Susan Maklari

Susan Maklari asked about the growth in Installed Building Products' complementary products, its current status, and implications for 2026 margins and growth. She also inquired about interest in the mechanical space and efforts to build out distribution.

Answer

Michael Miller (CFO) noted good uptake in complementary products, explaining that softer single-family markets drive increased focus and penetration due to compensation tied to profitability. Jeff Edwards (Chairman and CEO) described mechanical and industrial as a huge, fragmented opportunity with favorable margins, aiming to build a platform. He also expressed satisfaction with distribution progress, servicing 60-70% of branches from 5-6 locations, which has helped margins.

Susan Maklari inquired about the progress and implications of growth in complementary products for 2026 margins and growth, considering upcoming comps. She also asked about IBP's interest and efforts in the mechanical space and the build-out of its internal distribution network.

Answer

CFO Michael Miller noted good uptake in complementary products, explaining that softness in the single-family market drives increased penetration in branches due to compensation tied to profitability. CEO Jeff Edwards described the mechanical and industrial segment as a huge, fragmented opportunity with favorable margins, where IBP aims to build a platform. He also expressed satisfaction with the internal distribution network, which now services 60-70% of branches from 5-6 locations, contributing positively to margins.

Susan Maklari asked about the resilience of the core insulation gross margin amid housing market pressures and inquired about the M&A pipeline, specifically the company's ability to achieve its target of acquiring over $100 million in annual revenue for 2025.

Answer

EVP, CFO & Director Michael Miller explained that a significant tailwind for gross margin was the 'exceedingly well' performance of the heavy commercial business, which more than compensated for weakness in light commercial. On M&A, Chairman, CEO & President Jeffrey Edwards stated that while the pace of closing deals has slowed, the pipeline remains strong with potential for large acquisitions. He also noted the company is making smaller, unannounced 'bolt-on' deals and remains confident in its prospects.

Susan Maklari from Goldman Sachs asked about the drivers behind the Q1 gross margin performance and the outlook for the rest of the year, as well as the company's ability to maintain a positive price/mix.

Answer

CFO Michael Miller attributed the Q1 gross margin pressure to a 60 basis point headwind from higher vehicle-related costs on lower sales and a 30 basis point headwind from business mix. He reaffirmed the full-year adjusted gross margin guidance of 32% to 34%, noting Q1 is typically the lowest point. Regarding price/mix, he stated the positive result was mainly due to lapping prior increases and does not expect this positive trend to continue throughout the year.

Susan Maklari asked for details on gross margin dynamics, including headwinds from distribution and offsets from complementary products, and also inquired about trends with private builders and weather impacts.

Answer

CFO Michael Miller explained that higher growth in the lower-margin 'Other' segment (distribution/manufacturing) created a headwind, which was partially offset by strong growth and margin improvement in complementary products. He also noted that regional and local builders showed better growth than production builders in Q4. He estimated a $20 million negative revenue impact from weather in Q1, with a recovery likely extending into Q2.

Susan Maklari inquired about the convergence of volume and price/mix growth this quarter, asking if this signals a normalization that will continue. She also asked about the company's ability to leverage G&A costs over time.

Answer

An executive explained that while long-term normalization is a goal, they anticipate volume growth will outpace price/mix in the near term due to growth from production builders and a benign inflationary environment. CEO Jeffrey Edwards added that volume helps leverage G&A, and while certain costs like insurance and internal sourcing start-ups will persist, the company's gross margin performance has been strong despite headwinds.

Susan Maklari from Goldman Sachs asked for more color on the cross-selling opportunities identified during the SPI integration and how they are expected to materialize. Maklari also questioned TopBuild's cost structure, opportunities for further adjustments, and the triggers for such actions given the challenging macro outlook.

Answer

COO John Achille explained that cross-selling currently involves connecting sales teams and managers, with future plans for digital resources. CFO Robert Kuhns stated that TopBuild continuously monitors its cost structure, leveraging its ERP system for daily adjustments. Kuhns emphasized that over 70% of costs are variable, allowing for quick adjustments if the macro environment worsens.

Susan Maklari inquired about the cross-selling opportunities highlighted during the SPI integration and the company's cost structure positioning, including opportunities for further adjustments given the challenging housing and macro outlook.

Answer

John Achille, COO, explained that cross-selling involves connecting sales teams for DI customers needing install services, with future plans for digital resources. Robert Kuhns, CFO, stated that the company constantly monitors costs using its ERP system, can quickly adjust over 70% variable costs, and will continue to monitor the macro environment for further adjustments.

Susan Maklari questioned the efforts supporting the installation segment's operating margins and the expected path for these margins in the fourth quarter and beyond. She also asked about the reroofing side of Progressive Roofing's business, including any changes in competition and the ability to maintain growth expectations given new construction weakness.

Answer

Rob Kuhns (CFO) attributed the strong profitability in the installation segment to cost-saving actions implemented in Q1, such as facility consolidation and headcount reductions, which effectively maintained margins despite pricing pressures. Robert Buck (President and CEO) expressed high confidence in Progressive Roofing's reroofing business, citing strong backlogs for Q4 and 2026, healthy margins, and positive performance from the team, particularly in the Southwest and Texas.

Susan Maklari questioned the drivers behind the strong operating margins in TopBuild's installation segment and the expected path for these margins in Q4 and beyond. She also asked about the performance of Progressive Roofing's reroofing business, given new construction weakness, and the competitive landscape.

Answer

Rob Kuhns, CFO, attributed the installation segment's strong profitability to cost-saving actions implemented in Q1 2025, including facility consolidation and headcount reductions, which helped offset price pressure. Robert Buck, President and CEO, expressed high confidence in Progressive Roofing's performance, noting strong backlogs in both reroofs and new construction, particularly in the Southwest and Texas, with healthy margins.

Susan Maklari from Goldman Sachs asked for a volume versus price breakdown in the commercial and industrial segment and whether pricing momentum was sustained. She also requested details on recent supply chain improvements.

Answer

CFO Rob Kunins confirmed that Q1 price increases on mechanical insulation products held, but noted volume weakness is concentrated in light commercial, while heavy commercial remains strong. CEO Robert Buck attributed supply chain savings to Q1 footprint optimization, which improved logistics and productivity, as well as ongoing work with supplier partners.

Susan Maklari of Goldman Sachs asked about labor adjustments in response to the revised residential outlook and how the company is balancing near-term cost control with maintaining capacity for long-term housing demand.

Answer

CFO Rob Kuhns responded that labor levels are constantly being adjusted on a market-by-market basis. He expressed hope that the significant Q1 adjustments would be sufficient, emphasizing that the company has avoided cutting 'muscle' to remain positioned for future growth and M&A opportunities.

Susan Maklari asked for more detail on the commercial and industrial (C&I) business, specifically where the healthy bidding activity is coming from and what is needed to convert those bids into active projects. She also inquired about how company-specific initiatives, like distribution consolidation, could help support margins.

Answer

CEO Robert Buck stated that C&I bidding activity is strong across most verticals, including manufacturing, data centers, and pharma, and noted that some projects delayed in 2024 are now launching. CFO Rob Kuhns added that productivity gains, which include opportunities for location consolidation, are factored into the 2025 guidance and are expected to offset the margin impact from M&A carryover costs and new investments in digital initiatives.

Susan Maklari from Goldman Sachs inquired about how builder affordability challenges are impacting the adoption of energy efficiency initiatives. She also asked for an update on the labor environment, wage inflation, and company-specific productivity efforts.

Answer

CEO Robert Buck explained that while there was excitement for spray foam, builders are finding it hard to make the economics work and are opting for alternative fiberglass solutions to meet new energy codes. He stated that labor availability has improved in some markets but could become a constraint for the industry in 2025. He noted TopBuild is managing well, as most of its workforce is on a piece-rate system, and the company continues to drive productivity with better tools and processes.

Susan Maklari inquired about Owens Corning's commitment to shareholder returns, specifically the $2 billion target over 2025-2026, given the current market environment. She also asked if any potential divestitures beyond the glass reinforcements business are being considered.

Answer

Todd Fister, Chief Financial Officer, reaffirmed the company's commitment to the $2 billion shareholder return target for 2025-2026, noting that $1 billion was returned in 2025 and the dividend was increased by 15%. He highlighted strong operating cash flows and a healthy balance sheet (2.1x debt to EBITDA). He mentioned the recent small Doors distribution divestiture and the ongoing glass reinforcements divestiture as current strategic actions.

Susan Maklari inquired about Owens Corning's commitment to its $2 billion shareholder return target for 2025-2026, considering the current market environment, and whether any additional potential divestitures are being evaluated as non-core assets.

Answer

Todd Fister, Owens Corning's Executive Vice President and Chief Financial Officer, reaffirmed the commitment to the $2 billion shareholder return target, noting $1 billion was returned in 2025 and a 15% dividend increase was declared. He highlighted the company's strong operating cash flows and healthy balance sheet (2.1x debt to EBITDA) as ample capacity. He also mentioned the recent small Doors distribution divestiture and ongoing work on the glass reinforcements divestiture.

Susan Maklari inquired about the planned increase in SG&A spending, particularly in roofing, asking how the company measures returns on these investments and how flexible the spending is given the macro environment.

Answer

CEO Brian Chambers explained that investments are targeted and surgical, focusing on strengthening the roofing contractor engagement model with commercial and digital tools. He stated that success is measured by the resulting revenue and margin growth in the business. While mindful of the macro environment, these investments are considered crucial for long-term market leadership and performance.

Susan Maklari asked for more detail on the Doors business synergies, including the source of outperformance and the impact of macro and tariff headwinds.

Answer

CEO Brian Chambers stated that the company is on track to exceed its $125 million synergy target, with additional opportunities identified in sourcing and network optimization. However, he cautioned that in the near term, these gains are being offset by tariff impacts. He expressed confidence that the optimized cost structure will drive strong accretive margins when market volumes recover.

Susan Maklari of Goldman Sachs inquired about the long-term impact of recent portfolio changes on the company's cash flow dynamics and asked about capital allocation priorities, particularly the balance between deleveraging and shareholder returns.

Answer

Chief Financial Officer Todd Fister stated that the portfolio moves are designed to create a business with a more attractive cash flow profile by shifting towards lower capital intensity. Near-term priorities include integrating Masonite, retiring $400 million in debt in Q4, and making strategic investments. He reaffirmed the commitment to a 2-3x leverage target and returning at least 50% of free cash flow to shareholders over time.

Susan Maklari asked about the spring outlook, specifically what contractors are reporting regarding backlogs, the observed demand for samples and web traffic, and the implications for future revenues. She also questioned how data and digital transformation efforts contribute to SG&A investments in brand and sales, and how these costs might be leveraged.

Answer

Adam Zambanini, EVP and COO, reported that top-tier contractors are booked out 4-8 weeks, with positive sentiment from TrexPro events and strong marketing metrics like increased searches and lead generation. Bryan Fairbanks, President and CEO, explained that digital transformation helps Trex better understand market drivers, customer engagement with sales tools (samples, contractor/dealer leads), and allows for better long-term customer targeting and cost leverage.

Susan Maklari inquired about the outlook for spring 2026, focusing on contractor backlogs, strong demand indicators like samples and web traffic, and how digital transformation efforts will leverage SG&A costs.

