Cv Sciences Inc

conference call. At this time, all participants are in a listen-only mode, and this conference is being recorded. Following the formal presentation, management will take questions from the analyst community. I would now like to turn the call over to C.D. Sciences for an introduction. Please go ahead.

Thank you, and good morning, everyone. With us today with prepared remarks are C.D. Sciences' Chief Executive Officer, Joseph Dowland, and York Grasser, Chief Financial Officer. After the prepared remarks, we will take questions from the analyst community. I'd like to remind you that during this call, management's prepared remarks may contain forward-looking statements. These forward-looking statements are subject to risk and uncertainties that may cause actual results to differ materially from those anticipated by CV Sciences at this time. When used in this call, the words anticipate, could, estimate, intend, expect, believe, potential, will, should, project, and similar expressions as they relate to CB Sciences are, as such, a forward-looking statement. Finally, please note that on today's call, management will refer to non-GAAP financial measures in which CB Sciences excludes certain expenses from its GAAP financial results. Please refer to CB Sciences' press release from earlier today for a full reconciliation of its non-GAAP performance measures to the most comparable GAAP financial measures. This morning, the company issued a press release announcing its financial results. Participants on this call who may not have already done so may wish to look at the press release as the company provides a full summary of the results on this call. The press release may be found at cvsciences.com. I'd like to now turn the call over to CV Sciences' Chief Executive Officer, Mr. Joseph Dowling. Joe?

Thank you. Good morning, everyone. Over the last several quarters, we have discussed the challenging external environment on our industry and company. The challenges persist, but more important than ever is what we as a company are doing to position ourselves to compete in the current challenging environment. Over the last two years, we have streamlined our operations in numerous areas. We have a new operating partnership with an established 3PL operator that has enabled our warehousing and fulfillment to become much more cost efficient while at the same time improving shipping times and customer service. As the hemp oil market significantly expanded after the 2018 Farm Bill, we began to partner with U.S.-based suppliers shifting from our in-house oil production The impact has been lower ingredient prices per kilo while maintaining our strong commitment to the highest quality products on the market. We exited a very expensive 30,000 plus square foot facility and have right size to an efficient 6,000 square foot facility that is also responsive to the new reality of remote work environment. We have achieved efficiencies in every functional area, sales, marketing, operations, general, and administrative. Our headcount is now in the mid 40s, down from 100 plus pre-pandemic. These are all tough decisions, and they don't stop when the decision is made. All of these initiatives require daily execution to be fully realized. During Q3, we began to realize, in measurable terms, the positive impact of our cost efficiency initiatives. First, in Q3, we achieved an operating loss of just $0.9 million, which is our best result in over two years. Our gross margin improved sequentially quarter over quarter to 41.6% from 30.7%. During Q3, our cash used in operations was 0.6 million, significantly lower from prior quarters. These financial measures clearly show that we have made great progress in structuring a very lean, cost-efficient organization that is now repositioned to leverage the determination of our employees, the quality of our products, the trust in our brand, and the strength of our distribution. we will be able to achieve profitability and cash flow positive at a much lower revenue number than many of our competitors. The next step for us is simple, more revenue. Our third quarter revenues were slightly down from Q2 solely due to supply chain issues that caused out of stock for several of our best selling products. We estimate the out-of-stock revenue impact for Q3 at approximately $500,000. Without out-of-stocks, we would have achieved sequential growth during Q3. We are working diligently to address the supply chain issues that we and many other companies are facing, which include longer production lead times, ingredient shortages, and packaging shortages, such as for child-resistant caps which are now required in many states. Getting our company back to a $5 million plus and much higher per quarter revenue run rate is in our near-term sight. We know our customers love and trust our products and brand to effectively address their needs. We have a strong distribution asset in both B2B and B2C that is positioned for revenue growth. First, let me comment on our B2B channel. The demise of the B2B retail channel is greatly exaggerated. B2B distribution strength is a critical component of an omnichannel approach and strategy to increasing and optimizing revenue. There are several positive indicators in our B2B sales channel. Brand contraction on shelf is continuing. In the natural product retail channel, We are the number one selling brand, and the top three brands continue to have more than a 50% market share, which has been increasing sequentially. Smaller, untrusted, and unproven brands are simply being taken off shelf. This has taken some time to clear the excess inventory, but we are seeing results in the field and in the numbers from SPINs the market measurement and analytics reporting firm that compiles at the register data for the natural products retail channel. The flood of products into the market over the last several years created customer confusion. Also, with so many bad actors producing low quality products, consumer confidence and trust was negatively impacted. We know from our long-term commitment to the B2B channel that quality, safety, and trust are critical to growing our product category. We also know education is critical to winning and keeping both retailers and customers. And last, we are in the early days of understanding cannabis and hemp science, including for individual constituents like CBD or THC, or in combination with other cannabinoids or non-cannabinoid active ingredients. Growing the product category in the B2B channel and really all channels requires establishing competence with unsure or reluctant new customers. Several factors establish competence, including a commitment to quality and safety, a commitment to continuing education of existing and new customers, and further investment in evidence-based science that consumers can trust. A commitment to quality, safety, education, and evidence-based science embodies who we are as a company, and we believe is a winning strategy in scaling our operations profitably in the B2B channel. The B2B sales channel is also a critical component of an omni-channel sales and marketing strategy. We believe that our B2B distribution stands on its own as a strong contributing sales channel, but also can be effective top of funnel lead generator for our B2C sales channel. We are developing assets to leverage our B2B distribution strength into our B2C sales channel. Our B2C sales channel is getting stronger every day. We work continuously to improve our B2C infrastructure. which can be scaled infinitely. We are fine-tuning our B2C marketing investments to ensure revenue correlation and ROI. We are seeing results. In Q3, we increased our subscription orders and subscription revenue each month of the quarter. We increased ROI and customer participation with our loyalty program. And we increased B2C profitability through optimized pricing and promotional strategies. Our B2B and B2C sales channels are not independent. They can be leveraged across both channels. We believe our investment over the last eight years in both channels is a significant asset and is a critical part of our revenue growth strategy. Product development will continue to be a key component of our revenue growth strategy. Consumer trends and preferences are shifting rapidly. Consumers are looking for natural products with clean ingredients that specifically address the challenges of everyday life, including for anxiety, pain, and sleep disorders. Our product development will continue to focus on the needs of our customers with formulations and products that are supported by evidence-based science, such as our new Reserve Softgel product that was launched during Q3 to extremely favorable customer reviews and demand. We believe that strong science which supports our product claims will win the trust and loyalty of our existing and new customers. On regulatory matters, we remain optimistic. there has been progress in the broader cannabis area. Given the recent election results, we believe passage of safe banking legislation, maybe even in the lame duck session, is more possible than ever. Every incremental executive action and legislative win further creates a reality that cannabis is constructively legal at the federal level. This helps everyone in our industry. At the FDA, we see progress. The recent hire of a cannabis policy expert is further evidence of momentum at the federal level. I'd also like to comment on the recent move by Canopy Growth to consolidate its US-based assets into a new US holding company, which will allow them to consolidate their US and non-US operations. There is no certainty but a pathway to listing on a major U.S. exchange is clearly part of the strategy. We believe this is potentially an opportunity for big companies like Canopy Growth and smaller companies like us that are evaluating partnering opportunities with U.S. and non-U.S. cannabis-focused companies. Let me pause now, and I will turn the call over to York.