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spk00: Good afternoon and thank you for joining landex fiscal 2021 fourth quarter earnings call during the presentation all participants will be in a listen only mode. Afterwards, we will conduct a question and answer session at that time, I will provide instructions on how to ask a question now, I would like to turn the call over to Jeff sonic investor relations at icr.
spk01: Good afternoon, and thank you for joining us today to discuss Landec Corporation's fourth quarter fiscal 2021 earnings results. On the call today from the company are Dr. Albert Bowles, President and Chief Executive Officer, John Moorberg, Chief Financial Officer, and Jim Hall, President of LifeCorps. By now, everyone should have access to the press release, which went out today just after 1 p.m. Pacific or 4 p.m. Eastern time. If you have not received the release, It's available on the investor relations portion of Landec's website at ir.landec.com. Before we begin today, we'd like to remind everyone of the safe harbor statement. Certain statements made in the course of this conference call contain forward-looking statements. It's important to note that the company's actual results could differ materially from those projected in such forward-looking statements. Additional information concerning risk factors that could cause actual results to differ materially from those in the forward-looking statements is contained from time to time in the company's filings with the SEC, including but not limited to the company's Form 10-K for fiscal year 2020. Copies of those filings may be obtained from the company's website. And with that, I'd like to turn the call over to Al.
spk02: Thanks, Jeff. Good afternoon, everyone, and thank you for joining us today. On today's call, I will provide highlights from our fiscal 2021 results. Jim Hall will then review some of the exciting developments at LifeCorp. I'll cover our operational progress at Curation Foods and John Morberg will discuss our financial results in Fiscal 2022 outlook. We will then open the call for your questions. We had a solid finish to Fiscal 2021 with a Fiscal fourth quarter performances that exceeded our revised expectations. Full year consolidated revenues of $544 million exceeded the high-end expectations by $12 million, driven by both Curation Foods and LifeCorp. Similarly, consolidated adjusted EBITDA for the year end was $31.4 million, ahead of the high end of our guidance by $2.4 million. Both segments performed well, and I'm proud of the team for the collective efforts in what was a challenging year. complete with a turnaround of our curation food segment during a global pandemic. LifeCorps proved to be especially resilient to the COVID-19 disruptions, generating top-line growth of 14% and adjusted EBITDA growth of 22% for the full year. This was really an exceptional performance in a highly uncertain year and is consistent with the low to mid-teens compound annual growth trajectory that we expect out of this business over the long term. And at Curation Foods, we were pleased to meet a year-end steady state goal of generating segment gross profit margins in the range of 11 to 14% with a reported margin of 11.9% in the fiscal fourth quarter. Our turnaround efforts with Creation Foods are on track, and we have the added support of a more efficient distribution network that expands our reach while further simplifying our operations. Looking ahead to fiscal 2022, we have the benefit of some customer momentum at both LifeCorps and Creation Foods. A nimbler organization and an improving balance sheet that will help us keep pace with our long-term growth objectives. For FY22, we currently anticipate full-year consolidated revenues of 545 to 554 million and consolidated adjusted EBITDA of 33.3 to 35.5 million. I think FY22 is best characterized as an investment year for LifeCorps. We will be spending additional funds on CapEx and in areas of sales and marketing to grow new development channels, thereby expanding our future opportunities in this attractive CDMO space. As we will discuss in further detail, certain customers were carrying larger inventories during COVID, resulting in our FY22 revenue growth expectations having an annual impact of approximately 5 percentage points. Including this impact, we expect revenue growth of 7 to 10 percent and adjusted EBITDA growth of 6 to 10 percent next year. We are continuing to position the life core segment for consistent long-term profitable growth going forward. On the curation side, we continue to see growth in our avocado products business offsetting planned declines in our core VAD and trade business. We expect overall revenues to be flat to slightly negative year over year. However, we are expecting adjusted EBITDA to grow 9% to 18% based on the full-year benefit from our operational enhancements and cost controls, which will drive improved gross margins, partially offset by inflationary pressures that we expect to continue. I'm proud of our accomplishments and excited by the opportunities that lie ahead. We have more work to do, but we are on the right track. We have a solid foundation at both our businesses and expect to drive more consistent results going forward as we work towards delivering shareholder value. I do want to mention that Pat Walsh, one of our directors resigned due to personal reasons. As we stated in our 8K, There were no disagreements with Pat and the company, and we thank him for his invaluable service to Landec and wish him all the best. And currently the board also voted to reduce the size of the board from 11 to 10 directors. With that, I'll turn the call over to Jim.
