer Brothers' "white glove service" via its DSD network, is crucial for customer retention, suggesting internal "forced errors" causing churn have been largely eliminated.

Eric Des Lauriers asked about Farmer Bros. Co.'s remaining opportunities for operational efficiency and margin improvements, particularly after the completion of the brand pyramid initiative, and inquired about the company's current strategic focus areas. He also questioned the dynamics of customer churn, specifically whether it's driven more by macro headwinds or internal order fulfillment issues, and sought an update on fulfillment rates.

Answer

CEO John Moore explained a pivot from pricing optimization to performance and execution, highlighting new leadership in Field Operations and Business Development. He emphasized addressing pound and customer degradation, leveraging the company's white glove service, DSD network, equipment servicing, and green coffee operations. Moore also reported that out-of-stock situations have been "almost completely solved" due to the planning and procurement team's efforts and brand pyramid execution, noting that strong fulfillment and comprehensive DSD service are key to customer retention.

Eric Des Lauriers of Craig-Hallum Capital Group inquired about Farmer Brothers' ability to maintain its 40%+ gross margin target amid market headwinds, the remaining potential for operational cost reductions, and whether allied products could become a significant growth driver.

Answer

Executive Vance Fisher confirmed confidence in maintaining gross margins above the 40% target in coming quarters. CEO John Moore added that while optimization is ongoing, the primary focus is shifting to customer growth. Moore also characterized the opportunity in allied products as 'tremendous,' noting a specific initiative is already yielding positive returns by expanding sales within the existing customer base.

Eric Des Lauriers inquired about the new specialty tier brand, the materiality of the Eurest partnership, and the strategy behind the recently launched direct-to-consumer e-commerce platform.

Answer

CEO John Moore detailed that the specialty brand aligns with younger consumer trends and will first optimize operations via SKU consolidation before becoming a long-term growth driver. He clarified the Eurest partnership involves custom brands, showcasing Farmer Bros.' manufacturing capabilities. Moore also explained the D2C site refresh was a precursor to a more significant B2B web-based ordering platform launching in Q4 to drive product penetration and customer convenience.

Eric Des Lauriers from Craig-Hallum Capital Group asked about the financial impact of re-entering the specialty coffee market, whether the national rollout of the Boyd's brand would create incremental revenue, the expected gross margin differences between coffee tiers, the drivers of recent margin expansion, and the potential for future asset sales.

Answer

CEO John Moore stated the new specialty brand will first consolidate existing specialty volume before a national rollout drives incremental revenue. He confirmed the national launch of the Boyd's brand also presents incremental opportunities. Moore clarified that while margin percentages are similar across tiers, the dollar contribution from specialty is higher. CFO Vance Fisher added that gross margin expansion was driven by proactive pricing actions taken in response to rising commodity markets. Moore concluded that any future asset disposals would be opportunistic rather than a core part of their business strategy.

Eric Des Lauriers inquired about the progress of fulfillment rates, the status of the brand pyramid overhaul, and the market acceptance of innovative products like SHOTT and liquid ambient coffee.

Answer

Executive John Moore reported that fulfillment rate issues are now in an "almost... completely resolved state," with significant progress in both finished goods and equipment availability. He confirmed the Farmer Brothers and Boyd's rebrands are on schedule and nearly complete, with a new specialty brand launching by the end of the calendar year. Moore also noted positive customer adoption and growth for innovative products like SHOTT syrups and Boyd's liquid ambient coffee, highlighting improved supply chain control.

Eric Des Lauriers of Craig-Hallum Capital Group LLC asked for clarification on the 'different mix' of results mentioned by management, inquired about the specifics of the company's partnership with Palantir and its impact on profitability, and sought an update on the timeline for the second Conway ready-to-drink (RTD) can line.

Answer

Co-Founder, Director & CEO Scott Ford explained that while the Conway facility's volume ramp-up was slower than initially planned, this was offset by stronger performance in the core business and significant profitability contributions from their data intelligence partnership with Palantir. Ford elaborated that Palantir helps optimize risk management by analyzing customer forecasts and futures data, and is now being deployed in manufacturing. He also confirmed the second RTD can line is on schedule for installation in October and production in early November.

Eric Des Lauriers of Craig-Hallum Group asked for more detail on the recent customer wins that are offsetting macro headwinds from high coffee prices. He also questioned the company's remaining capacity to continue taking market share and inquired about the potential drivers of variability between the low and high ends of the company's guidance.