Answer

Adam D. Zambanini, EVP and COO, reported that top-tier contractors are booked 4-8 weeks out, with positive sentiment for 2026, supported by strong marketing metrics, increased retail placements, and improved searches. Bryan H. Fairbanks, President and CEO, highlighted the benefits of digital transformation in understanding market drivers, targeting customers, and deriving actionable information from website engagement and lead generation.

Susan Maklari of Goldman Sachs inquired about the drivers of Trex's outperformance versus the broader repair and remodel market and asked for details on operational efficiencies impacting margins.

Answer

President & CEO Bryan Fairbanks attributed the outperformance to resilient consumer demand, a healthy contractor backlog of six to eight weeks, and the large, secular opportunity of replacing over 50 million aging wood decks. He stated that operational efficiencies are being driven by the new level-loading production strategy, which improves rates and yields, and by the promising initial performance of the new Arkansas facility.

Susan Maklari of Goldman Sachs inquired about the drivers behind Trex's outperformance relative to the broader repair and remodel market and asked about the operational efficiencies impacting margins.

Answer

President & CEO Bryan Fairbanks attributed the outperformance to resilient consumer demand, the large addressable market of aging wood decks, and the appeal of new products. He explained that the new level-loading production strategy has significantly improved operational efficiency by increasing rates and yields, while the new Arkansas facility is showing promising initial performance.

Susan Maklari asked how expanded distributor relationships are contributing to momentum in railing and new products. She also inquired about the company's capital allocation priorities as spending on the new Arkansas facility winds down.

Answer

CEO Bryan Fairbanks clarified that the benefits are seen across all distribution channels, as partners are now fully focused on selling the complete Trex decking and railing portfolio. He reiterated that capital allocation priorities are unchanged: strategic M&A, organic growth investment, and share buybacks. He noted that with CapEx declining significantly after 2025, the company expects to generate substantially more free cash flow.

Susan Maklari of Goldman Sachs asked for insights into the drivers of accelerating demand for lower-priced products and the key factors influencing the 2025 gross margin outlook.

Answer

CEO Bryan Fairbanks attributed stronger demand to increased consumer confidence in Q4 and the appeal of new product lineups. CFO Brenda Lovcik explained that the 2025 gross margin will be relatively flat compared to 2024's high level, with pressure from Little Rock's depreciation being offset by continuous improvement initiatives and managing inflationary pressures like labor and tariffs.

Susan Maklari questioned the implications of the Q4 inventory drawdown on the early 2025 pre-buy season and contractor demand. She also asked about potential future cost reduction benefits and specific projects for 2025.

Answer

CEO Bryan Fairbanks stated that while a pre-buy will occur, the large $40 million inventory infill from the prior year is not expected to repeat due to Trex's own strong inventory position. He attributed ongoing cost savings to a sophisticated continuous improvement program rather than a single project, noting these efficiencies helped defer the Arkansas decking startup.

Susan Maklari inquired about the continued share gains and growth potential of Boise Cascade's general line products within Building Materials Distribution (BMD), even amidst housing market headwinds. She also asked about the EWP channel's positioning for the spring selling season, considering builders' low single-digit volume growth targets, and potential upside from increased activity. Finally, she asked Jeff Strom about his key focus areas as incoming CEO and capital allocation priorities.

Answer

Jo Barney, EVP of Building Materials Distribution, highlighted strong demand for general line products, which reached an all-time high mix in 2025, driven by partnerships with James Hardie, Trex, and Huber, and growth in the home center and door/millwork businesses. Troy Little, EVP of Wood Products, noted EWP channel destocking in Q4 2025 followed by restocking in Q1 2026, emphasizing strong builder and dealer partnerships. Jeff Strom, Incoming CEO, outlined strategic priorities including leveraging the integrated model, increasing earnings stability, investing in business growth, driving innovation and efficiencies, accelerating transformation through technology, and becoming an employer of choice. He affirmed a continued balanced approach to capital allocation.

Susan Maklari inquired about Boise Cascade's continued share gains and growth in the general line products within Building Materials Distribution (BMD), especially amidst housing market headwinds. She also asked about the channel's positioning for the upcoming spring selling season for Engineered Wood Products (EWP) and potential upside from increased activity. Finally, she questioned Jeff Strom, the incoming CEO, about his specific focus areas and priorities regarding capital allocation.

Answer

Jo Barney, EVP of Building Materials Distribution, stated that demand for general line products held up well in 2025, reaching an all-time high in the overall mix, with solid growth from partners and strong home center business. Troy Little, EVP of Wood Products, confirmed a destocking effect in Q4 for EWP but noted some restocking at the beginning of Q1, emphasizing strong partnerships and ready inventory. Regarding the CEO's focus, Troy Little outlined a strategy to refine priorities, leverage the integrated model for efficiency, invest in growth, drive innovation, accelerate technology adoption, and become an employer of choice, affirming a balanced approach to capital allocation.

Susan Maklari of Goldman Sachs asked about the strong performance and outlook for the general line products business. She also inquired about the company's strategy to align production with demand and the potential impact on costs and margins. Lastly, she questioned how the competitive landscape for EWP might evolve as builders aim for leaner inventories into 2026.

Answer

Joanna Barney, EVP of Building Materials Distribution, stated that general line products performed well as customers leaned on their distribution inventory, a trend she expects to continue. Troy Little, EVP of Wood Products, explained that they are managing production by shifting veneer to plywood and taking market-related downtime. CFO Kelly Hibbs added that Q3 results will benefit from the absence of the Oakdale mill outage and lower OSB costs. CEO Nate Jorgensen concluded that Boise Cascade's two-step distribution model and service capabilities position it well to compete in the EWP market, even in a challenging environment.

Susan Maklari of Goldman Sachs inquired about the performance and outlook for the general line products business, the company's strategy for aligning production with demand, and the competitive landscape for EWP heading into 2026.

Answer

Joanna Barney, EVP of Building Materials Distribution, noted that general line products performed well as customers leaned on their distribution inventory, a trend she expects to continue. Troy Little, EVP of Wood Products, explained production alignment may involve shifting veneer to plywood and taking market-related downtime. CFO Kelly Hibbs added that lower OSB prices should create a cost tailwind. CEO Nate Jorgensen concluded that EWP's value in reducing cycle times and the strength of their distribution network position them well competitively.

Susan Maklari asked about the general line business, including supplier and customer inventory levels, and how Boise Cascade's two-step distribution model provides value in the current macro environment. She also inquired about the ramp-up of the Oakdale facility and the company's capital allocation priorities for M&A and share buybacks.

Answer

CEO Nate Jorgensen explained that customers are relying heavily on two-step distribution for just-in-time inventory, especially for new product introductions. Head of Wood Products Operations Troy Little stated that veneer from the restarting Oakdale facility will be used internally to supplement EWP production, offsetting open market purchases. CFO Kelly Hibbs confirmed that the capital allocation strategy remains focused on organic projects, opportunistic share repurchases, and remaining open to strategic M&A.

Susan Maklari from Goldman Sachs inquired about the current operating environment, including the impact of weather and builder sentiment for the upcoming selling season. She also asked about the resilience of the general line products business and the company's capital allocation priorities between share buybacks and special dividends.

Answer

CEO Nate Jorgensen described builder sentiment as cautiously optimistic for the medium-term but more measured in the short-term due to affordability concerns. COO Jeff Strom noted that the general line business is holding up but remains highly competitive. CFO Kelly Hibbs detailed the capital allocation strategy, highlighting that executing on heavy capital spending is the primary focus. He added that the company expects to continue opportunistic share repurchases, with any potential special dividend being a board decision later in the year, likely in the third quarter.

Susan Maklari asked about the potential impact of rising lumber prices on EWP pricing and margins, how supplier product expansions affect Boise Cascade's BMD business, and the company's forward-looking view on capital allocation and share buybacks.

Answer

CFO Kelly Hibbs clarified that EWP pricing is driven by demand and operating rates, not lumber prices, and advised focusing on total Wood Products EBITDA margin. CEO Nate Jorgensen added that growing SKU intensity from suppliers reinforces the value of two-step distribution and that the company aims to continue growing its general line segment. Regarding capital, Kelly Hibbs reiterated a consistent strategy of funding organic growth, M&A, dividends, and opportunistic share repurchases.

Susan Maklari asked about the operating environment, specifically the meaningfully higher bid values for office projects, and how new products and platforms are gaining momentum despite headwinds. She also questioned the integration status of recent acquisitions and the impact of capacity investments on future upside.

Answer

CEO Vic Grizzle noted that office bid values are significantly higher, even beyond inflationary numbers, indicating increased investment in architectural specialty products to enhance office spaces. He highlighted Armstrong's broad portfolio as a one-stop-shop advantage. Regarding acquisitions, he described integration as a continuum, focusing initially on scaling revenue through Armstrong's platform and later on operational productivity to achieve the 20% EBITDA margin goal.

Susan Maklari asked about the momentum of new products and platforms, particularly in the office vertical where bids show meaningfully higher values, and how these are performing despite market headwinds. She also inquired about the integration status of recent acquisitions and the impact of capacity investments on future upside.

Answer

CEO Vic Grizzle noted that while office starts are flat, bid values are significantly higher than inflationary numbers, indicating increased use of architectural specialty products to enhance spaces. He highlighted Armstrong's broad product portfolio as a competitive advantage. Regarding acquisitions, Vic described integration as a continuous process focused on leveraging Armstrong's platform for revenue generation, followed by operational productivity and footprint optimization, expressing satisfaction with early revenue scaling.

Susan Maklari asked about the benefits from new products, specifically how they are impacting the mix component of Mineral Fiber's Average Unit Value (AUV) and contributing to the strength in quoting and bidding activity. She also inquired about the forward trajectory of Architectural Specialties' margins, especially considering recent acquisitions and the current challenging environment.

Answer

CEO Vic Grizzle explained that innovation in high-end Mineral Fiber products (smoother, wider look, higher acoustical performance) is driving mix and near double-digit growth. He noted that Architectural Specialties' innovation across metal, wood, turf, and felt products is leading to double-digit orders and backlog growth. For Architectural Specialties margins, Mr. Grizzle highlighted that organically, the segment is achieving the 20% target despite timing-related headwinds, and the company aims for greater than 20% while balancing growth opportunities.

Susan Maklari inquired about the impact of new products on Mineral Fiber's AUV mix and the strength of quoting and bidding activity, also asking about the future trajectory of Architectural Specialties' margins given recent acquisitions.

Answer

CEO Vic Grizzle explained that new products are driving mix at the high end of the Mineral Fiber portfolio, contributing to near double-digit growth. He noted Architectural Specialties' innovation is leading to double-digit orders and backlog growth. For AS margins, he stated that organically they are at 20%, with acquisitions initially dilutive but expected to scale up, aiming for over 20% without sacrificing growth.

Susan Maklari inquired about the drivers of the impressive organic growth in the Architectural Specialties segment and its outlook for the second half, given tougher comparisons. She also asked for color on bidding activity trends and how they support the company's expectation to outperform the market.

Answer

CEO Vic Grizzle attributed the Architectural Specialties growth to successful market penetration, the ProjectWorks software platform, and strong execution by commercial teams. He noted that while high-level bidding data shows softness, on-the-ground activity with contractors remains steady. CFO Chris Calzaretta added that the company expects healthy organic growth and margin expansion in the segment for the back half of the year.

Susan Maklari asked about the momentum of new product initiatives, such as Templok, and their contribution to the 2025 Mineral Fiber Average Unit Value (AUV) guidance. She also inquired about the outlook for the discretionary renovation and remodeling (R&R) market.

