RCI Hospitality Holdings, Inc.

and welcome to RCI Hospitality Holdings first quarter 2025 earnings call. You can find the company's presentation on RCI's website. Go to the investor relations section and all the links will be at the top of the page. Please turn with me to slide two of our presentation. I'm Mark Moran, CEO of Equity Animal. I'll be the host of our call today. I'm coming to you from Denver, Colorado. Eric Langen, President and CEO of RCI Hospitality, and CFO Bradley Shea are in Houston. Please turn with me to slide three. RCI is making this call exclusively on xSpaces. To ask a question, you'll need to join the space with a mobile device. To listen only, you can join the space on a personal computer. At this time, all participants are in a listen only mode. A question and answer session will follow. This conference call is being recorded. Please turn with me to slide four. I want to remind everybody of our safe harbor statement You may hear or see forward-looking statements that involve risks and uncertainties. Actual results may differ materially from those currently anticipated. We disclaim any obligation to update information disclosed in this call as a result of developments that occur afterwards. Please turn with me to slide five. I also direct you to the explanation of RIC's non-GAAP financial measures. Now, I'm pleased to introduce Eric Langen, President and CEO of RCI Hospitality. Eric, take it away.

Thanks, Mark. If everyone will please turn to slide six. Thank you for joining us today. Let me run through some key takeaways. All comparisons are year over year unless otherwise noted. In our nightclub segment, they generated increase in total sales and same-store sales, while GAAP and non-GAAP operating profits were approximately level with the year-ago quarter. In our bombshell segment, total sales declined as expected with the sale closure of underperforming locations, but GAAP and non-GAAP operating profit and margins both improved. On a consolidated basis, net cash provided by operating activities and free cash flow nearly matched a year ago levels. And we continue to make notable progress with our back to the basics five-year cap allocation plan. During the first quarter, we sold or closed four underperforming locations in the bombshell segment for a total of five since September of 2024. We also repurchased 66,000 shares for $3.2 million. And as of 12-31, we had 8,989,000 shares of common stock outstanding. In January, we acquired the Flight Club, a premier gentleman's club in the Detroit market. Purchase price was $8 million for the club and $3 million for the real estate. We estimate the club to generate about $2 million in annually adjusted EBITDA. We also opened the bombshells in Denver. And as part of the effort to improve bombshells, we have changed leadership. And Rafael Pedraza is now promoted to our director of operations from assistant director of operations. Now here's Bradley to review our performance in more details.

Thank you, Eric. Please turn to slide seven. All comparisons are year over year unless otherwise noted. Fourth quarter sales totaled $71.5 million. That largely reflects the sale and closure of the non-performing locations in the bombshell segment, partially offset by the increased sales in the nightclub segment. Other gains totaled $2.2 million. Net income attributed to RCIHH common shareholders was $9.0 million. EPS was $1.01 gap and $0.80 non-gap. Net cash provided by operating activities was $13.3 million. Free cash flow was $12.1 million.

Please turn the slide. Brother, we lost you there after the $12.1 million, I think.

