Welcome to the Watsco First Quarter 2019 Earnings Conference Call. All participants will be in 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 then one on your telephone keypad. To withdraw your question, please press star then two. Note this event is being recorded. I would now like to turn the conference over to Albert Nahmad, CEO and Chairman of the Board. Mr. Nahmad, please go ahead.
Good morning, everyone. I hope everyone's having a beautiful spring day. Welcome to Watsco's first quarter earnings call. This is Al Nahmad, Chairman and CEO, and with me is A.J. Nahmad, President, Paul Johnston, Executive Vice President, and Barry Logan, Senior Vice President. Before we start, our cautionary statement. This conference call has forward-looking statements as defined by SEC laws and regulations that are made pursuant to the safe harbor provisions of these various laws. Ultimate results may differ materially from the forward-looking statements. On to our report. Excuse me, I'm fighting off a cold. Watsco produced another record quarter. Sales, operating profit, same-store operating margins, net income, and cash flow all reached new highs. Results reflect better gross margins and flat same-store SG&A.
Our performance was achieved in adverse weather in certain markets, also difficult sales comparisons from a year ago, and one less selling day during this quarter. Although it's very early, we believe 2019 will be another record year. We also continue to make investments. We have opened 12 new locations and that add more density in our markets, and we have continued to develop, launch, and iterate a variety of customer-focused technologies. Over the long run, these innovations will transform our way of doing business. Now, a few of this quarter's technology results. E-commerce run rate is approaching 30% of sales, and we're at $1.2 billion over the last 12 months. Furthermore, we surpassed 50,000 unique users in our mobile apps. Next, sales growth rates for active users continue to outpace non-users. Let me say that again.
Sales growth rates for active users continue to outpace non-users. Less year-over-year sales attrition is occurring with our user community. Finally, these results speak to one of our most fundamental long-term objectives, which is to partner with our customer and help them outgrow the market. That's what we want them to do. We want our customers to outgrow the market. Moving on to our balance sheet and cash flow. Our balance sheet remains very conservative and strong with an 8% debt to total cap ratio. Operating cash flow for the quarter was a record $53 million, and we again target cash flow to exceed net income this year. In January, we increased our dividend by 10% to an annual rate of $6.40 per share.
Interesting enough, 2019 marks the 45th year, I should say consecutive year, that we have paid dividends. 45 consecutive years of paying dividends. We often mention our 18% 30-year compounded annualized growth rate for total shareholder return, which is among the highest of all public companies. That's 18% in compounded growth rate of total shareholder return. We want to note that our 30-year compounded growth rate for dividends is 23%. Future dividends increases will be considered in light of investment opportunities, cash flow, our financial condition, and business conditions. In April, we completed the acquisition of DASCO Supply, a great company that has operated in the Northeast U.S. for 45 years. It is wonderful to now be a part of DASCO's family. I say it that way, part of the DASCO family, because that's how we look at it.
DASCO's name and culture will continue and will be led by the same team that made them successful. We continue to seek additional opportunities to grow our network. We believe this is an ideal time for owners to engage with us, and I hope they do. Our press release provides important details about our performance, and we will be happy to provide more color during Q&A. One last thing is to renew our invitation to visit us in Miami and learn more about our technology journey. Those who have visited come away with a better understanding of our culture and strategy. With that said, I wanna turn to A.J., Paul, and Barry for your questions as well as me. Anita?
We will now begin the question-and-answer session. To ask a question, you may press star then one on your telephone keypad. If you are using a speaker phone, please pick up your handset before pressing the keys. To withdraw your question, please press star then two. At this time, we will pause momentarily to assemble our roster. The first question today comes from Stephen Volkmann with Jefferies. Please go ahead.
Morning, Stephen.
Hi, good morning. Thanks for taking my question. Maybe we can just kick it off. We've talked over the last couple of quarters about kind of end market conditions and I guess Florida and Mexico specifically, but I think, Al, you also mentioned some weather kind of interruption. I guess, can you just give us a-
Sure.
Lay of the land of what you're seeing on your end markets?
Let's turn to our data guy, Paul Johnston. He watches that sort of thing. Go ahead, Paul.
We had, if I can take them one at a time. Florida obviously was a unique market this year. The weather wasn't what it normally is, but still we had a very good year in Florida, or good quarter in Florida. Mexico, we're still fairly unannounced what's going on on the political scene there. As soon as that becomes clear, I think we'd have a better outlook as far as where we're going in Mexico. Pretty normal. Small, seasonally small quarter and both markets performed well.
