Newton Golf Company - Earnings Call - Q2 2025

Executive Summary

• Q2 2025 delivered strong topline growth with revenue up 154% year over year to $2.07M and gross margin at 67.6%; however, the company remained loss-making, with net loss of $1.52M and diluted EPS of ($0.34).
• Guidance was raised: full-year 2025 revenue now $7.0M–$7.5M (prior $6.5M–$7.0M), driven by demand momentum across Motion and Fast Motion shafts and deeper distribution relationships.
• Results vs Street: revenue materially beat consensus ($2.07M vs $1.54M), while EPS missed (–$0.34 vs –$0.12); coverage remains thin (1 estimate) — a setup for estimate revisions and stock narrative shifts around execution vs profitability* (Values retrieved from S&P Global).
• Key catalysts: accelerating tour adoption (50+ professionals), breakout Fast Motion launch, increased production capacity, and selective capital allocation (200K shares repurchased in Q2).

What Went Well and What Went Wrong

What Went Well

• Fast Motion launch exceeded expectations, with strong Q2 and accelerating Q3-to-date unit sales (1,817 units in May–June; Q3 to date 2,211 units, ~$786K revenue), supporting mix quality and margin durability.
• Tour adoption broadened to 50+ professionals across PGA TOUR Champions, LPGA, and Korn Ferry, translating to consumer pull and fitter demand; CEO: “Our Q2 results highlight continued progress… growing adoption among tour professionals”.
• Guidance raised to $7.0M–$7.5M, signaling confidence in pipeline and channel expansion; CFO emphasized “meaningful top-line growth and maintained solid margins”.

What Went Wrong

• Profitability remains distant: operating expenses stepped up (SG&A $2.76M; total OpEx $2.91M), keeping EBIT margin deeply negative; EPS missed consensus despite revenue upside.
• Fulfillment delays drove customer perception issues; management acknowledged shipping backlogs and is building inventory to improve fulfillment speed.
• Financing overhang and capital needs: management criticized prior “toxic” financing, plans to utilize an ATM, and notes ~9 months cash runway — an investor concern until profitability and cash generation improve.

Transcript

Speaker 1

Thank you, Colin, and good afternoon, everyone. Q2 is another breakout quarter for Newton Golf. Demand is strong across our channels, with demand increasing for our Motion and newly introduced Fast Motion shafts, increasing adoption among tour professionals, and deepening our relationships with global distributors. In Q2, revenue increased 154% year-over-year to $2.1 million, compared to $813,000 in Q2 2024. For the first six months of 2025, revenue grew 182% to $3.3 million, up from $1.2 million in the same period last year. Gross profit for the quarter rose 186% to $1.4 million, with gross margin holding strong at 67.6%. Year-to-date gross profit increased 224% to $2.3 million, with gross margin expanding to 69%. This quarter, we reached a significant milestone. Newton shafts are now in play with more than 50 professionals across the PGA Tour Champions, LPGA, and Korn Ferry Tour.

Notably, Miguel Angel Jiménez secured his second PGA Tour Champions victory using our Fast Motion shaft, and we welcomed major champions Bob Estes and Steve Flesch to our roster. Internationally, we launched newtongolf.jp to better serve the growing Japanese market and expanded testing and distribution partnerships with fitters in Japan and Europe. Direct-to-consumer sales through newtongolfco.com remain strong, and our innovation is drawing industry buzz. Golf magazine's Chris McCormick named Newton one of the most exciting new shaft technologies in golf. As we move into the second half of 2025, our priorities are clear. We need to scale up our operations to meet the new increasing demand, introduce new products, and further expand our retail and fitter partnerships. We remain confident in our ability to deliver strong results for both players and shareholders. With that, I'll turn it over to Jeff to walk through our financials. Jeff?

Speaker 0

Thanks, Greg. It's an exciting time to join Newton Golf as we build both financial momentum and market presence. For the three months ended June 30, 2025, revenue grew 154% year-over-year to $2.1 million. Gross profit grew 186% year-over-year to $1.4 million. This represents a gross margin of 68% versus the 60% we achieved in Q2 last year. For the first half of 2025, revenue grew 182% year-over-year to $3.3 million. Gross profit grew 224% year-over-year to $2.3 million. This represents a gross margin of 69% versus the 60% we achieved in Q2 of last year. Operating expenses for Q2 were $2.9 million, compared to $1.7 million in Q2 2024. For the six months ended June 30, 2025, operating expenses were $5.7 million, compared to $3.2 million versus the same period in 2024.