Answer

CEO Vic Grizzle explained that new initiatives like Kanopi and PROJECTWORKS have AUVs 2x to 6x higher than the Mineral Fiber average, significantly boosting the AUV outlook. He noted that while discretionary renovation activity remains cautious due to market uncertainty, there are positive signs in the office vertical, including increased leasing activity, suggesting a stabilization.

Susan Maklari inquired about the potential trajectory for Mineral Fiber volume to return to its long-term growth outlook and the remaining opportunities for margin expansion from productivity initiatives.

Answer

CEO Vic Grizzle stated that while the market has stabilized, the building blocks for returning to 2-4% volume growth, including market recovery and growth initiatives, remain intact, though the timing is uncertain. He also affirmed that the pipeline for productivity gains of over 3% is healthy and expected to continue, supporting future margin expansion.

Susan Maklari asked about the impact of the Q4 inventory build on 2026 profitability and how it relates to the 1-2% pricing benefit guidance. She also sought clarification on the balance between organic and inorganic growth, and whether the business is shifting towards initiatives-driven growth.

Answer

Melanie Hart (CFO) anticipated continued pricing benefits from the inventory investment, particularly in Q1, noting the absence of a mid-season price increase in 2026 like the one in 2025. Pete Arvan (CEO) added that the inventory investment was surgical and benefits would be weighted to the beginning of the year. On growth, Pete Arvan (CEO) expressed confidence in organic growth driven by desirable products, market share opportunities, TAM expansion through modernizing pool pads with new equipment, and the 'ProZone' initiative. He also confirmed ongoing opportunities for inorganic growth.

Susan Maklari asked about the impact of the Q4 inventory build on 2026 gross margins and the long-term growth algorithm, specifically the balance between organic growth from internal initiatives and inorganic growth through acquisitions.

Answer

CFO Melanie Hart stated that inventory investments would provide pricing benefits, particularly in Q1 2026, with overall 2026 gross margins projected to be consistent with 2025. CEO Pete Arvan added that the inventory investment was surgical and benefits would be front-half weighted. On growth, Pete Arvan expressed confidence in organic growth from desirable products, market share gains, and modernizing pool pads. He also affirmed continued opportunities for inorganic growth.

Susan Marie Maklari asked about early signs of stabilization in new pool construction and remodel activity, inquiring about the driving factors and expected trends for late 2025 and early 2026. She also questioned the accelerated innovation spend, its implications for investments and trends into year-end, and how it positions Pool Corporation to outgrow the market.

Answer

President and CEO Peter Arvan noted that permit data is sporadic but overall activity has firmed up, with encouraging growth in building materials sales. He believes further interest rate cuts are needed to motivate entry-level pool buyers. Regarding innovation, Mr. Arvan detailed investments in POOL360 for enhanced customer experience, water test technology, and B2B tools, emphasizing their role in driving productivity and market growth. He also highlighted the industry's need for new product technology to stimulate backyard investments.

Susan Maklari asked about the full-year outlook, balancing the momentum from company-specific initiatives against macro headwinds like tariffs, and questioned the elasticity of demand following recent price increases.

Answer

CEO Peter Arvan explained that the maintenance and repair business remains resilient, but larger renovation projects are being phased by consumers to manage costs. He noted that for non-discretionary repairs, price elasticity is low, though some consumers are opting to repair parts rather than replace entire units. For new construction, he believes the overall financing cost, not marginal equipment price hikes, is the primary factor influencing consumer decisions.

Susan Maklari questioned the potential risk to industry price elasticity as consumers break down remodel work into smaller projects and asked for more detail on the strategic initiatives that are enabling the company to outperform the market.

Answer

CEO Peter Arvan explained that competitive dynamics are typical for the industry and that material cost is a small part of a total remodel project, minimizing the risk of significant price elasticity issues. He highlighted long-term strategic initiatives like the company's private label chemical line and technology offerings (POOL360) as key drivers of market share gains, noting that these are longer selling cycles that will provide sustained future growth.

Susan Maklari inquired about the momentum of the POOL360 digital platform, its contribution to the 2025 sales outlook, and the growth drivers for the Pinch A Penny franchise amid consumer spending pressures.

Answer

President and CEO Peter Arvan explained that the POOL360 ecosystem is gaining significant traction, driving sales of proprietary, high-margin private label chemicals and increasing customer loyalty. Regarding Pinch A Penny, Arvan noted that there hasn't been a major shift to DIY; instead, growth is driven by the superior, full-service customer experience provided by franchisees, which fosters share gains.

Susan Maklari asked about the drivers behind the positive demand trends in Florida and Arizona, which contrast with broader consumer weakness. She also requested more color on the progress of the POOL360 digital ecosystem, including feedback from the recent roadshow.

Answer

President and CEO Peter Arvan attributed the outperformance in key markets to market normalization and successful share gains driven by strategic investments in the customer experience. He detailed that the POOL360 ecosystem, including its water test and service software, is seeing positive feedback and slow, deliberate adoption to ensure quality as they scale the new tools for retailers and service professionals.

Susan Maklari asked about any notable trends in design studio spend, especially with the earlier sales of specs, and what this might imply for future deliveries and margins. She also inquired about how Toll Brothers is balancing cost reductions with the ability to flex and ramp up the business, particularly staffing, once market conditions normalize and improve.

Answer

Executive Vice President Karl Mistry stated that design studio upgrades as a percentage of the home price have been remarkably consistent over 20+ years, in both good and bad markets, and the margin from these upgrades has improved over time. Regarding staffing, Mr. Mistry explained that the business is structured for efficiency, with capacity in the existing back-office G&A team to produce more revenue. He noted that if a strong spring occurs, they would first see it in sales offices and could then staff up field personnel (construction and sales teams) as needed.

Susan Maklari asked about the expected deceleration of pricing throughout the year and the company's willingness to sacrifice volume in the face of ongoing cost headwinds, as well as the implementation progress of the A3 Operating System across JELD-WEN's business, how it enables larger productivity projects, and its potential to help regain market share.

Answer

CEO Bill Christensen explained that pricing actions for 2026 are largely implemented, anticipating a slight price-cost headwind primarily from glass and tariff inflation, but positioning the company more reasonably. CFO Samantha Stoddard added that pricing will be fully reflected in Q2, with Q1's year-over-year decline attributed to pricing dynamics, the Towanda divestiture, and winter storms. Regarding the operating system, CEO Bill Christensen reported that the A3 system is approximately 85% implemented across sites, driving shop floor improvements without significant capital. He noted productivity gains are currently challenged by lower volumes but will improve with market recovery. CFO Samantha Stoddard quantified that over 50% of the $110 million guidance bridge benefit stems from structural cost actions, 25% from scaling the operating model, and 25% from identified productivity projects.

Susan Maklari asked for an update on the implementation of JELD-WEN's A3 Operating System across its manufacturing network, and how this foundational "blocking and tackling" will enable larger productivity projects and future market share gains.

Answer

CEO Bill Christensen confirmed the A3 Operating System is 85% implemented across sites, driving shop floor improvements without significant capital. CFO Samantha Stoddard elaborated that over 50% of the $110 million in 2026 guidance benefits come from structural cost actions completed in 2025, 25% from scaling the operating model, and 25% from identified productivity projects.

Susan Maklari from Goldman Sachs inquired about the progress of JELD-WEN's network optimization efforts, the timeline for initiatives in the second half of the year, and the potential impact on near-term margins. She also asked for more context on the challenging pricing environment and the company's ability to offset inflationary pressures.

Answer

CEO William Christensen stated that while the company is over the '50-yard line' on network optimization, they are slightly slowing the pace in the second half to preserve capital and minimize service disruptions. He confirmed that the benefits are included in the $100 million transformation target. On pricing, Christensen noted a slightly negative price-cost outlook due to selective competitive pressures, though tariff surcharges are being successfully implemented. CFO Samantha Stoddard added that the heavier back-half EBITDA weighting is partly due to the benefits of already-executed network actions, such as the repurposing of the Grinnell facility.

Susan Maklari from The Goldman Sachs Group, Inc. asked if JELD-WEN's position as a U.S.-based producer could help it regain market share amid tariffs and inquired about progress on improving service levels and lead times, and the potential impact on margins.

Answer

CEO William Christensen acknowledged a market share opportunity, particularly in fiberglass doors, but stated that the industry needs more certainty on long-term tariff levels before significant supply chain shifts occur. He affirmed that the company continues to invest heavily in its operational footprint to improve service and cost structure, citing a major project in Texas. Despite market softness, these long-term strategic investments are not being curtailed, as they are crucial for positioning the company for an eventual market recovery.

Susan Maklari asked about the company's organic efforts to regain market share and any specific projects to monitor throughout the year. She also inquired about the expected adjusted EBITDA margin exit rate for 2025 as cost initiatives gain traction.

Answer

CEO Bill Christensen detailed a two-part strategy for regaining share: enhancing sales effectiveness through rigorous pipeline management and improving service levels, particularly quality and delivery. CFO Samantha Stoddard projected that the company's adjusted EBITDA margin exit rate for 2025 would be in the 8% to 9% range.

Susan Maklari from Goldman Sachs asked about the company's capacity to handle an accelerated project pipeline, the status of channel inventories, and the volume versus mix impact from the loss of retail revenue.

Answer

CEO William Christensen stated that while the company is accelerating cost initiatives, particularly footprint optimization, it is also recalibrating growth projects due to market headwinds. He described channel inventories as 'low but stable' and balanced for the current weak demand. He estimated the impact from lost retail revenue was split roughly 50/50 between volume and mix, and that a recovery hinges on a reinvigorated resale market in late 2025.

Susan Maklari asked about LP's outlook for OSB demand, considering builders' low single-digit starts forecasts, the implied ramp for OSB, and the company's approach to capacity management. She also inquired about the siding segment's margin, specifically regarding trends in input costs (raw materials, freight) and the expected flow-through of any startup costs associated with the Green Bay facility.

Answer

CEO Jason Ringblom emphasized matching supply with demand for OSB, noting a recent supply-driven rebound in prices due to competitor mill closures, maintenance outages, and winter storm downtime. He expressed optimism for demand improvement in Q2 and Q3 to maintain balance. CFO Alan Haughie stated that the full-year siding EBITDA margin guidance includes significant inflation: approximately $20 million in raw material inflation, $7 million in labor, and modest freight inflation, with some already impacting Q1. CEO Jason Ringblom and CFO Alan Haughie confirmed no significant ramp-up costs for Green Bay.

Susan Maklari from Goldman Sachs inquired about the Siding segment's performance, asking about sell-through rates during Q2 and the state of channel inventories entering the second half. She also asked for details on the product mix trends between sheds, Builder Series, and Expert Finish, and the outlook for this mix.

Answer

CEO Brad Southern confirmed that Siding sell-through was strong in Q2, with channel inventories at appropriate levels for the season. He detailed that the panel business (sheds) and prefinished Expert Finish (R&R) were the strongest contributors, followed by new construction. He anticipates some moderation in shed demand but expects continued strength in Expert Finish through the second half of the year.

Susan Maklari from Goldman Sachs inquired about the Siding segment's sell-through during Q2 and the current state of channel inventories. She also asked for details on the product mix trends, including sheds, Builder Series, and Expert Finish, and the outlook for the second half of the year.

