Sturm, Ruger & Company - Earnings Call - Q3 2025

Executive Summary

• Q3 revenue modestly grew year over year to $126.8M (+3.7% YoY) and rose sequentially from Q2’s $132.5M to $126.8M, but GAAP diluted EPS fell to $0.10, aided by a $0.19 per-share benefit from a tax-rate revision; absent that benefit, EPS would have been a $(0.09) loss.
• Mixed scorecard versus S&P Global consensus: revenue beat ($126.8M vs $124.2M*) while EPS missed materially ($0.10 vs $0.355*) as costs tied to the new Hebron, KY facility and promotions weighed on margins; pre-tax loss was $2.1M.
• Non-GAAP profitability metrics deteriorated: EBITDA was $2.9M (2.2% margin) vs $9.9M (8.1%) in Q3’24, reflecting increased material/technology and promotional costs and ~$1.9M of Hebron acquisition/operating costs without offsetting revenue.
• Strategic execution advanced: new products generated $40.6M (33.7% of firearm sales), Glenfield brand launched, RXM and Ruger American Rifle Gen II expanded, and Hebron ramp remains on track to begin firearms production by year-end, positioning for future growth and cost control.
• Corporate/stock dynamic: Board adopted a limited-duration stockholder rights plan after Beretta disclosed a 9.0% stake, providing a governance backdrop that could influence sentiment and strategic optionality near term.

Note: Items marked with an asterisk (*) are values retrieved from S&P Global.

What Went Well and What Went Wrong

What Went Well

• New product vitality and share gains: “new products” contributed $40.6M, or 33.7% of firearm sales, led by RXM pistol, Marlin lever-action, and Ruger American Rifle Gen II; management cited growing market share despite a soft industry backdrop.
• Strategic footprint and insourcing: acquisition of Anderson’s Hebron facility supports modern sporting rifle capacity and insourcing of components to improve costs, lead times, and quality; production is targeted by year-end.
• Liquidity and capital returns: $80.8M of cash and short-term investments, zero debt, YTD cash from operations of $38.8M; returned $35.6M to shareholders YTD via dividends ($9.5M) and buybacks ($26.1M at $35.60/share).

What Went Wrong

• Profitability pressure: GAAP operating loss of $(3.5)M and pre-tax loss of $(2.1)M; GAAP diluted EPS just $0.10, with a $0.19 per-share tax benefit masking an underlying $(0.09) loss, reflecting Hebron start-up costs, material/technology costs, and higher promotions.
• Margin compression: EBITDA fell to $2.9M (2.2% margin) vs $9.9M (8.1%) in Q3’24 amid increased sales promotional expenses and ramp costs; Q2 had also been pressured by non-recurring rationalization and realignment actions.
• Pricing/mix headwinds: management highlighted heavy LCP promotional activity and mix as notable drivers of lower ASPs and margin headwinds in the quarter.

Transcript

Todd Seyfert (CEO)

While NICS checks, often used as a proxy for the market, are down roughly 4% year-to-date versus 2024. Additionally, the market continues to be influenced by the availability of used firearms at retail. Despite these challenges, I am pleased with our top-line performance for the quarter, where we achieved year-over-year sales growth. As we continue to make progress on our strategic plan, we are actively focused on key operational initiatives and innovation activities. As top-line performance trends upward, these disciplined actions are critical to accelerating return to sustained profitability and enhancing long-term success. Now, Tom Dineen, our Chief Financial Officer, will take us through the financial results for the quarter.

Tom Dineen (CFO)

Thanks, Todd. Net sales for the quarter were $126.8 million. Diluted earnings were $0.10 per share. For the corresponding period in 2024, net sales were $122.3 million. Diluted earnings were $0.28 per share. On a pre-tax basis, the company lost $2.1 million in the third quarter of 2025. This was driven by $1.9 million of acquisition and operating costs at the new Hebron, Kentucky facility that was acquired in July, increased costs associated with material and technology, and increased sales promotional expenses. During the third quarter of 2025, we revised our estimated annual effective income tax rate for 2025 and recognized a $3 million increase to our year-to-date income tax benefit. This increased third-quarter net income by $0.19 per share. Without this increase, our EPS would have been a loss of $0.09 per share. For the nine months ended September 27, 2025.

