Financial Data and Key Metrics Changes - The company reported a cautious but cautiously optimistic consumer environment, with recent weeks showing improved sales [5] - Same-store sales were down approximately 3% to 3.5% across all 18 brands, which is considered manageable in the current environment [28] - The company has sold around 200 new franchise units and opened over 70 new stores, with plans to open another 100 this year [28] Business Line Data and Key Metrics Changes - The company has expanded its portfolio to 18 brands, including high-growth brands like Fatburger, Johnny Rockets, and Round Table Pizza [4][7] - The manufacturing operation, which produces cookie dough and pretzel mix, has increased its capacity utilization from 30% to 45%, generating approximately $15 million in annual EBITDA [11][12] Market Data and Key Metrics Changes - The company has seen a positive shift in consumer behavior, with sales improving significantly in recent weeks [5] - Franchisee confidence is indicated by the sale of several hundred incremental franchise units over the past few years, with 213 units sold recently [6] Company Strategy and Development Direction - The company focuses on co-branded and multi-branded locations, expecting 10%-20% higher revenues from these formats [8] - The strategy includes converting select Smoky Bones locations into Twin Peaks, which has shown a potential to double sales in converted locations [18][21] Management's Comments on Operating Environment and Future Outlook - Management acknowledges the challenges posed by rising interest rates and a difficult equity market, but emphasizes the strength of the brand portfolio and the potential for restructuring debt [24][28] - The company aims to restructure its debt to make it more manageable, with ongoing discussions with noteholders [26][27] Other Important Information - The company has a unique manufacturing operation that complements its restaurant portfolio, providing high-margin products to franchisees [11] - The spinout of Twin Peaks into a publicly traded company was a strategic move to raise equity and pay down debt [14][15] Q&A Session Summary Question: What is the current state of the consumer? - Management noted a cautious but cautiously optimistic consumer environment, with recent sales improvements [5] Question: How is the development pipeline looking? - The company has sold a couple hundred incremental franchise units, indicating strong franchisee confidence [6] Question: What are the growth opportunities in non-traditional locations? - Non-traditional locations can be lucrative if they have good traffic flow, and the company is exploring these opportunities [10] Question: How does the manufacturing operation fit into the long-term strategy? - The manufacturing facility is seen as a significant opportunity, currently running at 45% capacity and generating high margins [11][12] Question: What is the outlook for Twin Peaks and Smoky Bones? - The company is converting some Smoky Bones into Twin Peaks, which has shown promising sales increases [18][21]

Financial Data and Key Metrics Changes - The company reported a cautious but cautiously optimistic consumer environment, with recent weeks showing significant sales improvements [5] - Same-store sales were down approximately 3% to 3.5% across all 18 brands, which is considered manageable in the current environment [28] - The company has sold around 200 new franchise units and opened over 70 new stores, with plans to open another 100 this year [28] Business Line Data and Key Metrics Changes - The company has expanded its portfolio to 18 brands, including high-growth brands like Fatburger, Johnny Rockets, and Round Table Pizza [4][7] - The manufacturing operation, which produces cookie dough and pretzel mix, has increased its capacity utilization from 30% to 45%, generating approximately $15 million in annual EBITDA [11][12] Market Data and Key Metrics Changes - The company has seen a shift towards cautious consumer spending, but there are signs of improving consumer confidence due to factors like refund checks [5] - The development pipeline indicates strong franchisee confidence, with existing franchisees purchasing more units [6] Company Strategy and Development Direction - The company focuses on co-branded and multi-branded locations, which are expected to generate 10% to 20% higher revenues compared to standalone units [8] - The strategy includes converting select Smokey Bones locations into Twin Peaks, which has shown a potential to double sales in converted units [18][21] Management's Comments on Operating Environment and Future Outlook - Management acknowledges the challenges posed by rising interest rates and a difficult equity market, but emphasizes the strength of the brand portfolio and the potential for restructuring debt [24][25] - The company aims to restructure its debt to make it more manageable, as the current debt is non-recourse to FAT Brands and secured at the brand level [23][24] Other Important Information - The company has faced significant costs related to a government investigation, amounting to $75 million, which has impacted cash flow [25] - The management team is focused on maintaining brand health and leveraging the manufacturing business for additional growth opportunities [29] Q&A Session Summary Question: What is the current state of the consumer? - Management noted a cautious but cautiously optimistic consumer environment, with recent sales improvements [5] Question: How is the development pipeline looking? - The company has sold a couple hundred incremental franchise units in recent years, indicating strong franchisee confidence [6] Question: What are the growth opportunities in non-traditional locations? - Non-traditional locations can be lucrative if they have good traffic flow, and the company is exploring opportunities in places like universities and airports [10] Question: How does the manufacturing operation fit into the long-term strategy? - The manufacturing facility is expected to utilize excess capacity and generate high margins, contributing to overall profitability [11][12] Question: What is the strategy for Twin Peaks and Smokey Bones? - The company is converting select Smokey Bones into Twin Peaks, which has shown promising sales increases [18][21] Question: How is the company addressing its financial position? - Management is in discussions to restructure debt and is looking for practical solutions to improve the financial situation [26][27]

