KMD Brands Limited

Good morning, everyone, and thank you for joining us for today's presentation of KMD Brand's financial results for the 2024 financial year. My name is Michael Daly, and I'm the CEO and Managing Director of the group. I'm joined in the call by Ben Washington, our Interim Group Chief Financial Officer. We will be talking through the presentation lodged on the NZX and ASX this morning. Unless otherwise specified, all financial numbers are in New Zealand dollars. Today's presentation will begin with a summary of the key financial and operational results for FY24. We will then discuss the group's financials, brand results, and an update on Kathmandu. We'll conclude with our focus areas and outlook for FY25. I will begin with a summary of the key results for FY24 and an overview of our group. Drawing your attention to slide four now, sales were 11.2% below last year's record sales result. reflecting ongoing weakness in consumer sentiment. Sales declined for all three of our brands, cycling their strong sales growth achieved last year. Despite the challenges on sales, it was pleasing to see gross margin remaining resilient, underlying operating expenses reducing despite global inflation, and working capital reducing despite the sales decrease. Gross margin decreased by 0.2% of sales to 58.9% for the group, with increased promotional activity for the Kathmandu brand. Operating expenses were tightly controlled in a challenging sales environment. On an underlying basis, operating expenses were 3.6% or $19.6 million below last year. With sales more than $120 million lower than last year, and despite resilient gross margin and reduced operating expenses, underlying EBITDA decreased to $50 million for the year. After accounting for a one-off non-cash impairment of Oboe's Goodwill, the group's net loss after tax was $48.3 million, On an underlying basis, excluding the OBOS impairment and some restructuring costs, the group's net loss was $1.1 million. Net working capital ended minus 9.7% lower than July last year, with a $23.5 million reduction to inventory, a significant achievement given the sales result. The group's balance sheet position is stable, with $59.7 million net debt and approximately $230 million of available funding headroom. Moving to slide five, we've made some progress this year with highlights demonstrating the positive direction we are heading in, including we've demonstrated our ability to manage the controllables through challenging trading conditions. Gross margin continued to improve for Rip Curl and Oboz, offset by increased promotional activity for Kathmandu. Operating expenses reduced by $19.6 million on an underlying basis. We carefully controlled inventory and networking capital. with Ripkel and Oboe's inventory levels reducing back towards historical levels. Market conditions also saw us focusing on the basics of what core customers love most about our brands. Kathmandu has worked hard to refine its marketing execution, returning to its authentic outdoor heritage. I'll give you more of an update on our progress later in the presentation. Ripkel has reignited the search as the primary product, creative and marketing vehicle. This strong brand DNA has been injected into new innovative products and collaborations centred around athletes with execution tailored to regional markets. Our core customers continue to tell us that they love our brands, as demonstrated by our industry-leading NPS scores to Kathmandu and Rip Curl in Australasia. We continue to strengthen and grow our global brand presence. Rip Curl achieves strong sales growth in Indonesia and Thailand in particular, supported by pleasing direct-to-consumer sales results in Europe and South America. Kathmandu recorded sales growth in North America and Europe as we continue to test and learn with select accounts. This remains a small part of the business while we focus on stabilising and growing sales in ANZ. Oboe's global product positioning has been elevated with shop-in-shop trials in select locations within Kathmandu's Australasian store network. We also made some good progress on enhancing our digital capabilities to improve customer experiences and engagement. Oboz and Ripkill achieved record online sales this year. Oboz benefited from diversified sales channels, trading its online site effectively with increased traffic, conversion and strategic promotional activity. Ripkill achieved record online sales of nearly $38 million. Kathmandu's online sales showed improving trends through each quarter, implementing continuous improvements to improve customer experience, including additional payment gateways. For Rip Curl, we aligned the US point of sale with Group Systems and we launched Club Rip Curl Loyalty in North America. Moving to slide six, this provides a quick overview of the strengths of each of our brands. Each brand is iconic, authentic and distinct with highly credible and technical products and a loyal customer base. We believe that now, more than ever, strong brand identity is critical. We certainly have this for our three brands with category-leading products, and believe that each brand is well positioned for continued growth. On to slide seven, a reminder of the global reach of our brands and important consideration as macroeconomic conditions start to improve at different places in key global markets. We operate over 300 owned stores and our brands are sold in over 8,000 locations globally. Australasia is still our biggest market with over $600 