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CFO Erica Wei explained that the Noble House SKU rationalization is ahead of schedule, with 1,200 new SKUs introduced, which drove better-than-expected margin performance in Q2. She noted the portfolio should stabilize by the next peak season. Regarding sourcing, Wei emphasized that GigaCloud's strategy relies on flexibility and a large, dynamic supplier network to navigate rapid policy changes.

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CFO Erica Wei explained that the Noble House SKU rationalization is ahead of schedule, with 1,200 new SKUs introduced and 3,800 retired, leading to better-than-expected margin performance. She noted the process should stabilize by the next peak season in Q2 2026. Regarding sourcing, Wei emphasized that the company's key strategy is maintaining flexibility through its large and dynamic network of suppliers to adapt to policy changes.

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CFO Erica Wei explained that the marketplace empowers international expansion by offering sellers flexible, pay-as-you-go logistics, reducing capital risk. On tariffs, she clarified that they apply only to the value of goods, not total costs, so price hikes are not 1-to-1. She confirmed the platform already supports diverse non-furniture categories like auto parts and fitness equipment. For M&A, she stated GigaCloud is actively interested in assets that support European growth and enhance its service capabilities for brick-and-mortar retailers.

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CFO Erica Wei acknowledged that frequent sales events reflect increased consumer price sensitivity and positioned GigaCloud's platform as a solution for retailers to enhance supply chain efficiency and diversify sourcing. Regarding M&A, Wei confirmed the company is actively seeking opportunities, with a focus on targets that either strengthen its European infrastructure and relationships or expand its reach into new market segments, particularly brick-and-mortar retail, similar to the Wondersign acquisition.

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Executive Iman Schrock and CFO Erica Wei responded. Schrock addressed category growth, emphasizing the vast runway within the $60 billion furniture TAM, which remains the core focus, though other bulky categories are naturally entering the platform. Wei explained that rapid European growth is driven by starting from a small base, having established infrastructure, and the fragmented nature of the market. She noted that recent October retail sales felt 'a little softer' across the board. For M&A, Wei outlined three target areas: complementary product businesses, technology enhancers, and European accelerators. Regarding pricing power, she stated that while GigaCloud has the ability to pass on costs, the current soft market makes cost management a more prudent strategy.

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Executive Chairman Marcus Lemonis stated that while Beyond can compel tZERO, they prefer mutual alignment on value creation and emphasized that the time for a liquidity event is "right now." He clarified the CVR is intended to trade on the NYSE for broad investor accessibility. Regarding GrainChain, he noted an IPO is a possibility they are exploring, but they want to wait for GrainChain to announce its recent major deals to establish a proper valuation marker first.

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Executive Chairman Marcus Lemonis explained that the Overstock token was a proof-of-concept to validate the tZERO platform and identify system improvements. The upcoming buybuy BABY token will apply these learnings to a different audience. He stressed the overarching goal is to monetize the entire blockchain portfolio, including tZERO and GrainChain, to demonstrate what he believes is a materially undervalued part of the company's assets for shareholders.

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The company is taking a more active role in unlocking value from the Medici portfolio. Tokenizing an asset like buybuy BABY is viewed as creating the ultimate loyalty program, giving token holders benefits and a share in the brand's monetization. This initiative also aims to prove the efficacy of tZERO's platform, in which they are a major shareholder. This strategy is intended to unlock value without requiring new capital investment. No specific timeline was given for a GrainChain update, but significant partnership announcements are expected in the coming weeks and months.

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Executive Randall Fields stated that tariffs add uncertainty but have not negatively impacted their accelerating business. Executive John Merrill clarified that the contribution margin on incremental revenue is currently 50%, with a goal of 70-80% as marketing and onboarding costs flatten. Both executives highlighted the growing success of cross-selling, driven by their single technology platform and strong customer relationships. Regarding capital allocation, management prioritizes organic growth and shareholder returns (dividends, buybacks) over M&A, given their platform's strength, but remains open to acquiring domain knowledge or customers.

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CEO Randall Fields and executive John Merrill addressed the questions. Fields explained that the 'Wizard' onboarding tool is progressing well, with a goal for 60-70% of users to onboard without assistance within a year. Merrill detailed the company's ~$12 million fixed cash cost base, noting that incremental revenue has very low variable costs, primarily commissions. He confirmed that all three business lines have similar contribution margins. Regarding industry issues, Fields stated they could not help with the avian flu-driven egg shortage but could assist with tariff mitigation through supply chain forecasting. He viewed a potential government-mandated slowdown in traceability enforcement as a net positive, allowing for more orderly growth. Fields confirmed the capital allocation strategy remains unchanged, balancing cash accumulation with dividends and buybacks. He noted that AI is already integrated into their operations without significant CapEx and that the restaurant sector is a lower priority due to its less lucrative supplier structure compared to grocery.