spk07: Thank you, Al. We had a very exciting fourth quarter with the highlight being our CDMO partner. Heron Therapeutics FDA approval for its ZenRelief product, an important new therapy for treating certain post-surgical pain. The approval showcases the support that LifeCore's world-class quality systems and manufacturing engineering excellence provides to our partners. We now look forward to continuing to work with Heron on commercializing ZenRelief over the course of our fiscal 22, which includes the continued process optimization and scale up of our commercial manufacturing process that will support this important product. Naturally, our revenue scale up in aseptic fill and finish as batch size increases are commercialized, contingent with market penetration rates, whereas in prior years, the revenues were primarily in development that were associated with known timelines. Nonetheless, We are always backfilling our development pipeline with projects that reach across the spectrum and don't anticipate a material shift in the complexion of the revenue generators in the near term. In the fourth quarter, we learned that many of our commercial customers carried large inventories of finished products during COVID due to the temporary deceleration and procedure volumes. Our customers are now in the process of rebalancing their inventories over the first half of our fiscal 22, which is translating to some timing variances in our revenue growth versus prior year, which we believe represents approximately five percentage points of headwind on our fiscal 22 revenue guidance growth rates. Our pipeline continues to be robust. supported by our reputation for quality and execution of difficult projects. We now have a total of 21 active projects that are in various stages of their product lifecycle and are in active discussions with several potential new projects. The growth of our pipeline continues to provide us comfort around our goals to deliver long-term revenue growth. According to market research, In the last 10 years, approximately 75% of new drug development among small to midsize pharma companies has been outsourced. Injectable products represent approximately 45% of total products in development, which have projected compound annual growth rates of 10.5%. And pre-filled syringes have a projected compound annual growth rate of 13% through 2023. Based on expectation for an acceleration in injectable approvals, there's significant unmet demand for specialized CDMO vial and syringe capacity, which the industry estimates will grow by an incremental 75 million to 100 million units. We believe that LifeCore can play an even greater role to meet the large incremental needs of the fast-growing CDMO industry. Our expertise in viscous materials And our world-class quality system that supports not only drugs but biologics, medical devices, and combination products enables us to stand out as a specialized leader in the CDMO industry. While we are very pleased with the continued expansion and activity in our pipeline, it is imperative that we keep pushing ahead with our planned capacity investments to satisfy demand that we see on the horizon. As such, We are making capital investments in fiscal 22 of approximately $32 million towards expanding our filling capacity beyond our current 10 million units to reach approximately 37 million units over the next five years. This investment will support future capacity needs and nearly double LifeCorp's revenue generating capacity on aseptic fill and finish. In fiscal 22, we are also investing an incremental $1.6 million in the P&L through sales and marketing and development resource expenses to expand our reach with new customers and to increase our development service capabilities, which ultimately allow us to continue to expand our development pipeline and open new sales channels that complement our existing capabilities. We believe that organic sales expansion is highly profitable with attractive returns on investment. We operate in an amazing industry with strong fundamentals, and LifeCorps is perfectly positioned to take advantage of the growing opportunities to deliver attractive financial returns to all of our stakeholders. Thank you for your continued interest in our story, and I look forward to updating you throughout the year. Now I would like to return the call to Al.
spk02: Thanks, Jim. FY21 was a very busy and important year in our supply chain, and Curation Foods made some significant advancements within Project SWIFT to simplify the business in the fourth quarter to finish out the year. We dealt with COVID, integrating facilities, and entered into a new strategic distribution agreement. We also monetized our WINSAT investments. Last year, COVID-19 had a tremendous impact on our workforce. I am very proud to say that our team took the threat seriously, implemented recommended mitigations quickly, and as a result, were able to maintain the health and well-being of our people while continuing to grow, harvest, process, and ship the very best guacamole, salads, and vegetables. And we did this for the entire year. At the same time, we were also optimizing our operational footprint by paring back capacity to better match our product focus and generate profitable growth. As previously reported, we have divested underutilized assets in the fiscal first quarter. This included our Hanover and Ontario assets. In third quarter, our Vero Beach facility, and in fourth quarter, our Rock Hill operations. These strategic moves reduced organizational complexity by broadening leadership accountabilities and flattening our management structure. We also entered into a logistics agreement with Castellini, a premier fresh produce distributor. This strategic partnership will allow us to improve our delivery performance as a result of their existing route infrastructure, both in terms of frequency and reach. We also have the benefit of leveraging their excellent transportation management system, which in turn results in better information available for our customer service team to keep customers well informed of delivery status. Finally, we will enjoy shared productivity as we improve the utilization of Castellini's assets. In FY22, our focus is about driving efficiencies and our operational performance after maturing our operational excellence program, which we refer to as ZEST, zero waste, employee engagement, sanitization, and training. This is an approach based on the lean principles that are a well-recognized for improving operational performance. We have discussed inflationary concerns as a leadership team and are looking at our cost base to try to anticipate the impact. Fortunately, Many of the programs that we commenced in FY21, including the reduction of facilities and the casting of the contract, set us up to deal with the broad inflationary pressures that are impacting global economies. We have a focused program to drive continuous productivity through the supply chain with a concerted effort to offset cost increases. Where we are unable to offset cost increases, We are also working with our sales teams to discuss price increases to customers as we are committed to maintain gross margins in the 11 to 14% steady state range. On the commercial front, our retail merchandising efforts related to resets and new items are starting to build as we hold more top level customer meetings. Even club stores are planning demos again in September which is extremely encouraging. We see all these signs as positive indicators for our business. Now I will turn the call over to John.