Answer

CEO Brad Southern confirmed that Q2 saw good sell-through, with channel inventories at appropriate levels for the season. He highlighted that the strongest product areas were panels for the shed and home center channels, and Expert Finish for the repair and remodel market. For the second half, he anticipates some moderation in shed demand but continued strength in Expert Finish and steady performance from new construction.

Susan Maklari questioned how the product mix shift between sheds and the ExpertFinish series would affect Siding pricing, also considering tariffs and raw material costs. Additionally, she asked about the impact of builder focus on affordability on OSB demand and the mix of structural solutions.

Answer

CEO William Southern noted that a price increase was successfully implemented in Q1. He explained that the positive price mix from ExpertFinish growth is currently being offset by the negative mix from strong, lower-priced panel sales for sheds. CFO Alan J. Haughie added that he expects Q2 year-over-year pricing to be slightly higher than Q1. On OSB, Southern agreed that the focus on housing affordability creates a headwind for selling higher-value structural solutions.

Charles Perron-Piché, on behalf of Susan Maklari at Goldman Sachs, asked about the primary drivers of Siding volume outperformance in 2025 across different end markets and inquired about the outlook for raw material costs and potential tariff impacts.

Answer

CEO William Southern stated that growth is expected across all sectors, with the shed market showing notable recovery strength early in the year. CFO Alan Haughie projected about $20 million in cost inflation, primarily from labor and speculative raw material increases. Management confirmed that the current guidance does not incorporate any potential tariff impacts.

Susan Maklari asked about the demand drivers prompting the next wave of Siding capacity investment and inquired about the 2025 pricing strategy, including the expected net price increase and inventory management ahead of the change.

Answer

CEO Brad Southern explained that strong 2024 growth and positive future projections necessitate adding capacity now to stay ahead of demand, targeting a late 2026 or 2027 operational start. He stated the company is implementing a 4-5% gross price increase for 2025, expecting to net around 3%, and will limit December shipments to manage pre-buy activity and ensure a strong Q1.

Susan Maklari from Goldman Sachs inquired about the demand outlook for 2026, specifically regarding the state of the consumer, the expected shape of demand, and the drivers for potential outperformance or underperformance relative to the low single-digit like-for-like sales growth guidance for Tempur North America.

Answer

Scott Thompson, Chairman, President, and CEO of Somnigroup International, stated that the 2026 guidance is based on a flat market, noting that Q4 2025 industry performance was slightly below expectations. He described Q1 2026 as a "tale of two cities," with tough weather causing 5,000 incremental store loss days for Mattress Firm in the pre-Presidents' Day period, leading to slightly down same-store sales. However, post-Presidents' Day, sales became "very robust" (double-digit growth) driven by strong Average Order Value (AOV) and Tempur products, resulting in positive same-store sales for Mattress Firm to start the quarter. Bhaskar Rao, EVP and CFO, added that Q1 sales are expected to be around positive 14% or over $1.8 billion, with EPS growing around 20%.

Susan Maklari from Goldman Sachs inquired about the current demand trends in the bedding industry, specifically the divergence from the housing market, and the extent to which Somnigroup's new products and advertising investments are driving this improvement and its sustainability given the macro environment.

Answer

Chairman, President, and CEO Scott Thompson explained that the bedding industry can succeed independently of the housing market, driven by innovation like the new Sealy Posturepedic product and robust advertising efforts, including retooled Mattress Firm campaigns and incremental Tempur Sealy advertising for the Chili brand. He noted improved sequential industry performance and Somnigroup's outperformance, highlighting momentum from implemented strategies and synergies from the Mattress Firm acquisition.

Susan Maklari asked about the drivers behind the bedding industry's demand recovery, which appears to diverge from broader housing and consumer trends. She inquired about the extent to which Somnigroup's strategic efforts, including new product launches and increased advertising spend, are contributing to this divergence and the sustainability of these trends given the current macroeconomic environment.

Answer

Scott Thompson, Chairman, President, and CEO, Somnigroup International, explained that while housing is a factor, innovation and advertising are primary drivers for the bedding industry. He highlighted the success of the new Sealy Posturepedic product and the retooled Mattress Firm advertising campaign, noting their positive impact on both Somnigroup and the broader industry. Thompson also mentioned the company's strong sequential EPS momentum and the early benefits from Mattress Firm synergies, indicating that Somnigroup is outperforming the market despite a challenging macro backdrop.

Susan Maklari asked about the drivers behind the improving demand trends seen late in the quarter and into Q3, and whether there's potential upside to the industry outlook.

Answer

CEO Scott Thompson attributed the improvement to stabilized consumer confidence and the successful, large-scale Sealy Posturepedic launch, which gained momentum throughout the quarter. CFO Bhaskar Rao added that for the back half of the year, EPS growth is expected to be stronger in Q4 than Q3, primarily due to the historical seasonality of the Mattress Firm business.

Susan Maklari asked about Mohawk's ability to gain market share, particularly with home centers, and the momentum observed in hard surfaces, including anticipated benefits for the year. She also asked Nick Manthey about his strategic focus and capital allocation plans as the incoming CFO.

Answer

President and COO Paul De Cock highlighted the importance of the home center channel, where Mohawk provides leading products and innovation. He noted strong performance in hard surfaces, driven by waterproof laminate and domestic laminate benefiting from tariffs, with new hybrid LVT alternatives gaining acceptance. Incoming CFO Nick Manthey stated that the strategy remains unchanged, focusing on cost and capital discipline while investing in new products for market recovery.

Susan Maklari asked about Mohawk Industries' ability to gain market share, especially through home centers, and the momentum observed in hard surfaces. She also asked Nick Manthey about his focus areas and capital allocation strategy as the incoming CFO.

Answer

President and COO Paul De Cock highlighted the importance of the home center channel, where Mohawk provides leading products, innovation, and merchandising. He noted strong performance in hard surfaces, driven by waterproof laminate and hybrid alternatives, benefiting from tariff increases on other products. Incoming CFO Nick Manthey stated that the strategy remains focused on cost and capital discipline, investing in new products, and preparing for market recovery, with no immediate changes to capital allocation.

Susan Maklari asked about the life cycle and future momentum of new products, particularly in North America, and plans for additional offerings that could drive favorable mix or market outperformance in 2026. She also inquired about the path for margins next year, comparing it to the company's longer-term targets.

Answer

Chairman and CEO Jeff Lorberbaum highlighted continuous product innovation across businesses, including 3D ceramic tiles, LVT decorating trends, hybrid PVC alternatives, and a new quartz countertop line with advanced technology. He described 2026 as a transitional year with anticipated improvement due to lower interest rates, high home equity, increased housing supply, and pent-up remodeling demand, expecting restructuring and productivity to improve margins. CFO James Brunk added that cost structure reductions should leverage margins as volumes increase, with productivity and tariff price increases offsetting input cost inflation.

Susan Maklari asked for an update on the market penetration of new product collections and their potential to drive share gains. She also requested an outlook on profitability trends for the second half of the year and beyond.

Answer

Chairman & CEO Jeffrey Lorberbaum detailed numerous product innovations, including 3D visuals in ceramic and PVC alternatives in LVT, which are positioning the company for recovery. He projected that second-half conditions will remain challenging, with inflation peaking in Q3, but expects restructuring benefits to continue and the fourth quarter to show year-over-year improvement.

Susan Maklari asked about the expected sequential lift from Q1 to Q2 in revenue and margins, the margin outlook for the second half, and the company's capital allocation strategy, including free cash flow and share buybacks.

Answer

CEO Jeff Lorberbaum noted that while government policies are slowing the economy, the company expects to compensate for tariffs. He highlighted over $70 million in remaining restructuring savings, potential Q4 energy tailwinds, and lower interest costs as positive factors. Executive James Brunk confirmed a strong full-year free cash flow forecast, a CapEx plan of ~$530 million (which could be reduced), and continued use of share buybacks.

Susan Maklari asked about Mohawk's long-term 10% margin target, questioning its achievability given current market challenges. She also inquired about the company's capital allocation priorities, specifically regarding cash usage for buybacks and M&A.

Answer

CEO Jeff Lorberbaum stated that while current conditions are difficult, a market recovery would provide significant operating leverage from higher utilization and restructuring savings, enabling a return to higher margins. CFO James Brunk outlined capital allocation plans, including increased investment as markets improve, opportunistic M&A, and continued share repurchases, noting that 14% of shares have been bought back since 2020.

Susan Maklari asked for more detail on how company-specific initiatives like productivity and cost savings offset demand weakness in Q3 and how Mohawk plans to build on these efforts in 2025. She also inquired about the progress and momentum in improving the product mix.

Answer

Chairman and CEO Jeff Lorberbaum explained that Q3 benefited from a combination of sales initiatives, productivity, cost containment, and restructuring. For 2025, he anticipates that as markets recover with lower interest rates, the company will see improved volume, channel mix, and product mix, which will leverage fixed costs and improve margins. He noted that the company continues to introduce innovative products and expects to benefit from the full impact of its ongoing restructuring actions.

Susan Maklari inquired about the impact of restructuring efforts on segment margins in 2025 and 2026, additional opportunities for cost structure improvement, the bedding market outlook for 2026, the importance of housing recovery, and specific revenue and margin guidance for each segment. She also asked about the significant Q4 margin drop in FF&T, the path to recovery, Leggett's global footprint strategy amidst trade shifts, and future working capital management.

Answer

Karl G. Glassman (CEO) and Ben Burns (CFO) detailed the $63 million restructuring benefits in 2025, with an additional $5 million expected in 2026, impacting Bedding, Specialized, and FF&T segments. Karl noted ongoing operational improvement analyses without current divestiture plans. Tyson Hagale (President of the Bedding Products segment) clarified that 2026 bedding guidance does not assume a macro market recovery, projecting flat to low single-digit growth based on H2 2025 trends, and addressed Q4 US Spring volume impacts from customer consolidation. Ben Burns provided segment-specific guidance: Bedding sales/volume down low single digits with margins up 150 bps; Specialized organic sales/volume down low single digits with margins down 150 bps (adjusted for aerospace); FF&T sales/volume flat with flat margins. Sam Smith (President of the Specialized Products and Furniture, Flooring and Textile Products segments) attributed FF&T's Q4 margin decline to pricing adjustments, weak consumer demand, currency drag, and costs from the Vietnam greenfield launch. Karl and Sam discussed the automotive industry's push for regional sourcing, while other businesses are well-positioned. Ben Burns explained that after an $83 million working capital benefit in 2025, no significant benefit is expected in 2026, with future investment tied to sales growth.

Susan Maklari inquired about the impact of restructuring efforts on segment margins in the past year and expectations for the current year, as well as additional opportunities for cost structure improvement. She also asked about the bedding market outlook, specifically U.S. Spring performance, and the importance of housing recovery for the industry's near-term and long-term potential. Additionally, she requested a breakdown of segment revenue and margin guidance for the current year. In a follow-up, she asked about the significant drop in FF&T segment margin in Q4, the path to recovery, and specific causes. She also questioned Leggett's global footprint and potential shifts in production due to trade, particularly in Automotive, and the future of working capital management, including opportunities and potential needs for inventory build with demand recovery.