Net sales were $395 million, and the company lost $0.48 per share for the corresponding period in 2024. Net sales were $389.9 million, and diluted earnings were $1.15 per share. In the second quarter of 2025, the company rationalized and price repositioned several product lines, reduced the number of models offered, and implemented an organizational realignment, which adversely impacted the results of operations for the nine months ended September 27, 2025. On an adjusted basis, excluding the impact of these non-recurring expenses, diluted earnings for the nine months ended September 27, 2025, were $0.65 per share. On an adjusted basis, excluding the reduction in force expense of $1.5 million incurred in the first quarter of 2024, diluted earnings per share for the nine months ended September 28, 2024, were $1.22. On September 27, 2025, our cash and short-term investments totaled $81 million.

Our short-term investments are invested in United States Treasury bills and in a money market fund that invests exclusively in United States Treasury instruments, which mature within one year. On September 27, 2025, our current ratio was 3.5 to 1, and we had no debt. In the third quarter, we generated $13 million of cash from operations. In the first nine months, we generated $39 million of cash. Year-to-date, capital expenditures totaled $28 million, including $15 million for the Anderson acquisition in Hebron, Kentucky. The company expects capital expenditures to total $35 million for the year for continued investments in new product introductions, expanded capacity for product lines in greatest demand, upgraded manufacturing capabilities, and strengthened facility infrastructure. For the third quarter, we returned $13 million to our shareholders through the payment of $3 million of quarterly dividends.

$10 million through the repurchase of 288,000 shares of our common stock at an average cost of $34.33 per share. In the first nine months of 2025, we returned $36 million to our shareholders through the payment of $10 million of quarterly dividends and $26 million through the repurchase of 731,000 shares of our common stock at an average cost of $35.60 per share. The company also announced that its board of directors declared a dividend of $0.04 per share for the third quarter for stockholders of record as of November 17, 2025, payable on November 28, 2025. This dividend is approximately 40% of net income. Now back to you, Todd.

Todd Seyfert (CEO)

Thanks, Tom. When I stepped into the CEO role earlier this year, we began a comprehensive assessment of our operations and a full review of our product portfolio. Those activities continued into the third quarter, where we realized top-line growth from many of the actions taken in the second quarter, while identifying additional opportunities to strengthen our foundation moving forward. Operationally, we are executing several key initiatives designed to improve efficiency and profitability across the organization. This quarter, we advanced into the next phase of that work with a rigorous evaluation of product line performance, conducting detailed line-by-line reviews of our portfolio and assessing profitability facility by facility to ensure our resources are deployed where they create the greatest value. This includes realigning our manufacturing footprint to maximize efficiency and reduce costs by balancing production lines across facilities to improve delivery and resource utilization.

At the same time, we continue our product line analysis and rationalization to ensure that every product earns its place in our lineup and every facility operates efficiently and accountably. A great example of this is our newest facility in Hebron, Kentucky, which we acquired in July of this year. Following our product line review, we identified the need for additional capacity to support our modern sporting rifle category. We purchased Anderson to provide that capacity, which in turn freed up capacity in Maiden for one of our most in-demand products, the second-generation Ruger American Rifle. With the additional resources in Hebron, we are actively working to insource components that were previously purchased, a move that will improve our cost structure, shorten lead times, and give us greater control over quality and delivery.

Additionally, product innovation continues to be the most important factor in remaining successful in a tough economic market. As I've said before, our greatest opportunities lie in delivering new, relevant products that resonate with consumers and position us for sustained growth. For the quarter, new product sales accounted for $41 million, or 34% of net firearm sales, which reinforces the popularity of our innovative products. As always, new product sales include only major new products that were introduced in the past two years. These are high-demand platforms that continue to resonate with customers across a variety of segments, including the award-winning RXM pistol, a modular polymer frame striker-fired pistol developed in collaboration with Magpul. The second-generation Ruger American Rifle, an update to the American-made rifle that has been the benchmark for accuracy, durability, and performance in bolt action rifles for over a decade.