Sorry. And adjusted EBITDA was $15.7 million. Let me read that line over. Sorry for the cutoff. Net cash provided by operating activities was $13.3 million. Free cash flow was $12.1 million. And adjusted EBITDA was $15.7 million. Please turn to slide eight. Net clubs revenues increased $0.7 million or 1.1%. The key factors driving the first quarter revenues included a 3.7% increase in same store sales and the addition of three new or reformatted clubs. This was partially offset by the absence of Baby Dolls Fort Worth. Food, merchandise, and others increased 8.6%, alcoholic beverages 3%, while service declined 3.7%. Other net gains totaled $0.8 million versus virtually nil from a year ago quarter. The first quarter 2025 amount included a $1 million in additional cash proceeds from Baby Dolls Fort Worth Insurance. Operating income was $20.9 million compared to $20.4 million. Margin was 33.8% of revenues versus 33.4%. Non-GAAP operating income was $20.6 million compared to $21 million. And non-GAAP margin was 33.4% of segment revenues versus 34.3%. Please turn to slide nine. Bombshell's revenues declined $3.1 million, or 24.7%, due to the sale and closure of five underperforming locations and a 7.5% decline in same-store sales. This was partially offset by a full quarter of the Stafford, Texas location, which opened in mid-November 2023. Other net gains totaled $1.3 million versus virtually nil from a year-ago quarter. The first quarter 2025 amount reflected a gain for the bombshells that was sold. Operating income increased $1.9 million with a margin of 20.6% of segment revenues versus 0.7%. Non-GAAP operating income increased half a million dollars with a margin of 6.7% of segment revenues versus 1.2%. During the first quarter, there were no weather-related closures for nightclubs and bombshells. To date, however, in the second quarter, we've had 14 days for nightclubs and seven days for bombshells. Please turn to slide 10. Corporate expenses increased $1.7 million on a gap and non-gap basis. This was due to the establishment of insurance reserve. Please turn to slide 11. We have some slides up in the upcoming that discuss the free cash flow and adjusted EBITDA, which are non-GAAP. In advance of that, we wanted to present the closest GAAP equivalents on this slide, which are operating income, net cash provided by operations, and net income. Please turn to slide 12. We ended the first quarter with cash and cash equivalents of $34.7 million. During the quarter, we used $3.2 million to buy back shares. As a percentage of revenues, free cash flow was 17% and adjusted EBITDA was 22%. Free cash flow was slightly lower than a year ago quarter because maintenance capex was almost 30% higher. Please turn to slide 13. Debt at December 31st declined $2.7 million from September 30th, reflecting scheduled pay downs. The weighted average interest rate was 6.65% compared to 6.61% in a year ago quarter. Total occupancy costs were 8% versus 8.2% a year ago. Debt to trailing 12-month adjusted EBITDA was 3.32 times compared to 3.28 times in the preceding quarter. This metric will decline as sales grow from locations that have come online more recently and from those anticipated to open. Debt maturities also continue to remain reasonable and manageable. Now here's Eric.

Thank you, Bradley. Now please turn to slide 14. For those of you new to the company, let me review our capital allocation strategy. Under our plan, we will allocate 40% to club acquisitions. we will allocate 60% to share buybacks, dividends, and debt repayment. The goal is to grow free cash flow per share by 10 to 15% on an average annual basis. If you please turn to slide 15. Operationally, this means focusing on our core nightclub business. Currently, we are evaluating every club in our portfolio. The goal is to increase same store sales on a regular basis. Our nightclubs plan also involves acquisitions. Our goal is to acquire an average of $6 million of adjusted EBIT a year, focusing on the best clubs, buying base hits with occasional home runs. Our target metrics remain the same, three to five times adjusted EBITDA for the club business and fair market value for the real estate, targeting 100% cash-on-cash returns in three to five years. Purchases would be made with cash on hand, bank financing, and seller notes. For bombshells, our plan calls for improving the performance of existing locations. Our near-term target is 15% operating margins and return to same-store sales growth. Our plan also calls for finishing two other locations currently in development in Lubbock and Rowlett, Texas. For the final part of our plan, we anticipate continuing to implement a program for regular buybacks. We also anticipate small dividend increases annually. Altogether, we expect to generate more than $250 million in free cash over the next five years and buy back a significant amount of stock. Given where our shares are trading and our view of what the business can do, we believe this is a great use of our capital. Our fiscal 29 targets... are calling for hitting $400 million in revenues, $75 million in free cash flow, and reducing share count to 7.5 million shares. This would result in a doubling of free cash flow from fiscal 24 to approximately $10 a share in 29. Please turn to slide 16. With Bombshells Denver now open, we have six remaining developments. Chica Locas El Paso is finished and reopening is planned for March 1st. Interior construction at Bombshells Lubbock is underway and we are targeting a mid-March opening. Completing final finish outs at Rick's Cabaret Central City and we are targeting an April opening. Framing and stucco are underway at Bombshells Rowlett and we are targeting a May open. I would like to note that both Lubbock and Rowlett construction are being financed through bank loans. We are still awaiting construction permits for Baby Dolls Fort Worth West, and we are awaiting an engineering review of our plans for the original Baby Dolls to be rebuilt. At this point, I'd like to thank all of our loyal and dedicated teams for all their hard work and effort, and for all our shareholders who believe and make our success possible. Here's Mark.