million in sales, 80% of which is from Australia. North America generates over $200 million of sales. Europe, $100 million. Asia, $40 million. And South America, $20 million. Moving to slide eight and reminding you of our strategic pillars, our strategy remains unchanged. We are building brands to connect with customers around the world. Our goal is for Rip Killer to be recognised throughout North America, be among Europe's top three surf brands and maintain its reputation as the ultimate surf brand in Australasia, South America and Southeast Asia. Kathmandu is now attracting customers in Canada and Europe, proudly showing its New Zealand origins and maintaining its market leadership in Australasia. We are leveraging our infrastructure in Europe and Australasia to launch Oboes in Australia, New Zealand and Europe. We are elevating our digital experience by investing in platforms that deliver a world-class experience to everyone. Consumers, wholesale partners, suppliers and our own employees. Our digital platforms are designed to support a seamless customer experience. streamline processes and drive efficient operations to enhance brand visibility and the group's growth. To fuel our expansion efforts, we champion collaboration across our businesses. We are investing in programs that strengthen cross-brand connections, drive supply chain efficiencies and core system capabilities. We are unlocking product innovation by working together to ensure each brand's products resonate in the market and continue to lead in their respective categories. Operational excellence drives our success by improving working capital, scaling efficiencies and sharing financial benefits to maintain a sustainable growth trajectory. Finally, best for people and planet. The best businesses create lasting value for people and the planet. And this belief is at the heart of everything we do at KMD Brands. By fostering a culture of excellence and high performance, we're committed to attracting, developing and retaining top talent. At the same time, we are embedding our three ESG pillars, communities, climate and circularity across all aspects of our business. Through transparency, accountability and a commitment to positive impact, we're investing in a future where both people and planet thrive. By connecting our customers' employees with the great outdoors and making this connection central to our culture, we enhance people's appreciation of our planet. I'll now hand over to Ben Washington to take you through the financials in detail.

Thanks, Michael. Good morning, everybody. I'll now take you through the group's profit and loss for FY24. Our statutory results include the adoption of IFRS 16. For comparability, the impact of IFRS 16 has been excluded from our underlying results, as well as the amortization of Rip Curl and Oboe's customer relationships, one-off restructuring, and a one-off non-cash impairment of Oboe's goodwill. FY24 was a challenging year for the group and the industry at large. we saw cost of living pressures and increased geopolitical issues have a prolonged impact on consumer sentiment globally. These factors contributed to an unfavourable trading environment for our brands, particularly in retail for Kathmandu and wholesale for Ripkul and Oboz. Group sales for FY24 were 11.2% below last year's record result. However, we have seen continued improvement on first-half trends relative to last year in both the third and fourth quarters. Kathmandu's Australian sales trends have continued to improve in each quarter, supported by strategic store openings, enhanced in-store execution and the launch of new products. Economic settings in New Zealand have remained more challenging in FY24. Rip Curl and Oboz are both cycling record results last year. For both brands, direct-to-consumer sales outperformed wholesale channels. Wholesale customers for both brands continued to reduce their inventory holdings to de-risk their own business in the current consumer environment. Statutory EBITDA was $107.2 million for FY24. On an underlying basis, EBITDA was $50 million. A year-on-year decrease of underlying EBITDA of nearly $56 million, driven by a year-on-year sales decline of more than $120 million. Gross margin remained resilient, decreasing by only 0.2% of sales. Ripkill and Oboz continued to improve their gross margins in FY24, offset by increased promotional activity for Kathmandu. Operating expense control has been a real focus for each of our brands, finishing $19.6 million below lower than last year on an underlying basis, despite continued inflation pressures globally. Operating expenses benefited from restructuring last year and lower variable costs. The FI24 statutory result includes a $40.3 million impairment of Oboe's goodwill. The impairment is driven by a conservative view of the near-term wholesale market conditions. This one-off, non-cash item does not impact the day-to-day operations of the business and, as such, has been excluded from our underlying results. Moving to slide 11 now and looking more closely at the group's sales history, as you can see from these sales charts, just how strong last year's sales result was. All three brands and channels rebounded post-pandemic. This year we've seen a more challenging macroeconomic conditions and consumer sentiment in all global regions. Sales decreased year on year by 11.3% in Australia, 13.5% in New Zealand, 15.2% in North America, with Europe and the rest of the world holding up better than ANZ and North America, with 