Was Florida up for you this year, this quarter?
We don't get into exactly, you know, what each one of our marketplaces do at.
Okay. Fair enough. Since you called out weather, do you have a sort of a rough estimate of what you think that might have cost you in the quarter for growth?
No. Boy, that would be a million-dollar question. That would be very, very tough to predict, you know, how much impact weather has. There's so many other different pieces of what we do in our business with the parts business, the supply, the new construction, the replacement market. It would be totally a wild guess.
Okay. Fair enough. All right. Thank you, guys.
The next question comes from Jeff Hammond of KeyBanc. Please go ahead.
Morning, Jeff.
Hey, good morning. Hey, just wanted to go through the two buckets. One, the investment spend you called out, you know, the $1.5 million incremental or $0.03 in the first quarter, you know, tied to the Alert Labs acquisition. Can you just talk about how you see that trending, you know, through the year and what you think the full year kind of investment spend headwind is?
Well, I'll turn that over to Mr. A.J.
Thank you. Yeah, we're excited about the Alert Labs acquisition. It's a bet for us. It's speculative. We believe that the products they're bringing to market, which are just coming online now, should be great for our customers and great for their customers. Judging by the initial reactions to the contractors that we show these tools to, we're excited. We are investing there, and we'll continue to invest as well as the other technology programs. As I've said, over time, where we see opportunity that has a great return on investment opportunity, we're gonna go for it. These are investments that we don't expect to pay off in the next month or a quarter, but over the long- term. We are a long-term company, it's consistent with our philosophy.
Is there a way to quantify what? Is that $1.5 million run rate you had in the first quarter, is that the right way to think about the headwind through the year?
I think so.
I think it's, yeah.
I think that's a good conservative way to look at it.
Okay. Conversely, I think you talked about some productivity initiatives that held same store SG&A flat, you know, for the quarter. Can you just talk about what you're doing there and, you know, how that progresses as you go into the selling season, you know, from a cost save perspective?
Mr. Logan.
Morning, Jeff. Well, yeah. Obviously with 575 locations as we ended the quarter, you know, really, I would say in the fall of last year after the selling season, we really went into a deep dive into data using the BI platform that we have, and really simply, you know, challenged the status quo with data across our, you know, across the whole number of branches that we have in Watsco. During the fall and into the early part of this year, you know, the business unit leaders, you know, used the data, made decisions, made changes, and it reflects in the SG&A to start this year. How that plays out in season, obviously, is a matter of, you know, the growth rate that's throughout the season.
In terms of repositioning cost, using the data platform we have, and being aggressive in that, in that sense, certainly showed itself in this quarter.
Okay. Last one. Any color you can give us on April trends and how you're feeling about inventories in your channel as you head into the selling season? Thanks.
Barry, I don't like to talk about going forward anymore, but what do you wanna say about it?
Well, again, it's always too early to make a call in the season. You know, in terms of growth and growth rates in April, again, it's a very narrow slice. I'll say we feel better. I'll say it that way. We need to feel extremely well all the way through the fall and so far, so good early in April.
The next question comes from Brett Linzey with Vertical Research Partners. Please go ahead.
Hi, Brett.
Hey, good morning, everyone. Hey, just wanna come back to the comment in the release about accelerating several technology investments. I think you said 12, you know, new locations in the quarter. I mean, are you starting to pull forward some of the deployment actions that you would have expected later in the year? These actions that were even kind of outside 2019 that you're trying to accelerate and pull into 2019?
I can't give you a precise answer. I can tell you that our decentralized management system authorizes and encourages local leaders to decide when they need a location and why. We don't oversee that. We support it. That's one of the reasons we're so strong in the local markets. I can't tell you what it's in mind unless somebody else had data. Paul, do you have data what you've heard already from the field?
No, it's just, you know, exactly what our people had seen last year as far as market changes, where they needed to position a new branch. Obviously, the importance is to get that branch in place and get the employees in place before the season actually starts. Generally speaking, if you're gonna have a branch open in, for 2019, you've gotta have it open in the first quarter.