Thank you very much, Eric and Bradley. If you'd like to ask a question, please raise your hand in the X space. When you finish, mute your microphone to eliminate any background noise. We have a limited number of speaker spaces. So after your question, we may move you to the back of the audience to free up space. To start things off, we'd like to take questions from Rick's analyst, Scott Buck of HC Wainwright, and then some of our larger shareholders. Scott, please take it away.

Hey, good afternoon, guys. Thanks for taking my questions. Bradley, I want to ask about the $1.7 million to establish the self-insurance reserve. That is non-cash or is that a cash expense? And should we think of that as one time in nature?

Yeah, I can answer that, Scott. It is a one-time. I think it's a one-time. It was kind of a catch-up deal since we decided to self-insure starting October due to the outrageous cost of insurance. And until we get our captive set up, we're in the process of setting that up. So, yeah. Once the captive's set up, we will see how that all plays out. But right now, we have to follow the GAAP rules on accounting for this insurance potential liability. Unfortunately, it's just going to non-cash flow. It goes into a reserve account, and the balance just sits there. And then if we get claims or have to pay defense costs, for this time period, it will come out of those reserves.

Okay. And you guys did not add that back into your adjusted EBITDA number, right? So, you know, normally I think that adjusted EBITDA is a little north of $17 million.

Yes, we did not add that back in. Okay. Because the rules don't allow for that.

Okay. No, I appreciate that. And Eric, the club you acquired in Detroit, can you talk about whether or not there's any opportunity there to maybe improve the EBITDA margins there? I know you said $2 million this year, but I'm curious if that could move a little higher over time.

I mean, it's too early to tell. I mean, we've only had it for a few weeks. I don't know if you're familiar with the Detroit weather and how it's been for the last few weeks, but we've got old man winter has given us a very, very cold welcoming into Detroit with extremely cold temperatures and lots of snow. So it's really hard to tell. But, yeah, I mean, we believe that we will definitely be able to do much better as we get –

rolling in that market and and get out of this uh unseasonably cold weather great i appreciate that and then uh on the bombshells that closed are there any residual cash outlays that you guys are responsible for on those was it five locations that you shut down

Not at this point. We do have a landlord that's suing us, but we believe that our defenses will be fine there. The parent company did not guarantee the lease in any form or fashion, and they're trying to tie the parent company in, but we don't believe that's going to be feasible for them to do under Texas law, contract law. Also, I want to make sure you understand that the $1.7 million insurance reserve is the access insurance that we put on corporate. The actual number for reserve is $4.1 million, and it was basically divided by segment based on previous year's insurance and a prorated share of the access. All right. The 1.7 is basically what we call a makeup. It's kind of a makeup deal for how they do these actuarial tables. It's insane math. I mean, I've studied it. I kind of get it, but it's extremely complicated. I call it trigonometry. I mean, it was pretty insane as we were trying to go through all this and figure out how to do it because we've never – You know, we've never guessed our insurance costs in the past. We've always had it. But this is kind of a guess of, you know, if in a worst case scenario, what would our maximum liability for the quarter be is how we had to is how we had to kind of look at this. And we had to take all these historic deals and take, you know, best best quarters and worst quarters over a five year period, combine it all in together and and really. Like I said, it became very complicated, but this is what the people that do these actuarials came up with, and so that's how we booked it.

I appreciate the clarification there. And then last one for me, if you could just kind of speak broadly to the operating environment, especially on the club side, what you're seeing and what is kind of in store here for the first part of 2025.

Sure. If you look at the December quarter, we saw our two largest contributors were actually down a little. And a lot of our midsize clubs were up. So I think we'll, you know, I don't understand that. And other than that, we've really gotten very good at going from, you know, quantity or quality of customer to quantity of customers. We're putting, trying to, you know, really push more people through the door. Some of our BIP spend is back, but obviously self-service revenue has declined 3.7% on year over year. So it's, it's not, where we'd like it, but, uh, we were able to make some costs, you know, some pricing changes and make up some of that, uh, in food merchandise and, and other revenue sources by increasing that to 8.6%. And raising, you know, overall club nightclub revenues, 3.7%. So, uh, I'm very confident that we have the pricing powers that we need. If we do need to increase prices to keep our margins in line and keep our same store sales growth as close to 3% as possible, which is our goal as part of our five-year plan over the next five years, keep that same store sales growth as steady at 3% as we can, as well as increasing with new acquisitions and this monitoring and controlling costs. If you look right now, we have about somewhere between $23 and $28 million in non-income producing assets that we're going to start trying to lease or sale or, you know, somehow make those assets produce income for us or give us our cash back so that we can take it and put it in other places. So that's going to be a big component of, I think, the next nine months, 12 months, trying to get those properties fixed as well. I think we're in early – if you go back and look at when we originally adopted the capital case strategy in 2015, I think we're in early 2017 where we've divested some properties. We have a couple of clubs that we're looking to sell. as part of that $23 to $28 million in assets, as well as other just plain raw properties that we bought in the past. So we'll keep pushing on that, working on that, and that will play into our factors of getting to our growth rates as we get into 2026. Great.

