Century Casinos - Earnings Call - Q4 2024

Executive Summary

• Q4 2024 net operating revenue was $137.8M, down 4% year over year; Adjusted EBITDAR was $21.1M, down 17%, and basic EPS was a loss of $2.11 driven by a $43.7M goodwill impairment at the Nugget Casino Resort and higher interest expense.
• Caruthersville’s new land-based casino and hotel (opened Nov 1) is ramping above plan; in the first four months revenue rose 27% and EBITDAR rose 32%, with strong monthly gains across November–March and expanded catchment area.
• Management withdrew formal guidance amid volatile consumer sentiment and low-end wallet softness, but projects significant improvements in EBITDAR and cash flow in 2025 as capex rolls off; term loan repricing/refi is a priority (SOFR+600).
• Investor tone on the call was frustrated; one shareholder highlighted the stock trading below $2 intraday, pressing for portfolio focus on U.S. and leadership changes, while management reiterated alignment (≈15% insider ownership) and active portfolio review (Poland divestiture; Canada under consideration).

What Went Well and What Went Wrong

What Went Well

• Caruthersville ramp: revenue and EBITDAR up 27% and 32% in the first four months; monthly metrics include Nov (+47% rev, +64% EBITDA), Dec (+23%, +32%), Jan (+27%, +29%), Feb (+12%, +12%), March-to-date >20% rev; expanded draw from >70 miles.
• Missouri portfolio strength: Cape Girardeau revenue +11% and EBITDA +7% in Q4, with hotel-led expansion to out-of-state patrons and improved F&B sales; February produced the highest revenue in the history of the two Missouri properties.
• Nugget operational discipline: despite gaming revenue down 10% (low slot hold), property EBITDAR rose 46% YoY; cost reductions (staff/overtime, lower comps), slot changes driving double-digit EBITDA growth in Jan–Feb.

What Went Wrong

• Low-end customer weakness: persistent softness in unrated/retail customers across markets pressured volumes and spend; mid/upper tiers modestly positive but insufficient to offset.
• Impairment and interest burden: $43.7M goodwill impairment at the Nugget drove operating loss; net interest expense was $25.4M in Q4, with higher Master Lease financing costs.
• Poland and Canada headwinds: Poland segment faced license losses and reopening delays (Wroclaw ramp slower; Kraków license not renewed; ~$1M closing costs in Q4), and Canada saw 7% revenue decline with FX headwinds; Alberta device procurement restrictions expected minimal impact (≤1%) but represent uncertainty.

Transcript

Operator (participant)

Good day, everyone, and welcome to today's Century Casinos Q4 2024 earnings call. At this time, all participants are in a listen-only mode. Later, you will have the opportunity to ask questions during the question-and-answer session. You may register to ask a question at any time by pressing the star and one on your telephone keypad. Please note this call is being recorded, and I will be standing by if you should need any assistance. It is now my pleasure to turn the conference over to Peter Hoetzinger. Please go ahead.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Good morning, everyone, and thank you for joining our earnings call. We would like to remind everyone that we will be discussing forward-looking information under the safe harbor provisions of the U.S. federal securities laws. The company undertakes no obligation to update or revise the forward-looking statements, and actual results may differ from those projected. Throughout our call, we refer to several non-GAAP financial measures, including but not limited to adjusted EBITDA. Reconciliations of our non-GAAP measures to the appropriate GAAP measures can be found in our news releases and SEC filings available in the investor section of our website at cnty.com. After our prepared remarks, we will open the call for your questions. My Co-CEO, Erwin Haitzmann, and our CFO, Margaret Stapleton, will join me for that. We released fourth quarter and full year 2024 results this morning.

On a consolidated basis, our fourth quarter revenue was $137.8 million, down 4% from the prior year's fourth quarter. Our adjusted EBITDA was $21.1 million, down 17%. Looking more closely at the U.S. operations, revenue was down 3% and EBITDA down 8%. Broadly speaking, the underlying customer trends remained stable in the quarter, with retail customers as well as low-end customers still being weak. This is mostly due to macroeconomic factors and wallet softness in our markets, as low-end consumers continue to be squeezed by inflationary pressures. We do, however, see the mid and upper tiers performing quite well, with their number of visits as well as the spend per visit up slightly compared to last year. We achieved an important milestone in the fourth quarter with the successful opening of the land-based facility in Caruthersville, Missouri, on November 1.

