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spk03: Good morning and welcome to the fourth quarter and fiscal year 2023 Limbock Holdings Earnings Conference Call and Webcast. 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. I will now turn the conference over to your host, Julie Kegley of Financial Profiles. You may begin.
spk02: Good morning, and thank you for joining us today to discuss Limbach Holdings' financial results for the fourth quarter in fiscal year 2023. Yesterday, Limbach issued its earnings release and filed its Form 10-K for the period ended December 31, 2023. Both documents, as well as an updated investor presentation, are available on the Investor Relations section of the company's website at LimbachInc.com. Management may refer to select slides during today's call and encourages investors to review the presentation in its entirety. With me on today's call are Michael McCann, President and Chief Executive Officer, and Jamie Brooks, Executive Vice President and Chief Financial Officer. We will begin with prepared remarks and then open up the call for analyst questions. Before we begin, I would like to remind you that today's comments will include forward-looking statements by words such as will, be, intend, believe, expect, anticipate, or other comparable words and phrases. Statements that are not historical facts, such as statements about expected improvement in profit and operating margins, are also forward-looking statements. Actual results may differ materially from those contemplated by such forward-looking statements. A discussion of the factors that could cause a material difference in the company's results compared to these forward-looking statements is contained in LIMBOX SEC filings, including reports on Form 10-K and 10-Q. Please note that on today's call, we will be referring to some non-GAAP measures. You can find the reconciliation of these non-GAAP measures to the most directly comparable GAAP measures in our fourth quarter earnings release and investor presentation, which can be found on LIMBOX Investor Relations website and has been furnished on Form 8-K with the SEC. With that, I will now turn the call over to Mike McCann.
spk05: Good morning, everyone. I'd like to welcome our stockholders and analysts, as well as those who may be new to Limbock. Thank you all for joining our call today. A few years ago, we saw an opportunity to leverage our construction and engineering service experience, relationships, and knowledge to build a pure-play building system solutions firm. Our objective was twofold. First, to transfer Limbock into a value-added solutions partner to building owners to command higher margins, while delivering greater returns for our stockholders. And second, to position Limbach into a less competitive, volatile market, creating a stronger, more resilient company. Through disciplined execution of this strategy, today we are partnering with building owners to provide critical services and or need to maintain uninterrupted operations in their facilities. We provide building owners with solutions and services to maintain and upgrade their mission critical mechanical, electrical, and plumbing infrastructure. We are focused on six key vertical markets, healthcare, industrial manufacturing, data centers, life science, higher education, and cultural entertainment. These are large and growing markets with sustainable demand drivers where systems failure is not an option. We operate in two business segments. Our owner direct relationship segments, or ODR, where we work directly with building owners to provide building system solutions, which now accounts for over 50% of our total revenue. In our general contractor relationship segment, or GCR, where we work directly with general contractors, we are focused on growing our ODR business for several reasons. First, our direct customer relationships give us access to key decision makers. While the initial engagement may be small, we have a strong value proposition and the opportunity to build long-term relationships. As we become embedded into our customers' businesses, We're often onsite collaborating with their teams to develop customized solutions that reduce costs and drive energy efficiencies. This positions us to handle near-term maintenance needs, at the same time develop risk mitigation and cost saving strategies for the future. By adding more value over time, we can become an indispensable partner to our customers, helping them avoid their biggest nightmare, business disruption due to systems failure. In turn, with these types of ODR relationships, we generate reoccurring revenue at higher margins. As we grow our ODR business, this gives us opportunity to become more selective when evaluating our lower margin GCR projects, and as a result, we expect GCR revenue to decline. We are focused on building relationships with our top five building owners in each of our locations. Our target customers have multiple facilities, which opens the door to developing long-term, mutually beneficial relationships. A recent example of our successful ODR model at work is with one of our Florida healthcare facilities. Our relationship started out as a small engagement and they are now one of our top five customers for one of our Florida locations. We have fully embedded