Financial Data and Key Metrics Changes - The company is targeting a 10% operating margin by fiscal 2028 and is trending on plan towards that goal [15] - There has been a decline in revenue, which implies modest revenue growth is needed to return to baseline levels [18] - The company is confident in its ability to offset tariffs by fiscal 2027, with a plan in place to mitigate approximately $60 million in tariff impacts this fiscal year [40][41] Business Line Data and Key Metrics Changes - The company has seen 70% of its portfolio back to growth, excluding the Dickies business [11] - The North Face brand is underdeveloped in the U.S. compared to Europe and APAC, indicating significant growth opportunities [28] - Vans is undergoing a turnaround with new product launches and marketing strategies, although financial outcomes have yet to fully reflect these changes [21][24] Market Data and Key Metrics Changes - The consumer environment is showing mixed signals, with some negative commentary from medium and lower-end consumers, while the U.S. consumer remains "stubbornly positive" overall [12][13] - The company is focusing on the U.S. market for direct-to-consumer sales, which constitutes 70% of its business [25] Company Strategy and Development Direction - The company aims to create a multi-brand organization that leverages best-in-class processes across its brands [5] - There is a strong emphasis on improving operational efficiencies and reducing SG&A costs while maintaining a focus on growth [15][41] - The company is committed to elevating its brands, particularly Timberland and The North Face, to capture more market share and expand product offerings [32][30] Management's Comments on Operating Environment and Future Outlook - Management expresses excitement about the business's potential and the ongoing turnaround efforts, particularly in Vans and Timberland [44][46] - There is a focus on long-term consistent growth rather than short-term fluctuations, with a desire for a steady upward trajectory over the next three to five years [26] Other Important Information - The company is implementing Integrated Business Planning to improve inventory management and reduce markdowns, aiming to use promotions strategically rather than as a regular practice [41] - The company is exploring opportunities to expand its Timberland store footprint in the U.S., which currently has only eight full-price stores [34][36] Q&A Session All Questions and Answers Question: What is the company's strategy for offsetting tariffs by fiscal 2027? - The company has a pricing plan in place and is working with supplier partners to offset tariffs, expecting to be on a run rate to offset all tariffs by fiscal 2027 [39][40] Question: How does the company plan to drive favorable promotions? - The company aims to minimize markdowns and use promotions strategically during key moments, correcting its previous reliance on promotions [41] Question: What is the outlook for cash flow and deleveraging the balance sheet? - The company is confident in its free cash flow growth and plans to continue improving operating income, which will aid in deleveraging the balance sheet [42][43]