Marlin lever-action rifles, which remain a staple for collectors, hunters, and traditional enthusiasts. The Ruger 10/22 with carbon fiber barrel, a lightweight model featuring a stainless steel tensioned barrel with a carbon fiber sleeve. The fourth-generation Ruger Precision Rifle, refined through years of feedback from competitive shooters. With that said, our pipeline remains strong and demand for new products continues throughout the channel. In Q3, we made meaningful progress to position ourselves for success in the future. Already in October, we have reintroduced Glenfield Firearms, an iconic value brand that offers hunters of all experience levels a no-nonsense American-made rifle. We expanded the second-generation Ruger American Rifle line with the Prairie and Patrol models, the first Ruger American Rifles featuring a heavy barrel. We also broadened Marlin caliber offerings with the launch of the first-ever 10 mm lever-action rifle in the market.

These launches build on our most successful product families, and we're just getting started. Looking ahead, the coming months will bring even greater opportunity, including building out the popular RXM Pistol family with new grip frames, sizes, accessories, and configurations. Launching a new line of modern sporting rifles manufactured in our Hebron facility, and bringing back the classic Ruger Red Label Shotgun, making us once again a full-line manufacturer of firearms. As you can see, Ruger is well-positioned for continued success. We remain focused on building a stronger, more agile company, one that consistently delivers value to our customers, employees, and shareholders. I'm encouraged by the progress we've made and excited about what's ahead. With that said, we continue to take a disciplined and thoughtful approach to capital allocation, ensuring that every dollar deployed serves a clear strategic purpose and creates long-term shareholder value. Our priorities remain unchanged.

Maintain a strong debt-free balance sheet, invest in core product innovation and operational efficiency, and return capital to shareholders responsibly. This disciplined capital approach ensures the company has the flexibility to invest when opportunities arise while continuing to reward shareholders over time. Ruger's future success will be measured by improved returns for our shareholders, and we are taking the right steps to get there, building a company designed for long-term strength rather than short-term reactions. Thank you for your time, continued support, and confidence in Ruger. Operator, can we please have the first question?

Operator (participant)

Certainly. As a reminder, to ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. One moment, please. Our first question comes from the line of Mark Smith with Lake Street.

Mark Smith (Senior Research Analyst)

Hi, guys. I wanted to ask first just about gross profit margin and what was kind of putting downward pressure on gross profit margin here in the quarter, if it was a mix issue or if there's still some of the transformation things that are putting some pressure on gross profit margin this quarter.

Todd Seyfert (CEO)

Hey, Mark, good morning. Hey, before I answer that, just an apology. It sounds like we had some technical difficulties with the video this morning, which. We encourage you to go to the website. It'll be posted after the call today. There is a lot of good content there. Again, apologies for the issues for those of you that could not access or see it this morning. With that. Mark, in terms of margins, really, it is a combination of things. I would tell you it is not a lot of the things that we saw in Q2. It is more about some of the volumes. Really, the biggest thing I would say is the Hebron, Kentucky. The work that we are doing there to get that facility up and ready for production. We had about $1.4 million.

Of costs associated with that facility without any revenue coming out of it. That is really the driver. We continue to go through our product line rationalization and our SKU consolidation, but you're not seeing a lot of that in the quarter.

Mark Smith (Senior Research Analyst)

Okay. I did want to ask about Hebron on just kind of an update on where you're at in getting that facility up and running and production in that facility.

Todd Seyfert (CEO)

Absolutely. We're making great progress, Mark. Our goal was to be in production with firearms by year-end, and we're on pace for that target still.

Mark Smith (Senior Research Analyst)

Okay. Perfect. Can you just talk a little bit about mix and price as we think about it? It looks like sales price on orders received was down a decent amount, as well as some of the items that were shipped. Very good production and units shipped. I'm curious just kind of where your mix came in, if RXM had maybe higher mix at a lower-priced item. I'd love to hear your thoughts on, as we think about the new line coming out here of Glenfield and kind of your thoughts around mix and price and how that fits within the strategy.

Todd Seyfert (CEO)

Absolutely. I think really the way to think about it in the quarter, Mark, was heavy LCP orders and shipments. We did do a program, and that was a thoughtful program in terms of the quarter. That is really the driver within the quarter. When we talk about the Glenfield expansion, that is actually an opportunity for us in terms of the facility in Newport. What we did there, Mark, is, as you know, the original American Gen 1 rifle was produced in that facility. It has been produced for over a decade. Fantastic entrance for Ruger into the bolt action marketplace. Affordable, quality, value. As we pivoted to the Gen 2 rifle, obviously, there was some confusion in the market. Why are you still producing both?