spk06: Thank you, Al. I'm pleased to share with you our financial results for the fourth quarter and full year of fiscal 21. I'll begin with a summary review of each segment before concluding with a consolidated financial review. Starting with our life course segment, Fourth quarter revenues ended at 25.8 million, a 1.3% increase over the same period of the prior year. CDMO revenues posted a modest increase of 1% to 21.9 million from the prior year, primarily due to the timing of aseptic commercial shipments within the fiscal year, particularly the large 33% growth rate we previously shared with you in the third quarter. Fermentation revenues similarly grew by 2 percent to 3.9 million. Gross profit margin improved by approximately 90 basis points versus the prior year to 43.5 percent, largely due to timing and mix. Segment adjusted EBITDA totaled 7.7 million for the quarter, a 2.6 percent increase over the prior year, and EBITDA margin was 29.8 percent marking a slight 40 basis points of improvement versus prior year. For the full year, LifeCorps revenues grew 14.3% to 98.1 million above our high estimate guidance range, generating a 22% year-over-year increase in adjusted EBITDA of 24.5 million, which is at the high end of our guidance range. Let's turn to our curation food segment results for the fiscal fourth quarter. Revenues totaled $114 million, a 12.7% decline from the prior year fourth quarter, which included the additional 14th week. On a comparable basis, excluding the additional 14th week in the prior year, revenues decreased approximately 6%. Fresh packaged salads and vegetables declined 13.9%, or 7.2% excluding the additional week in the prior year, which was primarily due to the planned reduction in the lower margin legacy vegetable and trade business. Avocado products revenues declined 5.7% from the prior year, or excluding the effects of the additional week in the prior year, increased approximately 1.6%. We achieved our steady state gross margin goal with an 11.9% gross margin performance in the fiscal fourth quarter, an increase of approximately 180 basis points over the prior year. On a sequential basis from the third quarter of fiscal 21, gross margin improved 450 basis points, which was impacted by channel disruption related to COVID that we previously discussed. This was a significant accomplishment for our team and reflects the improved profitability in the curation segment that will carry forward into fiscal year 22, as we benefit from a more favorable mix of higher margin products and improvements to some of our lower margin products. Adjusted EBIT after the quarter totaled $5.9 million, with a corresponding margin of 5.2%. For the full year, curation revenues declined 11.6% to $446.1 million, well above the high end of our revised guidance range, and we generated adjusted EBITDA of $11 million, which is $2 million above the high end of our revised guidance range. The $11 million adjusted EBITDA represents an increase of 148% over the $4.4 million adjusted EBITDA in the prior year, which included a one-time $1.5 million royalty. Excluding the effects of the one-time royalty in the prior year, adjusted EBITDA would have increased 274%. Briefly turning to our consolidated financial performance, fiscal fourth quarter revenues declined 10.4% to $139.8 million, and full-year fiscal year 21 revenues declined 7.8% to 544.2 million. Selling general and administrative expenses decreased 2.1 million versus the prior year to 16.1 million in the fourth quarter and decreased 6.8 million versus the prior year to 65.4 million for the full fiscal year. Consolidated adjusted EBITDA totaled 12.1 million for the fourth quarter compared to $14.1 million in the prior year period. Consolidated adjusted EBITDA totaled $31.4 million for the full year fiscal 21, an increase of 43% over the prior year. Let's now turn to our improving cash flow performance. Cash provided by operations was $15 million for the full year ended May 30th, 2021, which marks a $32.1 million improvement compared to cash used by operations of $17 million in the prior year period. Cash from investing activities improved by $13 million compared to the prior year through a combination of a $3 million reduction in CapEx and a $10.5 million increase in sales proceeds. At the end of the fourth quarter, our net debt was $192.6 million. But as a reminder, we realized $45.1 million of proceeds for the sale of our interest in the Windset investment and correspondingly used $41.4 million to repay debt subsequent to the fourth quarter close. Our pro forma net debt would have been $151.2 million And our pro forma net leverage ratio would have been approximately 4.8 times an improvement of 1.3 