While, unfortunately, we had to close the temporary casino for some time before the new opening, resulting in lost revenue and EBITDA in October, the new casino is off to a great start. In the four months since opening, revenue and EBITDA are up 27% and 32%, respectively, which has exceeded our initial expectations. To be more granular, here is how it has been performing monthly since opening. In November, revenues were up 47%, EBITDA up 64%. In December, revenues up 23%, EBITDA up 32%. In January, revenues plus 27%, EBITDA up 29%. In February, with some serious weather issues and one day less compared to last year, revenue up 12%, EBITDA up 12%. In March, so far, revenues up by over 20%. We are seeing increases in nearly all demographic segments, with the strongest growth rate coming from the higher end of the database.

From a distance standpoint, customer visits increased by 20% from all mileage ranges, but greater percentage gains were seen from 70-plus miles. That's a promising sign that the new casino is drawing more customers from further away, expanding our overall catchment area just as we planned it. The new casino offers a total of over 660 gaming positions, which is a 20% increase compared to the older boat and a 50% increase compared to the temporary location. The property is much more convenient for our customers and allows for significantly more efficient operations. We are very happy with the strong and immediate uplift on the revenue side. The full impact on EBITDA will probably take two or three quarters until we have worked out the initial growing pains and figured out the most efficient staffing levels.

Typically, when you open a new property, you're looking at a three- to six-month ramp to start creating those efficiencies. You obviously open up, you always overhire a little bit knowing that there will be turnover, and you spend a little bit more on marketing. Further margin improvement is a question of time, and we could not be more pleased with the start of the new facility at Caruthersville. Our other property in Missouri, the Century Casino and Hotel Cape Girardeau, also had a strong quarter. Revenue was up 11%, and EBITDA was up 7%, driven by the new hotel as well as solid food and beverage sales. The new hotel continues to ramp up nicely and definitely expands the reach into new markets, bringing in a new and diverse group of players. Revenue increased 82% from patrons living in states other than Missouri, Illinois, and Kentucky.

We are seeing more visits from guests living 75-plus miles from the property, as they increased 21% compared to an increase of just 1% from guests living within 75 miles. The hotel is also driving meaningful growth in F&B sales, which is somewhat offset by higher cost of goods sold and staffing costs. The team continues to fine-tune operational expenses to further increase profitability. The hotel has experienced steady growth in occupancy and revenue, which has continued into this year. Overall, our two Missouri properties could not make us happier. Even though we had serious weather impacts, February still produced the highest revenue in the history of our two Missouri properties. It marches off to a great start as well.

We also look forward to sports betting going live in Missouri towards the end of the year, and we are finalizing partnership agreements as we speak, which will deliver incremental high-margin EBITDA to our properties. Continuing with the Midwest segment, let's review the performance of our operations in Colorado. We've experienced significantly different results when comparing the performance of carded revenue versus uncarded revenue. Carded revenue showed strong growth of 12%, while uncarded revenue decreased by 30%, resulting in a 7% overall revenue decline. In the quarter, heavy construction on Interstate I-70 impacted uncarded play at our Central City significantly more than carded play. In Cripple Creek, it's possible that Chamonix is taking some of the casual uncarded play, although we do not yet have any firm data to back that up. Both our properties saw noticeably strong results from the younger customer base.

However, much of that was offset by the loss of two-thirds of our sports betting revenue. As you know, we had three sports betting providers using our licenses, but two ceased operations recently, the MGM and Tipico. The one remaining is Bet365. In Cripple Creek, we are putting the finishing touches on the construction of a new main entrance directly facing Chamonix. It is wider, more convenient, and more inviting than the small doors we had before, so ready to bring in more business. Overall, the Missouri and Colorado segment did a great job in maintaining operating efficiencies with property-level margins between 35% and 40% during the quarter. The East segment, which includes the Mountaineer Casino in West Virginia and the Rocky Gap Casino Resort in Maryland, we had a more challenging quarter. Revenue of the segment was down 7%, EBITDA down 29%.