Financial Data and Key Metrics Changes - The company aims to achieve a 10% operating margin by fiscal 2028 and is trending on plan towards that goal [14][17] - The company has seen a decline in revenue but expects modest revenue growth to return to baseline levels [17][41] Business Line Data and Key Metrics Changes - Approximately 70% of the company's portfolio, excluding the Dickies business, was back to growth in fiscal Q2 [10] - The company is focused on improving the Vans brand, with new product launches and marketing strategies showing positive internal data, although financial outcomes have yet to reflect this [20][24] Market Data and Key Metrics Changes - The consumer environment is perceived as "stubbornly positive," though there are signs of mixed sentiment, particularly among medium and lower-end consumers [11][12] - The U.S. market remains a strong focus, with 70% of Vans' business being direct-to-consumer [25] Company Strategy and Development Direction - The company is committed to creating a multi-brand organization that leverages best-in-class processes across its brands [5][6] - There is a strategic focus on expanding the North Face brand into year-round categories and elevating its market presence [28][29] Management's Comments on Operating Environment and Future Outlook - Management expresses confidence in the ability to offset tariffs by fiscal 2027 through strategic pricing and partnerships [39] - The company is optimistic about cash flow growth and plans to continue improving operating income [41][42] Other Important Information - The company has made significant leadership changes to align the team with its vision, which has fostered a unified direction [8][9] - The company is exploring opportunities in the Altra brand, which has seen a 37% growth last quarter [43] Q&A Session Summary Question: What is the company's take on the consumer environment? - Management describes the consumer environment as "stubbornly positive" but notes some emerging negative sentiment among lower-end consumers [11] Question: How is the company addressing tariffs? - The company plans to be on a run rate to offset all tariffs by fiscal 2027, supported by a strategic pricing plan [39] Question: What is the outlook for cash flow and operating income? - Management is confident in growing cash flow and operating income, with a target of achieving a 10% operating income by fiscal 2028 [41][42] Question: How is the Vans brand performing? - Management believes the actions taken for Vans are correct, and while financial outcomes are not yet visible, internal data shows positive trends [20][24]

FAT Brands (NasdaqCM:FAT) FY 2026 Conference January 13, 2026 09:30 AM ET Speaker0Good morning. Hi, I'm Michelle Michalski, Senior Vice President at ICR. Here with me today is Andy Wiederhorn, CEO of FAT Brands, and Ken Kuick, CFO. FAT Brands is a leading global franchise company that strategically acquires, markets, and develops fast casual, quick service, casual dining, and polished casual dining concepts around the world. The company currently owns 18 brands, including iconic concepts such as Johnny Rock ...

Financial Data and Key Metrics Changes - The company reported a significant increase in share price, up over 170% in 2025, indicating a positive market response to its transformation strategy [3] - Operating margin expansion of 120 basis points was achieved through Q3 2025, reflecting improved profitability [9] Business Line Data and Key Metrics Changes - The company is focusing on premium product offerings, with the percentage of frames priced over $99 increasing from 20% to 40% by the end of 2025 [13] - Managed care transactions now account for approximately 40% of the business mix, up from low single digits when the company was founded [18] Market Data and Key Metrics Changes - The managed vision care segment constitutes 70% of the eyewear category, providing a resilient market backdrop for the company [31] - The competitive landscape includes independent optometrists holding about 50% of the market, with the company positioned uniquely with over 2,000 employed optometrists [34] Company Strategy and Development Direction - The company is transitioning to a more innovative digital model, enhancing customer experience and product assortment [2] - Key strategic pillars include underdeveloped customer segments, product mix, customer experience, and new store growth, all aimed at expanding operating margins [7][9] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the company's ability to control its destiny through effective execution of its strategic plan, despite potential macroeconomic challenges [41] - The company aims for high single-digit revenue growth and mid-single-digit comparable store sales growth over the next five years [37] Other Important Information - The company is investing in remote health technology, with over 10% of exams now conducted remotely, indicating a shift towards telehealth services [35] - A new CRM platform is being implemented to enhance marketing capabilities and consumer engagement [36] Q&A Session Summary Question: What is the current status of the company's transformation? - Management indicated that the transformation is still in early stages, with positive early results in profitability and customer segmentation [5][6] Question: How does the company plan to drive value for shareholders? - The focus is on expanding operating margins through targeted customer segments and premium product offerings, with a significant difference in profitability between consumer types [9][24] Question: How sensitive is the business to macroeconomic shifts? - The company operates in a resilient category, with managed vision care providing stability, and management believes they can navigate macroeconomic challenges effectively [31][41]