Well, I appreciate the time, guys. Thank you very much. Yeah. Thank you.

Thanks so much for the questions, Scott. Next up, we have Orchid Wealth. Please take it away.

Hey, guys. I see that we have 56 clubs right now. Does Detroit make it 57?

I believe so, but I don't know if we're counting El Paso in the 56 or not. So we might have 50. It might be 58 when El Paso opens on March 1st. get a better understanding of that you'll probably get so many clubs i can't keep going so i actually have to go to the i have to actually go to the uh to the accounting office exactly how many clubs are open and made money this or you know generate revenue this quarter so i think those are revenue generating okay and then with el paso reopening um you know what what are you thinking about like sales from these locations you know you've got seven club uh four clubs and three bombshells that are going to come online not in cloud including detroit

You know, what are you thinking that that total sales would be once all of those are incorporated onto the existing?

You know, I don't know. We've reformatted El Paso. I know the old El Paso Club used to generate about six hundred thousand. I'm hoping with with with the new format and upgrades in the liquor that we can we can actually generate more income than that. But I just don't know at this point. Oh, we don't have the liquor license there yet, do we? No, El Paso doesn't have liquor yet. I'm sorry. That's Harlingen. So we don't have liquor yet, but we're trying to get the liquor license there. So probably very similar numbers to what we're doing for around 600,000 EBITDA out of El Paso. We don't know.

Obviously, we don't know anything about Central City because that's brand new. Yeah, that'll be brand new.

But I mean, I think, you know, I'm hoping it's a million to two million EBITDA a year out there. I think that'll be, you know, we'll... There's a lot of moving factors in that one. Let's get it open. Whether we open the whole club, whether we open four days a week or seven days a week, there's a lot of factors going on in that one at this point until summer. I'll have a really good idea on the August call where that location is.

And then the Baby Dolls Fort Worth.

We're shooting for October 1st to try to get around the 1st of October to complete that construction and get open on the west side. And then we're shooting for January on the location where we had the fire at. But both of those are up in the air still because we're still in permitting. So I know once we get the permits, we can build them in about six months, but we've got to get the, we've got to get the permits, you know, in place and get everything rolling.

Okay. And then just to go back, because obviously the, the rebuild because of the fire, how much was that contributing before the fire?

Because obviously if you get it back online, we had it up to about 4 million in revenues and margins were probably about a million and a half would be my guess, about 35% margins on 4 million. So that, That location. Now, the good news is we didn't lose all of that because a lot of that customer base went to the club that we own across the street. We've kind of reformatted the club across the street. Uh, so we, we've been able to recoup or I'm, I haven't looked, but I'm going to guess we recouped about 40% of that. So we really only lost, you know, about a million, not a million and a half, say 30, they say we've a third of it. We recoup. So we're probably up about half a million at the other location. So, uh, we probably lost about a million at that location. The big hit for us, of course, was the late night change in Dallas, uh, that made us reformat XTC cabaret. That's, that's been the biggest hit. If you look at, if you look at all the numbers if we still had xtc we would be in way way better condition than we are right now or shape right now you know as far as ebitda free cash flow everything would be up uh you know probably uh between two million two and a half million on on ebitda and a million plus on free cash flow so the way it's looking right now is you know we've got about 60 locations right now and with all said and done a year from now we're looking at 70 uh another 17 um to think how many more we'd have seven more so you know 67 clubs well six six more six more six yeah denver plus six denver denver's open now so denver was not open in this quarter but it is open you know it opened uh in january so we'll be opening this any news on any buys or things you're still working on obviously uh you know we have we have a we have a uh a clubs out there that we're looking at lots of opportunities. You'll see that we actually adjusted the capital allocation strategy from a 50-50 with debt and acquisitions on one side and stock buybacks and dividends on the other. We moved the debt to the stock buyback and dividend side and raised that to 60%, which basically works out about $13 million in stock buyback, $2.5 million in dividends, 14.5 million or 14.8 million in debt reduction or debt payoff, and leaving us close to 25 million in cash on the other side of that. I'm sorry, 20 million in cash on the other side of that equation to go to the cash portion of acquisitions.