teams working on site closely with this customer on all aspects of OPEX and CAPEX planning and decisions where we can have a tangible impact on their operational goals. We are executing our strategy from an advantage position between property managers who act as pure generalists OEMs who sell proprietary equipment, and traditional contractors. Our objective is to provide unbiased objective analysis and recommendations on the integrity and opportunities to improve their entire system, including HVAC, electrical, plumbing, and engineered systems. This is where we add value. Our customers know our goals to recommend optimal, cost-effective solutions to ensure uninterrupted service. We believe our ODR business has significant organic growth opportunities. as we continue to expand our customer relationships. For example, as I indicated in our earnings press release in 2024, we have invested approximately $4 million in portable HVAC rental equipment to provide urgent and critical system solutions for our customers. This is a strategic investment to expand our service offerings and grow our market share with existing customers. Strategic acquisitions are also an important component for our long-term growth plan. We take a discipline and a selective approach to acquiring companies that meet four key criteria. Expanding our geographic footprint and service capabilities, supporting our ODR growth strategy, and most importantly, their good cultural fit. We're establishing a track record of making acquisitions that follow our specific strategy. And in 2023, we made two acquisitions, Acme Industrial and Industrial Air. Acme was a tuck-in acquisition that provided new owner-direct relationships with on-premise teams at Fortune 500-caliber customers and manufacturing vertical. Industrial Air expanded our geographic footprint in North Carolina, providing additional ODR customer relationships with consumer goods or textile manufacturing facilities. We believe that successful strategic acquisitions, along with organic growth, will drive profitability and create shareholder value. Now that I've outlined our strategy and how we create value, I'd like to talk about 2023 because Limbach had a great year. The company demonstrated significant earnings rose in cash flow while maintaining a strong balance sheet by accelerating our mixed shift ODR from GCR ahead of schedule, which we see as definitive evidence of the success of our mixed shift strategy. ODR accounted for 50.7% of our full year revenue for 2023, exceeding our 50% ODR target We were making great progress towards our 2024-25 ODR revenue target of more than 70%. As we exited the year with the ODR revenue accounting for 55.1% for the fourth quarter. We expanded total gross margins by 420 basis points in 2023 to 23.1% from 18.9% in 2022. ODR gross margins were 29% for the year, which exceeded our target range of 25 to 28%. TCR margins were 17% for the year, also exceeding our target range of 12% to 15%, as we honed in our focus on high-margin, quick-hitting projects. I'll now turn it over to Jamie to provide detailed financial highlights before I return with additional commentary. Jamie?
spk04: Thank you, Mike. Our fourth quarter and 2023 earnings press release and Form 10-K, which were filed yesterday, provide comprehensive details of the company's financials. So I will focus on the fourth quarter and full year 2023 highlights. During the quarter, we generated consolidated revenue of 142.7 million versus 143.5 million in 2022. Consolidated revenue declined by 0.6% as ODR revenue grew 22.8% and GCR revenue declined 19.4% as we executed our mixed shift strategy towards ODR. In the fourth quarter, ODR revenue was 55.1% of consolidated revenue, up from 44.6% in 2022. For the year, we generated consolidated revenue of $516.4 million compared to $496.8 million in 2022. Revenue grew 3.9% as ODR revenue grew 21.1% and GCR revenue declined 9.3%. ODR revenue accounted for 50.7% of consolidated revenue for the year, up from 43.6% in 2022. Gross margin on a consolidated basis for the fourth quarter was 23.3%, up from 20.4% in 2022. ODR gross profit increased 6.4 million, or 36.8%, driven by higher revenue with expanded gross margin in Q4 to 30.1%, versus 27% in 2022. DCR gross profit decreased 2.3 million or 19.1% due to lower revenue with our focus on high quality quick turning projects. DCR gross margins were flat at 15% year over year. For the year gross margin on a consolidated basis was 23.1% up from 18.9% in 2022. ODR gross profit increased 21 million, or 38%, driven by an increase in revenue and expanded gross margins of 29% from 25.5% in 2022. GCR gross profit increased 4.6 million, or 11.9%, due to higher margins. Although revenue declined in the GCR segment, gross margin expanded to 17% for the year, versus 13.8% in 2022. As I mentioned earlier, the ODR segment made up 55.1% of consolidated revenue for the quarter. However, the ODR segment contributed 71% of the total gross profit dollars or 23.7 million for the quarter. This is the mix shift strategy. During the quarter, SG&A expense increased approximately 3.2 million to 25 million from 21.8 million in 2022. As a percentage of revenue, SG&A expense was 17.5% up from 15.2% in 2022. While there are some smaller puts and takes, the increase was driven primarily by higher payroll