Answer

CEO Scott Ford stated they are winning 'across the board' in single-serve and attracting major brands to the new Conway RTD facility, and that they have capacity for more growth 'everywhere' due to infrastructure built for incremental expansion. CFO Chris Pledger explained that the guidance range accounts for two main variables: potential timing shifts in the large-scale Conway ramp-up and the uncertain impact of the macro environment, including tariffs and high costs, on overall consumer behavior.

Eric Des Lauriers asked for clarification on the 2025 EBITDA growth drivers, wanting to distinguish between secured contracts and anticipated wins in the core coffee and single-serve segments, and also asked about the nature of the recent single-serve volume rebound.

Answer

CFO Chris Pledger confirmed that new core coffee retail customers were onboarded in late 2024, providing a full-year benefit in 2025. For single-serve, new volumes from existing customers are secured, while wins from new customers are an expectation. CEO Scott Ford added that due to winning new distribution and customers, Westrock's single-serve volumes could grow 60-80% in 2025, significantly outpacing the broader market.

Eric Des Lauriers from Craig-Hallum Capital Group LLC inquired about the long-term strategy for margin expansion, specifically regarding the mix of attractions revenue, and asked about the company's M&A appetite for larger platform acquisitions versus smaller bolt-ons.

Answer

President & CEO David Barry affirmed that Pursuit is an 'attractions first' company, leveraging the compelling economics and flow-through of that business segment. He outlined six growth levers, including market tailwinds, quality improvements, pricing power, cost discipline, organic investments, and strategic acquisitions. Regarding M&A, David Barry stated the approach is balanced, driven by opportunity rather than a preference for a specific deal size. CFO Bo Heitz added that with a pro forma net leverage of 1.5x and a target of 2.5-3.5x, the company has the financial capacity to be opportunistic and act on the right strategic investments, large or small.

Eric Des Lauriers from Craig-Hallum Capital Group LLC asked about the long-term strategy for margin expansion, specifically if there is a goal to increase the mix of higher-margin attractions. He also inquired about the company's M&A appetite, asking how they balance larger, premier acquisitions in new markets against smaller, bolt-on acquisitions in existing geographies.

Answer

President & CEO David Barry affirmed that Pursuit is fundamentally an 'attractions first' company, vertically integrating other services due to the compelling economics and flow-through of the attractions business. He outlined six key growth levers, including organic investments and strategic acquisitions, that drive performance. Regarding M&A, Barry described the approach as a balance, taking opportunities as they arise. CFO Bo Heitz added that with a pro forma net leverage of 1.5x, the company has significant financial capacity to be opportunistic on acquisitions of any size that fit their strategic criteria.

Eric Des Lauriers inquired about the brick-and-mortar rollout strategy for the ALP nicotine pouch brand, its go-to-market approach relative to the Free brand, and the status of discussions with national retail chains.

Answer

CEO Graham Purdy stated that the ALP retail launch is in its "super early innings" but ahead of schedule due to strong online results. He noted that while the long-term goal is total distribution overlap with the Free brand, the initial rollout will be staggered. CRO Summer Frein added that the company is making significant progress with large national chains for Free distribution and expects more updates soon.

Eric Des Lauriers of Craig-Hallum Capital Group LLC inquired about the brick-and-mortar rollout strategy for the ALP nicotine pouch brand, asking if its timeline is ahead of schedule and how its go-to-market approach will compare to the existing FREE brand. He also asked for an update on conversations with national retail chains.

Answer

CEO Graham Purdy confirmed that strong online performance for ALP has accelerated its brick-and-mortar launch, which is in its very early stages. He stated that while the ultimate goal is ubiquitous distribution and total overlap with the FREE brand, the initial rollout will be less coordinated due to differing sales organization sizes. Chief Revenue Officer Summer Frein added that the company is making significant progress with large national chains for FREE's expansion across the U.S.

Eric Des Lauriers from Craig-Hallum Capital Group LLC inquired about the brick-and-mortar rollout strategy for the ALP nicotine pouch brand, asking how it would differ from the 'Free' brand's rollout and seeking an update on conversations with national chain retailers.

Answer

CEO Graham Purdy explained that strong online results for ALP have accelerated its brick-and-mortar launch, which is in its early stages. He noted that while the two brands' distribution will have limited overlap initially due to different organizational sizes, the ultimate goal is ubiquitous distribution for both. CRO Summer Frein added that the company is making significant progress with large, nationally recognized chains for expanding distribution.