Okay, great. Just shifting to the revenue line. You had flat same-source sales in the quarter, 2% equipment growth. We just heard from Carrier that they saw 5% growth in their North America residential business. Maybe just help us bridge that disconnect. I know, you know, Carrier is obviously a big vendor for you guys. Is it simply, you know, channel loading and channel dynamics, you know, the furnace side? Any color you could provide there?
Paul?
Yeah. It definitely is. They're reporting what shipments are to their distribution, and we're reporting what sales are to the contractor who actually is installing the units, either in a new home or in a replacement mode. Yeah, that's what you find is, because of the high demand that we have in the June-July timeframe, most OEMs are going to have higher sales in the front part of the year, and then their sales will level out. Conversely, a distributor is going to have lower sales in the first quarter and higher sales in the second quarter.
I mean, I'd also add that, you know, in the quarter, we also had a one less selling day. If I adjust for that, you know, it's right around 4%, our equipment business for the quarter. Just keep that in mind.
Okay, good. Barry, I'll pass it along.
The next question comes from Ryan Merkel with William Blair. Please go ahead.
Hello, Ryan.
Hey, good morning, everyone.
How's the weather there?
Not great, for yous in Chicago, we'll take it.
All right.
So, um-
Sorry.
First question for me, I wanted to ask about gross margin expansion in the quarter. What were the drivers? Can it continue?
Barry?
Yeah, Ryan, good morning. You know, we have a simple thing we track called selling margin, which is our markup on the products that we buy and resell, and that was up, you know, the full 20 basis points that you see in the financials. That's simply being a good merchant in light of some price increases. There are more price increases that came in in March that will play out for the remainder of the year. I would say just good blocking and tackling on buying and reselling products as a merchant.
Maybe the rest of the year kind of flat, maybe up 10 basis points for gross margin. Is that fair?
Yeah, Ryan, it's always a, you know, a seasonal call, again, based on what's going on in the market. I'm not ready to, you know, to speculate on that. We like the way the year is starting.
Okay. Then on SG&A, just curious, what do you think is a reasonable range for SG&A growth in 2019? Let's assume that organic sales are up 4%, 5%.
Barry?
Well, again, I've said this historically, that about 60% of our SG&A is more variable than fixed. In terms of correlation to growth rates in sales, you know, that's how I would look at it. In terms of the present state and the current state, again, Ryan, we started the year in a very good, aggressive, conservative posture with cost. As Al said, our culture is to have our business lead, you know, leaders operate our business. It's not done from our level. It's their level. If they wanna add costs or add people or deal with customers that a more effective way, they're incentivized to drive EBIT growth. Just know, again, it's a more conservative posture to start the year. Again, our business unit leaders were the ones that pulled that off.
You know, it's a good starting place.
Okay. That was more color than I was actually expecting on those two questions. Thank you.
Well, you deserve more color, Ryan.
I really try. All right. Let me, let me just ask one, you know, non-financial question. Is there any risk that the reduced headcount could hurt service levels?
Well, that's a very good question. Again, corporate is not making headcount reductions. It's the people that are in the local markets. I think that they will adjust headcount, as they see fit. If the consumers or the customers require more personnel, they'll do it. It's not a fixed system. We believe that they're smart in what they do, our field leaders and, they'll deal with what's required.
Okay, good. Thank you.
The next question comes from Robert Barry with Buckingham Research. Please go ahead.
Morning, Robert.
Hey, guys. Good morning. Nice to see strong performance on the SG&A front.
Thanks.
Going back to the same-store sales being flat, I'm sure your guys are not happy with that. I mean, what do you think you can do to get that going?
Well, we gave some explanations, or I did. I gave you three reasons. Barry's further developed it that if we had one less day, which would've dramatically changed what you're asking about. I think we're fine.
Okay. Do you get that day back in third quarter?
I'm sorry, what?
In third quarter, do you have an extra day? I think you get it back in third.
Oh, eventually, yeah, it all catches up. That's correct.
Okay.
Also, don't forget that last year was a very large first quarter across the board in the industry.
Right. No, fair enough. Okay. Any buying ahead of those March price hikes? I saw the inventory was.
Yeah, absolutely. I'll let Paul give you some details on that.
We certainly. There's a good reason why we have a powerful balance sheet. We use it as merchants to be able to buy forward a bit. We don't do it in an extreme manner. We just do it in a prudent manner, which we can move the inventory through. Yes, we did buy some inventory beforehand.