3.9% and 3.1% down year on year. Kathmandu's first half sale challenges were the key reason for the ANZ result, and we will talk more about that in the subdued wholesale market conditions in North America when we come to the Ripkill and Oboe's brand slides. Sales declines were spread across all channels to market, albeit with direct-to-consumer sales performing better than wholesale sales, especially for Ripkill and Oboe's. Drawing your attention to slide 12, Ripkill and Kathmandu have shown continued improvement on first-half sales trends during both the third and fourth quarters of FY24. For Ripkill, the direct-to-consumer retail store and online channels led the improved sales trends in the second half, supported by strategic new store openings in Asia, Europe and South America. Wholesale sales remain subdued throughout the year as wholesale accounts continue to reduce their inventory holdings to manage inventory risk in a challenging consumer environment. Sales trends in Kathmandu's largest market, Australia, have continued to improve in each quarter, supported by strategic airport and outlet store openings, enhanced in-store execution, and improved products. Oboe has benefited from diversified sales channels, achieving strong online sales growth with increased traffic, conversion, and promotional activity. Wholesale sales remain subdued throughout the year, impacted by post-pandemic industry challenge in the North American outdoor footwear category. Moving to slide 13, our omnichannel offering provides customers with the choice of in-store or online shopping. Whilst online sales have further moderated this year for Kathmandu, both Rootkill and Oboz have achieved record online sales in FY24. Kathmandu delivered $47.7 million in online sales in FY24, in line with pre-pandemic levels. Now compromising 13.3% of direct-to-consumer sales. Ripkill delivered $37.9 million online, significantly above pre-COVID-19 levels, now comprising 11.9% of direct-to-consumer sales. And Oboe delivered a record $7.4 million in online sales, a 31.7% increase year-on-year. Moving to our balance sheet on slide 14, we have a strong balance sheet position with low net debt, significant funding headroom and improving inventory levels. At the 31st of July 2024, the group had a net debt position of $59.7 million with significant funding headroom of approximately $230 million. In response to a challenging trading environment and working closely with our banking group, we have put in place amended covenants for the fixed cover charge ratio applying the next two measurement points being January and July 2025. Net working capital has decreased by more than $21 million year-on-year. Most importantly, inventory continues to moderate down and is $23.5 million lower than July last year, despite $4 million of currency impact. Ruku and Oboe's inventory positions continue to moderate back towards historical levels, with further moderation expected in the second half of FY25. On slide 15, as previously communicated, the dividend policy remains aligned to the group's earnings profile, with a target payout ratio of 50% to 70% of underlying net profit after tax. As a result of the FY24 operating performance and challenging market conditions, the directors have not declared a final dividend. Okay, moving to the brands. Each of our brands has experienced a challenging year in terms of weakened consumer sentiment, cautious wholesale customers, and ultimately lower sales. In this environment, our brands have worked hard to control gross margin, operating expenses, and working capital. Rip Curl was citing a record sales result for the brand last year. Sales this year were impacted mostly by wholesale customer caution. with total sales down 7.3% year-on-year. Direct-to-consumer channels performed comparatively well, with FY24 sales decreasing by 2.8%, again cycling record result last year, and reflecting weaker consumer sentiment in key global markets. Stronger direct-to-consumer results were delivered in Europe, Asia and South America, helped by store openings. Online sales grew by 8.6% to a record $37.9 million. and remain significantly above COVID-19 levels. Wholesale sales were 13% lower year on year, as wholesale accounts actively reduced their inventory holdings to de-risk their own business and the consumer environment. Gross margin increased 0.5% of sales, reflecting improved channel mix, improved pricing, along with reduced low margin and liquidation business in North America and Europe. Operating expenses are well controlled despite continued lockdowns. global inflation. Kathmandu total sales decreased 14.5% year on year, reflecting ongoing weakness in consumer sentiment. Australian FY24 sales decreased by 13.9% overall. Sales trends in Kathmandu's largest market have continued to improve each quarter. The New Zealand market is more challenging, with New Zealand sales decreasing 15.2% year on year. Online sales decreased by 18.9% to 47.7 million, which is in line with pre-COVID levels. Kathmandu's online sales showed improving trends through each quarter, supported by ongoing efforts to enhance customer experience, including the introduction of additional payment gateways. In the fourth quarter trading period, online sales decreased 1.5% year on year. Kathmandu recorded international sales growth as we continue to test and learn in select markets. At $3 million, this remains a small part of the business. Kathmandu international sales opportunity remains a larger long-term goal. While gross