Eric Des Lauriers inquired about distribution gains for modern oral products, specifically store counts and online progress, and asked for a timeline on the brick-and-mortar rollout for the ALP brand. He also questioned the company's current domestic production capacity for nicotine pouches and its broader strategy for onshoring manufacturing.

Answer

An executive, Summer Frein, confirmed progress with major retailers like 7-Eleven and noted more rollouts are planned for later in the year. CEO Graham Purdy clarified that the ALP brand's initial rollout is focused on its online, direct-to-consumer channel, with a potential for physical store presence toward the end of the year. Regarding production, executive Andrew Flynn stated that current supply is adequate and that the company continues to explore onshoring options.

Eric Des Lauriers of Craig-Hallum Capital Group inquired about the 2025 outlook for getting modern oral products into national C-store chains and the potential for the modern oral portfolio to expedite Stoker's MST distribution growth.

Answer

Executive Summer Frein acknowledged that chain convenience stores are the primary channel and that the company is in active discussions, highlighting a recent regional rollout with 7-Eleven as a sign of progress. CEO Graham Purdy added that the oral nicotine portfolio is highly synergistic, creating cross-selling opportunities for Stoker's MST as the company expands its modern oral presence in chain accounts.

Eric Des Lauriers of Craig-Hallum Capital Group inquired about the growth outlook for the 'Free' modern oral brand, seeking a breakdown between velocity in existing stores versus new door penetration, and also asked for commentary on the rumored 'Alp' brand partnership.

Answer

Executive Summer Frein explained that 'Free' brand growth is focused on scaling national distribution, with a longer-term plan to penetrate major chain stores, aided by the upcoming launch of 3mg and 6mg nicotine strengths which represent the bulk of the market. CEO Graham Purdy declined to comment on the 'Alp' brand at this time but indicated updates would be provided in the near future.

Eric Des Lauriers asked about recent changes in consumer behavior due to macro uncertainty and whether Zevia sees a market share opportunity as consumers become more price-conscious.

Answer

CEO Amy Taylor responded that while it's too early to see definitive shifts in consumer behavior, Zevia is well-positioned to be resilient. She believes the brand's value proposition as an affordable, great-tasting, clean-label option compared to higher-priced functional beverages presents a potential market share advantage if consumers become more price-sensitive, as Zevia is priced like a soda.

Eric Des Lauriers inquired about New Jersey operations, asking how the potential acquisition of seven new stores would impact the balance between wholesale growth and vertical integration. He also asked for details on new product types planned for the state and the key factors behind TerrAscend's success in New Jersey that could be replicated elsewhere.

Answer

CFO Keith Stauffer explained that managing the balance between wholesale and retail after acquisitions involves many variables, and the company's current capacity expansion is designed to support both channels. Executive Ziad Ghanem detailed the innovation strategy, including introducing new flower strains and edible form factors like chocolates. He attributed New Jersey's success to a long-term strategy of brand building and innovation, which has created a successful playbook now being applied to markets like Maryland to gain market share.

Eric Des Lauriers from Craig-Hallum Capital Group inquired about key learnings from past M&A transactions and what gives the company confidence to expand cultivation capacity in Pennsylvania ahead of potential adult-use legalization.

Answer

Executive Chairman Jason Wild highlighted that even single-state deals in markets like Ohio can be transformational. President & COO Ziad Ghanem added that a key learning is to use long-term earn-outs to mitigate risk. CFO Keith Stauffer emphasized their robust integration playbook. Regarding Pennsylvania, Ghanem cited strong current retail and wholesale performance, the need to prepare for adult-use timing, and a healthy inventory position as reasons for the planned expansion.

Eric Des Lauriers inquired about the importance of proprietary brands in M&A evaluations, whether the company's brand portfolio is considered fully built out, and the strategic balance between premium and value brands.

Answer

President Ziad Ghanem explained that brands are highly correlated with M&A, citing how the Gage brand's equity can be leveraged in new Midwest markets. He affirmed the strategy of offering a mix of premium and value brands tailored to each market. Executive Chairman Jason Wild added that even value brands must deliver consistent quality and that the primary M&A focus for new states like Ohio is securing a strong retail footprint that is operational on day one of recreational sales.

Eric Des Lauriers asked about Curaleaf's push into premium flower, questioning what work remains to be done and if further investments are planned for 2025 to support this initiative.

Answer

Chairman and CEO Boris Jordan explained that major investments in automation, lighting, and genetics were completed in 2024, and 2025 CapEx will be substantially lower. The current focus is on building inventory to launch premium offerings in early April, particularly in two large markets where Curaleaf was previously absent in that high-margin category.