Answer

CEO Karl G. Glassman stated that while no new business unit divestitures are contemplated, the company continues to seek operational improvements across all BUs, mentioning a consolidation in the Flooring product segment. CFO Ben Burns detailed $63 million in restructuring benefits in 2025, with an expected additional $5 million in 2026, impacting bedding, specialized (Hydraulic Cylinders), and FF&T (Home Furniture and Flooring) segments. He provided 2026 guidance: Bedding Products (net trade sales and volume down low single digits, margins up 150 bps), Specialized Products (organic sales and volume down low single digits, margins down 150 bps, adjusted for Aerospace divestiture), and Furniture, Flooring, and Textile Products (net trade sales and volumes flat, margins flat). President of Bedding Products Tyson Hagale explained that the 2026 bedding market forecast assumes no macro recovery, with U.S. Spring expected to be flat to up low single digits, reflecting a continuation of H2 2025 trends and lapping early 2025 struggles. He noted mixed performance across the industry and customer consolidations impacting U.S. Spring. President of Specialized Products and Furniture, Flooring and Textile Products Sam Smith attributed the FF&T margin drop to pricing adjustments in Flooring and Textiles (weak consumer demand, raw material issues), negative currency impact, lower consumer demand in Home Furniture and Flooring, and costs associated with launching the Vietnam Home Furniture site. He also addressed regional sourcing pushes in Automotive, noting Leggett's existing region-for-region model. Ben Burns clarified that while significant working capital benefits were realized in the past, no further benefit is anticipated in 2026, with a slight potential use of cash, and future investment would align with sales growth.

Susan Maklari inquired about the benefits derived from Leggett & Platt's cost actions and restructuring efforts over the past two years, seeking clarification on how these are impacting margins, potential upside in future quarters, and any other notable related factors. She also asked about the demand environment in the bedding segment, CapEx plans for 2026, segment margin expectations, the future trajectory of the textiles business, and the potential for price mix benefits in bedding innovation.

Answer

EVP and CFO Ben Burns highlighted that the restructuring plan is nearly complete, exceeding initial expectations across EBIT benefits, costs, sales attrition, and real estate sales, with $60 million-$70 million in annualized EBIT benefit expected. He noted strong contribution margins of 25%-35% with volume recovery. President and CEO Karl Glassman and EVP and President of Bedding Products Tyson Hagale characterized the bedding market as more stable with sequential improvement, but still facing macro challenges. Ben Burns stated normalized CapEx is expected to return to around $100 million and provided updated segment margin guidance: bedding up 200 bps, specialized up 50 bps, and furniture, flooring, and textile down 150 bps. Ben Burns and EVP, President of Specialized Products and Furniture, Flooring and Textile Products Sam Smith explained the textiles business's successful history of bolt-on acquisitions and driving synergies. Tyson Hagale detailed how improved content and innovation in bedding contribute to profit improvement through higher selling prices, even with slightly lower volumes.

Susan Maklari asked about the potential price mix benefit from Leggett & Platt's innovation and product pipeline in the bedding segment, and what this could mean for the business's profitability even in a challenging macroeconomic environment with continued demand headwinds.

Answer

Tyson Hagale, EVP, President of Bedding Products, explained that roughly half of the EBIT improvement versus Q3 last year came from fixed cost reductions and restructuring, with the other half from margin enhancement, including trade rod business and improved content through the spring business. He noted that new product development with customers, focusing on improved content, comfort, and inclusion of specialty foam with innerspring units, leads to higher selling prices and profit improvement, even with slightly down volumes.

Susan Maklari of Goldman Sachs inquired about the timeline for realizing restructuring benefits, the potential for demand pull-forward due to tariffs, the financial profile of the Specialized Products segment post-aerospace divestiture, and updated margin guidance for each business segment.

Answer

CEO Karl Glassman and CFO Ben Burns explained that restructuring benefits are materializing as planned, with a run rate close to the 2025 target, and that significant upside exists upon volume recovery. Glassman noted no quantifiable evidence of demand pull-forward from tariffs. Burns provided pro-forma Q1 sales and EBIT for the aerospace business to help with modeling and gave updated 2025 segment margin guidance: Bedding up ~150 bps, Specialized up ~50 bps, and FF&T down ~50 bps.

Susan Maklari of Goldman Sachs inquired about the bifurcation in the bedding market, the drivers behind increased restructuring benefits, 2025 segment margin outlook, dynamics in the Specialized Products segment, and consumer price elasticity.

Answer

CEO Karl Glassman and Bedding Products executive Tyson Hagale confirmed that low-end imported mattresses now comprise a significant share of units. Glassman credited teams for flawless restructuring execution, noting potential margin upside with volume recovery. CFO Ben Burns detailed 2025 segment margin guidance and seasonality. Sam Smith, President of Specialized Products, explained headwinds in auto and hydraulics versus growth in aerospace, linking auto weakness to the rise of Chinese EV makers impacting multinational OEM partners. Management expressed concern over consumer health as a key risk to volume.

Susan Maklari inquired about the unfavorable product mix in the Bedding segment, the shifting expectations for new Automotive programs, the implied increase in Q4 capital expenditures, and the revised full-year margin expectations for each business segment.

Answer

Tyson Hagale, President of Bedding Products, explained that a higher mix of lower-margin trade rod is expected long-term to keep the steel mill operating at capacity. CEO Karl Glassman and President Sam Smith detailed that Automotive program launches have been delayed, impacting the top line, but the team is mitigating this with cost controls. CFO Ben Burns confirmed the Q4 CapEx increase is for rod mill maintenance and new growth projects in Bedding and Automotive. Burns also provided the revised margin outlook: Bedding down 200 bps, Specialized Products down slightly, and Furniture, Flooring & Textiles flat versus prior guidance.

Susan Maklari asked about the newly formed executive committee, its key initiatives for driving growth, and specific areas of focus for 2026. She also inquired about the path to achieving the 2026 working capital guidance of 16.5% of sales, potential upside, and its implications for overall cash generation and deployment.

Answer

CEO John Nuti explained the executive committee's dual purpose: fostering closer business engagement by including four major business unit leaders and leveraging Masco's scale to build capabilities in areas like digital marketing, e-commerce, brand building, consumer insights, and innovation, aiming for faster top-line growth while maintaining margins. CFO Rick Westenberg attributed 2025's adverse working capital to tariff dynamics and expects normalization to 16.5% in 2026. He reiterated the capital allocation framework: reinvestment ($190M capex), maintaining an investment-grade rating, a relevant dividend (3% increase to $1.28/share), and deploying the remaining $600M for share buybacks or M&A.

Susan Maklari asked about the newly formed executive committee, its key initiatives for driving growth, and specific areas of focus for 2026. She also questioned the path to achieving the 16.5% working capital as a percentage of sales target for 2026, potential upside, and implications for overall cash generation and deployment.

Answer

CEO John Nuti explained the executive committee's dual purpose: getting closer to the business by including four key business unit leaders, and leveraging Masco's scale for smarter deployment of capabilities like digital marketing and innovation to drive both margin growth and accelerated top-line. CFO Richard Westenberg attributed 2025's higher working capital to tariff dynamics (costs in inventory, pricing in receivables, shorter payable days) and expects normalization to 16.5% in 2026. He reiterated the consistent capital allocation framework: reinvestment in business ($190M capex), maintaining investment-grade rating, a 3% dividend increase, and deploying the remaining $600 million to share repurchases or M&A.

Susan Maklari of Goldman Sachs Group, Inc. inquired about the elasticity of demand and the state of the consumer, given the strength in premium plumbing. She also asked for an update on progress with lean initiatives and other non-tariff-related cost-saving efforts.

Answer

CEO John Nudi attributed the resilience in premium segments to that consumer demographic continuing to spend on remodels, while emphasizing Masco's focus on brand building and innovation. CFO Rick Westenberg added that the Masco Operating System continues to drive efficiencies, supplemented by near-term austerity measures like reduced hiring and discretionary spending.

Susan Maklari asked about Masco's innovation pipeline, its role in offsetting price elasticity, and the outlook for its vitality index. She also inquired about the expected normalization of working capital and the potential for further improvements.

Answer

President and CEO Keith Allman reported that the vitality index is steady at around 30% and the innovation pipeline remains strong, focusing on solving customer pain points which supports pricing power. CFO Rick Westenberg clarified that working capital as a percentage of sales is expected to normalize around 16% after a one-time benefit from the Kichler divestiture.

Susan Maklari inquired about the drivers of the ongoing DIY paint weakness, its trend through the quarter, and the potential for a rebound post-election. She also asked about the sustainability of the company's strong margin performance.

Answer

CEO Keith Allman stated that DIY paint demand was consistently challenged throughout the quarter and that the company is prepared to respond to any post-election environment. He emphasized that the strong margin performance, marking the sixth consecutive quarter of expansion, is driven by a resilient portfolio, operational excellence, and cost-saving initiatives that are expected to carry momentum into the next year.

Susan Maklari asked about Lennar's potential for inventory turns in the coming quarters, given current market conditions, and how the core product strategy contributes to this. She also inquired about how the realization of efficiencies impacts the cash needed on the balance sheet and the factors determining appropriate cash levels.

Answer

Stuart Miller expressed optimism for further improvement in inventory turns beyond the current 2.2 times, driven by cycle time reductions and the increasing efficiency of core product offerings, aided by technology. Regarding cash on the balance sheet, Stuart Miller stated that the model is becoming more cash flow efficient, which will lead to programmatic stock buybacks and shareholder returns, with the evolving picture dependent on market conditions and government actions. CFO Diane Bessette clarified that cash levels are determined by market uncertainty and upcoming maturities, with less cash held as conditions stabilize.

Susan Maklari from Goldman Sachs inquired about Lennar's potential to achieve a three-times inventory turn in the current environment and the role of its core product strategy. She also asked how anticipated efficiencies and realized cash flow would impact the amount of cash Lennar needs to hold on its balance sheet.

Answer

Stuart Miller, Executive Chairman and Co-CEO, expressed optimism about further improving inventory turn beyond 2.2x, attributing it to improved cycle times and the efficiency of core product offerings, with technology playing a significant role. Miller stated that the model becomes increasingly cash flow efficient, leading to more programmatic stock buybacks. Diane Bessette, CFO, Lennar, added that the amount of cash held depends on market conditions and uncertainty.

Susan Maklari asked about the impact of Lennar's company-specific efforts on inventory turns, the potential upside in the current environment, and the long-term goal of achieving a three-times turn. She also inquired about the company's cash generation and allocation strategy, including M&A and shareholder returns, in the current market.

Answer

Stuart Miller, Executive Chairman and Co-CEO, highlighted that divisions are actively focusing on inventory turns as an indicator of efficiency, with some approaching the three-times target. Jon Jaffe, Co-CEO and President, emphasized ongoing refinement of just-in-time land and production processes. Mr. Miller stated that all options are on the table for cash allocation, focusing on total shareholder return, M&A, and returning capital. Diane Bessette, CFO, concurred, emphasizing the focus on cash generation benefiting from efficiencies.

Susan Maklari inquired about Lennar's cash generation and the strategic uses of that cash, including any updates on M&A in the current environment.

Answer

Stuart Miller, Executive Chairman and Co-CEO, stated that 'everything is on the table' for total shareholder return, including M&A and returning capital. Diane Bessette, CFO, reiterated the consistent focus on cash generation, benefiting from efficiencies.

Susan Maklari inquired about the impact of Lennar's company-specific efforts on inventory turns, especially with the adjusted strategy, and the potential upside to reach a long-term goal of three times. She also asked about the business's cash generation and its uses, including any updates on M&A and strategic capital allocation efforts.

