Peter McGoldrick

Peter McGoldrick inquired about the impact of planned divestitures on Fox Factory's underlying organic revenue and profitability, specifically asking about the financial profile of businesses expected to be sold and the criteria for core synergistic assets.

Answer

CEO Mike Dennison explained that divesting businesses like Geiser, Upfit UTV, and Shock Therapy would improve AAG segment margins by 200 basis points. CFO Dennis Schemm clarified that core businesses include SSG bike, AAG's PVD, Sport Truck, Ridetech, Custom Wheel House, and the entire PVG segment, all evaluated against brand alignment, synergy, and durable profit generation.

Peter McGoldrick asked about the underlying growth profile of the ongoing business, specifically inquiring about the revenue and profitability impact of businesses expected to be divested and the criteria for core synergistic and accretive portfolio components.

Answer

CEO Mike Dennison explained that divesting Geiser, Upfit UTV, and Shock Therapy is expected to result in 200 basis points of AAG margin improvement, noting Marucci is not yet included in these plans. CFO Dennis Schemm clarified the 200 basis points improvement is specific to the AAG segment. He further defined core businesses as SSG bike, AAG (PVD, Sport Truck, Ridetech, Custom Wheel House), and PVG, emphasizing alignment with core brands, synergistic nature, and durable profit generation.

Peter McGoldrick from Stifel Financial Corp. asked for details on the bike business, including the magnitude of its year-to-date growth and the dynamics of the model year sequencing. He also sought clarity on the path to normalization and future growth for the bike market.

Answer

CEO Mike Dennison explained that strong first-half bike growth was due to OEMs accelerating new model launches to clear old inventory. He views the expected second-half moderation as a positive sign of disciplined inventory management by partners. He stated that 2025 will be a growth year for the bike business, resetting the foundation for a return to historical growth rates in 2026.

Peter McGoldrick inquired about the makeup of Wolverine World Wide's 2026 revenue growth, specifically asking for quantification of the DTC outlook and the pace of direct consumer engagement across the brand portfolio. He also sought color on which brands, like Merrell or Saucony, are leading DTC performance relative to their 2026 guidance.

Answer

CFO Taryn Miller stated that while specific DTC versus wholesale figures were not provided, the company expects growth in both channels, contributing to the business. She highlighted improved DTC performance in Q4 and a healthier foundation across the business, noting that the absence of the 53rd week in Q4 2026 would have a larger impact on DTC. President and CEO Chris Hufnagel added that the team is applying learnings across the portfolio to improve DTC.

Peter McGoldrick from Stifel asked about the strategy to return the direct-to-consumer (DTC) channel to growth and its impact on the Q3 outlook. He also sought details on Saucony's sell-through performance in its newly expanded wholesale doors.

Answer

CEO Christopher Hufnagel stated that the company is pleased with the sequential improvement in DTC, driven by reduced promotions and a focus on brand showcase, though more work is needed. He emphasized that for Saucony, the focus is now on driving sell-through and ensuring the ground game is strong in new doors, rather than just adding more distribution.

Peter McGoldrick asked about the Saucony lifestyle retail expansion, focusing on the target audience and initial response. He also sought clarity on the drivers behind Sweaty Betty's significant margin improvement and the outlook for its comparisons.

Answer

CEO Christopher Hufnagel expressed bullishness on Saucony's lifestyle segment, noting its expansion is test-based and performing well in new doors like Foot Locker. For Sweaty Betty, he confirmed the 1,000 bps margin improvement was driven by a strategic shift to a less promotional, more premium positioning, which will pressure the top line in the short term for long-term brand health.

Peter McGoldrick asked about the initial response and target audience for the Saucony lifestyle brand's rollout to 900 new retailers. He also inquired about the drivers behind Sweaty Betty's 1,000 basis point margin improvement and the outlook for future comparisons.

Answer

CEO Christopher Hufnagel expressed bullishness on Saucony's lifestyle expansion into retailers like Foot Locker, noting it's a test-based rollout that is performing well. Regarding Sweaty Betty, he explained the significant margin expansion was a direct result of improving the full-price sales mix by a similar 1,000 basis points, a deliberate strategy to bolster the brand's premium positioning, even at the expense of near-term revenue.