The decision was made, "Listen, when we bought Marlin, we acquired the assets and the trademarks for Glenfield." What we did is we said, "Listen, we've got this opportunity. We've got this capacity. Let's go ahead and figure out how we enter at a new price point where Ruger hasn't played, round out the product offering, good, better, best." That is where we came out with the Glenfield. That will be produced on upgraded machinery and equipment on the Gen 1 line. We're in production as we speak. I'll tell you that the acceptance in the marketplace has been fantastic.

Mark Smith (Senior Research Analyst)

Perfect. I think the last one for me, just curious about kind of steel and other input prices, where they're at. Any pressure on margins that we maybe have seen from rising input prices?

Todd Seyfert (CEO)

Yeah, I would say. Fairly flat. The good news is we had some we'd bought ahead in terms of supply, in terms of how much we had on hand, Mark, with some of the uncertainty. So that helped us a little bit. There is some noise around aluminum right now. Obviously. With the continued tariff uncertainty. We're positioning ourselves to be reactive to whatever's happening. And as you know, following this, it seems to be either by the day or by the week, we're seeing new information. And so we track it very closely, but not a significant amount of pressure on our costs to date.

Mark Smith (Senior Research Analyst)

Perfect. Thank you.

Todd Seyfert (CEO)

Absolutely.

Operator (participant)

Thank you. Our next question comes from the line of Rommel Dionisio with Aegis Capital.

Rommel Dionisio (Head of Research)

Good morning. Thanks for taking my question. Two questions. One if I could just follow up on Mark's question on the Glenfield line. How do you guys think about the positioning of that brand and that product line going forward to not cannibalize existing sales of Marlin or any of the products that you have in place? Is it more just a pricing issue, or is there kind of a different demographic you're targeting with that new product line? Or sorry, a revamped or. Rejuvenated product line for the Glenfield line, that's got a heritage brand there. And the second would be on the Patrol line you just announced. I wonder if you—is that tailored towards law enforcement? I wonder if you could just give some granularity on the type of consumer you're targeting with those new products. Thank you.

Todd Seyfert (CEO)

Sure. Absolutely. Good morning. So back to Glenfield first, Rommel. Really, the whole idea around Glenfield was, as we stratify our product line, we have the Marlin at the top of the pyramid, we have Ruger in the middle, and we didn't really have "that kind of the opening price point." And so that is where Glenfield will play. It'll be kind of the first gun. It'll be the value to get into the Ruger brand and the Ruger company. And so our thought there was, again, we didn't have products at that price point. And so we created. A variant of the Gen 1 with improved features and benefits at a price point that the Gen 2 does not play at. And so really focusing on attracting a new segment of the market, that's where we're focused on. And.

We're not cannibalizing anything because we don't have anything else near that price point. And so to us, this is kind of greenfield, new opportunity, white space in the market. When it comes to the Patrol rifle, that's really a name. It's really not law enforcement-focused, Rommel. It's really a variant of the incredibly successful Gen 2. We've never had a heavy barrel version of the Gen 1 or Gen 2 to date. And so this really opens up that product line. Into categories in the marketplace that we have not. Gone to yet in terms of the Gen 2 rifle. So it's really a new variant, not focused on law enforcement, really focused on. Kind of that Western hunting. General all-around. Consumer, if you will.

Rommel Dionisio (Head of Research)

Okay. Thanks. That's very helpful. Thank you.

Operator (participant)

Thank you. And our next question comes from the line of James Kostell with Cuyahoga Capital. James, your line is now open. James Kostell, your line.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Hi. Sorry. We had a little technical problem there. Yeah, two unrelated issues. Firstly. 1976 was the 200th anniversary of the Declaration of Independence. Next year will be the 250th. In 1976, Ruger imprinted on the barrels made in the 200th year of Liberty. And we'll be doing something, a similar promotion for. Next year. And it's my perception when I go to sporting goods stores that in the aftermarket. Firearms with that imprint on them traded a premium. And do you agree with that? Furthermore, if you're going to be doing a promotion of this sort and you compare it to what happened in 1976 versus 1975, can you give us an idea of what sort of increase in unit volume you saw. Back then and perhaps may see next year?

