Good afternoon, everyone, and welcome to the Dave & Buster's Q4 and Fiscal Year End 2024 Earnings Call. All participants will be in a listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star and then one on your touch-tone telephones. To withdraw your questions, you may press star and two. Please note today's event is being recorded. At this time, I'd like to turn the floor over to Cory Hatton, Head of Entertainment Finance, Investor Relations, and Treasurer. Please go ahead.
Thank you, Operator, and welcome to everyone on the line. Joining me on today's call are Kevin Sheehan, our Chair of the Board and Interim CEO, and Darin Harper, our CFO. After our prepared remarks, we will be happy to take your questions. This call is being recorded on behalf of Dave & Buster's Entertainment, Incorporated and is copyrighted. Before we begin the discussion on our company's Q4 and fiscal year end 2024 results, I'd like to call your attention to the fact that in our prepared remarks and responses to questions, certain items may be discussed which are not entirely based on historical fact. Any of these items should be considered forward-looking statements relating to future events within the meaning of the Private Securities Litigation Reform Act of 1995.
All such forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ from those anticipated. Information on these risks and uncertainties have been published in our filings with the SEC, which are available on our website. In addition, our remarks today will include references to financial measures that are not defined under generally accepted accounting principles. Investors should review the reconciliation of these non-GAAP measures to the comparable GAAP measure contained in our earnings released this afternoon. With that, let me turn the call over to Kevin.
Thank you, Cory. Good afternoon, everyone, and thank you for joining our call today. While we are disappointed by our results for the Q4 , we are very encouraged by the clear opportunities we have identified over the past few months and the most recent trends in the business in taking actions to unwind mistakes and make appropriate changes. Previous leadership, while well-intentioned, made significant and ill-advised changes to marketing, food and beverage, operations, remodels, and games investment that negatively impacted the business. The current leadership team has been systematically unwinding these mistakes and pursuing a back-to-basics strategy while making high-confidence improvements to the key areas of the business, entirely in line with our previously communicated strategic plan. For the avoidance of doubt, our strategic plan is the right plan. Execution against it was flawed.
We are highly confident that our current actions will lead to significantly improved revenue, adjusted EBITDA, free cash flow, and shareholder value in the months ahead. Results in March and April have notably improved from the trend of the Q4 and on through February, and we expect results to continue to improve in the coming months. Our financial position remains strong with relatively low leverage, no near-term debt maturities, and no operative financial covenants. As you all know, we have an excellent business model with high returns on new unit investment, best-in-class store-level economics, disciplined expense management, and significant operating free cash flow generation. Importantly, the current leadership team and the full board are laser-focused on managing this business to drive both revenue growth and free cash flow generation.
Our team could not be more excited by the opportunities we see ahead to meaningfully improve the operating performance of the business and shareholder value. Let me take a few minutes to highlight some of the issues we have identified with key elements of the business and the changes we have made or are planning to make to unwind mistakes and deliver better execution and improved results. As previously discussed, we are much more in the process of returning to the basics of what made this company so successful in the past. This is a simple business with an exceptional business model that was doing quite well. In attempting to improve the business that was already doing well, prior leadership made very dramatic and chaotic changes that, among other things, distracted, confused, and overwhelmed our customers and our operators.
On marketing, prior leadership made drastic changes to our media mix, essentially eliminating TV entirely. We went from 90% plus TV to essentially zero. Prior leadership also overwhelmed our customers and operators with way too many and often overlapping and conflicting promotions. We have already reintroduced TV back, and we have returned more closely to our historical cadence of promotional activity. In particular, we have reintroduced our historically most popular and successful promotion, our classic Eat & Play Combo. We will continue to promote this incredible value proposition in all of our marketing channels and are already seeing it as an increasing mix of old checks. On operations, we were overwhelming our operators with promotions and making too many other changes to menu, service style, pricing, labor configuration, remodel activity, and other changes while reducing or eliminating our training activities, and we were not properly engaging with and listening to our operators.
We have dialed back most of this and have returned to the historical practice. I have personally spent an enormous amount of time directly with our operators, hearing from them, hearing their issues, and the many opportunities that we see each and every day. We are also reintroducing our historical training practices and reestablishing our quality standards. On menu, we eliminated popular ticket entrées and over-promoted lower ticket shareables, which led to a trade down. We also unfavorably changed our pricing architecture and changed our menu design and configuration. We have already made changes to the menu design and configuration and many of the pricing issues as well. We are in the process of returning our most popular entry items back to the menu and plan to roll out our back-to-basics menu in the coming months after some extensive testing. On remodels, we did not properly test our prototypes.