Also sometimes they notice logistics from OEMs, where they don't have the drivers or the trucking that they need. Just to be conservative, be able to support our contractor customers, we'll buy ahead, so we can assure our customers of having the product they need.
Yeah, really, it goes back to your sales question, right? We wanna make sure we have every product that every customer needs on every day and every location. In the summer.
What is our completion rate, Mr. President, on that? What is the data set?
Yeah. Yeah. Since the implementation of our demand planning inventory optimization tools, our customer service levels in terms of order fulfillment rates have gone from in the neighborhood of 92% to 97%+ . That's a factor of using math and science and data to make sure that, again, we have the right product at the right place at the right time to match the expected demand. We can use our balance sheet as needed to ensure that and that's what helps customers feel comfortable that when they walk into our stores that day, we'll have what they need.
Got it. Just lastly for me, I saw that you promoted Steve Rush to COO. Can you maybe comment on what he's going to be focused on?
Steve Rush, our 20-year veteran. Everywhere we've asked him to go, he does. He leaves a trail of success, and he now will focus rather than on individual units, he'll focus on the entire operation. He's good. He will support the Co-Chief Operating Officers and their leaders in doing even better. He's a veteran, and the operations report to him.
Anything in particular he's focused on? Any initiatives or kind of his priorities in that role?
When he tells me, maybe I'll pass that on to you.
I know.
Maybe A.J. knows. Go ahead.
No. His mission is again, back to that first question, it's growing sales and growing EBIT, right? It's the blocking and the tackling. It's the making sure that the local leadership has what they need and has their teams organized the way they should have them organized. Again, he's done this very successfully in our company for 20 years, and he can be a tremendous resource for the divisional and subsidiary and divisional and regional and local leaders who are making decisions every day. They can tap into his wisdom. That's his mission is drive sales and EBIT.
Great. All right. Thanks, guys.
The next question comes from Josh Pokrzywinski with Morgan Stanley.
Hi, Josh.
Hi, good morning, guys.
Morning.
Just to follow up on a couple questions that have already been asked. Paul, you know, I know talking about 2018, that a lot of the divergence in growth that we saw across the industry was, you know, largely geographic. You know, your home state in mind, you know, being, you know, pretty big outliers relative to the Sun Belt. Do you think something similar to that happened in the first quarter? Or do you think it was a little bit more evenly spread this time around?
I think it was very evenly spread this time around. You know, the first quarter is not an in-season quarter anyplace in the country except for some furnaces. Really, if something is gonna play out, if there's gonna be variances, we'll start seeing those in May and June.
Right. Just, Josh, to be, you know, still abstract, but somewhat specific and just having fun saying it that way, is if you take the growth rate, account for the selling day difference, then ask a question, U.S. versus international, Latin America versus U.S., commercial versus residential. The bandwidth of growth rates this quarter was almost in a very narrow range, consistent with the overall growth rate. When Paul says it's pretty spread out evenly, that's, you know, that would add some depth to that comment.
Yeah, the way I look at it, you know, I've always looked at it is Watsco is a steady grower. Sometimes we grow faster than other times, but we always grow. As long as it can be steady and year after year, which we are, and grow our network and provide additional growth that way through M&A or additional share market gains, we should continue to be steady growers, sometimes faster, sometimes slower. That seems to be our, you know, our profile. I think that's pretty healthy.
That's helpful. Just following up on the inventory questions and, you know, the decision to bring on a little bit more to start the year. I guess, you know, how do you guys interpret that in terms of or how should we interpret that in terms of your outlook for industry pricing this year? I mean, I guess you've seen some of the metals prices come off. You know, you have a major supplier out there who's, you know, still working to get production back online, so, you know, maybe some folks wanna take some share. Do you think pricing is gonna have kind of an above average year in 2019 where you would wanna buy ahead, or is there something else we should think about?
Paul?
Yeah, I think, you know, last year was the price year, the year of the price, the year of the tariff, the year of the commodity run-up. I think we saw an awful lot of pricing action.
Worst Marvel movie ever.
Oh my God. We saw a lot of that price action last year. This year in the first quarter, we've seen some of it. I think it's gonna be, it's gonna slow down now, because you're not seeing as much fluctuation in the commodity prices. You're not seeing as much fluctuation, you know, coming from the steel. Like you said, it came off a little bit. I'm just hoping for a nice steady. I guess buying forward has two meanings for us. One is, as A.J. state d, to make sure that we have the product available, and we have it in the barn and ready to go for our contractor customers. Yes, it is a nice little hedge against the price increase that some of the manufacturers had announced.