turns. We continue to improve our financial position and create greater financial flexibility to ensure that we can execute our strategic plans as we similarly and strategically review each and every aspect of our business, and we will continue to do so. With that, I want to share our outlook for fiscal 22, along with some considerations to help shape the cadence of the year and some of the drivers that will impact comparability. Let's begin with our overall consolidated outlook for the full fiscal year. We are introducing guidance for consolidated revenues in the range of $545 to $554 million representing a range of flat to plus 2%, and consolidated adjusted EBITDA is expected in a range of $33.3 million to $35.5 million, representing an increase of 6% to 13%. At the segment level, we are guiding life core revenues to a range of $105 million to $108 million, representing growth of approximately 7% to 10%, and adjusted EBITDA in the range of $26 million to $27 million, representing an increase of approximately 6% to 10%. Creation Foods revenues are expected in a range of $440 million to $446 million, representing a slight year-over-year decrease of flat to down 1.4%, and adjusted EBITDA is expected in the range of $12 million to $13 million, representing an increase of approximately 9% to 18%. As you think about this segment-level guidance and how it builds into our consolidated outlook, we think it is helpful to share some framework to inform your modeling and judgment of our future performance. First, starting with LifeCorps. As discussed, LifeCorps' top-line growth in fiscal year 22 is hindered by approximately 500 basis points due to excess customer inventory as a result of a delay in elective procedures. The expectation is that this will rebalance at the end of our fiscal second quarter, which results in flattish expectations for growth in the first half, then transitioning to substantial second half growth to meet the plan we are putting forth today for growth of 7% to 10%. Layering on the 500 basis points inventory headwind, We bridge back to LifeCorps' long-term expectations for compound annual revenue growth to the low to mid-teens. From an adjusted EBITDA perspective, we expect the first half to approximate 25% to 30% of the full-year guidance, with the first quarter approximating our results from the prior year first quarter fiscal 2021. For the fiscal second half, growth should recover in a very material fashion to meet our guidance for the fiscal year, which implies an increase of approximately 6% to 10%. As Jim discussed, please keep in mind that the business is investing in sales, marketing, and development activities to drive longer-term development revenues and to enhance some capabilities in anticipation of future growth. So adjusted EBITDA margin expansion on the higher revenues is temporarily muted, but expected to resume over the intermediate and long term. Shifting over to the curation food segment, we expect a fairly consistent year of quarterly growth, save for the first fiscal quarter, where the positive impacts of store resets aren't yet completely realized. So, in the case of the first quarter, we are expecting a low single-digit decrease, followed by modest quarterly growth thereafter. Gross margin has been an important KPI for curation since embarking on Project SWIFT, And we expect to drive additional gains in fiscal year 22 as a result of those operational enhancement and simplification efforts that Al spoke to. We ended fiscal year 21 with a segment gross margin of 9.7%, and we believe that we will meet our steady state goals of 11 to 14% on a full year basis for fiscal year 22 as we realize the full year impact from those initiatives. And from an adjusted EBITDA perspective, we expect the quarterly cadence to be largely aligned with the prior year of fiscal year 21, save for some higher relative growth rates in fiscal first and third quarters due to some more favorable comparisons. Net, we have the business in a much better place heading into fiscal year 22, and those operational improvements are translating to gains in adjusted EBITDA as referenced by our implied growth in the range of 9% to 18% for the full year. And finally, from a CapEx perspective, in addition to the $32 million at LifeCorps, we plan to spend more modestly at Curation, with up to $7 million on projects primarily related to maintenance CapEx and some minor automation enhancements. And with that, The operator, please open the call for Q&A.
spk00: Thank you. At this time, we will 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 poll for questions. Our first question is from Mark Smith of Lake Street Capital Markets. Please state your question.