But I'm assuming if something comes along, it's better to make an exception.

Oh, always. I mean, you know, we'll always follow strategic rationale should one arise. But, you know, for the next five years, our plan will be, and any strategic rationale that I think we do, as far as I can see in the foreseeable future, will relate directly to allocation of resources. the capital per the capital allocation strategy. In other words, we would change percentages here. We'd buy less stock because we have better acquisition or the stock price gets really, really cheap and we do less acquisition cash and much more stock buyback. I think those are the only two real factors that we're going to be juggling any kind of money around. I don't have any intentions of building anything new. At this point, I'm not even looking. I have people call me all the time like, no, we're not building anything. Would you be interested in this? Is it open? Is it raking money? No. OK, no, I would probably not be interested. You know, I just don't think we're going to take any. We are we are very risk off until all of this construction is done. All of our stuff is open and we really tightened us up. our, you know, our capital strategy to the max, all of our expenses, all of our non-income producing assets need to be, you know, basically get all the ducks in a row before we go out and say, okay, maybe we'll, you know, maybe we can risk building a club over here or, you know, buying this club and reconcepting it or something if we think we have a really good concept that can go into, you know, a license that's not producing. But until this time, I don't think we, you know, for at least the next, you know, nine months, the rest of this fiscal year, 25, I think we stick directly with the plan. We have enough on our plate. We don't need to add anything else. What we need to do now is just, you know, button up all the hatches and make everything perfect.

And then on the last point, the idea being is over the course of the year, you got 23 to $28 million worth of non-performing assets that you'll be repositioning that could be used for any of these other items we discussed.

All right. Absolutely. I was just going to, I mean, obviously it'll become capital. I'll go into our cash and then we'll, we'll allocate it to recording. Great.

Thanks guys. Fantastic. Thank you so much for that. Next up we have D and D realty. Please take it away.

Hi, thank you for having me on and taking my question. Um, so you just mentioned that you're looking at selling some ass, some, uh, some clubs. How many of those clubs, I guess I have two questions. One is how many clubs are you looking, are you currently looking to, um, divest and then the second question is you guys have i guess now 88 properties that you own what is your feeling have you done an analysis on how much your real estate is actually worth i know you know your property equipment you carry it at about 280 million dollars but what do you think the fair market value is for all your real estate thanks

I think you're incurring property and equipment in the $280 million. Yeah, yeah, but I'm just wondering what you... So there's a lot of that as equipment and not necessarily real estate. I think our real estate, I just don't know really. I mean, appraised values have been all over the place. We haven't really had appraisals. I think the last appraisal we got were in 2021 on a few properties that we... put into the new refi. The original refi was done in 17, I think. So we haven't done any new appraisals on those properties. If I had to guess, real estate is probably in the 250 to 280 million range, just real estate without all the equipment and everything else. But it's just hard to tell, like I said, because I just haven't laid it all out.

And then how many clubs are you looking at, I've asked also?

There are two clubs. They're both in the same area. So it's just a market we want to get out of. And we've got with a broker who sells adult clubs, who's meeting with people and we're keeping it pretty on the down low as far as, you know, that they're for sale. So it's kind of only, you know, we're not going to publicly advertise, oh, these clubs are for sale. We will sell them through a broker who has a lot of contacts with people already in the adult entertainment business who are looking at those two locations with us right now.

Thanks. Fantastic. Thank you for that question. On behalf of Eric, Bradley, and the company, as well as our subsidiaries, thank you and good night. Please visit one of our clubs or restaurants to celebrate Valentine's Day, St. Patrick's Day, or just to have fun and have a great time. Take care and have a good one.