The change reflects increased investments in sales, marketing, and employee-related costs to support growth, plus an increase in professional services. Net loss for the quarter was $1.5 million, or -$0.34 per share, compared to a net loss of $1.2 million, or -$0.79 per share in Q2 2024. Year-to-date, the net loss was $2.1 million, or -$0.74 per share, compared to a net loss of $2.4 million, or -$1.61 per share in the first half of last year. We ended the quarter with $4 million in cash and equivalents. Based on the strength of our current pipeline and the momentum we built in the first half of the year, we are increasing our full year 2025 revenue guidance by $500,000. We are now projecting revenue to be between $7 million and $7.5 million. With that, I'll turn it back to Colin to begin the Q&A portion of today's call.

Speaker 1

That concludes the presentation portion of today's webcast. We'll now open the call for questions. We'll begin with questions submitted in advance via email, and then we'll open the floor to live questions from attendees. To submit a question, please click the Q&A button at the bottom of your Zoom window and type your question into the box. You may choose to submit anonymously if you prefer. I'll turn it back over to you, Greg.

Speaker 2

Thanks, Colin.

Speaker 0

We got a few questions here. The first one is, traditional iron shafts are typically epoxied in place, making custom upgrades difficult and costly. This seems like a major blind spot in the golf market. Are there plans for Newton to leverage its shaft technology for iron shafts, perhaps through a new line of irons with adaptive bowl plug-and-play shaft options?

Speaker 2

That's a great question. Our goal is to be on every club in the bag. We want to have a shaft on the driver, which we already have with both the Motion and the newly introduced lighter, faster Newton Fast Motion shaft, the fairway woods, which we already have with the Motion shaft for three, five, and seven woods. We plan on introducing soon here the Fast Motion version of those fairway wood shafts. After that, we are going to do hybrid shafts. Following that, long iron shafts, then iron shafts, then wedge shafts, and we already have putter shafts. The questioner raised a good point about irons are epoxied in, and that is true. We would ship essentially a raw shaft. The customer would then go to a fitter to have the iron head and grip put on that shaft.

That's not uncommon because most people adjust their lie angle on their irons anyway. Good question, but again, our goal is to be the shaft on every club in the bag.

Speaker 0

Great. Next question. How did the launch of fast motion shaft perform compared to your initial expectations, especially in terms of demand, adoption, pace, and tour momentum?

Speaker 2

Yeah, good question. We're very excited about the fast motion shaft. We noted in our press release it was introduced on April 29th. In the second quarter, we only had two months of sales of that shaft, but it far exceeded our expectations. The performance of the fast shaft is pretty spectacular. It's a lighter shaft by about 10 grams in every flex, but it also seems to be more accurate. We're seeing this on the tour. Miguel, who's the money leader on the PGA Tour Champions, is swinging the fast shaft. We've got a lot of pros playing the fast, and we're just getting really, really good data off the fast shafts. As we moved into the third quarter, we're a little less than halfway through, and now the fast shaft sales are exploding even more.

We sold over 2,200 units, approaching $800,000 worth of fast motion shaft sales in the third quarter. It's doing really, really well.

Speaker 0

Greg, there's a follow-up question that says, when can we expect a fast motion fairway wood op?

Speaker 2

Yeah, I alluded to that in the previous answer. I think timing is probably PGA Show in January.

Speaker 0

Great. Kind of cutting to the chase with this one, do you still plan on being cash flow positive by 2026?

Speaker 2

Yes, I think that's very doable. There are three knobs. One is revenue growth, which we're experiencing. The second one is the gross margin dollars, which obviously go with revenue and gross margin %. As we increase the volume, the cost per unit is going to come down because the factory overhead is fixed. If I double volume, I don't need to double labor, and so my cost per unit is going to come down, which increases my gross margin %. Because of the higher revenue, that's more gross profit dollars. The third thing is we've been investing very heavily in brand marketing to build the Newton brand. As a % of revenue, that's a little high right now, but I think we'll be able to ease off on that investment as revenue grows.