and incentive-related expenses associated with accelerating our ODR strategy, as well as expense incurred as a result of the acquisitions of ACME and Industrial Air. For the year, SG&A expense increased by approximately $9.5 million to $87.4 million compared to $77.9 million for 2022. As a percentage of revenue, SG&A expense was 16.9% up from 15.7% in 2022. The increase was driven primarily by higher payroll and incentive-related expenses associated with accelerating our ODR strategy, an increase in stock-based compensation expense, and expenses incurred as a result of the ACME and industrial acquisitions. For 2024, we are targeting SG&A expense as a percentage of revenue to be around 18 to 19% as we continue to invest in our ODR business to drive growth. Interest expense for Q4 was 0.4 million and 2 million for the year. Interest income for the quarter was $0.6 million and $1.2 million for the year, driven by the company's investment strategy in placing our excess cash in overnight repurchase agreements, U.S. Treasury bills, and money market funds. Adjusted EBITDA for the fourth quarter was $12.6 million, up 8.8% from $11.6 million in 2022. Adjusted EBITDA margin for the fourth quarter was 8.8% compared to 8.1% in 2022. For the year, adjusted EBITDA was 46.8 million, up 47.3% from 31.8 million in 2022. And we exceeded our 2023 adjusted EBITDA guidance of 42 to 45 million. Adjusted EBITDA margin for the year was 9.1% compared to 6.4% in 2022. Net income for the fourth quarter was $5.2 million or $0.44 per diluted share, compared to $3.8 million or $0.35 per diluted share in 2022. This represents 37.8% growth in net income and 25.7% growth in diluted EPS. For the year, net income was $20.8 million or $1.76 per diluted share. compared to $6.8 million or $0.64 per diluted share in 2022, representing 205.3% growth in net income and 175% growth in diluted EPS. Turning to cash flow, our operating cash flow during the fourth quarter was $13.9 million compared to $12.4 million in 2022, representing a 12.2% increase. Operating cash flow for the year was $57.4 million compared to $35.4 million in 2022, representing a 62.2% increase. Free cash flow, defined as cash flow from operating activities, less changes in working capital and capital expenditures for the year was $36.7 million compared to $23.4 million in 2022, an increase of 56.6%. The free cash flow conversion of adjusted EBITDA for the year was 78.4% versus 73.8% in 2022. Free cash flow conversion of net income was over 100%. For 2024, we are continuing to target a free cash flow conversion rate of approximately 70%, which we define as cash flow from operations minus changes in working capital minus capital expenditures excluding our investment in rental equipment, which is currently approximately $4 million, divided by adjusted EBITDA. We expect CapEx for 2024, excluding the investment in rental equipment, to have a run rate of approximately $3 million, primarily because of the acceleration of our ODR strategy. Turning to our balance sheet, at the end of Q4, we had $59.8 million in cash and cash equivalents. and short and long-term debt net of debt discount of $22.3 million. Our balance sheet remains strong, and we are well positioned to make the necessary investments to continue to work towards our ODR expansion and acquisition strategy. Now, I will turn it back to Mike for closing remarks.
spk05: Thank you, Jamie. Before opening up the call to questions, I'll cover our full year 2024 guidance and modeling considerations. For the full year 2024, we expect revenue of 510 million to 530 million, and adjusted EBIT of 49 to 53 million. And to help with modeling, we are targeting segment revenue mix to be 60 to 70% for ODR by the end of 2024, with GCR being between 30 to 40%. As we continue to shift the revenue and be selective with GCR projects, we expect total gross profit margins to land between 24 to 26% for 2024. Although there's always demand for building maintenance and repair, there's some level of seasonality to our business. The fourth quarter is usually stronger than the first quarter, and the back half of the year is usually stronger than the first half. We also expect revenue and EBITDA to gain momentum after the first quarter because we continue to see strong secular tailwinds from deferred maintenance and capital projects coming to the forefront. 2023 was a year of significant growth and achievement. We believe we are in the early innings of our long-term opportunity. We are excited about 2024 and our position for continuing progress on all three pillars of our strategy. We need to continue to shift the mix by growing organically, as well as expanding our margins through evolved offerings and market share growth through strategic acquisitions. Finally, I want to thank all the employees. Our excellent performance in 2023 was a direct result of your hard work and dedication. That concludes our prepared remarks. Operator, please begin the Q&A session.
spk03: Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. For participants using speaker equipment, It may be necessary to pick up your handset before pressing the star keys. One moment, please, while we pull for questions. Thank you. Our first question comes from the line of Rob Brown with Lake Street Capital. Please proceed with your question.