Peter McGoldrick inquired about the key drivers of the FWRD business, including the roadmap for luxury customer acquisition, expansion of brand availability, and the capacity for acceleration within the luxury landscape. He also asked about the progression of Revolve's physical retail strategy after the opening of The Grove store, specifically regarding the vision for a mix of destination and large metro retail locations.

Answer

Co-CEO Michael Mente attributed FWRD's tremendous growth to its strengthening business, improved high-end customer experience, and favorable luxury landscape allowing market share gains from struggling competitors. He noted continued opportunities for brand acquisition and product expansion due to the weakness of larger players. Regarding physical retail, Michael Mente stated that both Aspen (smaller town with wealth) and The Grove (premium shopping location) are performing well, and the company is exploring opportunities opportunistically and patiently to ensure perfect locations, with optimism for continued progress in performance and expansion this year.

Peter McGoldrick asked about the drivers of the FWRD business, specifically the roadmap for customer acquisition on the luxury side, brand availability, and capacity for acceleration within the luxury landscape. He also inquired about the progression of Revolve's retail strategy, including the mix of destination and large metro locations, following the opening of The Grove store.

Answer

Co-Founder and Co-CEO Mike Karanikolas attributed FWRD's tremendous growth to strengthening business fundamentals, improved experience for high-end customers, and market share gains from struggling competitors. He noted continued opportunities for brand acquisition and product expansion. Co-Founder and Co-CEO Michael Mente explained that while Aspen and The Grove represent different successful location profiles, Revolve is being patient and opportunistic with physical retail expansion, focusing on building a strong core foundation in team, technology, and infrastructure before aggressive rollout.

Peter McGoldrick asked for quantification of new active customer sources and requested a breakdown of the drivers behind the 13% growth in the fashion apparel category.

Answer

CFO Jesse Timmermans linked new customer acquisition strength to the areas of net sales growth and highlighted strong productivity from existing customers. Co-Founder & Co-CEO Mike Karanikolas attributed fashion apparel growth to a mix of fashion trends and strategic investments in categories beyond the company's traditional core.

Peter McGoldrick inquired about the company's philosophy on balancing investment for market share gains against near-term profitability. He also asked about the characteristics and acquisition channels for new customers.

Answer

Co-CEO Michael Karanikolas emphasized a long-term focus, stating that investments in areas like owned brands and AI are judged on ROI, not short-term P&L impact. He highlighted physical retail as a powerful new customer acquisition channel, noting that nearly half of purchases at their Grove store came from new-to-file customers, even in their home market of Los Angeles.

Peter McGoldrick asked for insights into the regional brand development supporting the double-digit international Crocs brand outlook, specifically seeking commentary on China and other key regions/countries for the 2026 embedded outlook.

Answer

CEO Andrew Rees highlighted that international growth was 11% in 2025, building on 19% the prior year. China grew 30% in 2025, with confidence in continued growth across all channels. Japan returned to growth in 2025 after significant effort. Western Europe (UK, France, Germany) also showed double-digit growth in 2025 with expected continued performance. India is a focus for strategic investments and future growth in 2026 and beyond.

Peter McGoldrick asked for insights into the regional brand development within the double-digit international Crocs brand outlook, particularly focusing on regions beyond China.

Answer

Andrew Rees, Chief Executive Officer, highlighted that international revenue grew 11% in 2025, building on 19% growth in the prior year. China grew 30% in 2025. Other markets showing strong growth and expected to continue in 2026 include Japan, which returned to growth in 2025 after considerable effort, Western Europe (UK, France, Germany) with double-digit growth in 2025, and India, where strategic investments are being made for future sustained growth.

Peter McGoldrick asked about embedded demand elasticity metrics in the fiscal 2026 revenue outlook and the factors supporting confidence that higher prices will continue to resonate with customers.

Answer

CEO Oliver Reichert highlighted the 90%+ full-price selling across all channels as strong proof of demand. He explained a mindful approach to pricing, covering the full product range and newness, allowing for precise item-by-item adjustments. He noted that pricing is targeted by product group, price levels, and region, embedded in a global pricing architecture to prevent gray markets. He observed customers moving up to more elevated styles and higher price points, not downwards, and mentioned a consistent mid-single-digit price increase year-over-year.

Peter McGoldrick asked about the embedded demand elasticity metrics within Birkenstock's revenue outlook for fiscal 2026 and the factors that support the company's confidence that higher prices will continue to resonate with consumers as they have historically.