You know, basically, I don't see this year as being as volatile or as amazing as what we had last year in the way of pricing.
Yeah. This is A.J. I would add that our buy aheads are already complete. You know, the summer season is starting now. I think as far as our inventory goes, it's, you know, this is peak.
Okay. Thanks for the color, guys.
The next question comes from Chris Dankert with Longbow Research. Please go ahead.
Morning, Chris.
Hey, morning, everyone. Thanks for taking my question. In the press release, you guys highlighted, you know, some freight optimization. I guess, you know, what was the impact of freight in the quarter? Is it just renegotiation of contracts, or what is going on in that optimization?
I think that's a, A.J. , do you wanna take that or you want Barry?
Yeah. Barry, maybe you have the actual numbers. I'll tell you the process is again, it's all about challenging the status quo, like Barry said earlier, right? It's another part of our operation that's been done largely the same way for the long time, but now we're bringing data and tools and technology and wisdom to doing it all better, right? Using our trucks more efficiently, measuring and tracking mileage, using third- parties, being more aggressive, and using more data that's more available through technology to select low-cost carriers. This is a multifaceted approach to how we can attack and be more efficient with our freight spend, which is a large number for us, one of the biggest spends across our SG&A.
It's a lot of effort going into it, which again, will take time to scale itself across our operation. Barry, I don't know what the impact was this quarter off the top of my head.
You know, we'll just, you know, first it's about a $60 million number annually. You know, in the quarter you can do the math. For this quarter, again very flat in terms of trend. I don't think it's been flat in my career in terms of relative year-over-year changes. Again, what it is, by the way, is last mile delivery. It's last mile freight. It's moving things from our branch within 20, 30 mi of that branch to service customers. It's always been one of the most enigmatic and difficult costs to manage because of the diversity and really the proliferation of small carriers and so on. With technology, it's brought a better technology to the, as A.J. says, math and science to every branch.
We're just starting, but it's progress.
Got it. That's really helpful. If I could just kind of pull the thread on that last mile delivery just a hair more. You know, as we've seen, you know, rideshare moving a little bit more into the freight share with things like Uber Eats. We've heard some distributors toy with the idea of using a service like this to deliver parts to contractor customers in the field. Is that an idea that, you know, from a flex standpoint you've considered, or is that more appealing to competitors that don't have 400 trucks at their disposal?
I'll take that. This is A.J . It is something that we will be experimenting with. There's a number of providers out there. Uber is just one of them. We've been way ahead of this. I think we are also uniquely positioned to take advantage of that offering if there is an interest from our customers because of our technology platforms, not to be redundant. You heard the statistic that over 50,000 unique users used our mobile app this quarter. Those are screens where customers can place orders and choose how they want to receive their product, either by pickup, traditional delivery, or they can get it potentially "hot shotted out to them" via either one of our trucks or a third- party. If and when that does become a real option, I think we're uniquely positioned to win with it.
Exciting stuff. Thanks, guys.
Next question comes from Blake Hirschman with Stephens. Please go.
Morning, Blake.
Good morning, guys. Just real quick on DASCO. Just kinda wanted to see if you care to share any more color around the deal announced a few weeks back, whether that's around the strategy behind it or anything by way of multiple paid or estimated accretion.
We're not gonna respond to valuation, but we're gonna respond to our enthusiasm for having a company with a great history for 45 years joining our organization and very eager for growth, given the useful tools that we can provide, not only in technology, but with product offering. They will take whatever they want from product and technology as they wish it. We don't wanna disrupt what they do so well. Yeah, it's a positive, and it's a positive in a region where we don't have that much business yet. Let's hope that it's the beginning of something much larger in that region.
Got it. Lastly, on the footprint, just how should we be thinking about the plans with openings versus closures this year, outside of the additional branches brought on with DASCO? That's it for me. Thanks.
I thought we answered that. Paul?
Yeah. I mean, our people are opening branches where they need to open branches, where there's customers and where there's upside market opportunity for us. That decision is really being made at the local level and is being implemented at the regional and local level.