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Randall Fields (executive) confirmed that large retailers are establishing a new market standard, making traceability a competitive necessity. He projected traceability could represent 50% of revenue within three years as the company doubles in size. Fields emphasized that the immediate focus is on perfecting the core retail food offering, stating that their proprietary automation process is superior to what M&A could offer and that an acquisition would be a distraction. John Merrill (executive) added that growth in the legacy business is split evenly between Compliance and Supply Chain. He reiterated the capital allocation plan to first redeem all preferred shares before resuming common stock buybacks or increasing dividends, all while maintaining a stable operating cost base.

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Executive Randall Fields explained that while the customer portfolio adjustment is largely done, they retain the option for more if needed. He stated the primary focus is on US execution and add-on products for the current traceability network, deferring major international and M&A efforts to avoid distraction. Executive John Merrill noted that a special dividend isn't off the table but he prefers a predictable, increasing quarterly dividend. Merrill also reiterated the base cost to run the business is around $12 million, though it can flex with investments. Fields attributed their confidence to having firm contracts in place for thousands of suppliers, shifting the traceability initiative from 'hope to real.'

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Joe Vernachio explained that the 'Cards on the Table' campaign successfully re-inserted Allbirds into the cultural conversation, generating significant views and subscriber growth. He noted the content is evergreen and its viewership is still growing. The plan is to connect future product messaging back to this campaign to resurface it and maintain momentum. Regarding the new store prototype, he described changes like making all shoes accessible for customers to handle, and adding more 'touchdown spaces' for storytelling. He reported that the Hayes Valley pilot store saw a noticeable increase in daily sales, prompting the rollout to two more locations. The facelift is economical but delivers a powerful financial lift.

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Chairman and CEO Michael Seifert responded that the PSQ Payments rollout saw overwhelmingly positive demand, creating a merchant backlog. The main challenge was prioritizing implementation amidst merchants' broader tech stack reviews. Regarding the Brands division, Seifert explained that future expansion will focus on home essentials like cleaning products, guided by direct customer feedback from their ambassador program.

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Executive Gregory Roberts explained that backwardation, caused by tariff fears, negatively impacted trading revenue by making it costly to hold the company's large short hedge position, a situation last seen materially post-COVID. He noted that while A-Mark historically performs best in active silver markets, it has performed well in the current gold-dominated market. Roberts also addressed follow-ups, stating that customer sell-backs increase secondary supply, impacting demand for new products. He projected the Las Vegas facility automation could boost package processing by 50-75% without more staff, creating efficiencies. On capital allocation, he reiterated that buybacks are considered alongside acquisitions, dividends, and inventory reduction, with a current focus on integrating recent M&A.

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Gregory Roberts, an executive, explained that the current market, with its high percentage of customer buybacks, is unprecedented since 1980. He detailed that the SGI acquisition, particularly Stack's Bowers, offers complementary higher-margin business in a period of low bullion premiums. Roberts affirmed the company's strategy of balancing M&A with shareholder returns, noting that active M&A pursuits can temporarily pause share repurchases, but all are key components of their capital allocation strategy.

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Executive Gregory Roberts explained that the company can increase marketing to attract new customers and is positioned to capitalize on brief spikes in demand. He noted that the M&A pipeline is very active, highlighting the recent strategic acquisition by Silver Towne Mint and expressing optimism about closing more favorable deals within the next 90 days.

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Executive Gregory Roberts agreed, highlighting the nearly $90 million in EBITDA for the year as a strong performance given market headwinds and low volatility. He noted that the company successfully grew its DTC customer base to over 3 million and is well-prepared for future opportunities. Regarding M&A, Roberts stated the pipeline is "busier than ever" with both large and small opportunities, and A-Mark is well-positioned with liquidity to pursue acquisitions, which remain a top priority for capital allocation.

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CEO Michael Blend stated that as a performance marketer, System1 has not yet seen significant negative impact, as this segment is typically the last to be affected in a downturn. He also noted no major shifts across advertiser verticals related to tariffs. CFO Tridivesh Kidambi added that advertising channels with a high, measurable ROI, like their Google partnership, are the last to be cut from marketing budgets.

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Co-Founder and CEO Michael Blend explained that broad AI competition is lowering costs, while internal AI adoption is driving 2-4x productivity gains in engineering and enabling rapid product launches. He also noted that the conclusion of the political ad season is a net positive for System1, as it reduces media buying costs. CFO Tridivesh Kidambi addressed the balance sheet, acknowledging the 5.6x net leverage is higher than desired but stated the company is confident in its ability to grow into it, with 2.5 years remaining on its current credit agreement.

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Co-Founder and CEO Michael Blend explained that MapQuest was resurrected by moving it to System1's tech stack and consistently adding user-focused features, leading to record traffic. He noted that while a post-election ad market may lower buy-side costs, guidance was withheld due to sell-side volatility in Google's Search Partner Network. Blend also confirmed that AI is dramatically improving the RAMP platform's efficiency in creating ad content and campaigns, though the full financial impact is currently masked by the Google-related issues.