Answer

Executive Chairman & Co-CEO Stuart Miller highlighted that divisions are actively focusing on inventory turn, with some approaching the three times goal, driven by efficiency and reduced cycle times. Co-CEO & President Jon Jaffe emphasized the 'just in time' land strategy. Miller stated that all options are on the table for cash utilization, focusing on total shareholder return, M&A, and returning capital to shareholders. CFO Diane Bessette affirmed the consistent focus on cash generation, benefiting from operational efficiencies.

Susan Maklari asked about the progress on operational efficiencies post-spin and how Lennar's M&A strategy might change, including the types of deals it would consider.

Answer

Executive Stuart Miller stated that Lennar is in the 'early stage' of realizing cost efficiencies now that the Millrose spin is complete. He and Co-CEO and President Jonathan Jaffe emphasized the focus on turning land into a production commodity to drive cash flow. On M&A, Miller explained that the asset-light model, as demonstrated with the Rausch Coleman acquisition, enables a more strategic and capital-efficient way to enter new markets. Another executive added that they will continue to be selective, using land partnerships to fund the asset side of future deals.

Susan Maklari asked for an update on Lennar's product standardization initiative, inquiring how much more efficiency can be gained and how it will benefit margins and cash flow. She also asked about the key factors influencing the strategy for stock repurchases and shareholder returns following the Millrose spin-off.

Answer

Co-CEO and President Jonathan Jaffe stated that 'core product' is expected to grow from 10% of starts in 2024 to about one-third in 2025, driving significant efficiency. Regarding capital returns, Executive Chairman Stuart Miller explained it's a 'maturing process' and that as the Millrose platform stabilizes, they will gain confidence in cash flow allocation. CFO Diane Bessette added the long-term goal is for net income to approximate cash flow, which would be geared more heavily toward buybacks.

Susan Maklari asked about the potential upside for inventory turns given the company's strategic and operational shifts, and what this implies for future cash generation. She also inquired about the optimal level of cash to hold on the balance sheet, given the current $4 billion balance, and the intended uses for any excess cash.

Answer

Executive Chairman Stuart Miller responded that inventory turns should trend 'significantly higher' as the asset-light model is fully implemented, which will accelerate cash flow. CFO Diane Bessette added that the goal is for cash flow to equal net earnings, freeing up capital for shareholder returns. Regarding the cash balance, Miller described the $4 billion as 'safety stock' being held to maintain strategic flexibility while finalizing the structure of the Millrose spin-off, noting it's more than needed for normal operations.

Susan Maklari inquired about the potential upside to inventory turns from the company's strategic shift and its implications for cash generation, and also asked about the optimal level of cash to hold on the balance sheet going forward.

Answer

Executive Chairman Stuart Miller projected that inventory turns will trend significantly higher as the asset-light model is fully implemented, which accelerates cash flow. CFO Diane Bessette added the goal is for cash flow to equal net earnings. Regarding the $4 billion cash balance, Miller described it as 'safety stock' needed for strategic flexibility while finalizing the Millrose spin-off configuration.

Susan Maklari asked about the momentum in the consumer business, specifically new partnerships like Balloon Time in Costco, the potential for further growth, and the expected upside in the busier spring and summer seasons. She also inquired about further opportunities for SG&A and cost-side improvements through the Worthington Business System, and the performance and outlook for the WAVE joint venture.

Answer

President & CEO Joseph Hayek explained that consumer products benefit from affordability, use in resilient experiences, and innovation driving new placements with retailers like Costco, Sherwin-Williams, Home Depot, CVS, Staples, and Walgreens, leading to a 63% increase in store count. He noted that consumer revenues and EBITDA have remained relatively flat despite a down market and tariff headwinds. Regarding costs, Hayek acknowledged a gross margin decline due to Elgen integration and growth investments, while CFO Colin Souza highlighted a 320 basis point reduction in SG&A year-over-year due to cost controls and technology leverage, aiming for 30% gross margin and 20% SG&A over time. Souza stated that WAVE continued to perform well, driven by stable end markets (education, healthcare, transportation, data centers) and a focus on enhancing value for contractors, with strong positioning for future commercial construction benefits.

Susan Maklari asked about the progress of operational efficiencies, specifically the 80/20 initiative in the water business, and where else these efforts could be applied across the company, along with their long-term implications. She also questioned how the Elgen acquisition contributes to Worthington's growth targets and the resilience of the HVAC market in a tougher macro environment. Lastly, Maklari inquired about Worthington's strategy for balancing growth investments with cost control amidst potential future macro headwinds and consumer pressure.

Answer

CFO Colin Souza and CEO Joe Hayek detailed the successful 80/20 pilot in the water business, which reduces complexity and drives results, with plans to expand it thoughtfully across the portfolio. They highlighted ongoing evergreen initiatives to control costs, noting that SG&A was flat year-over-year (excluding Elgen) despite revenue growth. Souza and Hayek expressed satisfaction with Elgen's integration, emphasizing its contribution to commercial HVAC and structural framing, a market they view as attractive, resilient, and above GDP growth, with cross-selling opportunities. Hayek explained Worthington's balanced approach to uncertainty, investing in AI, automation, and analytics while maintaining a higher hurdle rate for expenses, believing the company is well-positioned to perform in various economic conditions.

Susan Maklari asked about the progress of operational efficiencies, specifically the 80/20 initiative in the water business, and its potential application across other segments. She also questioned how the Elgin Manufacturing acquisition contributes to overall business growth and targets, particularly given the less discretionary nature of HVAC in a challenging macro environment. Lastly, she inquired about Worthington Enterprises' strategy for balancing growth investments with cost efforts amidst potential future macro slowdowns.

Answer

Colin Souza (CFO) highlighted the positive progress of the 80/20 initiative in the water business, focusing on complexity reduction and increased focus, with plans to evaluate its application elsewhere. Joe Hayek (President and CEO) added that SG&A was flat year-over-year (excluding Elgin), demonstrating effective cost control. Colin Souza noted Elgin's $21 million revenue contribution in Q1, emphasizing its strategic fit in commercial HVAC and structural framing, a resilient market. Joe Hayek explained that Worthington is balancing growth investments in AI, automation, and analytics with careful expense management, feeling well-positioned to outperform in a worsening economy and capitalize on market recoveries.

Susan Maklari asked about the progress of operational efficiencies, specifically the 80/20 initiative in the water business, and where else these efforts could be applied across the company. She also questioned how the Elgin Manufacturing acquisition contributes to Worthington's growth targets, particularly given the less discretionary nature of HVAC in a challenging macro environment. Lastly, Maklari inquired about how Worthington balances growth investments with cost efforts amidst potential macro slowdowns and consumer pressure.

Answer

Colin Souza (VP & CFO) and Joseph Hayek (President, CEO & Director) detailed the successful 80/20 pilot in the water business, with plans to expand it, and highlighted ongoing efforts to keep SG&A flat year-over-year despite revenue growth. Colin Souza and Joseph Hayek expressed satisfaction with Elgin Manufacturing's integration, its revenue contribution, and its strategic fit within the resilient commercial HVAC market, noting organic growth and cross-selling opportunities. Joseph Hayek explained Worthington's strategy of investing in a smarter, more nimble company (AI, automation, analytics) while maintaining a higher hurdle rate for expenses, leveraging its repair/remodel/maintenance portfolio and consumer substitutes to navigate uncertainty.

Susan Maklari from Goldman Sachs inquired about trends in input costs, particularly steel, and the company's corresponding pricing strategy. She also asked about the expected benefits from the ongoing facility modernization projects and the company's broader capital allocation priorities between M&A and shareholder returns.

Answer

CFO Colin Souza stated that while steel prices are volatile, the company effectively uses hedging and price risk mitigation to minimize impact on results. CEO Joseph Hayek clarified that benefits from the Columbus facility modernization are already being realized, while the Wisconsin project's benefits are not expected until late fiscal 2027. On capital allocation, Hayek emphasized a balanced approach, pointing to the recent Elgin acquisition, a 12% dividend increase, and ongoing share repurchases as evidence. Souza affirmed that M&A remains a key part of the growth strategy, supported by strong free cash flow.

Susan Maklari of Goldman Sachs inquired about the price-cost dynamic, specifically regarding steel deflation and the pricing outlook for the coming quarters. She also asked how the company is strategically positioning itself for potential changes in the global competitive environment, such as new tariffs or trade actions from the incoming U.S. administration.

Answer

CEO Joseph Hayek stated that the deflationary environment is mostly related to steel, which is expected to be relatively flat year-over-year. He indicated that the company does not anticipate significant price increases, as it focuses on internal efficiencies to manage costs. On trade policy, Hayek noted that while the company doesn't root for tariffs, it would be a net beneficiary of actions that create a 'level playing field' since the majority of its U.S. revenue comes from domestic manufacturing. He expressed confidence that the company is well-positioned for various scenarios.

Susan Maklari of Goldman Sachs requested an assessment of consumer health based on feedback from retail partners, particularly for the fall and winter outlook. She also asked about price-cost dynamics related to steel prices and inquired about the strong performance of the WAVE joint venture.

Answer

CEO Andy Rose stated that the Consumer Products business saw improvement, with the Tools category being the weakest due to the repair/remodel slowdown. CFO and COO Joe Hayek added that falling interest rates should positively influence consumer spending. Regarding steel, Rose explained their strategy of fixing prices to manage volatility. Hayek attributed WAVE's strong performance to its value proposition of saving labor costs for contractors, strength in healthcare and education, and a growing presence in the data center market.

Susan Maklari inquired about the performance of Alliance Laundry's Commercial In-Home (CIH) segment amid housing market headwinds and the company's strategy for further deleveraging and capital allocation.

Answer

CEO Mike Schoeb highlighted the extraordinary demand for Alliance Laundry's unique commercial-grade CIH products, sold through independent shops, with customers currently experiencing delivery wait times. CFO Dean Nolden emphasized that deleveraging remains the top priority, driven by strong free cash flow, while maintaining flexibility for CapEx, R&D, and potential future shareholder returns via share repurchases in the medium term and dividends in the long term.

Susan Maklari sought more color on the commercial in-home (CIH) segment's performance, considering housing market headwinds and consumer activity. She also inquired about the company's deleveraging path and other capital allocation priorities.

Answer

CEO Mike Shabe emphasized the unique, professional-grade nature of their CIH products and a differentiated go-to-market strategy through independent shops, noting extraordinary demand with no change in status. CFO Dean Nolden reiterated that deleveraging through strong free cash flow remains the top priority, with flexibility to invest in CapEx, R&D, and new products, and potential for shareholder returns via share repurchases in the medium term and dividends longer term.

Susan Maklari inquired about how Carlisle Companies Incorporated leverages the 'Carlisle experience' to gain market share in the current environment, the competitive backdrop, and the company's willingness to invest in the business (R&D, CapEx) given robust cash flows.

Answer

Chris Koch, Chair, President, and CEO, highlighted that the 'Carlisle experience' helps contractors operate more efficiently amid labor shortages, citing enhanced shipment tracking and Henry's 24-hour response time as competitive advantages. He noted continued gains in Net Promoter Scores. Regarding investment, he mentioned significant cash flow generation supporting R&D in people and processes, particularly in 'Voice of the Customer' led by Julie Eno, aiming for high-revenue concepts. Kevin Zdimal, CFO, clarified that CapEx is still up 30% year-over-year ($100M to $130M), with the reduction in outlook due to project timing shifts to 2026.