spk01: Good morning, and congratulations on a strong progress. Good morning, Rob.
spk05: Hi, Rob.
spk01: I just wanted to follow up a little bit more on the ODR, kind of organic growth view. How do you sort of see the organic growth in that business kind of playing out for the next few years?
spk05: Sure. You know, as we mentioned earlier today, our next target is by the end of 2024 to get to a 60% to 70% ODR mix. Right now, our focus is really within our six vertical markets, and our strategy is really based on embedding our key personnel into those facilities to make sure that we're really capturing all the OpEx as much as possible. If you look out to future years, I think we are thinking about how we can not only capture the OpEx, but the CapEx as well, too, and then kind of tie it together in a bow with an account manager. I look at things too from a vertical market. We're very disciplined to our six vertical markets. A couple of them right now that we're very focused on, one is healthcare and the second is industrial manufacturing. Those are two vertical markets that are very important to us that are going to really help us drive our customer growth. And even from a healthcare perspective, that's usually, it doesn't go up and down very much. It's a dependable vertical market, understands the capabilities we're bringing to the marketplace. Industrial manufacturing, obviously, has been very strong for us as well, too. So, you know, really it comes down to making sure that we're building these long-term relationships with a strong foundation and allowing those and really growing with those customers over a period of time.
spk01: Okay, great. Thank you. And you talked a little bit about a rental business expanding and maybe some of the service expansions you're doing. Could you elaborate on sort of what that rental opportunity is and what you're doing there?
spk05: Yeah, absolutely. We're excited about this. You know, we've always had three pillars. Mixed shift, evolved offerings, and expanded margin and strategic acquisitions. We've talked a lot about obviously the mixed shift in acquisitions, but the second pillar of our strategy, I think this is just one piece. of that that will allow us. At the end of the day, we're there in front of those customers and having the capability of having our initial rental fleet allows us to be much more of a single source provider. Before we'd have to go to a supplier to get that rental. Now we've made the initial investment of $4 million into the rental fleet and we'll be able to offer quick service to these customers and able to capture the additional gross margin that comes from it as well too. We feel like it's a really good fit with capturing that OpEx and that emergency type work. And it's going to be a real value added offering for our customers.
spk01: Okay, great. And the last question is more on the overall demand environment. I know you're shifting to order, direct, and service, so maybe that's helping, but what do you see in terms of the demand environment? How much is there a shift in the demand environment, and are you still seeing strength in the new project activity?
spk05: Sure. The demand environment is still really good. You know, sometimes it's dependent on the vertical market sector. And again, I think one of the key reasons that we've really shifted our business to these mission-critical type customers is because that demand becomes durable. So probably the best way to kind of explain this that kind of goes with our strategy is to give a couple customers examples. And one of the customers examples in one of our vertical markets was a life science customer. And it's interesting. We sat with that customer. declared ourselves, put our resources in front of the customer. And the first thing that that customer told us is a lot of clients or suppliers make this promise, but when the big job comes, they leave all their resources and move on. And one thing we ensured this customer is that we're going to dedicate resources and we're going to stick with you. And it's amazing. I think you start to see the POs coming in and they just want that attention. So I'll give you a healthcare example as well, too, which is you know, we're working in an older facility in the mid-Atlantic market, and one of the customers felt trapped that they had a supplier that was an OEM supplier that was giving them a decent amount of, a little bit of attention, but at the end of the day, they felt trapped by the proprietary products and services. And we've been really able to expand our market because we've had this consultative type relationship as opposed to a transactional relationship where they feel like they're stuck. And what's nice, too, is You know, we're not competing against the less sophisticated competition. We're competing against an OEM as well, too. So there's so many different examples, and I always break it down. You know, our model is not based upon, you know, we want our model to be as resilient as possible, not based upon macroeconomic demands. And it really comes down to these individual customers and these individual vertical markets where they absolutely need us. We build a relationship, and demand becomes durable over time.
spk01: Okay, great. Thank you. I'll turn it over. Thank you, Rob.
spk03: Thank you. Our next question comes from the line of Jerry Sweeney with Roth Capital. Please proceed with your question.
spk00: Good morning, Jamie and Mike. Thanks for taking my call.
spk05: Good morning. Good morning.