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CFO Larry Fey detailed that at an industry level, concerts have been volatile but slightly up, sports are down due to tough comps, and theater has been strong. He noted Vivid Seats' performance was broadly similar. Regarding capital allocation, Fey stated that with lower GOV and EBITDA, cash generation will be limited. Consequently, the bar for M&A is high, and the company will continue to evaluate share repurchases based on valuation.

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CEO Stan Chia declined to comment on 'unsubstantiated rumors or speculation' regarding a potential sale. CFO Larry Fey stated that 2025 free cash flow conversion should revert to historical levels if growth returns, and noted that the company is 'pretty cautious about M&A in the near term,' as it's difficult to find targets at multiples lower than where Vivid Seats itself has been trading.

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CEO Stanley Chia confirmed the company is seeing strength and growth from emerging sports, citing women's NCAA basketball and the WNBA as new contributors. CFO Lawrence Fey reiterated that capital allocation priorities remain focused on accretive M&A and share buybacks, noting that buybacks become more compelling when the company's stock is attractively priced.

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Stephen Berman (executive) stated that tariff costs are essentially a consumer tax that will be passed on, likely impacting sales of higher-priced items most. He noted that while some large plastic items can be sourced in the U.S., the majority of manufacturing will remain in Asia due to specialized skills and safety track records, with Chinese vendors often leading expansion into other Asian countries. On the licensing front, Berman sees the current disruption as an opportunity to gain share and partnerships as indebted competitors struggle. Similarly, he confirmed that the challenging environment is creating more strategic M&A opportunities, which JAKKS is well-positioned to evaluate given its debt-free balance sheet and strong liquidity.

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CEO Stephen Berman confirmed that JAKKS is gaining more shelf space globally due to its multi-tier development process that creates distinct product lines for mass, specialty, and value channels. He noted that major e-commerce sales events are a clear opportunity the company capitalizes on. CFO John Kimble addressed currency, explaining that with over 75% of business denominated in U.S. dollars, FX exposure is minimal. Finally, Berman stated that while the box office is an enhancement, the company's diversified portfolio of evergreen and private label brands reduces its dependency on theatrical success for 2025.

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Executive Stephen Berman explained that while theatrical IP is important, many successful lines like the Princess Style Collection are evergreen and perform well without new film support. He stated that JAKKS gains shelf space when competitors falter, leveraging its quick-to-market capabilities. He also highlighted the use of exclusive products and out-of-aisle placements to expand retail footprint beyond traditional toy aisles.

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CEO Christopher Pavlovski explained that a new 'Rumble lineup' feature successfully transitioned Dan Bongino's audience to other creators, mitigating the impact. He positioned the Bitcoin treasury strategy as an alignment with the crypto community and a long-term investment. Pavlovski attributed recent content success to a fully operational monetization suite (RAC, sponsorships, premium) and a new creator program. He stated his heightened confidence stems from the strategic investment by Tether, the significant upside in brand advertising, and a shared vision to compete directly with Google's ecosystem.

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Christopher Pavlovski, Founder, Chairman and CEO, addressed all questions. He stated that product improvements and the Rumble Premium offering, which now includes exclusive content like Steven Crowder's MugClub, are driving higher engagement and stickiness than in the past. He confirmed that the Rumble Advertising Center (RAC) is in its best shape ever, with the introduction of mid-roll ads creating a positive flywheel for both ad revenue and premium subscriptions. Regarding the cloud, he acknowledged long sales cycles but noted that conversations with large enterprise and government clients are progressing well.

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CEO Shawn Nelson stated that Lovesac is intentionally avoiding deep discounts to protect long-term brand value, noting new products like the recliner are not heavily promoted. President & COO Mary Fox added that the company aims to keep promotions with a '3 in front of them.' Shawn Nelson also confirmed that the new recliner's gross margin is in line with the company's overall strong margin profile, which is among the highest in the category.

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CEO Shawn Nelson explained that the 'Design for Life' philosophy guides all innovation, with a current focus on the living room. He described AnyTable as a 'straddle product' that enhances the core Sactionals platform but has potential to grow. CFO Keith Siegner and President/COO Mary Fox added that new products are engineered to meet target margin profiles and that marketing efforts leverage the existing platform to drive sales efficiently.

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CEO Shawn Nelson, speaking from China, stated that Lovesac operates with redundant sourcing for nearly all critical products and sees a clear path to reducing China sourcing below 10% this year, with the potential to exit completely. CFO Keith Siegner and CEO Shawn Nelson addressed the macro question, stating that while lower rates would be welcome, the company is focused on controlling its own growth through product innovation like EverCouch. They highlighted their flexible supply chain is ready to capture any rebound in housing turnover.

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