Those three factors are going to get us to profitability, and I think we'll be able to achieve that in 2026.

Speaker 0

Great. What caused a large increase in SG&A costs this year?

Speaker 2

I alluded to the marketing dollars. We've been spending very heavily on brand marketing, like Golf Channel advertising. We spent a lot of money on producing good quality advertising for our digital marketing campaigns, as well as the TV commercials. We did some TV spots on CBS and local markets. We've invested pretty heavily in advertising and brand marketing. We also implemented a NetSuite ERP system, which we've invested in pretty heavily. We had some one-time costs, G&A costs associated with our public offering that we did at the end of December, but it spilled into the warrant conversion in our first quarter. We had some extra costs there as well. There are quite a few one-time costs in the first half of the year that we don't expect to see in the second half.

Speaker 0

Yeah, and I think what I would add to the investors is, you know, we've got sales commissions. That's a variable expense. The Shopify fees, you know, 92% of our sales currently are coming through D2C. The variable marketing costs, we spend, as you mentioned, Greg, quite a bit of money on Google Ad Buys, Facebook Buys. Those will continue to climb as our revenue goes up. We have shipping costs in SG&A as well. However, as a percentage of revenue, you'll start to see those things come down. Greg and I are spending a lot of time going through to figure out how we can maximize our return on investment and get a better use of our cash. Getting to profitability, and one of the key factors of that is keeping our SG&A in check. Another question here is, are there any plans on utilizing the share buyback?

I could answer that, Greg, if you want.

Speaker 2

Yep, go ahead.

Speaker 0

Outside of the 200,000 shares that we purchased in Q2, there are no plans to purchase more of our shares. The board allowed us, Greg, to purchase up to a million. We do not plan on buying back additional shares. How long do you expect your current cash to last?

Speaker 2

You want to take that one, Jeff?

Speaker 0

Sure. You know, if you do the back of the napkin, we had $4 million in cash and equivalents at the end of the quarter. Anyone can look at the OpEx. We're burning just over $400,000 a month. You divide that by the $4 million, that gives you our runway. One of the things that we're going to do, and I'm sure it will come up, we did, it happened. The financing we did in December was toxic. We will never do another toxic financing like that again. The former CFO, the legal team that were behind that are gone. We are, we'll be looking for more, you know, less dilutive and less costly mechanisms to raise capital. We don't need to raise a tremendous amount of capital to continue our growth because we will be bringing our costs down. Our revenue is accelerating.

We are a technology company with new shafts coming. We're really excited about the top line. The additional top line provides more margin, which will get us to profitability, which you no longer need to raise cash. One of the things that we will most likely do is utilize an ATM. ATMs are great, as everyone on the call knows. It's the cheapest source of capital. You can sell into the market on high volume days, eliminating, you know, without putting downward pressure on the stock and at a cost of right around 2.5%. Very economical and less dilutive way of raising capital. That's kind of the short answer to that. We really look to raise a little bit of money, and hopefully that's the last operating capital we raise. We may raise money in the future for acquisitions, opportunities that come our way.

As of now, we feel good about our cash position and how we will raise cash to make up for that shortfall. Can you get putters to grow and be a bigger part of the revenues again? Did you return to higher putter ad spend?

Speaker 2

Yeah, very good question. We wrestle with this all the time. We did advertise putters direct to consumer early on. We were successful at driving traffic to the Shopify store, but people just weren't buying. It seemed to be more of an educational journey. I think, unlike the driver shaft or the fairway wood shaft, it's good for people to have the putter in their hands. We just recently rolled out a bunch of putters to Club Champion stores. We're going to do a try and buy type program where you can basically select the putter, get it shipped to you. You can try it. If you like it, you can buy it. If you don't like it, you send it back, money-back guarantee type thing. We haven't really spent the ad dollars because we're getting such good results on our ad spend for the shafts.

I mean, we're doing blended greater than four-to-one ROAS, return on ad spend, for shafts. The limited ad dollars we have, we're moving them that way. We are going to start making a concerted effort to try to drive putter sales here in the second half.

Speaker 0

Are there any plans to keep stock of certain shafts?

Speaker 2

I'm not sure I understand that question.

Speaker 0

Maintaining inventory, I would suspect.