Eric Des Lauriers asked about wholesale gross margins, their expected impact on overall company margins as wholesale becomes a larger part of the business, and the degree of improvement seen since a new operations executive joined the company.

Answer

Executive Chairman Boris Jordan stated that Curaleaf's internal target for wholesale gross margin is 50%. He clarified that this target is more achievable in Eastern and Midwestern states, while Western markets like Arizona face more price compression. He noted that the retail channel typically commands higher margins than wholesale.

Eric Des Lauriers sought clarification on whether 'strategic investments' implied a move beyond cannabis assets, asked for more detail on the 'green shoots' in the industry, and questioned if other tenants are now requesting rent reductions following the PharmaCann resolution.

Answer

Executive Chairman Alan Gold clarified that while investment opportunities have broadened, the primary focus remains on generating real estate-related income from the cannabis industry. President and CEO Paul Smithers detailed 'green shoots' such as 10% projected industry growth, progress in states like Pennsylvania and Florida, and strong sales in New York and Ohio. Both Mr. Gold and Mr. Smithers firmly stated that any resolution like PharmaCann's involves significant tenant concessions and is not an open invitation for simple rent cuts, as the company expects all tenants to honor their lease agreements.

Eric Des Lauriers asked about the scope of the melted product issue, questioning if it was a broad-based problem or limited to specific customers. He also inquired about the status of other key retailers like 7-Eleven and Target, shelf space defense, future production plans given the inventory buildup, and the drivers behind the significant gross margin volatility.

Answer

Executive Claudia Goldfarb explained the melted product issue primarily affected three key customers (Five Below, Cracker Barrel, H-E-B) and specific heat-sensitive SKUs like the worm candies. She noted that while some large CPG competitors are pressuring retailers like Circle K and Target for exclusivity, Sow Good is aggressively pursuing new shelf space, citing a new PO from Toys "R" Us Canada. Goldfarb confirmed they are pausing production on over-inventoried items and re-engaging with private label opportunities. Executive Brendon Fischer attributed the Q3 gross margin decline to production yield variances, product loss from breakage, and fixed cost deleverage on lower sales.

Eric Des Lauriers sought clarification on the new B2B portal, asking how it improves upon previous e-commerce capabilities and whether it's primarily a margin expansion or revenue growth initiative. He also asked about the anticipated margin difference compared to the traditional business.

Answer

CEO Darren Lampert and CFO Greg Sanders addressed the questions, with Lampert explaining the B2B portal is a major step towards automation, replacing a manual ordering process. It will provide customers with individualized pricing and real-time inventory, freeing up the sales team to focus on customer acquisition and support. Lampert described it as 'GrowGen 2.0,' which should drive margin improvement through cost savings and logistical efficiencies. He clarified that the margin uplift will come from these efficiencies and a greater mix of high-margin proprietary products, rather than different pricing on the portal itself.

Eric Des Lauriers inquired about the company's overall pricing plans, asking whether the strategy is focused on mix-shifting products to higher-priced international markets or involves broader price increases in Canada. He also asked about the confidence in the cost structure and operational execution of the new indoor grow facility in the Netherlands.

Answer

COO Ann Gillin Lefever stated that while the Canadian market has stabilized, across-the-board price increases are unlikely. Instead, the company is successfully executing targeted, SKU-by-SKU price increases that benefit both VFF and its retail partners. CEO Mike DeGiglio expressed high confidence in the Netherlands indoor facility, noting that while cultivation costs are higher than in a greenhouse, the significantly higher selling price of approximately EUR 6 per gram and the absence of an excise tax will drive strong profitability and margins.

Eric Des Lauriers of Craig-Hallum asked about the typical project timeline from discussion to revenue, how quickly a potential industry-wide CapEx increase from DEA rescheduling would become visible, and the drivers behind the Q1 gross margin expansion.

Answer

CEO Bradley Nattrass explained that project timelines range from nine months to two years and that a clearer view of the DEA news impact will be evident in Q2 results, particularly in services and equipment backlog. CFO Dick Akright and Nattrass attributed the strong Q1 gross margin to improved productivity, higher-margin construction projects, the completion of legacy projects, and better controls from a unified ERP system, stating it was not a one-time event.

Eric Des Lauriers of Craig-Hallum Capital Group LLC inquired about the capital expenditure outlook for 2024, given the updated guidance of $90 million to $100 million for the second half of 2023.

Answer

President Anthony Georgiadis responded that while it is too early for specific 2024 figures, CapEx is expected to be "materially less" than in 2023. He emphasized that the company is nearing the end of its major capital investment cycle and will have more visibility after completing 2024 budgeting exercises.