spk04: Hi, guys. Thanks for taking the question. First, I just want to look at curation foods a little bit. Can you discuss some of the inflationary pressure, where you're seeing it, whether it's labor, delivery, wherever this is, and kind of response to initial price increases or other ways to kind of mitigate this?
spk02: Yeah. Hi, Mark. It's Al. How are you today? a lot of the inflation is coming from direct materials you know things like corrugate packaging those type of things and you know we're very focused on our efficiency program to Zest to continue to take costs out we have some further automation planned as well but as I said in my statements earlier that We think we have a pretty good head start on this with the actions that we took with SWIFT last year in getting the full year impact of the reduction of the workforce and getting our footprint much more tighter. So that's pretty much where they're coming from. I think other companies are feeling the same thing. But we feel like we have a little bit of a head start in that area. If we continue to see inflation build, we're not afraid to take pricing where we feel we have leverage to do that, and those are some of the discussions that we have going on right now. But our culture is much more focused, and we know that this is a headwind, but it's one that we're going to, you know, think we have a head start on, and we have some other things planned as the fiscal year evolves for us to mitigate those risks because we're really focused, Mark, on achieving 11% to 14% gross margins in our business.
spk04: Perfect. And then one more on curation. Can you discuss food service, maybe what you're seeing, any kind of changes in consumer behavior or with reopening and maybe any benefit from that?
spk02: Yeah. As I had mentioned previously, We had a food service last fiscal year. We never had that focused salesperson dedicated to food service before. So we are anticipating growth in the food service area. We're seeing it open up for us, primarily in our green bean business as restaurants are coming back up, as well as salads. And just recently, we started shipping to Amazon, which is a new channel for us that we had not been in before. So we expect some growth from that, as well as continuing growth with the away from home category with HelloFresh continues to grow very strongly for us. So we're starting to see it open up, and we're going to benefit from that which really was a big part of our decline with COVID during the last fiscal year.
spk04: Okay. And then the last one for me, just looking at LifeCorp, you know, as we look at this, I don't know if excessive is the right word, inventory and kind of the timing of the roll-off, will this be kind of a gradual kind of slow roll-off throughout the first half, or is it more abrupt, you know, that in – you know, the next six months it happens more abruptly. And then, you know, is there anything that could change kind of these inventory levels or could help take some of this pain away in the first half as far as, you know, new accounts coming on or new customers?
spk02: Yeah, let me take the first part of that and I'll turn it over to Jim for more color. But, you know, we don't have visibility into our customers' inventories until they really order. And, you know, They're kind of, you know, had built a stockpile during COVID, and we expect that to roll off here in the first half of the year and really get back on track in January. But I will let Jim give you some more color there.
spk07: Yeah, hi, Mark. Like Al said, you know, we started noticing lower order patterns from some of our customers and started working with them to understand what the issue was with their inventory levels and got some insight really through all Q4. And what the issue is, is not so much in the US. Most of these customers sell their products worldwide. Things are opening up and pretty much back to historical rates in the US. Not so much in the rest of the world. And as things open up over there, they expect to work through. They have surgeries lined up for the product. The reason they let it build up is, you know, the uncertainty of how fast things would open. So we're working hand in hand with these customers to understand how this goes. We're hopeful that it happens relatively quickly as things open up and vaccination rates pick up. But it's something we'll monitor. And like always, we continually try to build our pipeline with new projects that could potentially offset some of this, but we're not projecting that. Okay. That's helpful.
spk04: Thank you, guys.
spk00: As a reminder, if you would like to ask a question, please press star 1 on your telephone keypad. The confirmation tone will indicate your line is in the question queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star key. One moment, please, while we poll for additional questions. Our next question is from Anthony Vendetti of Maxim Group. Please state your question.
spk08: Sure, thanks. Good afternoon, guys. I just wanted to follow up on the comments you made on your agreement with Castellini transportation obviously you're looking to you know get some efficiencies there and i was wondering if you could quantify a little bit more what this could mean in the in the near term and then what's the what's the total opportunity is this is this going to bring down your transportation expenses by x or contribute to to margin by y what what can we what can we look for there
spk02: Yeah. Hi, Anthony. This is Al. How are you today? Good. How are you? I want to talk just to give you a little bit of background here. We had our own logistics system, and this move was primarily driven by us to be more efficient and more effective. One of the things that we have not been able to do is deliver six times a week, which enables us to have fresher product on the shelf. And now with this agreement that we just put in place, and right now we're in the middle of just starting to roll it out and implement it, it's going to help us with our reach to being able to deliver six times a week, which should translate into decreased shrinkage at our customers. That's primarily due to us having fresher product on the shelf. And there are places today we just couldn't get to with our own logistics system. There's a fair amount of white space out there for us, primarily in the Midwest, and customers deliver to those places. So it's going to help us in terms of being able to generate new business for us with our customers where we cannot be able to get there with our own logistics system. So they have the ability as well that we didn't have based on their scale. of being able to hedge pricing on fuel. We were not able to do that. So our timing couldn't have been better in terms of doing that. So we feel really good about the efficiency and the effectiveness that we're going to reach. John, any color you'd like to add here?