Susan Maklari from Goldman Sachs asked how Carlisle plans to leverage its 'Carlisle experience' to gain market share amidst the current environment and competitive landscape. She also questioned the company's investment strategy in R&D and CapEx given robust cash flows, specifically addressing the reduced CapEx guidance.

Answer

Chris Koch, Chair, President, and CEO, highlighted that the Carlisle experience helps contractors and builders operate more effectively by providing the right product at the right time, improving service, and potentially allowing distributors to carry lower inventory. He cited investments in customer insights (Voice of the Customer) and an enhanced system for tracking shipments to job sites. Kevin Zdimal, CFO, clarified that while CapEx guidance was reduced, it still represents a 30% year-over-year increase, with the reduction primarily due to project timing shifts from 2025 to 2026.

Susan Maklari of Goldman Sachs inquired about strategies for gaining market share in a challenging environment, the competitive landscape, the current M&A environment, and the company's approach to capital allocation.

Answer

CEO D. Christian Koch explained that investments in the 'Carlisle Experience,' using technology to improve logistics and inspections, create contractor stickiness and drive share gains. He described the M&A environment as challenged by a valuation gap between buyers and sellers. CFO Kevin Zdimal reiterated a disciplined approach to capital allocation, with all investments, including buybacks and M&A, evaluated against return hurdles.

Susan Maklari from Goldman Sachs asked how customers are valuing new product innovations in the current macro environment and questioned the company's ability to generate strong free cash flow if the economy were to weaken further.

Answer

CEO D. Koch explained that customers are not delaying necessary roof replacements due to labor constraints and are highly receptive to innovations that improve labor efficiency. He emphasized that innovation extends beyond products to operational improvements and the customer experience. CFO Kevin Zdimal added that historically, Carlisle generates strong cash flow during revenue dips by reducing working capital, expressing confidence in achieving the ~$1 billion free cash flow target for 2025 and the long-term goal of $6 billion by 2030.

Susan Maklari questioned the company's ability to achieve organic growth through new products and share gains if the assumed housing recovery in the second half of 2025 does not occur. She also asked about the implications of doubling R&D spending for the long-term product pipeline and value-based pricing.

Answer

CEO D. Koch highlighted several initiatives providing resilience, including new value-priced products like organic cotton insulation and the Blueskin vapor barrier, as well as factory automation and COS deployment. Regarding R&D, Koch explained the increased spending will accelerate innovation by expanding facilities, bringing testing in-house, and funding a three-pronged strategy of in-house development, an external technology accelerator, and R&D from acquisitions.

Susan Maklari of Goldman Sachs inquired about the latest findings from Carlisle's contractor surveys regarding reroofing demand and year-end positioning. She also asked how recent acquisitions like MTL are helping to capture business and questioned the status of Carlisle's internal inventory levels within the CCM segment.

Answer

CEO Chris Koch reported that contractor surveys indicated continued pressure on new construction and residential markets but remained positive on reroofing demand for Q4 and into 2025, with some surprising optimism around pricing. He noted the MTL integration is progressing well, with good synergy traction and cross-selling opportunities emerging. He also confirmed that Carlisle's inventory turns have improved and on-time delivery rates continue to get better.

Susan Maklari asked about current buyer psychology relative to Meritage Homes' 60-day closing strategy, questioning if the company is gaining market share from new home peers or existing home sales. She also inquired about the company's ability to achieve further cost savings with suppliers in the current environment and what that could mean for coming quarters, given past business growth.

Answer

Phillippe Lord (CEO, Meritage Homes) indicated that Meritage is absolutely gaining market share, primarily from the existing home market due to its certainty and affordable, well-built product, and also from other affordable builders as Meritage is shrinking less than the overall sector. Regarding cost structure, Phillippe Lord highlighted significant past savings and cycle time improvements. He noted that while there's current labor capacity that benefits Meritage's spec strategy, future cost trends are mixed due to potential tariffs and immigration issues, but the team is confident in holding the line. Hilla Sferruzza (EVP and CFO, Meritage Homes) added that material opportunities for savings are more likely on the land development side in the longer term (2027-2028).

Susan Maklari asked if mortgage rate stability, even without significant declines, would be sufficient to improve housing demand. She also inquired about the expected trend for the backlog conversion rate throughout 2025.

Answer

CEO Phillippe Lord agreed that rate stability alone would be very helpful for consumer confidence and would also reduce the cost of rate buydowns. He expects the backlog conversion rate to remain near current high levels, as the company's move-in ready strategy is now fully implemented. CFO Hilla Sferruzza added that stability also lowers their own costs on rate locks.

Susan Maklari inquired about trends in stick-and-brick costs, particularly lumber, and how the company's strategy mitigates commodity volatility. She also asked about capital allocation plans for 2025, with a focus on shareholder returns.

Answer

CFO Hilla Sferruzza noted that while lumber has seen a slight uptick, the overall direct cost environment is relatively stable, with the company using lumber locks to manage the most volatile component. Regarding 2025 capital allocation, she stated that specific guidance on shareholder returns has not yet been set and will be provided during the Q4 earnings call.

Charles, on behalf of Susan Maklari, asked about potential additional restructuring initiatives in China, given the tough market conditions, and whether these would precede strategic announcements. He also inquired about the M&A pipeline and if its timing was dependent on the China strategic review.

Answer

Stephen Shafer, CEO, responded that additional restructuring in China is part of the ongoing strategic assessment, evaluating opportunities in go-to-market and business models, whether through self-help or partnerships. He emphasized the goal is to set the business up for success, aided by market recovery. He also stated that the M&A pipeline is active and not connected to other portfolio decisions, with A. O. Smith ready to move on opportunities that strengthen the core or build new growth platforms, leveraging its strong balance sheet and cash generation.

Susan Maklari of Goldman Sachs asked for more detail on the strategy to manage volume pull-forwards and smooth production schedules. She also inquired about other non-core business areas that might be de-emphasized and areas of interest for M&A.

Answer

CEO Stephen Shafer explained that the company worked closely with customers to manage order rates to avoid the operational inefficiencies of a large pre-buy followed by underutilization, which was experienced last year. Regarding portfolio management, he stated it's a high priority to evaluate the portfolio and use M&A to build out new growth platforms, with a focused effort on identifying the right targets.

Susan Maklari asked about the tone of conversations with customers regarding water heater channel inventories and their appetite for restocking in the coming year. She also inquired about the drivers behind the projected 5% sales decline for the North America water treatment business.

Answer

CEO Kevin Wheeler noted that customers are cautious, but the replacement-driven nature of the business provides stability. CFO Chuck Lauber added that order rates improved sequentially from Q3 to Q4 and again slightly in January, indicating a gradual buyback, though still below the high levels of early 2024. Regarding water treatment, Lauber explained the 5% top-line decline is a direct result of the strategic repositioning and de-emphasis of certain products and channels, viewing 2025 as a transition year before returning to growth.

Susan Maklari asked about the significant performance swing in the North America residential water heater business, questioning if A. O. Smith trailed the industry in Q3 and expects a sharp reversal in Q4.

Answer

CEO Kevin Wheeler attributed the volatility to a Q2 price increase pre-buy that inflated lead times, followed by an inventory correction by distributors as lead times normalized. He described it as market "lumpiness" rather than a fundamental concern. CFO Chuck Lauber added that while their full-year outlook for a flat industry is unchanged, they now view "flat" as a ceiling rather than a floor, but expressed confidence in Q4 due to improving order trends since August.

Susan Maklari asked about regional variations in market conditions, specifically why Texas and Western markets are tougher than the Northeast and East Coast, and if different variables beyond rates and jobs are at play. She also inquired about PulteGroup's willingness to ramp shareholder returns and general capital allocation priorities, given a strong balance sheet and healthy cash flows.

Answer

Ryan Marshall (President and CEO, PulteGroup Inc.) attributed Texas's challenges to post-COVID inventory buildup and rapid price appreciation, while Western markets (California, Seattle) face high costs, tech-dependent job concerns, and challenged affordability. Regarding capital allocation, Mr. Marshall outlined a process focused on generating the best shareholder outcome: investing in the business first, then paying dividends, and finally returning excess cash through share buybacks, noting the company's historical ability to do all three.

Susan Maklari asked about the regional variations in market conditions, specifically why Texas and Western markets are tougher, and PulteGroup's capital allocation priorities given its strong balance sheet.

Answer

Ryan Marshall, President and CEO, attributed challenges in Texas to post-COVID inventory buildup and rapid price appreciation, while California and Seattle face high costs, tech-dependent jobs, and affordability issues. Regarding capital allocation, Mr. Marshall reiterated priorities: investing in the business first to grow the land pipeline, then returning excess cash to shareholders through dividends and share repurchases, aiming to do all simultaneously.

Susan Maklari of Goldman Sachs Group Inc. asked for details on the SG&A performance in Q2, which was lower than modeled, and the outlook for the next two quarters. She also inquired about the company's approach to share buybacks given the current market and valuation.

Answer

EVP & CFO James Ossowski attributed the strong SG&A performance to diligent cost control and reiterated the full-year guidance of 9.5% to 9.7% of wholesale revenues. On capital allocation, President & CEO Ryan Marshall reiterated their practice of reporting buyback activity quarterly, highlighting the $300 million repurchased in Q2, and affirmed their commitment to returning excess capital to shareholders.

Susan Maklari asked how KB Home plans to position its design studios to support the shift back to a built-to-order (BTO) model and attract consumers, especially relative to available spec homes. She also inquired about the magnitude of expected shareholder returns, particularly share repurchases, for Q4 and next year, and how this balances with the budget for land development and acquisitions.

Answer

Rob McGibney, President and Chief Operating Officer, stated that the design studio approach does not need to change; it's about leveraging its existing role as a tool to sell homes by offering a strong base price and allowing personalization. Jeff Mezger, Chairman and Chief Executive Officer, emphasized the company's thoughtful and responsive capital allocation strategy, balancing growth funding with shareholder rewards. He noted healthy cash flow and the expectation to continue rewarding shareholders at a similar rate in the future, with flexibility provided by a strong land position for the next 3-4 years.

Susan Maklari inquired about how KB Home plans to position its design studios to support the shift back to a built-to-order (BTO) model, focusing on attracting consumers to this aspect of the business over spec homes. She also asked for insights into the magnitude of planned share repurchases for Q4 2025 and fiscal year 2026, and how this capital allocation balances with land development and acquisition budgets.

Answer

Rob McGibney, President & COO, stated that the design studio approach doesn't need to change, as it's already leveraged as a tool to sell homes by offering personalization options on a quality base home. Robert Dillard, EVP & CFO, emphasized the company's thoughtful and responsive capital allocation strategy, balancing growth funding with shareholder returns. He noted that future share repurchase magnitude is not yet finalized but expects continued healthy returns, influenced by market-driven land opportunities, with a strong land position providing flexibility.

Susan Maklari asked about the positioning of KB Home's design studios to support the shift back to a built-to-order (BTO) model, and how they help drive this shift and attract consumers. She also inquired about the magnitude of planned share repurchases for Q4 and 2026, and how this balances with the budget for land development and acquisitions.

Answer

Rob McGibney, President and Chief Operating Officer, stated that no change is needed in the design studio approach; it's a tool to sell homes by offering a strong base price and allowing personalization. They leverage the studio to drive more BTO business. Jeff Mezger, Chairman and Chief Executive Officer, emphasized KB Home's thoughtful and responsive capital allocation strategy, balancing growth funding with shareholder returns. He noted healthy cash flow and capital return, expecting to continue rewarding shareholders at a similar rate, with the magnitude influenced by the attractiveness of the land market. He added that their strong land position provides flexibility for capital return.