Both properties have a higher portion of their business from lower-end customers, and that lower-end customer produced significantly less trips compared to Q4 of last year. Again, the same picture: the higher end of the database performed well, generating more trips and 1% revenue growth. At Rocky Gap, the revenue decline was purely on the casino side, while gaming revenue was down. All other profit centers like hotel, F&B, and golf were up. Disciplined cost management helped to reduce operating expenses by 18%, and we will continue to focus on the cost structure and on improving revenue performance at Rocky Gap. At Mountaineer, total carded revenue was flat to last year, but uncarded revenue decreased by 10%. Almost all the decline happened during the weekdays. Our volume on weekends was fine, and we are digging deeper to find ways to strengthen midweek play.

Moving to the West segment with the Nugget Casino Resort in Nevada. Gaming revenue was down 10%. It was impacted by a low slot hold. With a normalized slot hold, revenue would have been down 6%. We did see an increase of 5% in local carded play, as well as an increase in younger players compared to last year. We reduced total expenses by 12%, mostly through a reduction in staff and overtime work, as well as lower hotel and F&B complimentaries. Due to that strict cost discipline, EBITDA at the property increased by 46% year over year. We have made further changes to the slot floor late last year, with initial results looking promising, resulting in double-digit EBITDA growth in January and February. A few words about the smaller operations in Canada and Europe. In Canada, revenue was down by 7%, EBITDA 17% down.

We experienced lower table hold of 15% as compared to 17% last year, and strong FX headwinds also impacted results. In Poland, we reopened the casino in the city of Wrocław during the fourth quarter. That casino had been closed for almost a year and is now gaining traction, but the ramp-up is taking longer than expected. Another license for the city of Krakow has not been awarded to us, and we had to take on closing expenses of close to $1 million in the fourth quarter. We are still committed to divesting of our Poland operations. The sales process has suffered not only from the war in Ukraine, but also from the fact that we cannot sell 100% of the Polish company, but only the two-thirds that we own.

Most interested parties have wanted 100% ownership, and we started talks with our minority partner, Polish airport company, with the goal to agree on something like a drag-along provision. Discussions are progressing, and we'll update you as we know more. Now I'll cover a few balance sheet and capital items. The company's cash and cash equivalents at the end of the fourth quarter were $99 million, and the total principal amount of debt outstanding was $340 million, resulting in net debt of $241 million. At the end of the fourth quarter, our net debt-to-EBITDA ratio was 5.5 times, and it was 6.9 times on a lease-adjusted basis. We have no debt maturities until 2029. We are done with our major CapEx, and with our new land-based facility in Missouri open, all leverage ratios should ramp down throughout this year and next.

With the conclusion of an intense capital investment cycle, we have invested $110 million into our properties, of which about $50 million came from VICI for the Missouri land-based development. We spent another $40 million on growth projects throughout our portfolio, which will result in meaningful growth contributions in 2025 and beyond. We also spent $20 million on maintenance CapEx during last year, with the main focus on improving our slot floors. The investments in our property portfolio are evident, and our properties have never looked better. We have no need for significant CapEx this year. This year and 2025, we expect to spend just $4 million for growth projects and $14 million in maintenance CapEx. We expect the returns on our investments, together with the major reduction in CapEx, will produce a sizable improvement in free cash flow compared to last year.

As we look ahead, we are confident in our business prospects moving forward. On the expense and labor side, we will continue to focus on operational discipline and look for ways to become even more efficient. Last year was a transitory period for us, but now we see a clear path forward to higher EBITDA for 2025 and beyond. We are seeing stability in our core gaming business across our carded database. The big unknown is how business volumes from retail and low-end customers will develop, but with our significant cash balance and long-dated debt maturities, we have plenty of runway to see through all of our growth initiatives. Except for some unfavorable winter weather in Q1 of this year, most of this year will face easier comps with no renovation disruption compared to last year.