Speaker 2

Yeah, for sure. We just recently increased production pretty significantly with the goal of basically building up some inventory so that we can fulfill orders very, very quickly. We've been struggling, frankly, to keep up with the demand. We had a very, very big Memorial Day sale, pretty good Father's Day sale, big July 4th sale, and we had to kind of dig our way out of that backlog a little bit. We do have a build plan now in place, and our goal is to have quite a bit of inventory, not a lot, but enough inventory to be able to fill orders quickly.

Speaker 0

Okay. Do you have an update on Asian markets, particularly Korea and Japan?

Speaker 2

Yeah, Japan we're very excited about. We were just over there in June. We're introducing the fast motion shafts there, which is a really good fit for that market. We've got a number of fitters lined up over there. We're in a bunch of tours. We're spending some money on Japanese marketing. We just signed a tour pro here in the U.S. who's Japanese, and that's really going to help with Japanese marketing. Our Japanese partner is going to launch an e-commerce site in Japan next month. We're pretty encouraged about the rapid increase of activities in Japan, which we think will translate into some good revenue in the next quarter. Korea, we have a distributor there for putters. We're in discussions with potential distributors for shafts. I expect to be able to announce a Korean distributor for shafts in the near future.

Speaker 0

All right. Someone wants to know where we're at with OEM deals or U.S. retail expansion. For example, PGA Store, Golf Galaxy. Surely retailers see people like John Daly using your shafts.

Speaker 2

Yeah, we are in discussions with those retail stores that were just mentioned. In addition to that, we're in discussions with four different OEMs about being an upgrade shaft on their equipment. We're going through that process. In addition to that, we've recruited over 200 independent fitters/small retailers that we use to sell shafts. We're trying to build out all the channels.

Speaker 0

Great. We keep getting a bunch of financing needs, you know, cash. Let me just reiterate from that standpoint. We've probably got a little over nine months of cash that will get us through. As our costs go down, we feel good about our cash position. We will most likely utilize an ATM facility. We will not be doing a toxic financing. If we do some sort of public raise, the goal, and I've never done anything different, is a straight common deal. We're now expanding. We got a secondary question here about having more meetings with investors. We certainly want to. Greg and I had a bunch of dinners in Newport Beach, in L.A. We're going to start setting up one-on-ones, Zoom meetings with investors, keep them in the loop. We'll do these earnings calls. We're going to begin attending conferences.

We actually signed a deal with another bank to help bring visibility in. It's all about communication and clarity so the investors know where we're going and you can see us executing along the planned way. All of that, as we drive momentum and build the stock price back up, there shouldn't be a need to do a toxic type financing because we'll have enough volume in the stock and shares and interest in the company because the ATM will provide whatever coverage we need. If we need to raise money, we do it on our timing and not because we're running out of cash. That's kind of confusing. Let me see what else we got here. Same. Cash warrants, $8.40. Are they in sight? Do you want me to do that one?

Speaker 2

Yeah, go ahead with that, Jeff. Talk about the Series A warrants.

Speaker 0

I think it's Series B. They saw the floor of $8.40, or maybe it's Series A. In general, guys, there's a page in the queue. I'd recommend you take a look at it. They did the financing in December. That was roughly after post-reverse. 268,000 shares of common, 268,000 shares of Series A, 268,000 shares of Series B. Both the warrants have cashless exercise provisions. The Series A was part of a, there was a reset in there when we did the reverse. The new exercise price for the Series A is $1.88. They're close to being in the money, though I don't expect anyone to use cashless until the stock's north of $3 or $4.

The other one that we had in there, and you guys, this is why the stock has gone down so dramatically since December, was because of the toxicity and the reset within the Series B warrants. There are currently, we had 268,000 outstanding. There are now just about 17,000 warrants outstanding. The majority have been exercised. Those could convert into just over 300,000 shares on the alternative cashless basis. It's done. The positive is that we know exactly what the fully diluted cap table looks like now. The Series B are almost gone, which gives us the ability to bring momentum back into the stock as we continue to execute the company. That one was asked. Very kind of a macro. Strategic partnerships and M&A. The Q2 notes mention potential M&A. Can you share more about the types of targets you're considering and how they could enhance shareholder value?

Are there any OEM or retail partnerships in the pipeline that could materially impact valuation? You kind of touched on it, but it's more from an M&A stock price standpoint, Greg.