margin decreased 2.2% of sales, this was driven by specific clearance of end-of-line activity in August 2023. Increased promotional intensity through the fourth quarter and currency headwinds. Excluding the month of August 2023, gross margin for the remaining 11-month period was 1.4% of sales lower year on year. Operating expenses are tightly managed while facing continued inflationary pressure. Later in this presentation, Mike will give you an update on the progress Kathmandu has started to make to improve product and brand execution. Finishing up with Oboz. Oboz is cycling a record sales result for the brand last year. Sales this year were impacted by wholesale customer caution, decreasing by 20% year on year. Oboz benefited from a commitment to diversified sales channels with strong online sales growth. Online grew by 31.7% to a record $7.4 million, with increased traffic, conversion, and strategic promotional activity. The online channel remains a key growth opportunity for the brand. Wholesale sales were $23.1 million lower than last year as wholesale customers actively reduced their inventory holdings to de-risk their business and the consumer environment. After peaking through the pandemic, with strong sales growth of technical products, the North American outdoor footwear category has slowed. Participation levels and demand have now moderated, leaving the wider market with higher inventory levels and aggressive promotional behaviour. Gross margin improved by 2.1% of sales. with improved channel mix, improved pricing and new product introductions. We continue to invest in key areas of brand, product and online to support the long-term growth objectives, which now include international expansion. As the North American footwear market recovers from its cyclical inventory reduction and discounting phase, we expect to leverage this operating expense investment with sustainable growth. As I outlined earlier, the FY24 statutory result includes a $40.3 million impairment of OBOE's goodwill. This impairment is driven by a conservative view of near-term wholesale market conditions. This is a one-off, non-cash item and does not impact the day-to-day operations of the business. And as such, it has been excluded from our underlying results. I'll now hand you back to Michael.

Thanks, Ben. Next, we want to give you an update on Kathmandu's progress against the focus areas that we presented in our first half results release. Drawing your attention to slide 21, this is a summarised version of the slide that we presented in our first half results release. We acknowledge that while Kathmandu had been negatively impacted by a number of external factors, including COVID lockdowns, reduced tourism, changes in the competitive landscape and most recently softened consumer sentiment, Not all of Kathmandu's current challenges had been due to external factors. We outlined the areas across product and brand where execution had not been sufficient. This slide summarises the immediate focus areas of the Kathmandu team, led by CEO Megan Welsh, with the aim of exceeding the expectations of outdoor enthusiasts and ultimately returning the brand to sustainable sales growth. With product, the key focus is to reduce Kathmandu's reliance on outerwear by addressing customers' year-round needs with innovation and investment in broader categories, faster and more regular product drops, and an expanded third-party brand strategy. For brand, the key focus is to refine brand execution with brand marketing that is more authentic to the outdoors, an improved and more personalised loyalty proposition, and the delivery of a premium brand and product experience in-store and online. The aim is to bring to life an authentic outdoors connection with technical and sustainable features appealing to our outdoor enthusiast customers. Moving to slide 22, here is an update on Kathmandu's progress towards the key goal of reducing reliance on outerwear. Focusing on better addressing customers' year-round needs, whilst it is early days, there have already been some successful launches of innovative hike and outdoor active products, including the Trailhead Stretch and Seeker Active Ranges. Demonstrating a focus on faster and more regular product drops, we've already seen the second iteration of quick-to-market heritage fleece and T-shirts, with the initial launches driving strong sales. Focusing on an expanded third-party brand strategy, we've seen several additions to the footwear range, including On Running, Solomon and Teva, plus Hydro Flask, Blunt Umbrellas and Corgio travel accessories. To support Kathmandu's goal of reducing reliance on outerwear, A new product architecture has now been defined around the key activities of hike, outdoor active and adventure travel. Also, a material investment is being made in product design, development and merchandising talent. Coming for spring summer 2025, as shown in the images, we will further expand the outdoor active seeker range using innovative carbon capture technology. For hike, we will launch a new UPF range with excellent breathability, comfort and sun protection. For adventure travel, we are proud to launch an innovative, award-winning piece of carry-on luggage, which I will talk to in more detail in a few slides. Moving to slide 23, here is an update on Kathmandu's progress towards the key goal of refining brand execution. Focusing on brand marketing that is more authentic to the outdoors, a new creative agency has been engaged with the first campaign