Financial Data and Key Metrics Changes - The company reported a significant increase in share price, up over 170% in 2025, indicating a positive market response to its transformation strategy [3] - Operating margin expansion of 120 basis points was achieved through Q3 2025, reflecting improved profitability [9] Business Line Data and Key Metrics Changes - The company is focusing on premium product offerings, with the percentage of frames priced over $99 increasing from 20% in 2024 to 40% by the end of 2025, indicating a shift towards higher-margin products [13] - Managed care transactions now account for approximately 40% of the business mix, up from low single digits when the company was founded, showcasing a successful strategy to attract this segment [18] Market Data and Key Metrics Changes - The managed vision care segment constitutes 70% of the overall category, with the company currently capturing 40% of that market, suggesting room for growth [31] - The competitive landscape includes independent optometrists holding about 50% of the market, with the company positioned uniquely with over 2,000 employed optometrists [34] Company Strategy and Development Direction - The company is transitioning from an analog model to a digitally driven approach, focusing on customer segmentation, product mix, and enhancing customer experience [7][9] - Future growth strategies include a continued emphasis on premiumization of products and leveraging technology for better customer engagement and operational efficiency [36] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the resilience of the business model, particularly due to the managed care component, which provides stability against macroeconomic shifts [31][41] - The company aims for high single-digit revenue growth and mid-single-digit comparable store sales growth over the next five years, with a focus on operating margin expansion [37] Other Important Information - The company has invested in remote health technology, with over 10% of exams now conducted remotely, indicating a strategic shift towards telehealth services [35] - A new CRM platform is being implemented to enhance marketing capabilities and improve customer acquisition strategies [36] Q&A Session Summary Question: What is the current status of the transformation strategy? - Management indicated that they are in the early stages of transformation, with early actions yielding stronger profitability and better comparable sales [5][6] Question: How does the company plan to drive value for shareholders? - The focus is on expanding operating margins through targeted customer segments and premium product offerings, which are expected to yield higher gross margins [9] Question: How sensitive is the business to macroeconomic shifts? - The company believes it operates in a resilient category, with managed vision care providing a buffer against economic fluctuations [31]

Financial Data and Key Metrics Changes - The company reported a projected net revenue of $395 million for 2025, with 65% expected to come from wholesale channels, indicating a deliberate diversification strategy [29] - The company has faced challenges with gross margins due to rising green coffee prices, which have doubled over the last two years, reaching historic highs of $3-$4 per pound [32][34] - The company aims to restore gross margins to 40% over time through pricing strategies, productivity improvements, and a shift towards more profitable wholesale sales [36] Business Line Data and Key Metrics Changes - The core coffee business remains the primary revenue driver, with significant growth in ready-to-drink (RTD) coffee, which is now the third-largest in America [21][24] - The company has diversified its customer base from 90% direct-to-consumer in 2019 to a more balanced approach with significant wholesale distribution through major retailers like Walmart and Kroger [29] - The ready-to-drink coffee category has faced challenges but is expected to see innovation with new products like Cold Brew launching in January [25] Market Data and Key Metrics Changes - The company has increased its presence in grocery and mass retail, now reaching 55% of measurable stores across the country [24] - The company is experiencing unit growth of 22% despite rising prices, indicating strong demand and effective pricing strategies [21] Company Strategy and Development Direction - The company emphasizes its mission-driven narrative and veteran support, which resonates with consumers and differentiates it from competitors [10][12] - The strategy includes a "land and expand" approach to increase market penetration and velocity in retail channels [24] - The company plans to focus on innovation in the RTD coffee segment and energy drinks while ensuring that investments do not detract from the core coffee business [28] Management's Comments on Operating Environment and Future Outlook - Management acknowledges the challenges faced in the coffee market but expresses confidence in the company's ability to navigate these complexities and capitalize on growth opportunities [5][11] - The management team is committed to building credibility and consistency over the next two years, focusing on brand momentum and community engagement [11][12] Other Important Information - The company has reduced headcount by nearly 50% from 2022 highs to streamline operations and improve efficiency [35] - The management team consists of military veterans, which is highlighted as a strategic advantage in building brand loyalty and community support [10][12] Q&A Session Summary Question: What is the company's strategy for the energy drink segment? - The company plans to focus on specific geographies where it can support its energy drink distribution effectively, learning from past experiences to avoid overextending [27][28] Question: How does the company plan to address rising coffee prices? - The company is implementing pricing actions, improving supply chain efficiencies, and shifting towards more profitable wholesale sales to mitigate the impact of rising coffee prices [32][34]