Net net, we project significant EBITDA and cash flow improvements in 2025 over last year, reaping the returns from our recent growth capital initiatives. It is also worth noting that we do not anticipate any new significant competitive supply impacting us this year or next. That concludes our prepared remarks. We will now open the call for Q&A. Operator, go ahead, please.

Operator (participant)

Thank you. At this time, we will open the question-and-answer session. If you would like to ask a question, please press Star and 1 on your telephone keypad, and you will be placed into the queue in the order received. You may remove yourself from the queue at any time by pressing Pound and 1. Once again, to ask a question, press Star 1 on your phone now. Our first question today will come from Jordan Bender with Citizens Capital Markets.

Jordan Bender (Senior Equity Research Analyst)

Morning, everyone.

Peter, thanks for all the commentary there. You kind of talked about the middle to upper end of the database performing pretty well, and that bottom end kind of remains weak, which feels like it's been kind of a consistent outlook now. If I kind of pair that with the leverage outlook that you put in your slides, it does imply the estimates do need to come down for 2025. Is the main driver of the lower estimates or the weaker outlook primarily just that lower end of the database, or is there anything else that you would kind of layer in there as well? Peter?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

No, it's really only that. We're seeing growth in the mid-tiers and absolutely in the upper tiers, but the lower end is the big question mark.

Some properties like Rocky Gap, Mountaineer, and Central City, to a certain degree, have quite a large portion of their revenue coming from that segment, and others a little bit less. That is the only thing.

Jordan Bender (Senior Equity Research Analyst)

Okay. Switching gears, we'd love to just get your updated thoughts around the 50% ownership of the real estate at the Nugget.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Yeah. There are no news from last time, really.

Jordan Bender (Senior Equity Research Analyst)

Okay. Thank you very much.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Thank you.

Operator (participant)

Our next question will come from Ryan Sigdahl with Craig-Hallum.

Ryan Sigdahl (Senior Research Analyst)

Hey, staying on the Nugget. It appears like revenue was down 10% in Q4. The market was up one. Curious, I guess, how your efforts to revitalize the property and then how your conference pipeline has been building over the last couple of months as you look to 2025 and future years.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Certainly.

We see the main reason for the declining casino revenue is the decline in hotel revenue. There is a strong correlation, obviously, for that. With regard to both events and also conference business, concerning 2025, we think we will outdo 2024. It certainly looks very good for 2026 and beyond. As you know, the challenge we have here is that most of these conferences and events are not planned only with half a year in advance, but one to three years in advance. In short term, it is probably impossible to get any large conferences. Our team has been very successful in getting smaller ones. As I say, the dynamic looks very good there. Only it is more looking into 2026 and beyond. Having said that, one of the...

We focus on the one hand in doing everything we can to get more event business and conferences and smaller things like weddings or small conferences with 200, 300 people, and everything helps here. We are also focusing on the local customers. First indications are that we are already moving forward quite well, and we could regain some of that local business that has been lost in the past.

Ryan Sigdahl (Senior Research Analyst)

Switching over to Alberta. Recently, the Alberta Gaming Commission suspended the purchase of gaming machines from U.S.-based manufacturers. I guess, do you expect that to have a meaningful impact on your casino operations and/or your CapEx plans that you laid out?

Then kind of second part of that question, given all these trade wars, given the FX headwinds, given everything else, does it make sense to maintain and hold, or does it make sense to do something like you're doing in Poland and sell off those assets?

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Yeah, I'll take the first part of the question and hand over to Peter. We asked ourselves the same question, of course, will there be a negative impact on us? The answer to that is we don't expect any meaningful negative impact, maybe half a percent or 1%, but it really is not meaningful. I mean, certainly, please keep in mind that it's the same for everybody in the market, so there is no competitor that would have any advantage. At the same time, our product mix is pretty fresh.