launch this month. The campaign showcases the ruggedness of New Zealand's outdoor landscape, with an authentic connection to feelings of happiness in the outdoors. You can see examples of this campaign coming to life in the images on the slide. Moving to slide 24, Kathmandu aims to exceed the expectations of outdoor enthusiasts by delivering a premium brand and product experience in-store and online. You can see in the store images on the slide an example where fixtures and fittings have been removed to elevate the brand and product experience. To enhance the customer experience and bring technical and sustainable features to life, we are focused on merchandising around the key activities of hike, outdoor active and adventure travel, improving signage to support activity wayfinding and opening floor layouts and repositioning fixtures and high walls for better sight lines, zoning and flow. Kathmandu is also finalising a store of the future design concept, which will be rolled out in Chadston, Victoria this financial year. I mentioned earlier that Kathmandu online sales have showed improving trends through each quarter this year. The online digital team have implemented continuous improvements, including a redesign of the e-commerce mega menu, search engine optimisation, and new payment methods. All of these have contributed to improvements in conversion and customer experience online. In summary, we have a clear strategy for Kathmandu built by the new management team who have demonstrated progress against that strategy already in the second half of FY24. We feel that continued improving sales trends in Australia through the third and fourth quarters of FY24 show us signs that the strategy is working. We believe that continued focus and execution will return Kathmandu to sustainable sales growth. Okay, moving on to our focus areas and the outlook for FY25. On slide 26, we highlight a sample of the latest innovations for our brands. Ripco continues a rich history of championing iconic surfing events. with the announcement of its latest event partnership for the iconic Eddie Arcao Big Wave Inventational. The world's best big wave surfers are invited to compete at Waimea Bay, Hawaii, in honour of legendary waterman Eddie Arcao. The most recent event attracted a huge global audience online, as well as nearly 50,000 spectators. Already, Ripkeller has seen strong merchandise sales and will continue to capitalise on the brand exposure and product sales for at least the next three years. Kamandu continues to push the boundaries of product innovation with the award-winning Feather Flight. This strong and durable carry-on luggage is impressively lightweight, in fact one of the lightest bags in its class globally for airline travel. This patent-pending product is an ISPO award winner for innovation in 2024 and will be available in stores this summer. And finally to Oboz, building on the commercial success of the Katabatic style, the brand's first venture into popular fast-hike category. Oboz will soon launch the new Katabatic LT, available in stores from February. This will be the lightest and most breathable collection to date, utilising Gore-Tex invisible fit technology. This is further demonstration of Oboz's market-leading innovation pipeline as consumers continue to move towards lighter, faster footwear. And finally, as we hit slide 27, I want to summarise our key focus areas for FY25. take you through a brief trading update and our outlook for the year ahead. Our concise focus areas for FY25 are as follows. First and most importantly, stabilise sales and return to growth. Grow gross margin. Continue to simplify our business. Continue to reduce working capital and use our inventory investments efficiently. Return to dividends. I have a brief update on our trading performance for the start of FY25. Direct-to-consumer sales for the first eight full weeks to 22nd September are as follows. Kathmandu Australia sales have increased by 2.1% year-on-year, a further improvement on the sales trend in the fourth quarter of FY24. Kathmandu New Zealand sales are down 23.2% year-on-year, cycling strong end-of-line clearance in sales in August last year. Kathmandu gross profit dollars for the first eight full weeks to 22nd September are are plus 5.1% above the equivalent period last year. Ripkel Global direct-to-consumer sales are approximately 5% lower year-on-year compared to FY24 direct-to-consumer sales of minus 2.8% year-on-year in a seasonally non-significant trading period. Wholesale forward orders are moderating from double-digit declines in FY24 to single-digit declines for the first half of FY25. We are seeing order book growth year on year for some regions in the second half of FY25, noting that sell-in is not yet complete. In terms of outlook, we remain cautious on consumer sentiment given the challenging global and macroeconomic environment. And we note that wholesale accounts remain cautious on pre-season commitments. Global inflationary pressures are easing, but it will take time to directly impact consumer spending. We remain focused on returning to sales growth, improving profitability in FY25. We believe that with our portfolio of iconic global brands and leadership in sustainability, we remain a unique investment proposition and well-placed for the future. Okay, time for questions. This now concludes the formal part of today's presentation. I want to thank all of you for your time taken to join this call. I would now like to open the call for questions.