Speaker 2

Sure. Yeah, look, we're always looking for good M&A opportunities that fit the brand. Remember, Newton is a technologically differentiated set of products. If we find something that we think fits the brand and can grow revenue and EBITDA quicker than organically, then we will jump on it. I have looked at a couple of deals. Didn't consummate either of those yet. We're always looking for good opportunities.

Speaker 0

Here's an interesting kind of link question. With the recent acquisition of Lab Golf for over $200 million, driven in part by high-profile tour wins and explosive demand, what are your takeaways as CEO? How do you interpret what this means for the valuation of performance-driven golf technology?

Speaker 2

Yeah, I think it's a great thing. It's really, really good for the industry. Congratulations to the Lab Golf guys. You know, they've had some really good success, particularly with JJ Spahn winning the U.S. Open with a Lab putter. I think it's a harbinger of things we could possibly achieve. I personally think our putters are superior. If you look at the physics of the putter head itself, Lab puts a lot of weight on the very bottom of the club. That's not great for center of gravity. Look, they've had tremendous success. All kudos to them. I think the valuation was a great valuation, and I think it's good for the industry, and it's really good for us.

Speaker 0

Absolutely. Here's another one. How many of the 50-plus tour professionals using a Newton shaft are you compensating?

Speaker 2

We do two things. The first thing we do on the PGA Tour Champions is we have a performance pool. Every tournament, we put $6,000 in the performance pool. You have to play the Newton shaft for that tournament in order to be eligible for the pool. The one with the lowest score gets 50% of that pool. Second place gets 30% of the pool. Third place gets 20% of the pool. That's one way of compensating. It's not a lot of big dollars, but these guys like those extra kind of incentives. We do sponsor a few, and when I say few, it's like three professionals. Ken Duke wears our logo on his hat. Doug Barron wears our logo on his shirt. We have given another player, who I can't yet use his name, some compensation.

That's one of the great things about being a shaft company and not a full club company like Titleist or Callaway. They're doing the big sponsorship deals, paying the big dollars, but because we're just a shaft, we're not necessarily having to do the same.

Speaker 0

All right. Here is a really good question, which I'm glad someone asked, and you'll get a better understanding of why we're bullish on increasing our margins. You mentioned increased production capacity. Is the plant still at $40 million revenue capacity or higher now?

Speaker 2

The plant is running two shifts five days a week currently, and we can do about $25 million at that rate. The plant has the ability to go over to $45 million by just adding another shift and adding weekends. We have two buildings. One is used for what I call shaft formation, and the second building is used for assembly, test, and ship. We have the ability to open up a second formation building at very low cost in which we could further increase production. I don't see our facility being a bottleneck for a few years.

Speaker 0

Kind of a mixture of questions here. What about getting into other product lines, apparel? The other question, I also saw some Vessel bags with new logos. They look awesome. Any chance to partner with them for bags?

Speaker 2

Yeah, we love Vessel bags. We have Newton logo Vessel bags that we bring on the tour. When we do sponsored events, we've been doing a lot of sponsored events, celebrity tournaments, etc., where we get a lot of good, not just brand visibility, but the opportunity for a lot of people to try and then buy our shafts and putters. We don't resell those bags currently, but we do use them, and they're really good bags. In terms of the apparel space, you know, I've thought about it quite a bit, possibly down the line, but frankly, back to the brand, we're a technologically differentiated physics-first type of brand. I don't really see that fitting in the apparel space.

Speaker 0

Okay, another question. Has the company received any inbound interest from strategic buyers or potential acquirers? If so, how are you evaluating those opportunities in the context of maximizing shareholder value?

Speaker 2

Yeah, I can't really comment on that type of question.

Speaker 0

Are there any current PGA Tour players using the shaft? Any PGA Tour players that you're close to signing? Why is it mostly PGA Tour Champions players and not PGA Tour yet?

Speaker 2

Yeah, great question. Two reasons for that. First, we focused on the PGA Tour Champions first, mainly because of what I alluded to earlier in terms of sponsorship and dollars. Frankly, we got overwhelmed with the response on the PGA Tour Champions. Last year we had one guy out there. This year we got two guys out there. They're both swamped. We tried to add LPGA this year. We've been to a few LPGA events, but we're going to need more staff to really do that properly. We did add another tour rep to cover both LIV and the big PGA Tour, but we didn't quite have the right type of shaft for the big tour, the PGA Tour, until just recently when we introduced the 7-Dot. We do have a tour rep now on the big tour. We think we've got the right shaft.