Answer

CEO Oliver Reichert highlighted the 90%+ full-price selling across all channels as the strongest proof point for demand. He described a mindful approach to pricing, involving precise, item-by-item adjustments across the full product range, assortment, and newness. Pricing is targeted by product group, general price levels, and region, embedded within a global pricing architecture to prevent gray market issues. He noted a trend of customers moving towards more expensive, elevated styles rather than downwards, and confirmed a consistent mid-single-digit price increase year-over-year, season by season, in close connection with market realities.

Peter McGoldrick of Stifel Financial Corp. asked for insight into the growth rate of closed-toe products for the upcoming September quarter and fiscal '26, noting the strong 400 basis point penetration gain in a seasonally smaller quarter for the category.

Answer

Mehdi Bouyakhf, President of EMEA, stated that closed-toe continues to outpace open-toe, and importantly, non-Boston styles like Naples Wrap, Tokyo, and Lutria are growing at the same pace. He noted that the company is not yet at the ceiling for closed-toe's share of business, which typically grows even faster in the autumn season, without cannibalizing the robust growth of the open-toe business.

Peter McGoldrick inquired about the opportunity to scale the wholesale business, particularly in channels like youth, sporting goods, outdoor, and department stores.

Answer

President of Americas David Kahan stated that wholesale growth primarily comes from expanding assortments within existing accounts, with over 90% of growth from current partners. EMEA President Nico Bouyakhf added that they are highly selective with new partners. CEO Oliver Reichert noted that long-term, new product categories for professional and outdoor use will naturally create opportunities for a broader distribution network.

Peter McGoldrick asked about the expected improvements from complexity reduction, including SKU rationalization and organizational changes, and how these will impact the business's cost structure, particularly raw materials, in the coming quarters.

Answer

CEO Kevin Plank explained the strategy to significantly reduce the number of fabrics used (from over 300 to 30 driving 80% of volume) and to apply a 'good, better, best' structure to product lines, aiming for fewer items with clearer stories. CFO Dave Bergman added that these actions are expected to drive better margins through improved raw material pricing and production volumes, with benefits likely manifesting in the back half of fiscal year 2027 and beyond, also helping to offset a full year of tariff costs in FY27.

Peter McGoldrick inquired about the expected improvements from complexity reduction, such as SKU rationalization and organizational changes, in coming quarters and how these will impact the business's cost structure, including raw materials.

Answer

CEO Kevin Plank detailed efforts to reduce fabric development from over 300 to 30 core fabrics, apply a 'good, better, best' structure for margin and profitability targets, and edit product lines to drive ASP and consistency. CFO Dave Bergman added that these actions should lead to better margins through raw material pricing and production volumes, with benefits expected in the back half of fiscal 2027 and beyond, also helping to offset full-year tariff costs in fiscal 2027.

Peter McGoldrick from Stifel inquired about how the 'good, better, best' product strategy would influence future AUR and gross margins, and asked for the potential gross tariff impact on COGS.

Answer

CEO Kevin Plank explained the strategy is to shift the product mix to 25% good, 50% better, and 25% best, using the tiered Velocity running shoe franchise as an example of how a pinnacle product authenticates the entire line and elevates the brand. CFO David Bergman added that a shifting mix away from lower-ASP categories should help AUR in FY26. However, he declined to quantify the tariff impact, citing significant uncertainty.

Peter McGoldrick sought to understand the underlying health of the U.S. market after accounting for one-time items like wholesale shipment timing and store closures, and how this informs the outlook for a return to growth in Q4 or the overall shape of annual guidance.

Answer

Chairman and CEO Tim Boyle and EVP and CFO Jim Swanson outlined expectations for a softer first half and a stronger second half, with over 80% of the fall order book secured. They detailed that U.S. wholesale was down high teens in Q4, with over half attributed to shipment timing and the remainder to lower orders and curtailed inventory. Regarding tariff mitigation, Jim Swanson reiterated high single-digit price increases for Spring/Fall 2026 as the main strategy, supplemented by tariff cost sharing with factories and production resourcing, with a long-term goal to restore product margin percentages.

Peter McGoldrick inquired about the underlying health of the U.S. market after adjusting for one-time items like wholesale shipment timing and store closures, and what the outlook implies for a return to growth. He also asked for details on the tariff mitigation strategy, specifically the pathway to offset tariffs at the gross profit dollar line.