In the next, I hope that does not take forever, but in the next one to three years, we do not see anything that would be of a meaningful impact. Peter, why do you not answer the second part of the second question with regard to, does it make sense to keep it?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Yeah, right. As you know, we have sold the real estate already, and we have kept the operations. It is certainly under consideration. Yeah, it is becoming smaller and smaller in terms of the overall picture, and it is something that we are considering.

Ryan Sigdahl (Senior Research Analyst)

Quick clarification for the last one here on Caruthersville. Looks like a sub-bullet here that the rent was deferred for one year. Why did that change in the VICI master lease? Thanks.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

That has not changed on our side. That has always been the agreement, but maybe I am not understanding your question correctly.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

I was just comparing the Q3 deck to the Q4 one, and there's now a sub-bullet that says the rent was deferred.

Ryan Sigdahl (Senior Research Analyst)

Maybe it's always been the case, and it just...

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

It's always been the case.

Yeah. Yeah, it hasn't... Yes.

Ryan Sigdahl (Senior Research Analyst)

Easy enough. Been the case. Good. Thanks, guys. Good luck.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Thank you.

Operator (participant)

We'll move to our next question that comes from Jeff Stantial with Stifel.

Jeff Stantial (Managing Director)

Great. Good morning, Peter. Erwin, thanks for taking our questions. Maybe starting off on Caruthersville, Peter, you mentioned that the initial four months have exceeded your internal expectations.

Can you just expand a bit more on what specifically has surprised you to the upside, whether that's better penetration of some of that white space over the border in Tennessee, maybe more overnights or day trips coming up from Memphis, OpEx savings, even visitation coming from even further out, just any additional color there? We did notice that the quarterly presentation did not mention the $3 million-$4 million of incremental EBITDA after rent that you've cited in the past. Is that still the right way that we should be thinking about return targets for this project, or do you think perhaps a bit better based on the initial trends that you're seeing? Thanks.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Yeah, we haven't really been surprised. In fact, the thought process behind that whole investment was that we wanted to extend our reach.

What Peter referred to is that our expectation has been met. With the hotel and with the new property, we have a strong tool in hand to be able to actually reach customers that come from further away. We think we have more potential that we can catch there. With regard to the second part of the question, Peter, do you want to say something with regard to those $4 million?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Yeah, we still think it's the right number, but very likely not in the calendar year of 2025 because of, again, the lower-end consumer weakness. Internally, we think that that runway will kick in from this summer to next summer in that 12-month period.

Jeff Stantial (Managing Director)

That's helpful. Thank you both for that color.

Turning over to capital allocation, if the targets that you previously put out in your presentation for sort of normalized earnings power, once we get through the back half of some of these projects or the front half of these projects ramp up, if those targets do still hold, by our estimates, the stock's trading somewhere around a 20% free cash flow yield, Peter, I'm curious how you balance that and potential opportunistic repurchases versus paydown of some of your high-rate debt taking into account, obviously, the ongoing macro uncertainty that seems to have gotten a little bit worse here in the last week or so.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Peter?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

It is extremely challenging with forecasting, and that's why we've not included a forecast in our latest presentation. We've seen two great weeks, and then we had another 10 days that are very weak. It goes up and down.

Consumer sentiment is all over the place. It is just really difficult. That difficulty and that uncertainty also make us a bit more cautious in how we allocate capital. First and foremost, we would like to try to refi or reprice our term loan because SOFR plus 600 is not funny. At the same time, paying down some of it would be helpful. Obviously, opportunistically, we can look at the stock as well. We are a bit hesitant because there is so much uncertainty out there that we really have difficulty in, I mean, we run so many different scenarios. How this year and next will look. It is unclear. We do not have a clear picture yet.

Jeff Stantial (Managing Director)

Great. That is helpful. Thank you for that, Peter. If I could just squeeze in one more quick one.

I just wanted to double-click on one of your comments in the prepared remarks where you mentioned that the weakness that you're seeing or some of the declines that you're seeing in non-carded play at Mountaineer is really all coming in the midweek period as opposed to the weekend period. Can you just expand on that? Do you have a sense for why that is? Is that maybe easier comps on the weekend side, given staffing constraints that have been resolved in recent quarters? Is it more related to sort of underlying consumer behavior? I'd love to unpack that because intuitively, we would think that the weekend period would be a little bit softer just given the cost of the overnight stays and stuff like that.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

I think that this is purely customer behavior.