This is A.J. I'll say one more thing about DASCO that's interesting is I get asked often, what will this industry look like in five years or so? My answer is that there's going to be the haves and the have-nots, and the differentiator is going to be technology, and that's going to be true at the distribution level and at the contractor level. Because if you look out, it's going to be based on customer expectations. Whether your customer is a contractor or you're a homeowner, they're going to expect a different level of service, a different level of attentiveness, a different level of speed, which is all only possible with technology. The DASCO team sees that. They recognize that.
A lot of the conversations that we've had with them over the last several months has been centered around, we know that technology is key today and is gonna be even more fundamental going forward. We want the support and the help of Watsco to help us get there and to achieve and to help us continue to support our customers and grow. That's another angle of the whole technology story.
Got it. I appreciate the color. Thanks.
The next question comes from David Manthey with Baird. Please go-
Morning, David.
Hey, good morning, everyone. Hi, Al. Is it safe to say here that, you know, there's a lot of minor puts and takes this quarter with days and weather and price and things. If you just look at equipment units, is it pretty safe to say they were fairly flat against a tough comp?
Barry?
Yes. That's right, Dave. Probably, again, if I account for the loss of the day, if I account for that, slight growth in units and some growth in price and mix. I think what's more important is what I said earlier, is that if I look across markets and commercial, residential and so on, very consistent growth and dynamics across all the different flavors.
Yeah. Okay. Then to drill in on other HVAC products, Paul, maybe you have some details you'd be willing to share as it relates to either construction-related products or repair parts. Any trends you're seeing one way or the other there?
I don't really understand the first part. Construction-related products?
Well, duct work and, you know, things that would only go into it at new construction versus.
Yeah. That continues to be strong. You know, that's been good for us. That's on the off-season, we always have a, you know, a consistent sales level that we are able to provide on the installation type product. New construction, although a small portion of our business, still was good in the first quarter. Excellent.
Relative to new home construction trends, you feel at this point you're holding share today?
I think we've done very well in new construction in the first quarter.
Okay. All right. Thank you.
Again, if you have a question, please press star then one. The next question comes from Patrick Baumann with JPMorgan . Please go ahead.
Morning, Patrick.
Good morning. Thanks. Thanks for taking my question. Appreciate it. I just had a quick one for you, or maybe two. The HVAC products and the refrigeration products businesses were down a little bit in the quarter. Just wondering if there was anything unusual like store closures or something like that driving that, or it's just kind of, you know, the weather and the market in the quarter, things like that?
Paul, wasn't pricing part of that in refrigeration?
Well, on the refrigerant it was. On the refrigeration products themselves, you know, that we had some, it was basically flat. Our refrigeration sales are basically driven by, a lot by the ice and reach-in cooler business. It all ties back to, you know, how many store openings there are and how many hotels and motels and restaurants.
Refrigerant is kind of an odd animal. The refrigerant itself was down in the first quarter, and that was because we had a huge price run-up in the first quarter of last year that we saw it come back down in the first quarter, and then in the last two weeks, we've seen it go back to where it was again. Just a volatile situation, but not a big piece of our business.
Okay. Understood. Maybe I think, Al, you mentioned, toward the beginning that, you know, it being an ideal time for owners to talk to Watsco. Just wondering if you could maybe unpack that comment a little bit, in terms of what you're referring to?
Well, those of you that have followed us know that we're an M&A company. I think we're well over 60 transactions, a nd we have a terrific balance sheet and we wanna do more of it because I think we can help others grow and keep their culture. We're very unique in M&A that way. We don't try to change cultures. We don't try to change leaderships. We just wanna support them to do more and provide capital and provide additional products and whatever, and technology and whatever else they might need. I think that eventually, we're already seeing it, more independent distributors are want to or are attracted by that and reach out to us or we reach out to them. I'm enthusiastic that the time is on our favor.
Can I tell you what we're gonna do next quarter or this year? I can't do that. I can tell you that I think that, you know, it's, the time is on our side. As long as we continue to invest in technology, as long as we maintain our decentralized structure and all those things, you know, our M&A should be active.
Okay. Got it. makes sense. thanks, and, good luck, this season.
Thank you.
This concludes our question- and- answer session. I would now like to turn the conference back over to Albert Nahmad.
First, Anita, I want to thank you for doing such a great job monitoring this call, and I hope you'll be here the next time. I want to thank all our listeners, and for your interest in our company. We hope to have you on our next call. Thank you.
This conference is now concluded. Thank you for attending today's presentation. You may now disconnect.