Susan Maklari of Goldman Sachs asked about the potential for further improvements in build times, the drivers behind the progress, and its sustainability. She also asked new CFO Rob Dillard about his primary focus areas and initiatives since joining the company.

Answer

President & COO Robert McGibney stated the company is confident in achieving its 120-day build time goal this year and believes the gains are sustainable barring a major macro event, attributing the progress to operational execution and trade partner relationships. EVP & CFO Rob Dillard said his initial focus is on the finance team and identifying ways to improve performance and add value, highlighting the recent share repurchases as an indication of the focus on shareholders.

Susan Maklari asked if there have been any changes in consumer behavior at the design studios due to affordability pressures. She also inquired about the company's strategy for locking in lumber costs amid potential tariff-related inflation.

Answer

COO Rob McGibney stated that while spending in the design studio as a percentage of revenue has remained consistent, buyers have shifted towards prioritizing structural options over 'fit and finish' items. Regarding lumber, he said the company diversifies its lock durations, typically between 90 and 120 days, and that most divisions are covered for the majority of Q2. They have not yet seen similar cost pressures in other wood products.

Susan Maklari inquired whether the increasing attention on the upcoming election is affecting buyer sentiment and their willingness to enter the market. She also asked if there have been any changes in customer spending at the design studios.

Answer

Chairman & CEO Jeffrey Mezger opined that while political discussions about housing are helpful, the primary drivers of homebuying decisions are life events. He attributed the recent strengthening in demand directly to the moderation in interest rates, not political platforms. He also noted that customer spending in the design studio has remained 'pretty static' as a percentage of the home's price for the last couple of years.

Susan Maklari inquired about the key initiatives in the Security segment, including upcoming retail wins and a new brand campaign, and asked for details on consolidated margin drivers and cost-saving efforts for the second half of the year.

Answer

CEO Nicholas Fink explained that the Security segment is in a reinvestment phase, using rebuilt margins to fund its first major brand campaign in decades, which is already driving a 60% increase in website traffic. He expects performance to build into 2026. Regarding margins, Fink and CFO Jon Baksht highlighted disciplined P&L management and efficiencies from the new headquarters initiative. Baksht noted that margins in Outdoors and Security are expected to improve in the second half as higher-cost inventory rolls off and the benefits of Q2 marketing investments are realized.

Susan Maklari of Goldman Sachs Group, Inc. asked about the company's ability to leverage its U.S. assets to gain market share, inquiring about how those conversations with customers are progressing and the potential timing and upside. She also questioned the strong margin performance in the Security segment, asking for insights into cost benefits and the expected path forward for profitability.

Answer

CEO Nicholas Fink highlighted significant share gain opportunities, particularly in Outdoors (Therma-Tru) and Security, where competitors are heavily reliant on Chinese imports. He emphasized that the ability to mitigate tariffs with only modest price increases is a key competitive advantage. President of Security and Connected Products, David Barry, explained the Security segment's margin strength is driven by the core Master Lock business, with some quarterly lumpiness due to investment timing in Yale. Fink added this reflects a multiyear strategy to replatform the business for healthier margins, enabling reinvestment in branding and innovation.

Susan Maklari inquired about the expected impact of 2024 initiatives on 2025 performance, the cadence of results throughout the year, and the current state of the consumer across different price points.

Answer

CEO Nicholas Fink highlighted momentum in core Water and Outdoors segments and the Flo digital business, which will be key drivers in 2025. CFO David Barry provided a detailed financial cadence, projecting 49% of sales in H1 and 51% in H2, with Q1 being the lowest quarter. Fink added that while the general consumer remains cautious, the high-end segment is resilient, and the company will focus on brand differentiation around safety and quality.

Susan Maklari of Goldman Sachs asked about the key drivers behind the strong performance of the Small Domestic Appliances (SDA) business and questioned the rationale and timing for the decision to recommend a dividend reduction.

Answer

Marc Bitzer, Chairman & CEO, attributed the SDA segment's success to strong momentum from new products like coffee makers and a significant increase in direct-to-consumer (D2C) sales. Regarding the dividend, both he and James Peters, EVP and CFO, described it as a deliberate, long-term decision to create balance sheet capacity for future U.S. investments and debt repayment, aligning the payout with pre-COVID earnings levels.

Susan Maklari from Goldman Sachs asked about the expected sequential margin progression for the North America MDA business and the outlook for the Small Domestic Appliance (SDA) business following its strong Q1 performance.

Answer

James Peters (executive) projected North American margins would be similar in Q2 as in Q1, implying a 200-250 basis point expansion in the second half driven by price/mix, new products, and cost actions. Marc Bitzer (executive) expressed confidence in the full-year SDA guidance, noting that while Q1 is a seasonally small quarter, its strong performance, driven by product innovation, reinforces their positive outlook.

Susan Maklari inquired about the nature of the Q4 retailer destocking, its relation to industry volumes and potential geopolitical trade actions, and the company's ability to realize its latest promotional price increase amidst the current demand environment.

Answer

CEO Marc Bitzer explained the retailer destocking was a one-time event driven by improved supply chain efficiency and not a recurring issue. He noted that while AHAM data has had distortions, Whirlpool's sell-out was very strong post-election. Bitzer expressed confidence in realizing the new pricing actions, stating that the current replacement-driven market does not warrant deep promotional spending. He added that the most significant new product launch cycle in a decade will drive positive mix in 2025.

Susan Maklari asked for more detail on the price/mix dynamics in North American Major Domestic Appliances (MDA) and inquired about the drivers behind the further slowdown in discretionary demand.

Answer

CEO Marc Bitzer explained that positive promotional pricing changes were partially offset by a negative mix shift toward lower-margin replacement products. He attributed the weakening discretionary demand to the soft housing market, driven by high mortgage rates, and poor pre-election consumer sentiment, which he noted has historically recovered after elections. CFO Jim Peters added that the company remains confident in the long-term fundamentals for a U.S. housing recovery.

Susan Maklari asked about balancing Wood Products capacity amid a softer builder outlook, potential for further operational excellence savings, and the current environment for Timberland acquisitions and divestitures.

Answer

CEO Devin Stockfish explained that Weyerhaeuser's focus on operational excellence provides flexibility to operate effectively through down cycles and capitalize on opportunities. CFO David Wold characterized the timberland M&A market as solid, noting strong capital interest for high-quality assets and confirming the plan to fund the recent acquisition primarily through non-core divestitures.

Susan Maklari of Goldman Sachs Group inquired about housing demand, product inventory levels heading into the spring building season, and the potential impact of tariffs on Weyerhaeuser's wood products business.

Answer

CEO Devin Stockfish responded that product inventories are mixed, with lumber being lean, OSB slightly heavy, and EWP at normal levels for the season. He noted general optimism for the spring building season from builder customers. Regarding potential tariffs on Canadian goods, Mr. Stockfish stated that while the outcome is uncertain, a blanket tariff would likely be margin-positive for Weyerhaeuser's U.S. operations due to upward price pressure, as the majority of the company's manufacturing is in the U.S.

Susan Maklari asked for more color on the improving supply-demand dynamics in lumber for Q4 and into 2025, the industry's ability to ramp up production, and the outlook for OpEx and margins.

Answer

CEO Devin Stockfish highlighted significant supply reductions from permanent and indefinite curtailments, coupled with improving demand from R&R and single-family housing. He noted that a meaningful demand uptick in 2025 would challenge the industry's reduced capacity, likely putting upward pressure on pricing. He also stated that achieving higher operating rates next year would provide a significant tailwind for unit costs and margins.

Asked for clarification on the China exposure figure (COGS vs. sales), details on the magnitude and timing of pricing actions and their margin impact, and about inventory levels and customer behavior heading into the busy season.

Answer

James Perry clarified the <10% China exposure refers to the Contractor Solutions segment's cost of goods sold (COGS). Regarding pricing, he mentioned a January 1st increase was already in effect, and further targeted increases will likely occur during the current quarter to match tariff costs. On inventory and seasonality, he stated they haven't seen unusual activity; the season started a bit slow due to weather, but things feel relatively normal and equipment pull-forward by OEMs hasn't significantly affected CSWI's parts business.

Susan Maklari of The Goldman Sachs Group, Inc. asked about the performance and outlook for the rental segment amid the changing macro environment. She also inquired about the potential for further increases to the share buyback program and other uses of cash like M&A.

Answer

President and CEO Paul Romanowski noted that while the rental market requires some concessions due to inventory buildup, the business remains solid, with forward sales of single-family communities boosting returns. EVP and CFO Bill Wheat stated that while the increased buyback is a compelling use of cash, they will remain disciplined to maintain leverage around 20%. He added that any M&A would likely be small, private deals.

Susan Maklari from Goldman Sachs asked if mortgage rate stability, even without cuts, would be sufficient to boost consumer confidence. She also inquired how much of the rental segment's margin improvement could be driven by internal efficiencies versus market shifts.

Answer

Executive Jessica Hansen stated that rate stability would be very positive, as it helps manage the business and allows consumers to reset expectations, noting their guidance does not assume rate cuts. COO Michael Murray explained that on the rental side, significant margin improvement requires market shifts (higher rents, lower cap rates), but the company is driving capital efficiency by selling some communities earlier in the process, prior to stabilization.

Susan Maklari asked about the outlook for lumber and wood product costs in fiscal 2025, given recent price inflation. She also inquired about demand trends in the rental business and how the company plans to manage its rental inventory if interest rates remain elevated.

Answer

President & CEO Paul Romanowski acknowledged recent lumber price increases but reiterated the overall expectation for flat stick and brick costs in 2025, helped by a stable labor market. EVP Jessica Hansen clarified that rental inventory would remain at current levels for several quarters, not years. Romanowski added that they see solid rental demand, supported by a decline in new apartment starts industry-wide.

Susan Maklari of Goldman Sachs asked for more detail on the specific opportunities for cost savings from lean manufacturing in 2025. She also inquired about the rollout timing and margin implications of new products designed for the sand states.

Answer

Executive Scott Rajeski explained that lean savings come from continuous improvement events in plants to improve process flow and labor productivity. Value engineering involves redesigning products and components. CFO Oliver Gloe added that savings are realized per piece, so they will be higher in the seasonally strong Q2 and Q3. Regarding new products, Rajeski noted they have been launched for the current season to positive reception and that future launches will follow a similar late Q4/early Q1 cadence. He expects the sand state market to be competitive but believes volume leverage in factories will support margin growth.

Susan Maklari asked about Latham's manufacturing capacity and utilization, and its ability to scale up to meet a demand rebound. She also questioned if the company would consider price reductions to stimulate volume.

Answer

CFO Oliver Gloe affirmed that Latham has more than enough capacity to serve a market larger than its peak revenue level, thanks to new facilities and lean initiatives. CEO Scott Rajeski addressed pricing, stating that broad price cuts are unlikely to stimulate end-market demand as Latham's product is only a fraction of the total project cost, though the company remains competitive.

Inquired about the expected flow of SG&A expenses throughout the year due to new product launches and distribution wins, and asked about the potential for upside if the R&R market performs better than the company's flat assumption.

Answer

The company plans to continue investing in growth via SG&A, funded by strong gross margins, similar to 2024. New product launch costs are considered part of ongoing SG&A. While they see potential for R&R market recovery, they are prudently assuming a flat market for their initial planning.