We think for the very simple reason that there is quite a large portion of customers that just do not want to, do not have it in their life design that they come to us and visit during the week. Whereas on the weekend, everything is relaxed. They take a room. Most of them drive home again. It is a different situation. We have been trying and continue to try all kinds of incentives to get more people during the week. For example, if somebody comes on the weekend and plays a certain volume, we give them bonuses if they come the following week during the week. It is successful to a little extent, but not 100%. As I said, we think it is really just the demographics and the behavior of the people that they tend to focus their spare time on the weekend and going out.

Jeff Stantial (Managing Director)

That is great.

Thanks for that, Erwin. I'll pass it on. Thank you both.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Thank you.

Operator (participant)

As a reminder, if you'd like to ask a question, you may signal by pressing star one at this time. We'll take our next question from Chad Beynon with Macquarie Group.

Chad Beynon (Managing Director and Analyst)

Hi, good morning. Thanks for taking my question. Wanted to ask about online gaming and sports betting. I know Alberta has been, I think it's pushed back till the end of the year, but that will be greenlit. Wanted to have you guys kind of remind us in terms of what your strategy is in that market.

Thinking across some of your other markets, whether it is Missouri or some progress that we are seeing in Maryland, can you just kind of frame out how you are thinking about monetizing the iGaming and sports betting opportunities, whether it is third-party, doing it on your own, and how that could help the cash flow? Thanks.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Yeah. I will answer for Canada and then hand over to Peter. The short answer for Canada is we just do not know what will be happening. We cannot really, there is much talk, but nothing is definitive yet on how and when. We cannot really make any decisions. What we can say is that if it comes, it is very unlikely that we ourselves, very likely would take a third-party like we have done in the past. Peter, would I hand over to you? Maybe your comment on the U.S. part of that question.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Yeah, yeah, yeah. Yeah. And you're right. The Alberta Gaming Commission in Alberta has just not come forward yet with their procedures and rules. It's different, yeah, in Missouri. A lot of demand for our license or licenses. I mean, that's still not 100% defined yet how many we have. But very active, very fluid situation with negotiations with sports betting providers. And as Erwin said, our clear direction is that we have somebody else do it, and we provide the license and get a revenue percentage with a minimum guarantee per year for all markets we are in.

Chad Beynon (Managing Director and Analyst)

Okay. Thank you both. Then, Peter, I know you mentioned that you pulled any guidance from the slide deck that you had laid out in 2024. From what I'm gathering from the call, it sounds like the projects are going maybe even better than expected.

I think you mentioned that in Caruthersville. You have some nice momentum in Cape Girardeau. If we think about the previously given 2025 goal, would it be safe to assume that that could be a 2026 goal if the economy stabilizes, meaning you just need a little bit more time for some of these projects to ramp and maybe a little more time for the consumer to get through some uncertainty in the market? Peter?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

That's exactly how we see it. Yeah. It's still a good number. As we said, the properties are in great shape. The product is there. We just need the low-end consumer to pick up a little bit more. Yeah, we think that it has been, like, give or take, 12 months we have to push it out there in terms of what the goal is.

For this year, as I said, it's just extremely difficult. We have stretches of a couple of weeks, two or three weeks, where we think, "Oh, great, everything is clicking." There is another week or two where it's really volatile and very hard to forecast at the moment. That's mostly consumer sentiment.

Chad Beynon (Managing Director and Analyst)

Okay. Appreciate it. Thank you very much, guys.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Thanks, Chad.

Operator (participant)

Once again, it's star one to ask a question. We'll move next to Mike Croetz, investor.

Yeah, hi. I'm a shareholder for the past couple of years. I've seen the stock go down. Very rarely does it go up. The past quarters have been disappointments at best. The Nugget is way down from their typical revenues. Rocky Gap is way down. I see every month hundreds of thousands of dollars down. What is the company's end game?