Eric Des Lauriers from Craig-Hallum requested commentary on the working capital changes that influenced the strong cash flow from operations during the quarter.

Answer

CFO Matt Faulkner explained that a primary driver for the strong cash flow was a timing benefit, as there was no federal tax payment due in Q1. He cautioned that this will be offset in Q2, which will include two tax payments, resulting in an expected 'flattish' cash flow from operations for the second quarter.

Eric Des Lauriers from Craig-Hallum Capital Group highlighted the significant decrease in normalized operating expenses and asked if the Q4 level represents a new sustainable base, or if further reductions could be expected in 2023.

Answer

CFO Matt Faulkner explained that normalized operating costs have been in the 21-22% range for the past two years, and the company expects this trend to continue. While they will maintain a close watch on spending, he noted that the fixed cost base of retail operations creates a natural floor, but management is confident in its ability to maintain current efficiency levels.

Eric Des Lauriers from Craig-Hallum followed up on the wholesale market, asking about volume dynamics versus pricing and if there was a noticeable consumer shift between premium and value products.

Answer

CEO Ben Kovler responded that there was no material downtick in unit volume. He confirmed a consumer trend of trading down to value-oriented, larger-format products to get a cheaper per-unit price, but noted overall cannabis demand remains strong.

Eric Des Lauriers from Craig-Hallum Capital Group asked for a quantification of how much of the new 750,000 square foot facility is currently ramped. He also asked if the company expects to have all older, higher-cost facilities fully shuttered by the end of 2023.

Answer

CEO Kim Rivers did not provide a specific ramp percentage, emphasizing that the focus is on the shifting blend of inventory from the new and legacy facilities, which depends on product velocity. She clarified that by year-end, the goal is to achieve a 'stable, steady run rate' that balances the new facility with 'legacy designed' facilities, noting the distinction is about the efficiency of the design, not necessarily the age of the assets.

Eric Des Lauriers from Craig-Hallum asked about the overall demand for extraction products and whether a Turnkey (TTK) type offering for extraction is part of the near-term strategy.

Answer

CEO Raymond Chang confirmed a rebound in extraction demand for Q4, with particularly strong sales in parts and e-commerce. He noted that while the Rapid Deployment Program (RDP) now offers a complementary turnkey extraction solution, a full TTK model for extraction is not yet ready as it requires developing remote control and monitoring capabilities for the equipment.

Eric Des Lauriers of Craig-Hallum asked about the reasons for the sales pipeline reduction from $375 million to $250 million. He also inquired about the company's current cash needs for remaining TTK projects, working capital requirements amidst debt refinancing, and the expected revenue composition for the second half of the year.

Answer

CEO Raymond Chang attributed the pipeline reduction to the strategic decision to stop pursuing new large TTK deals without a pre-committed financing partner. Regarding cash, management noted that Q3 cash burn will be significantly lower than in H1, and the company has sufficient cash to operate into Q1 2023 after the debt repayment. CFO Timothy Oakes declined to share specific refinancing terms until finalized but stated the majority of the H2 revenue guidance of $25M-$30M will be from the extraction division, with design-build revenue decreasing.

Eric Des Lauriers of Craig-Hallum inquired about the new debt partnership, asking if it was for specific projects or an enterprise-level agreement. He also asked for details on the significant Q1 inventory investment and the outlook for working capital flows for the remainder of 2022.

Answer

Executive Raymond Chang clarified the debt partnership, explaining the initial term sheet is for a single project but is structured to serve as a template for future, larger deals with REITs. CFO Timothy Oakes addressed the inventory, stating the $16.4 million build was for VFU production to mitigate supply chain issues. He explained that working capital will be focused on inventory, which will convert to fixed assets, and that construction loan repayments will begin to improve cash flow as projects are completed.

Eric Des Lauriers of Craig-Hallum Capital Group asked for an update on the Bud & Mary's project, assuming it was the source for the newly announced Q3 recurring revenue, and requested more detail on the number of VFUs contributing to this initial recurring revenue stream.

Answer

CEO Raymond Chang clarified that the initial Q3 recurring revenue will not come from Bud & Mary's, but from legacy customers in Las Vegas, Washington, and Colorado who were converted to the TTK program. He stated these legacy customers represent approximately 400 VFUs. Chang confirmed the Bud & Mary's project remains on schedule for a Q4 completion, with its recurring revenue stream expected to begin in Q1 2023.