spk06: No, it's great. It's just that with Castellini, it's what they really do, right? They're experts in it. It was just something that You know, we weren't nearly as efficient. We weren't sending out full trucks. You know, we're one of the products that Castellini delivers. And by the way, the cost of us to deliver six days a week would have added several million dollars. In our agreement, we have a guaranteed savings per year, you know, built in, and it can only get better. And I really describe it as a strategic partnership. And so I think there's just a lot of benefits, you know, for the company. built into our logistics team. And really the timing just couldn't be better, particularly walking into a year of a lot of inflationary pressures. And it's nice to have that done versus having inflation hitting and then trying to figure it out. And that project was probably being worked on for the better part of a year or so. It's a lot of work, logistics to get right. And I think there's just a lot of benefits for the company from a white space, the costs, distribution, all of those things. So our sales team is very excited about it because of the service levels we can provide to our customers in particular.
spk08: Okay, good. I mean, it sounds like you had a homegrown system that was clearly inefficient. And like you said, for all the reasons you just mentioned, as well as some of the external events going on and transportation has been getting expensive for, for goods across, across all industries, trouble hiring truck, truck drivers and, um, right. Various reasons. So, so to get that off your plate, I'm sure is, is, is, is, uh, is a big win. And, um, What I want to segue into is Project SWIFT, right, because constant improvement and efficiencies is something I'm sure you're working on on a regular basis. But if we had to just quantify Project SWIFT, where is that at in terms of total savings recognized since that was implemented? And do you have a specific end date for Project SWIFT, recognizing, of course, that you're always going to be looking for efficiencies and better systems and so forth, but Just to focus on Project SWIFT for this question.
spk02: Yeah, Anthony, I'm a big baseball fan, so I would say we're probably in the fifth or sixth inning of SWIFT. The Castling deal was a deal that was on my strategic focus to get after. We just had so much to do in terms of right-sizing our operations, and The ability for us now to get that done at the end of fiscal year and begin the implementation of that is really important to us. It was a key part of Project SWIFT. SWIFT is just a way of the way it's going to be at Creation Foods. We're always looking to improve our efficiencies and our operations. So that's more or less where we're at. A lot of the heavy lifting is done. I would have gotten that Castellini sooner. We just had so many other things that, you know, quote, unquote, we had to clean up in our system to right-size the operations in terms of our footprint and the right structure in place from a people standpoint that would go along with that.
spk08: Okay. And, Al, do you have a total savings since you implemented Project SWIFT to date? on an annualized basis?
spk02: Yeah, so, Anthony, that's been a key part for us with our focus on gross margins, and that's what's enabling us to get our gross margins up to that 11% to 14% range. In terms of total assets sold to date, I think it's been around $20 million or so with our focus on the balance sheet. to pay down debt, and it's going to help us as we begin to fight the inflationary pressures that we see ahead. I don't know, John, anything you wanted to add here for Anthony?
spk06: Yeah, Anthony, I think I'd just add that I think, you know, Project Swift is more than just a savings to EBITDA, but it's also really a cultural change. It's about simplification. It's about, you know, picking up assets, and trying to make and simplifying. And so it's things like, you know, how do we monetize our investment in winset, for instance, that was not strategic. So instead that we could put more investment into life cores, CapEx going forward, that is very strategic for the business, it just makes a lot more sense. You know, it's also those kinds of things that really fall into our thinking around projects with it was the idea of How do we find a strategic partner and think through logistics in a smarter way for us? So it wasn't just how do we put more EBITDA at the bottom line, but, you know, but how do we do it in a really in a smart way and how do we make our culture work for us in a better way as well? So it just, it's a really a bigger thinking process. And when the culture starts getting behind it, it's just, there's just so much more that can get accomplished. And I think that's, that's really the benefit and, you know, the, you know, the brilliance that Al brought to that, when he started that, and, and it just feels like, I agree with, with Al that we're probably like in the fifth inning or so. And I think it'll be with the company for, you know, quite some time. Because, you know, we've, as we rationalize skews, or as we as we think through our marketing efforts, all those things are kind of still falling within the idea of the framework of Project SWIFT.
