Ryan Caswell
Analyst · RBC Capital Markets
Thank you, Jamie, and good afternoon. On the call today, I plan to cover four topics: how we allocated capital during the quarter and our expectations going forward, the sale of non-core assets, the execution of our multi-club sports strategy at Black Knight Football, and how we are managing the holding company. Starting with capital allocation. In the second quarter, we allocated $7 million of capital as returns to our -- to shareholders through our quarterly dividend, and year-to-date through July, we have allocated $58 million to shareholders, of which $44 million is from buybacks and $14 million is dividends. In the second quarter, due to the recently announced transactions, the company did not buy back any stock. Going forward, we remain committed to share buybacks and expect to pursue buybacks in the second half of the year, especially as a result of the capital we received from the sale of Watkins and the capital freed up from the elimination of the put right. In the second quarter, we allocated approximately $45 million to investments, including both existing investments and new investments. And year-to-date through July, we have allocated $54 million to investments. When allocating capital to investments, the board and management team analyzed the long-term return potential of each investment compared to buying back Cannae stock. This quarter, both the additional investment in BKFC and a new investment in Exeter Rugby presented what we believe an attractive use of capital to deliver long-term shareholder returns and further our ambition of becoming a leading platform focused on sports and entertainment. Given Exeter Rugby is a new sports-related investment, I wanted to provide more detail on why we are excited about the opportunity. I also ask that you review our website where we posted a presentation on Exeter with additional information. With Exeter, we acquired a team in one of the world's leading sports with a strong brand, proven fan base, and history of success. Exeter was acquired at an attractive valuation and deal structure. Exeter is also located 80 miles from Bournemouth, and we believe there are a number of opportunities to create commercial and operational synergies across the businesses. We have established a plan to increase commercial revenues at Exeter through a playbook, which is consistent with what we developed for AFC Bournemouth. While our plan will take time, we are excited about the opportunity ahead of us and the returns we can deliver to our shareholders. Turning to non-core asset monetization, we made significant progress this quarter. On July 30, we sold our 49% ownership stake in The Watkins Company for $90 million. Including sale proceeds, preferred dividends, and fees received during our ownership, this transaction represents a multiple on invested capital of approximately 1.2x in less than two years and an IRR of nearly 10%. On July 15, we closed the sale of our 87% ownership interest in Brasada Ranch to a company owned by Bill Foley, our Vice Chairman, in exchange for the termination of Bill's put rights. The sale in exchange for the elimination of put right was attractive as it: 1, monetized the non-core asset; 2, eliminated the put right and associated liability, freeing up approximately $47 million of capital; 3, eliminated potential future CapEx at Brasada; and 4, demonstrated Bill's support for Cannae shares. This transaction was reviewed and unanimously approved by both our Related Person Transaction Committee and Board, with Bill not participating in the deliberations or voting. Both of these transactions demonstrate the importance our board and management team have put on monetizing non-core assets to generate capital for share buybacks and new investments. The strategic process around the restaurant group is continuing, although it is taking longer than anticipated. We are looking at strategies that will likely result in both sale proceeds to Cannae and eliminate negative cash flow to Cannae associated with funding operations. We will update you as soon as possible. Now, let me turn to our sports and entertainment portfolio, which continues to be the centerpiece of our strategy. At Black Knight Football, the headline this quarter is AFC Bournemouth finished sixth in the Premier League with 57 points, the highest finish in the club's 127-year history, and qualified for the UEFA Europa League also for the first time in the club's history. This is a remarkable accomplishment for a club that was fighting relegation in 19th place in 2022 before Black Knight acquired the business. It also comes on the heels of two transfer windows in which we sold key players for more than $350 million. Bournemouth's European qualification meaningfully increases Bournemouth's broadcast revenue, commercial opportunities, and brand relevance. We will also open Phase 1 of AFC Bournemouth's stadium redevelopment later this month, which will increase capacity by 1,000 seats and double hospitality. And importantly, the work completed thus far sets us up for the increase to 17,600 capacity starting next season. Lastly, we continue to build out the multi-club model to create synergies across each club. The last topic to discuss is the holding company itself. A significant area of focus at the holding company remains on reducing our corporate company costs. I'll let Brett expand on the specifics, but our corporate holding company costs are down approximately 76% from last year, which reflects the discipline the board and management have applied. Additionally, the board remains focused on improving our governance policies and procedures consistent with best practices. As an example, last week our board adopted and posted to the Cannae website a new Related Person Transaction Committee policy that further strengthened the review and approval of related person transactions. We would also like to welcome Brett as our interim CFO who will be presenting momentarily. In summary, this was a very active quarter. We continue executing our plan, concentrating our portfolio further into sports and entertainment-related assets that can drive outsized investment returns, monetizing non-core assets, and opportunistically returning capital to shareholders at prices we believe are below intrinsic value. We will continue executing on all aspects of this strategy, which we believe will grow our stock price and close the discount to NAV. With that, I'll turn the call over to Brett.