Answer

Chairman and CEO Tim Boyle stated the annual guide anticipates a softer first half and a stronger second half, with over 80% of the Fall order book in hand. EVP and CFO Jim Swanson clarified that U.S. wholesale was down high teens percent, with over half due to shipment timing. Jim Swanson detailed that high-single digit price increases for Spring/Fall 2026 are the major mitigation factor, supplemented by tariff cost sharing with factories and some production resourcing. He also mentioned a focus on SG&A and a commitment to operating margin leverage, with a long-term goal to restore product margin percentage.

Peter McGoldrick questioned the scope of the profit improvement plan, asking if cost savings beyond the achieved $70 million are included in the outlook. He also sought clarity on the annualized gross impact of tariffs and the expected benefits from the new North American organizational structure.

Answer

EVP & CFO Jim Swanson clarified that the current financial outlook only includes cost savings actioned to date. Regarding tariffs, he explained that based on roughly $800 million in annual U.S. FOB imports, a 10% universal tariff equates to an $80 million annualized gross impact. Chairman, President & CEO Tim Boyle stated that unifying the wholesale and DTC businesses under the new North American structure should yield "almost immediate results" in improving their go-to-market consumer strategy.

Peter McGoldrick asked for more detail on the market share opportunities in the current environment and sought confirmation of the company's commitment to increasing its demand creation spending.

Answer

CEO Tim Boyle explained that market share gains are expected from competitors and private label businesses that are more dependent on Chinese manufacturing and will face import challenges. He affirmed a strong commitment to increasing marketing spend starting in August with a new, more efficient, and distinctive global campaign. CFO Jim Swanson supported this by noting that Q1 marketing spend was already 6.4% of sales, indicating their intent to follow through on the strategy.

Peter McGoldrick inquired about Deckers' channel strategy for the UGG brand, specifically how the company plans to manage wholesale versus DTC in fiscal year 2027, given the shift to prioritize retail partner in-stocks in fiscal 2026. He also asked about assumptions for traffic, conversion, ticket, and basket embedded in the DTC outlook.

Answer

President and CEO Stefano Caroti stated that UGG should continue to see balanced growth across all channels, regions, and categories, driven by newness and classic products. CFO Steve Fasching clarified that fiscal 2026 wholesale timing was influenced by a European distribution center move and strong early reorders, allowing for a shift to DTC focus. Fasching noted continued improvements in DTC performance, driving HOKA's gross margin.

Peter McGoldrick asked about the UGG brand's channel strategy, specifically how the company plans to manage wholesale versus DTC in fiscal 2027, given the balanced growth seen in fiscal 2026 and the strategic shift to prioritize retail partner in-stocks.

Answer

Stefano Caroti, President and CEO, stated that balanced growth across all channels, regions, and categories is expected for UGG, citing strong performance of newness like the 365 offering and Lowmel, alongside classic products. Steve Fasching, CFO, explained that FY26 channel dynamics were influenced by a European distribution center move and strong wholesale reorders, which allowed for increased focus on DTC. McGoldrick also inquired about the durability of DTC performance, considering structural contributors like the HOKA membership program and easier comparisons, asking for assumptions on traffic, conversion, ticket, and basket. Fasching noted continued improvements in DTC, driven by the HOKA membership program, which enhances consumer engagement and full-price purchases.

Peter McGoldrick from Stifel inquired about the Helly Hansen integration, asking what opportunities for growth or profitability seem more tangible now compared to the initial acquisition assessment. He also asked for specifics on how Helly Hansen's domestic U.S. presence will be expanded and where consumers and investors should expect to see this growth materialize.

Answer

President, CEO and Chair, Scott Baxter, expressed that the cultural fit between Kontoor and Helly Hansen has been exceptional, rating the integration an 'A to A plus'. He highlighted significant opportunities in outdoor, workwear, and footwear. Baxter detailed that U.S. expansion will be driven by leveraging Kontoor's digital and D2C engines, opening more retail stores, and expanding into outdoor specialty channels. He also emphasized the untapped potential of bringing Helly's innovative workwear to the U.S. market. EVP, CFO & Global Head of Operations, Joe Alkire, added that Helly's growth will be highly accretive as it plugs into Kontoor's existing platforms.

