Mama's Creations, Inc.

strategies, predictions, or any other statements relating to its future earnings activities, events, or conditions. These statements are based on current expectations and projections about the company's business based in part on assumptions made by management. These statements are not guarantees of future performance that involve risks, uncertainties, and assumptions that are difficult to predict. and are likely to differ materially from what is expressed or forecasted in the forward-looking statements due to numerous factors discussed from time to time in the company's 10-K and other documents which the company files with the U.S. Securities and Exchange Commission. In addition, such statements could be affected by risks and uncertainties related to factors beyond the company's control. Matters that may cause actual results to differ materially from those in the forward-looking statements include, among other factors, the loss of key management personnel, availability of capital, and any major litigation regarding the company. In addition, throughout today's call, the company may refer to adjusted EBITDA, a non-GAAP financial measure, which it believes provides helpful information to investors about the performance of the business on an ongoing basis. Reconciliation of adjusted EBITDA to its most directly comparable GAAP financial measure is included in today's earnings press release. It's available on the Monolith Creations website under the Investors tab. And finally, this conference call contains time-sensitive information that reflects management's best analysis only as of the date and time of this conference call. The company does not undertake any obligation to publicly update or revise any forward-looking statements to reflect future events, information, or circumstances that arise the date of this conference call. At this time, I can turn the call over to the Chairman and CEO, Adam O. Michaels. Adam, the floor is yours.