Titan Machinery (NasdaqGS:TITN) FY 2026 Conference January 13, 2026 09:00 AM ET Company ParticipantsBo Larsen - CFOBo LarsenBased in Australia. The philosophy, at first it was a small handful of dealerships, but then, Dave and Peter, kind of got together and started working on a vision to help consolidate the CNH network. And we're a leader in that space, and we are the largest, CNH dealer in the world. So the thought process was, buy the neighboring, dealerships, and then let's move back office support fun ...

Financial Data and Key Metrics Changes - The company reported a peak equipment inventory of approximately $1.3 billion, with guidance suggesting a reduction of about $550 million by the end of January [24] - Equipment margins improved from 3% in the first half of fiscal 2026 to 7% in the third quarter, indicating a recovery trend [28][29] - The company aims to operate within a tighter inventory range of two and a half times turn, focusing on improving the mix of inventory [21] Business Line Data and Key Metrics Changes - Revenue split is approximately 75% from equipment sales and just under 25% from parts and service, with parts and service contributing about 50% of gross profit dollars [3][4] - The service side has a gross profitability margin in the low 60s%, while parts have a margin in the low 30s%, compared to single-digit margins for equipment [4] Market Data and Key Metrics Changes - The company is navigating a down cycle, with industry volumes expected to be about 50% of the long-term average from 2000 to 2025, potentially marking the lowest point in several decades [18][19] - The agricultural equipment market is under pressure, with large ag equipment expected to decline by 15%-20% in the upcoming year [18] Company Strategy and Development Direction - The company is focused on consolidating its dealership footprint to enhance service efficiency and customer care, particularly in rural areas [5][6] - Recent divestitures in Germany were part of a strategy to focus on areas with higher profitability potential and to strengthen the dual-brand dealership model [12][14] - The company is investing in digitization and automation to improve operational efficiency and is currently implementing a new ERP system [30] Management's Comments on Operating Environment and Future Outlook - Management acknowledges the current down cycle but expresses confidence in the company's positioning for future recovery, emphasizing strong relationships and a proactive approach to inventory management [30][38] - The leadership team is focused on adjusting strategies in response to market conditions, including pulling back on purchasing and refining inventory management practices [37][38] Other Important Information - The company is actively pursuing M&A opportunities within its core footprint, aiming to increase dealership density and improve service delivery [10][11] - Floor plan interest has been a significant constraint on EPS generation, with efforts underway to reduce this burden through improved inventory turnover [32][33] Q&A Session Summary Question: How does the company source M&A opportunities? - The company relies on relationships within the industry and proactively engages with neighboring dealers to express interest in potential acquisitions [8][9] Question: What is the company's strategy regarding inventory management? - The company has implemented a plan to reduce inventory levels and improve the mix, focusing on presales and regionalized stock inventory [21][22] Question: How does the company view the current cycle and its impact on operations? - Management believes the current cycle presents challenges but also opportunities for consolidation and efficiency improvements, positioning the company for future growth [30][38]