Peter McGoldrick from Stifel asked about the expected annual run-rate contribution from Helly Hansen, the pace of its development, and its working capital requirements and contribution to cash flow guidance.

Answer

CFO Joseph Alkire noted Helly Hansen is on track for double-digit growth in H2 2025 and reiterated the long-term high-single-digit growth target. CEO Scott Baxter highlighted the stability provided by Helly's workwear segment. Alkire added that the current cash flow guidance does not yet include a significant working capital benefit from Helly that is expected to materialize in 2026.

Peter McGoldrick asked if the increased marketing spend for the back-to-school season was primarily for the Vans brand and if this should be considered a sustained level of investment.

Answer

President & CEO Bracken Darrell confirmed an increased focus on back-to-school marketing, which is an annual priority. He clarified that while Vans is a major focus, the investment is not exclusive to that brand and reflects a more concerted effort than the prior year.

Peter McGoldrick of Stifel Financial Corp. asked about the enhanced loyalty program being rolled out in the U.S. and whether there are any specific expectations for its contribution embedded in the second-half guidance.

Answer

EVP & CFO Harmit Singh did not quantify a specific contribution from the loyalty program, but reiterated its strategic importance. He noted that loyal fans drive higher purchase frequency and are embracing the broader denim lifestyle offerings. He emphasized the significant opportunity for growth, stating the company should have 100 million loyal fans, up from nearly zero just a few years ago.

Peter McGoldrick of Stifel, on for Jim Duffy, questioned Skechers' ability and willingness to implement price increases across various regions to offset tariff headwinds. He also asked about the degree of discretionary control the company has over its expense growth for the remainder of 2025.

Answer

Executive John Vandemore responded that while pricing is a lever under consideration, any increases would likely be specific to the U.S. market to maintain logical consistency for customers. He emphasized a flexible approach. Regarding expenses, Vandemore noted that while there is discretion, the company wants to avoid being 'penny wise, pound foolish' and will continue to invest for long-term brand health, drawing parallels to its successful strategy five years ago.

Peter McGoldrick, on for Jim Duffy, asked about the BIS regulations in India, including the progress on local production, and for insights into China's performance outside of the weak 6/18 shopping event.

Answer

CFO John Vandemore stated that the regulatory environment in India had a noticeable impact in Q2 but that local production is a primary focus and is improving. He expressed optimism for the back half of the year due to positive trends in certification processes. For China, he noted that constant currency sales growth was double the reported rate and that the first half of the quarter was encouraging. While the 6/18 event was weak and price-driven, he expects a better second half and remains confident in the brand's resonance and long-term opportunity.

Peter McGoldrick of Stifel questioned the current mix of high-margin 'A' and 'B' styles within the Outdoor segment against the company's 2025 goals. He also requested a more specific revenue breakdown for the Outdoor and Adventure segments within the first-quarter guidance.

Answer

McNeil Fiske, President of Black Diamond, responded that 'A' styles constituted about 73% of inventory in Q4, a significant increase from the prior year, and that this mix is now considered 'pretty close to optimal.' CFO Michael J. Yates provided an approximate Q1 revenue breakdown, guiding to around $37-38 million for the Outdoor segment and $18-20 million for the Adventure segment.

Peter McGoldrick from Stifel inquired about the drivers (volume vs. price) of the low single-digit international revenue outlook, the inventory situation in Australia, and asked for details on the size, competitive position, and growth opportunity for the Printwear business.

Answer

CEO Stephen Bratspies stated that international growth, particularly in Australia, is driven by consumer pull and innovation, not channel fill, highlighting new 'Bonds everyday value' products. Regarding Printwear, he described it as a highly incremental growth opportunity for 2025, supported by a new leadership team and the 50th anniversary of the Beefy-T, but did not disclose its specific size.

Peter McGoldrick, on for Jim Duffy at Stifel, asked about the future mix of brand marketing versus performance marketing following recent high-profile campaigns.

Answer

Co-CEO Marc Maurer explained that On views marketing as a single, integrated effort rather than a split between brand and performance. The strategy is to authenticate products with consumers through relevant personalities and stories. He confirmed this approach will continue in 2025, with a focus on key priorities like performance running, training, outdoor, and establishing On as a head-to-toe brand. Maurer pointed to the strong Q3 results as validation of this holistic marketing philosophy.