I'm hoping that we'll see some results on the big tour.

Speaker 0

Here's a fun question. It's the last question so far. Were any Newton products used in Happy Gilmore 2?

Speaker 2

I wish. No, they were not, but I wish we could have. It was a great movie.

Speaker 0

Let's see. A couple more came in. What is the plan for all the return shafts? Is this dead inventory, or is there an avenue to turn into revenue?

Speaker 2

Yeah, so what typically happens, a lot of people don't really know their swing speed. When they go to the website and go through our fitting guide, they, for instance, might pick a four-dot. They get it shipped to them, they start swinging it, and they think, "Oh gosh, you know, I probably should have got a three-dot." They return that four-dot, and then we ship them out a three-dot. That four-dot, we inspect it. If it's in really good shape and there's no scratches and everything looks good, we'll put it back in inventory, and then we'll resell that shaft. If it's got any flaw whatsoever, and I mean a blemish, we're pretty strict on our quality, then that'll become a demo shaft. If it's destroyed or damaged, then obviously that would be scrap.

Speaker 0

Here is a really good question. The main negative I read on social media from customers is a slow, delayed shipment of shafts. How does Newton plan on changing that perception and getting shafts delivered sooner?

Speaker 2

Yeah, that's a good one. We have to own that because, as I mentioned, Memorial Day was huge. July 4th was even bigger, and we got behind. We were shipping shafts within 48 hours of order, and we fell behind, but we're digging our way back out. As I mentioned, we're now building extra shafts so that we'll have plenty of inventory and we can do fast fulfillment.

Speaker 0

When do we plan on expanding to Europe and have our product available in local stores?

Speaker 2

Yeah, that's a great question. We do sell through a distributor in Sweden. We've been having discussions with distributors and reps in the UK, as well as in France and Germany, but we haven't really inked anything yet. I would say probably in the near future.

Speaker 0

All right. This is a follow-up to the question on the social media and the shaft. I noticed your Facebook and Instagram pages don't interact with customers anymore. Any reason why?

Speaker 2

Are you talking about if a customer makes a comment on an Instagram page that the company doesn't respond?

Speaker 0

I think so.

Speaker 2

I think that's the question.

Speaker 0

Oh, I interrupted.

Speaker 2

Yeah, that's a pretty good point. The previous agency we were using, we were paying a dedicated social media person to respond to all of those comments. Frankly, it just became too much. When we switched agencies in April, we didn't elect to pay for a dedicated person to do that.

Speaker 0

The guy followed up, "Offer investor shares to comment nicely." Can't do that, but all right. Made in the U.S. seems to be the biggest thing right now. Why are you not approaching the President, fitting him up with your best shafts, and just roll from there? He loves golf and especially Made in the U.S.A.

Speaker 2

Actually, one of our tour pros played golf with the President. The President tried and loved and kept our Newton shaft. We don't widely advertise that because we know there's a lot of anti-Trump people out there. That's the case. We try to make a big deal out of the Made in the USA. We had a TV commercial on that. We haven't really made any hay with pointing out the fact that we don't have to pay any tariffs, which could be something we should do. Yeah, we lean pretty heavy into the Made in the USA theme.

Speaker 0

Yeah, that tariff is a big differentiator, Greg, and the fact that we don't have to pay tariffs and our competition does.

Speaker 2

That's correct. Yeah, because our competitors manufacture both in China and Vietnam.

Speaker 0

Let's see. Yeah, promoting no tariffs equals price stability. Comment.

Speaker 2

Yeah, maybe a little comment on price because we recently increased the price. When we introduced Fast Motion, the Motion was at $275, and we brought out the Fast at $325. That price didn't seem to shake anybody. As I alluded to earlier, the Fast Motion sales are taking off. July 1, we increased the price on the Motion from $275 to $300. You know, we didn't see a blip at all. I think we're pretty solid on price. The competition is higher than us, $350 up to $400. I feel pretty good about the price.