spk08: Okay, no, that's helpful. Just, you know, if you're in the fifth inning, are there any, you know, obviously transportation was a big item. Are there any big items like that on the near-term horizon that you've identified and said, hey, there's a huge opportunity here to, you know, make this particular piece of the business much more efficient?
spk02: Well, I think most of the heavy lifting is behind us, Anthony, as I mentioned. And our focus is with SWIFT to continue to simplify. And we've got a lot of things to look at in terms of how we work with inside the business. We made big improvements in our processes, big improvements in our forecasting. We have things that we're working on in the harvest area that I'm very excited about that we're not ready to talk about today. But how can we improve our forecasting and our time to harvest? How do we continually grow our green bean business by diversifying our planting as well as where we plant? and how we plant to get ready for seasonality upticks in the business. So it's really about getting it to work for us now much harder and much more efficiently than we have before. But I do believe that from a footprint standpoint, we're down to two manufacturing facilities. We're leveraging Castellini, so we're able to take down our Rock Hill facility. We shut down Vero Beach, which only had one line in it that made green beans. Now we're able to make all those green beans in Bowling Green with the investments that we've made there. So we'll continue to focus on the big opportunities. But for the most part, the heavy lifting is behind us. It's really about getting it to work for us now as we move forward.
spk08: Okay, very helpful. I'll hop back in the queue. Thanks very much.
spk06: Thanks, Anthony.
spk00: Our next question is from Mike Pitesky of Barrington Research. Please state your question.
spk03: Hi, guys. Good evening. I guess the first one for Jim. Jim, could you remind me and possibly a few others just sort of the, you know, as a product successfully, you know, gets regulatory approval and then goes to commercialization, can you just talk about the impact Just in terms of that customer, in terms of revenue sort of in the short term, margins in the short term, and then sort of how that will typically play out over time or your expectations for how that will play out over time, just in terms of that customer that's gotten a regulatory clearance. Thanks.
spk02: Yeah, go ahead, Jim.
spk07: Okay. Hey, Mike, how you doing? It's a good question and depends a lot on the product and how it's being launched. But typically, in the qualification process, we work through process qualification lots that are also utilized for commercial production. So it depends on how a customer wants to build pre-launch quantities, but typically, LifeCore is selling commercial product at least a quarter, if not earlier, before a product launches. And that just depends on what type of launch it is and how rapidly they build their sales force. If it's a customer that's got an established sales force, that happens quicker. If they're building the sales force and it's a newer company, it takes a little longer. So typically in the first fiscal year after launch, the build's relatively slower and ramps up. Margins are typically in line with what our targets are for our fill finish business right out of the gate. Otherwise, we wouldn't be working on that product. And as market penetration happens, the quicker it happens, the faster it ramps up. We work on new products with typically a six-month rolling forecast that adds on a quarter every time we get an update. And so it just depends on all those things, how fast they really penetrate the market. So hopefully that helps.
spk03: Okay. Thank you. And sorry, John, I may have missed this, but CapEx expectation for this coming fiscal?
spk05: Yeah, so at LifeCorps, we suggested $32 million and up to $7 million at curation foods for this year.
spk03: So I'm assuming then almost certainly a negative free cash flow expectation for the fiscal year?
spk06: Well, if you count the cash receipt for WINSET, we'll be at a positive free cash flow.
spk03: Okay. But, yeah, in terms of sort of operating, you know, would you expect to have a more negative free cash, set aside WINSET, but you'd expect to have a higher negative free cash flow this year than last year?
spk05: Yeah, I mean, probably based upon the guidance today, that would probably be true, yes.
spk03: Okay. All right. And just in terms of the cadence of the CapEx spend in fiscal 22, is there any guide there? I mean, is that going to be lumpy, or is that going to be fairly straight-lined? Can you speak to that?
spk06: Yeah. I mean, I think you could almost assume it's going to be fairly linear for the year.
spk03: And then could you guys speak to what, you know, what you're seeing going on in the avocado business? You know, obviously the year over year comp wasn't great. And maybe there was some hope that with, you know, less COVID impact that avocado would have would have looked better. Can you just speak to, I guess, what you're seeing there and what your what your what your hopes are as you sort of move forward?