spk00: I just wanted to stick on some of the same topics Rob had just mentioned, and specifically ODR growth. And, Mike, I think you and I have talked a little bit about this, but I wanted to retouch it and just get freshened up. I'm just curious how deep you are with some of your current customers. I think there's a wild share play here. So my question is this, you know, how much more wild share do you have with existing customers? How much of this ODR growth can come from wild share? And then the third part, sorry, is just maybe new entrants or new opportunities, new customers, etc.? ?
spk05: Sure. It's interesting. I've always said before that we're in the early innings of our strategy. In some sense, that really equates to where we are from a customer basis perspective. We've talked to tons of customers. Based upon describing what we do, there's no doubt in my mind that they desire to have the type of services and relationships that we want to have with our customers. I look at it from where we've grown from just from our ODR revenue segment. A lot of that has really come from the expansion of existing relationships. So at the end of the day, we're targeting relationships that have long-term spend opportunity, multiple buildings. I mentioned some of this in the script, but we're very much at the early stages of those relationships with our customers. So I would tell you to come back around to your wallet share question. A lot of these customers, we have a small amount of market share and wallet share, but there's a tremendous amount of opportunity, and there's the demand there to expand it. It's up to us to make sure that we get to you to dedicate those resources. That example I used previously before about that life science customer is kind of a perfect example. It's going to start with some smaller POs, and it's going to build to larger capital projects over a period of time, but we'll always have that steady OPEX work as that capital CapEx worked bills over a period of time. So just from a new opportunity, even from a customer basis, a lot of those relationships right now are based on recommendations. So if working on a life science facility or healthcare facility, everybody knows everybody. And if they see that we're doing a good job of providing a high-level service, we've started to have people call and say, can you come over to my building as well too? So it's very much in the early innings. And there's a tremendous opportunity to gain market share and wallet share as we continue our journey.
spk00: Got it. And then the follow-up would be to this. It's just discussing opportunities to expand into some adjacent services. Obviously, rental is a prime example. Just curious, you know, what are the opportunities? But I think also as importantly, you know, how do you decide what opportunities to pursue? I mean, Given your size, you're still, you know, small cap. You've got some great wild share to go. But how do you decide, you know, what is the appropriate business to go after while still staying focused on that ODR, you know, that broader core ODR opportunity?
spk05: Sure. So in our investor deck, we have a new slide that talks about our unique offerings, slide 10 in there. And there's, I think, 10 different offerings. And the way that we've kind of separated this out, Jerry, is that there's Three or four of them that are directly related to OpEx. It's the rental, critical services, data-driven solutions. There is another group of them that's really related to the CapEx, which is MEP infrastructure projects, equipment upgrades and products. We have our PM services that we're doing, program management. And then there's kind of the more evolved offering. So we've kind of separated in our mind, I agree, can't do everything at once, got to make sure it's very measured and it's got to make sure that it aligns with the customer. Very much thinking about this OPEX type of smaller project work, and then we're really setting ourselves up for next year for the capital project work and, again, some of these more evolved offerings. So it's a very measured strategy over a period of time. We're always trying not to do too much at once.
spk00: Got it. And maybe one quick question for Jamie. Obviously, you gave the guidance, $49 to $53 million on the adjusted EBITDA side. I believe there are a couple of add-backs or write-ups and projects and sort of, for lack of a better term, one-timers in 2023 results. I apologize. I had it right in front of me, but I think it was, especially in Q3. Could you go over some of those add-backs from 2023? Because I think that gives a little bit better apples-to-apples comparison on the EBITDA increase and projected EBITDA increase in 2024 over 2023.
spk04: Yes, great point, Jerry. So, yeah, our adjusted EBITDA was the 46.8 million, and then we did have some non-recurring events that we did talk about and disclose where we had the claim recovery in California that we had an upside from that of 1.2 million. And then we also had some projects and some other upsides that we took that would be non-recurring as well, and that was about another 1.2 million. in Q3, and then we also had about 500,000. So in total, you know, if you look at that, then the adjusted EBITDA really is closer to like 43.9 if you take out those one-time events.
spk00: Got it. Super helpful. That saves me a few minutes, so I appreciate it. I'll jump back in two things. Thank you.
spk03: Thank you. There are no further questions at this time. I'd like to turn the floor back over to Michael McCain for closing comments.
spk05: Thank you all for your continued interest in LIMBOK. We look forward to seeing many of you at the Roth Conference next week. If you have any additional questions, please reach out to Julie Kegley at Financial Profiles. Thank you and have a great day.
spk03: This concludes today's teleconference. You may disconnect your lines at this time. Thank you for your participation.
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