Speaker 0

One of our shareholders thinks I'm ignoring. Have you mentioned this earlier? I'm not aware of this, Greg, but we reflect 60,000 happy customers on our website, I think.

Speaker 2

Yeah, I saw that email. I didn't mean to ignore him at all.

Speaker 0

Oh, no, he asked a question earlier. I just haven't gotten to it yet.

Speaker 2

I see. Yeah, look, we've got a lot of customers. I don't know what the right exact number is, but it's not just people that buy shafts, right? We give away a lot of shafts. We have a lot of independent fitters that have got shafts. We've got a lot of celebrities that have got shafts. We have influencers that we pay through our affiliated marketing program that all have shafts. We've got a lot of people with putters out there that they didn't purchase. I don't know. I'll take another look at the number where we got the 60,000, but we've got, I think he was trying to do the math on matching our revenue to numbers of customers.

Speaker 0

Yeah, that would be a valid point.

Speaker 2

That is a valid point. I think we should take a look at that and get back to him.

Speaker 0

100%. Good follow-up question. Related to no tariffs, but you're still importing raw materials for shafts. Do you want to?

Speaker 2

No, we're not. We buy our fiber from a Japanese company called Tore, but it's manufactured in the U.S. because their biggest customer, Boeing, required that. Even though it's a Japanese company, that fiber is made in the U.S. We do not import the carbon fiber.

Speaker 0

Do we have plans to release more PR?

Speaker 2

Sure. We have a weekly call to talk about PR. Frankly, there's not huge amounts of things we can talk about. We're focused on our products. We're focused on our tour players. Yeah, I mean, it's not like we don't try to do PR. We talk about it all the time. I don't like to put out press releases just for the sake of putting out a press release if it's not meaningful.

Speaker 0

Yeah. What I would add to it is part of what I like to do is, you know, when I build out my five-year plan and really three-year and over the next 18 months, all plans are an all-hands process with all the department heads. They can't just be numbers on the page, and there are major events and triggering events, said a different way, that drive revenue growth, that increase margins, drive more efficiency in marketing. Ultimately, what I like to do is over the next 18 months, we have our plan. You can start to pre-write press releases. This is what we want to communicate because ultimately, I want to let the world know what we're doing, then do it. If all goes well, we exceed expectations so the investor community can build trust in the management team that what we say is real and it's not fluff.

It gets to Greg's point. He just doesn't want to release PR, but when you do that planning, you start to pencil in, oh, a new product release. Now R&D has to hit that date. Marketing sales will start lining up behind it, and it's a good way to make sure that we are completely aligned, not just living in the moment, but our success will be generating how we perform over the next 18 months. I think we will continuously put out PR when it's meaningful, and it tells the right story. In general, we want to get closer with the investor community. We are just getting started. Our revenues are, they're not even a rounding error to our competitors. It's a very exciting time to grow this business. I don't know what that is.

Speaker 2

Sorry to follow up on that comment you just made, Jeff. I mean, okay, yeah, the competitors are bigger than us, but on PGA Tour Champions, with about a year and a half worth of effort, we're now a solid number two behind Fujikura. We displaced everybody else. That speaks to the quality and the performance of our product.

Speaker 0

Oh, 100%. I think that's that disconnect that the investor community doesn't see in the sense that we have made massive inroads on a Champions Tour, but for the most part, like I joined the company now 60 days ago, almost 60 days. I didn't know who Newton was, and I think there's a lot of people in this world. We're just scratching the surface that Champions guys know who we are. In everyday guys, there's a huge market out there that doesn't know we even exist yet. When they do, I'm pretty confident we're going to get our share of their revenue. Let's see. This says, "Someone wants us to include more financial projections and what certain news means for sales.

Speaker 2

Yeah, so we tried to give revenue guidance for the full year at the beginning of the year. I don't feel comfortable enough yet to be giving quarterly forecasts until we get a little more history under our belt. You know, we gave full-year guidance at the end of first quarter. We're now upgrading that guidance at the end of second quarter. We will look at that guidance again at the end of third quarter, and then we'll talk about what 2026 is going to look like.