I'm wondering, is it time to bring in a new CEO, one person who knows the North American gaming market, who can be focused on these North American assets and get rid of Poland, these Canadian assets, and just focus on Colorado, Nevada, Mountaineer, Rocky Gap, and Missouri? That's it. Leave all this other nonsense behind over in Poland, these Canadian assets. Because the stock price, I don't know if you saw it this morning, but it was down at 1.29%, under $2 a share. It was at like $1.73. It's just disappointments after disappointments quarter after quarter with this company. Like I said, is it time to bring in a new CEO, one person who can give confidence to the investment community that they can turn this thing around? Because right now, there's no confidence that this company can turn itself around.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

With regard to the non-U.S. properties, I think we've said it before and also during this conference call that divesting of those entities is an option and is under consideration. With regard to your other part of the question, we don't think so, but at the end, others have to decide. Peter, do you want—would you like to add to that?

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Yeah. Let's not forget that for a very long time, both Canada and Europe had a very positive impact on EBITDA and cash flow. Now, this impact is much lower, and that's why we've taken the decision to divest Poland, and we are considering Canada. Yeah. And on top of that, what Erwin said, most of our casinos are depending to a large extent on the low-end consumer.

The fact that the low-end consumer is so weak, that's certainly the reason for that is certainly not within our company. In terms of the end game, we are a public company. Do not forget that management is very much aligned with shareholders. Management owns close to 15% of the company. Our interests are aligned. Being a public company, of course, anything is possible in terms of the future. Some other people are knocking on our doors, as you can imagine, with a low share price. We are doing what we can, and then we'll see what others say.

It just seems like we're just straggling along here. Quarter after quarter, this is down, but Missouri's looking good. You've been talking about buying back stock for the past two years, but it hasn't happened.

Poland, I heard that was being sold for two years now, and that has not been—nothing has happened with that yet. I think if this company just focuses on these North American, the United States assets, and you could have marketing towards your Caruthersville property, Missouri, cross-market with the Nugget and advertise the Nugget at the other properties so you can have cross-promotions. You're promoting Reno, Nevada, and the Nugget while in Missouri or Colorado and cross-market these properties. Everybody in Caruthersville and Missouri knows about the Nugget as one of our properties. The Cripple Creek is one of our properties. The Mountaineer and just get everybody in the mindset when they think of Century Casinos, "Oh, we have a property in Reno.

We should check it out. To put it more at the forefront of customers all over the other places and do cross-promotions with these other places to draw traffic.

Thanks, Mike. Yes, Mike. We appreciate that. And thanks a lot for your comments.

All right. Good luck to you.

Thank you, sir. Thank you. Operator?

Operator (participant)

Thank you. We'll take our next question from JT Waters, investor.

Hey, guys. Thank you so much for taking my question. I realize that the insiders own something 13-14% of the company. I'm just curious your thoughts. Management doesn't view stock buybacks at these levels as a good investment. I wonder, outside of that, just on a personal level, it probably would be good for investors to see a strong amount of insider buying. It's not really a question, just more of a statement.

I mean, it just seems if everything's going the direction that you guys say it is, and we all hope it is, that would just be a great statement, I think, for the existing shareholder base. I'll hang up. Thanks, guys.

Erwin Haitzmann (Co-CEO and Chairman of the Board)

Yeah. Thanks, JT. I would just like to say something. Very generally speaking, there is management that would be very interested in buying back. However, we are pretty much restricted by the insider laws and rules, and we have a lot of blackout periods. Operator?

Operator (participant)

Thank you. It appears there are no further questions at this time. I'll turn the conference back to our host for any additional or closing remarks.

Peter Hoetzinger (Co-CEO, President, and Vice Chairman of the Board)

Thank you, Operator. Thanks, everybody. We appreciate you joining our call today. We'll talk again in a couple of months. Until then, thank you and goodbye.

Operator (participant)

This does conclude today's Century Casinos Q4 2024 earnings call. Thank you for your participation. You may now disconnect.