Todd Seyfert (CEO)

Good morning. Well, first off, thanks for remembering what we did. And we're excited about it. So we're in the process right now of evaluating what is possible across the product families. As you know, technology has changed. Our volumes increased. And so we got to be thoughtful about how we would imprint and what lines. And so we're going through that analysis. There will be something. We're just not exactly sure which and how many. And then in terms of. The premium that we see in the marketplace, we have seen when Ruger does special makeups or special builds, that it does create a premium in the marketplace. And we believe that helps build the brand over time. And so.

We're very happy and very excited when we can do these things because it does give that consumer, that Ruger consumer that's used to these special types of firearms and other options to come in and buy another Ruger. So we're excited about that very much. In terms of kind of the last question, it's a little bit more about. We have to be a little bit careful about forward-looking statements and what we can and can't say. But I will tell you, again, we're very excited about next year. We're excited about the opportunity for the country and the brand and how we bring those two things together.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Can you help me with what unit volumes did in 1976 versus 1975 and kind of what happened there?

Todd Seyfert (CEO)

James, yeah, I can't off the top of my head, to be honest with you. I wish I anticipated this question and I could have helped you out, but I don't have those numbers on my fingers.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Okay. A second unrelated issue. You're going to reintroduce the Red Label. I mean, is that somehow. Related to your new large shareholder, which is sort of the. Elephant in the room?

Todd Seyfert (CEO)

No, actually. It really is for us. Upon my arrival, we have really talked about the product families and where Ruger is and where Ruger wants to go. And it was really important to all of us in the company to become, once again, a full-line firearms manufacturer. And the one area that we were missing was the shotgun market. And so really, it's our way back to being the only full-line manufacturer of firearms. And that was the impetus for the reintroduction. As well as I'm a big shotgunner and I'm excited about it as well, personally, so.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Well, I mean, looking at it across the industry, SKB is an example, and Mossberg. Both import their target guns, I think mostly from Turkey. I mean. Would you have a problem with somebody else manufacturing a gun and you're selling it under the Ruger name?

Todd Seyfert (CEO)

No, we wouldn't. Ours are U.S.-made. So that's, I think, the differentiator for us. And what Ruger's trying to do is. We stand behind. We're very proud that we're a U.S. manufacturer of firearms and we'll continue to be that. Obviously, if an opportunity came up, it's something, obviously, if it makes sense for the business and it makes sense for our shareholders, we would look at it. But our focus right now is building guns here in the U.S..

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

You think the Beretta interest had nothing to do with the Red Label?

Todd Seyfert (CEO)

Oh, these things happened way, way before. The Beretta investment in Ruger. This was on our roadmap. This was something that the company had been working toward. We're at the point now where we're ready for it to launch, and we're ready to have guns, which we are launching here shortly.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Would you have any update on the Beretta situation that you'd like to share with us?

Todd Seyfert (CEO)

I mean, I think the answer is, listen, we appreciate their investment and confidence in our company. We reported in our press release last month that we issued a shareholder rights plan to kind of preserve the status quo while we try to engage. And we're happy to engage with anybody that wants to have a conversation. And so we're a public company. We're always for sale. And we look forward to engaging with them when they're ready.

James Kostell (Founder, CEO, Managing Partner, and Portfolio Manager Founder)

Okay. Thank you very much for taking my questions.

Todd Seyfert (CEO)

Absolutely. Thanks for the questions.

Operator (participant)

Thank you. I'm showing no further questions. So with that, I'll hand the call back over to President and CEO Todd Seyfert for any closing remarks.

Todd Seyfert (CEO)

Thanks, everyone. We appreciate your attention. Again, apologies on the video. Please go to the website. The team did a great job putting that video together. There's a lot of good content. We appreciate your investment in Ruger and your trust, and we look forward to speaking to you next quarter.

Operator (participant)

Ladies and gentlemen, thank you for participating. This does conclude today's program, and you may now disconnect.