Thank you, Luke, and thank you to everyone for joining us today. I'd like to welcome you to our third quarter Fiscal 26 Financial Results Conference Call. This was a transformational quarter for MAMAs. one where the business continued to scale, our retail momentum accelerated, and we took a major step forward in our long-term strategy with the addition of the Bayshore facility through the recent acquisition of Crown One. Our performance this quarter reflects both the strength of demand for high-quality deli-prepared foods and the work our teams have done to build a modern, scalable, highly efficient platform. Revenue growth, again, outpaced the category, accelerating our market share gains, supported by balanced geographic expansion, disciplined trade and marketing promotion investments, and new wins across multiple channels. Even in a macro environment where consumers remain selective, our value proposition continues to resonate. Grandma quality food at the right price, ready when they are. I would like to start with our recent acquired facility in Bayshore, New York, because while many think the acquisition announcement is the finish line for us, just like in a triathlon, it's just the first leg and we are already thinking ahead to the next phase of integration. And I could tell you we're off to a tremendous start, passing and picking off competitors left and right. To start, this Bayshore team is exceptional. Andy has unleashed an incredibly strong management team. This team is eager to win, and the tools, resources, and colleagues shared amongst East Rutherford and Farmingdale are creating a powerhouse team. Culture must never be underestimated, and now that Bayshore is back home with its food manufacturing colleagues and their work is core to the Mamas organization, Bayshore is reborn. Our newly acquired facility in Bayshore brings a recently upgraded USDA facility, automated and artisan production capabilities, and a reputation for grandma quality items that fit squarely within our brand promise. It also opens the door to a customer set that historically has been difficult to access. The proximity of their facility to our Farmingdale facility gives us a structural advantage. similar grills, joint training, and shared playbooks, which allow us to move quickly on procurement, labor alignment, and skew rationalization. In three short months, I am proud to report that 100% of Bayshore's procurement is firmly centralized. This means we're leveraging our volume across all three facilities, driving specification alignment and inventory management. For example, Leveraging Mama's scale, we are able to reduce Bayshore beef costs double digits in the first month alone. If that is not exciting enough, we've already realized our one plant, three location strategy, transitioning some East Rutherford and some Farmingdale production to Bayshore, unlocking capacity, reducing overtime, and increasing absorption across our network. Thanks to Skip and his team, in three short months, you can no longer see where one plant begins and the other ends. We are one plant, delivering on our shared one-stop-shop strategy. The team is already working through even more synergy capture opportunities, and we expect to lift Bayshore's gross margin towards our historical corporate range over the next year. But stepping back, they immediately strengthened our category position and scale that accelerates our path towards long-term $1 billion revenue ambition. I'm appreciative of the Bayshore team's commitment to our vision and thankful for our new teammates. Turning to consumer trends, the grocery deli is becoming one of the most important battlegrounds in modern food service. Consumers aren't choosing between brands inside the restaurant channel. They're choosing between the restaurant channel and the grocery prepared food set. Even major restaurant operators like Chipotle noted on their most recent earnings calls that they're not losing guests to other chains. They're losing trips to grocery and food at home occasions. That dynamic directly benefits us. Industry data shows that the share of shoppers replacing a restaurant meal with deli-prepared foods has more than doubled since 2017. Consumers want speed, value, freshness, and the ability to shop for the rest of the household at the same time. Fully cooked meats grew 4.8% over the past year. Chicken remains the top performer in the category. And the overall retail food service segment has grown to over $52 billion. These are the exact spaces where MAMAS competes and wins. Operationally, we continue to execute against our four C strategy and strategic pillars, cost, controls, culture, and catapult. On cost, our logistics and procurement teams again delivered measurable improvements with freight down another 30 basis points versus prior year, driven by denser freight, better material planning, lowering our transportation expenses. Impressive work by Anthony and his team has taken advantage of lower chicken commodity prices in the quarter, capturing below market spot buys and marrying it with raised increased trimming execution. While we know this won't last forever, these opportunities highlight our agility and how quickly we can react when the market shifts. As we plan for fiscal 27, Bayshore's chicken needs will nearly double our overall chicken volume demand, which positions us to negotiate stronger supplier partnerships and unlock better unit economics. I'm excited to share with you today that we're in final negotiations with our commodity suppliers to lock in agreements for calendar 26. This will add much appreciated stability to our supply chain, allowing Skip to better manage his costs and will allow Chris to more effectively manage his pricing strategies. Under controls, the work Alberto is doing to build new capabilities around demand and supply planning are creating massive dividends. The visibility is improving our customer service levels, production efficiency, and most importantly, informing our fiscal 27 planning. For example, because of this demand visibility, we've been able to increase our chicken throughput by nearly 40% versus prior year, while reducing overtime by over 400 basis points. What gets measured, gets improved, is not just a mantra in our organization. It's how each of our 600 associates work every single day, regardless of which of our three facilities we are in. I also must thank John and his IT team for making the Bayshore transition seamless. We didn't miss a beat, and the work he'll be doing over the next six months, in partnership with Andy and his team, will allow us to move to one ERP system, adding even more real-time insights and analysis into our business. On culture, I honestly am not sure what to highlight because everything we do starts with culture. Abby and her team were there at 5 a.m. on Tuesday morning after Labor Day to welcome our new Bayshore colleagues. Not even sure she left that building for that first week, ensuring our new colleagues had their forms filled out, payroll transitioned, benefits updated, and most importantly, had their new mama swag. A week later, magically, everyone was a new mama's employee, and we had only lost one employee at his choosing. In all of my years doing M&A, I think this was the smoothest transition yet. Thank you, Abby, Claudia, and Candy, and to the Farmingdale employees who rolled up their sleeves before their day job to ensure our Bayshore employees felt welcomed. Another culture moment to highlight is the successful transition of our company from a make-to-order to a make-to-stock organization. This means, with Skip's guidance, we have now created inventory stock of our highest velocity items, resulting in higher service levels for our customers and lower overtime for our operations because we're anticipating our customers' needs. This would not be possible without the cross-functional alignment across sales, manufacturing, logistics, and finance. This is just one more example of how this organization has evolved from a subscale northeast meatball company three years ago into a national one-stop shop deli solution with a foundation to support anything our customers need. Oh. And did I mention our first ever Battle of the Bridges, where our New York employees took on our New Jersey employees at soccer, sorry, football? Let's just say that I personally won, as everyone made it into the factory Monday morning safe and sound. I'll take the win. In the new year, while I will not be able to speak to the look of their play, I can guarantee you that they will be decked out in new mama's kits. And on Catapult, which reflects our purposeful and profitable growth, our teams delivered another quarter of market share gaining momentum. In Q3, we exceeded our goal of adding not one, but two Tier 1 national retailers. The first is Target, where we have confirmed two branded sleeve items to begin shipping in February, with a stage rollout to 1,995 stores and additional items in the final setup stages for later distribution. In Food Lion, another major national retailer, we're entering 1,100 stores this month with two new branded chicken items, as well as rolling out three branded sleeves starting at 400 stores. This is a huge testament to Chris and his team after years of tastings, packaging optimization, and hand-cramping paperwork. Congrats to Peter for getting us over the finish line. These wins reflect both the credibility of our brand and the demand from retailers for turnkey deli-prepared solutions that drive traffic to their stores and save on labor. The Club Channel was another bright spot. Thanks to Scott, after a successful five-region rotation of our branded cheese-stuffed chicken meatballs in Q3, our first national Costco MVM with branded beef meatballs hit in Q4, and is already creating a noticeable lift in trial and brand awareness. Thanks to Eric and his East Rutherford team, our production is ahead of schedule, creating confidence that we can deliver whatever Costco needs, whenever and wherever they need it. Costco continues to be one of our strongest strategic partners, and the MVM confirms their confidence in our ability to execute at a national scale. We look forward to reporting Q4 results which will reflect the revenue from this MVM. Marketing continues to play a meaningful role in amplifying this momentum. From digital programs and club to influencer-driven activation in SAMs and strategic partnerships with Amazon Fresh and Instacart, we're building a modern consumer-facing brand that meets shoppers where they already are, online, on mobile, and inside the store. With the successful rollout of our new technology-enabled Meals for One, or MFOs, and paninis at Publix, Lauren and her team took the opportunity to leverage social, digital, and in-person marketing execution to amplify the launch. But Publix was just one example. Retail and social support delivered over 24 million impressions in Q3 and a double-digit return on advertising spend. Our digital media is not only attracting new consumers, but also creating FOMO with our retail buyers and prospective buyers in the industry. As our teenage boys would say, sorry, not sorry. Finally, while our focus remains on executing Bayshore integration and supporting organic growth, we continue to evaluate additional opportunities that fit our disciplined acquisition framework. Fair price, strategic alignment, operational synergy, and high confidence in integration. With our strength and balance sheet, the right systems in place, and a deeper team, we have the ability to act when the right opportunities emerge. In summary, Q3 showed the strength of our operating model, the resiliency of our consumer demand for deli-prepared foods, and the early impact of the Bayshore acquisition. Our retail wins, club momentum, and expanding capabilities give us a clear runway for profitable growth heading into the next fiscal year and beyond. I am incredibly proud and appreciative of our team and look forward to updating you on our progress in the quarters ahead. I'd now like to turn the call over to Anthony Gruber, our Chief Financial Officer, to walk through some key financial details from the third quarter fiscal 26. Anthony?

Thank you, Adam.