spk02: Yeah, so we're seeing the avocado category slow down a bit. Some was COVID. There's some new competitors that have entered the marketplace. But we remain confident in our growth rates of avocado products that, you know, we're going to be in the mid to high single digits with our products. Our squeeze product is – doing very well and I'm very excited about it. We have extremely high repeat on that business and we've got some money this year set aside that we have not had in previous years for sales and marketing. We are in a test right now in Cincinnati where we just rolled out our new repositioning of the product all around building awareness, the Guacamole Now product. We have a fair amount of dollars that we have set aside to do some marketing testing and how we can build that product and get awareness. Because once we get awareness, it really does well. It's doing extremely well at Walmart for us. They've gotten behind the product and we continue to want to grow that because we have an exclusive position with that product and we're fairly excited about that. The category is slowing down a bit, a lot of private label pressure, but we feel really good and well positioned where we are to see, you know, mid to single digit growth, which is going to outpace the category.
spk06: Hey, Mike, I think last year the category grew in the mid single digits, and if you back out the extra, the 53rd week last year, for the full year we grew 4.3%, so very close. and actually fairly consistent with the category.
spk03: Right. So 52 to 53, yeah, it's off 2.2, but 4.3 backing out the 53rd week.
spk06: Right, right. I got you.
spk03: Al, so I think that squeeze product, I mean, it's just my opinion, but I think that squeeze product is probably the best thing you guys have come out with since Sweet Kale. Is there any, you know, openness to sort of disclosing either a revenue number there or just sort of the growth rates you're seeing there or something to sort of give us a sense? Because I do think that's, you know, a special product for you guys potentially, not just now, but going forward.
spk02: Yeah, we don't disclose those growth rates. I will tell you we have launched a spicy sweet kale that we did up in Canada last year and did it with a customer in the Quebec region. They have now expanded that to all of Canada and we're seeing uptick with some Club Mass Channel customers with spicy sweet kale in Canada as well as retailers in the U.S. are beginning to take it. So sweet kale continues to be strong for us. We've switched to the slim bag and where we are in market, the U.S. sales in retail, we're seeing very nice uptick in velocities with our slim bag and sweet kale along with all of our salads. And we have some tests that are ongoing now with our mass club channels to test some more different packaging variations of the sweet kale salad. So it continues to be a big driver of profitability for us. And we are flanking it with the right new items because we think we at least take the approach that sweet kale is a platform for us to innovate off of. So some of the packaging changes, flavor changes, we're expecting growth rates this year.
spk03: Okay, all right, very good. Thanks, guys, appreciate it. Thanks, Mike.
spk00: Our next question is from Jerry Sweeney of Roth Capital Partners. Please state your question.
spk09: Hey, good morning, or good afternoon, everyone. Thanks for taking my call. question is probably more for Jim just wanted to ask a question around you know the capex I think I got my numbers right 32 million dollar investment and over the next I think it was five years like that was that investment or helps take filling capacity from 10 million units the 37 million units just curious as to you know if what gives you the confidence that business is going to expand by that much and then to You know, if you hit that $37 million type of fill, what does that mean for incremental, you know, revenue and, you know, profitability? Obviously, there's business development and other revenues behind it within LifeCorp, but I'm just curious to see what that would do to the P&L.
spk02: Yeah, Jim. Yeah, Jim. So go ahead.
spk07: Yeah. Hi, Jerry. And we can talk about this later too, but yeah. I'll touch on the build and competence. Really it's modeling the commercialization rate of our development pipeline. And right now out of the 21 things, we have five things in qualification and six of them are in phase three. So pretty far along and are the primary drivers of future capacity needs. So looking at approval rates over the next several years, that really gets us to how much capacity we need to be prepared for. And as you know, And we've talked about, you know, it's a several year process to add additional filling capacity. So that's where we're focused. The spend also focuses on building out some preclinical and early phase clinical manufacturing capability to segregate back from the commercial line, since we're going to need all that for commercial product. So there's that focus too, as we continue to expand and build our pipeline and really Like we said, and I said during the call, we look at building out and maximizing the revenue generating capacity at this facility by building out that filling capacity doubles that revenue generating capacity. So that should give you some idea of where we see this going and how it supports the business moving forward.
spk02: Hi, Jerry, it's Al.
spk00: We have reached the end of the question and answer session, and I will now turn the call back over to Dr. Al Bowles for closing remarks.
spk02: Thank you again for your interest in LANDEC and your participation in the call today. We look forward to talking to you once again when we release our first quarter. Thank you very much.
spk00: This concludes today's conference. You may disconnect your lines at this time. Thank you for your participation
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