Speaker 0

This is funny. Just get rid of the toxic fundings, and we will be happy Gilmore. We completely agree. Again, we do not plan on doing toxic fundings. I've been in this micro-cap space a long time, and I think all of you guys, since you're on this call and the people who read this, are also investors of micro-cap companies. We all know the banks don't work for the companies. They work for their investors. These S-1 deals, public offerings at this level, even before you put on a warrant, we call it the double discount, right? You file your S-1 or your S-3, and your stock immediately gets shorted by all the investors that the bank has already lined up to come into the deal. They'll drop it down 20 points, and then they'll ask for a discount on top of it.

The bankers will sometimes come back and say, "Oh, you know what? Even then, we got to add a warrant on top of that." These guys, the investors, they'll immediately sell out of their position as soon as they get their registered shares, and then they get a draft behind the warrant. We're aware of that game. We do not plan on doing more of those. That's all I can tell you on that. We want to be a happy Gilmore too. Ever thought of a referral program? We need to get the word out. You have a winning product.

Speaker 2

Yes. That's a really good point, and I think we need to expand what we're doing in that regard. We do have an ambassador program where we give them a discount code that they can reach out to their friends and do that, and then they get a little bit on that. The affiliate marketing is a form of referral program. Yeah, that's a very good point and something that we could build on.

Speaker 0

All right. I work with Club Champion to buy your shaft from you and was one of the very first to get this to happen. Can we work more closely with them? This is who will help us spread the word.

Speaker 2

Sure. Club Champion's been great for us. You know, we've been about 136 stores. You got seven dots, so you got to put all those shafts in all those stores. That's a lot of shafts. You wouldn't do it if you didn't think they could sell them, and they've been selling them really well. We just got them in May, our fast motion shafts to all those stores. We're ramping up Gravity putters to all those stores. We are very, very pleased with our partnership with Club Champion.

Speaker 0

I'm not familiar with this one, Greg. Could you please speak to any involvement that Newton Golf had with the renaming of Newton Golf, now Anvil Golf, the purchase or transfer of the website newtongolf.com from Anvil Golf, which now redirects to newtongolf.com, and the expected implications for brand name recognition and SEO? Oh, okay. Now I know what he's saying.

Speaker 2

Yeah, yeah. When we rebranded the company Newton Golf and tried to get the domain name Newton Golf, we found out that it was previously owned. We reached out to that person to try to buy it, and they didn't want to do it at first. We launched as newtongolfco.com. Just recently, we were able to purchase the domain and the Instagram handle newtongolf.com. We now have that, which I think is a good thing.

Speaker 0

Are you considering moving to a drop-based release model at all with limited edition putter shaft or in the future? Hard or soft goods, similar to what companies such as Bettinardi, TaylorMade, Cobra, etc. are doing.

Speaker 2

We've discussed that, so that is a possibility, yes.

Speaker 0

Okay. What's the company's name in Sweden that sells your shafts?

Speaker 2

Oh, that's a good question. I don't know it off the top of my head. My sales guy, Angelo, did that. We can get back to the person by email if we have their email.

Speaker 0

Yeah, if you send that question to our IR, Scott, we'll get you that answer. Okay, that's all the questions I've seen so far. I'll let you guys go for a minute to see if you've got any additional questions. You guys have been great. A lot of good questions.

Speaker 2

Yeah, thanks. Thanks for coming on. I really love the interest. Are we good?

Speaker 0

Just checking. Hold on. Giving them all a little more second. All right. Any interest in doing a Newton Golf Day?

Speaker 2

For investors?

Speaker 0

I think so, investors.

Speaker 2

Yeah, we've been talking about that. Our IR guy, Scott, has recommended that to us. We were thinking about doing that in December, somewhere in a sunny location, in conjunction with our face-to-face onsite board meeting, where we basically do the annual planning. That way, the board could meet investors. We're dialoguing that a little bit right now. I would love to do it.

Speaker 0

All right. Thank you, Anonymous. This is a good final. What is your final message to investors to help restore their confidence in the company's future?

Speaker 2

I think we're extremely undervalued. I think there's a huge amount of upside. I'm personally buying the stock, and I hope you'll do the same.

Speaker 0

All right. That basically concludes. Do you want to wrap it up, Greg?

Speaker 2

Thank you again to everyone who joined our call today. We really, really appreciate your continued interest. We want to be much more communicative with you. We want to give you the information you need to make the investment. Thank you for joining, and we really enjoyed this. Have a great evening.

Speaker 0

Thank you, everyone.