Good day and welcome to the Crocs Third Quarter 2024 Earnings Conference Call. [Operator Instructions] Please note, this event is being recorded. I would now like to turn the conference over to Erinn Murphy, Senior Vice President of Investor Relations and Corporate Strategy. Please go ahead.

Good morning and thank you for joining us to discuss Crocs, Inc.’s third quarter results. With me today are Andrew Rees, Chief Executive Officer; and Susan Healy, Chief Financial Officer. Following their prepared remarks, we will open the call for your questions, which we ask that you limit to one per caller. Before I begin, I would like to remind you that some of the information provided on this call is forward-looking and accordingly, is subject to the safe harbor provisions of the federal securities laws. These statements include, but are not limited to, statements regarding our strategy, plans, objectives, expectations and intentions, including our financial outlook. These statements involve known and unknown risks, uncertainties and other factors, which may cause our actual results, performance or achievements to differ materially. Please refer to our quarterly reports on Form 10-Q and other reports filed with the SEC for more information on these risks and uncertainties. Certain financial metrics that we refer to as adjusted or non-GAAP are non-GAAP measures. A reconciliation of these amounts to their GAAP counterparts is contained in the press release we issued earlier this morning. All revenue growth rates will be cited on a constant currency basis unless otherwise stated. At this time, I’ll turn the call over to Andrew Rees, Crocs, Inc.’s Chief Executive Officer.

Thank you, Erinn and good morning everyone. Thank you for joining us today. We reported third quarter results that exceeded our guidance in terms of sales and profitability on an enterprise basis. Consolidated enterprise revenues of $1.1 billion grew 2% to prior year, led by 5% growth in DTC. By brand, Crocs brand grew 8%, with international up 17% and North America up 2%. HEYDUDE revenues contracted 17%, slightly below our expectations. Adjusted diluted EPS of $3.60 a share increased 11%. Today, I will be covering the following topics. I will first share deeper insights into our third quarter results, along with what we are seeing from a broader consumer perspective. I will then elaborate on HEYDUDE’s strategic priorities and what gives me confidence around the brand’s longer term growth prospects, touching on some of the early wins we are seeing in the business today. Finally, Susan will review our financial performance, our updated 2024 outlook and our preliminary thoughts on 2025. Now, turning to third quarter insights, starting with the Crocs brand. The investments we are making in product and marketing enable us to win with consumers around the world. All three of our product pillars, clogs, sandals and personalization, grew during the third quarter, led by our icon, the Classic Clog. In August, Footwear News named our Classic Clog, one of the greatest shoes of all time. Embracing the personalization platform that our clog provides, we launched our Live Life Fully Loaded campaign during the back-to-school season. This campaign created high consumer engagement in our stores and online, both for our Classic Clog as well as our Jibbitz business, as consumers were able to fuel their love for self expression. We are continuing to drive on our clog by introducing new silhouettes and building durable franchises. The Echo…

Thank you, Andrew and good morning everyone. Our third quarter results exceeded the high end of our enterprise guidance on the top and bottom line, supported by a combination of better underlying operating performance, a lower than expected tax rate and lower share count. For the Crocs Brand, revenues were $858 million, growing 8% to prior year and channel growth was balanced, with DTC and wholesale, each growing 8%. The growth was volume-driven, with units increasing 11% versus last year to a total of 32.1 million pairs of shoes sold, while brand ASPs decreased 3% to $26.48. ASPs were below last year tied largely to product mix and slight price erosion. North America revenues grew 2% versus the prior year to $491 million. Growth was led by DTC, which was up 4%, while wholesale was down 2%. Underlying North American brick-and-mortar growth was up mid-single digits. International revenues of $367 million grew 17% versus prior year, led by DTC growth of 18% and wholesale growth of 15%. In China, we saw growth in excess of 20% on top of last year’s 90% plus growth rate, while our direct European markets continued to show healthy growth in the quarter, led by Germany and France. Turning to HEYDUDE, revenues were $204 million, down 17% from last year. Wholesale revenues were down 23% and DTC revenues were down 9%. While we did plan for wholesale declines in the third quarter, our guidance anticipated stabilization of DTC. To support the strategies Andrew outlined earlier, we changed our investment strategy around performance marketing, shifting investments towards brand marketing, which impacted our digital performance negatively. We believe we are making the right decisions for the long-term health of the brand, highlighted by the continued strengthening of our ASPs, up 4% to $30.94 in the quarter. Concurrently,…

Thank you, Susan. Our company’s initiatives remain consistent, and we’ll focus on three primary levers to fuel durable long-term growth: one, ignite our items across both brands to drive awareness and global relevance for new and existing consumers; two, drive market share gains across our Tier-1 markets through strategic investment behind talent, marketing, digital and retail; and three, attract new consumers to our brands through methodically diversifying our product range and usage occasions. At this time, we’ll open the call for questions.

[Operator Instructions] The first question today comes from Jonathan Komp with Baird. Please go ahead.

Yes. Hi, good morning. Thank you. I’ll stick with one topic here. I want to ask about Crocs North America. Could you just give a little more detail? Susan, I know you mentioned a shift in Q4 on wholesale, but expectations for DTC to remain positive. Could you just remind us of some of the moving parts for DTC? And what’s driving the forecast? And then maybe a bigger picture question. As we look forward into 2025, what role will North America play in the total Crocs outlook for 2025? And what are some of the drivers that you see, Andrew?

Great. So let’s do it in that order, Jonathan. Susan will kind of give you the mechanics around the remainder of this year, and I’ll take a picture.

Great. Thanks, Jon. When we think about North America, we are unchanged in our expectation that North America will be flat for the second half, and we were really pleased with the underline performance in the third quarter of the Crocs brand in North America, but for the full back half, our expectations are unchanged. So by channel, fourth quarter DTC is expected to be positive, offset by wholesale, which is planned down as retailers took product earlier in Q3 than we planned. And overall, we’re mindful of current consumer shopping patterns as well as macro headwinds in the fourth quarter, and we’re taking a prudent approach.

Yes. So if we step back to the big picture, so North America this year, based on all the guidance we provided for the fourth quarter, will grow about 2.5% for the year. And so what role does this play within our overall business? So the North American business, as we look at it, is a well-managed, stable business. It’s highly profitable. It’s cash generative. And it really is, obviously, a large business, the absolute size of it. So it generates the income, the cash flow that we can use to fund, one, is the international growth for Crocs, but also some of the investments we’re making in HEYDUDE. It’s balanced across channels. So we have a wholesale business. We have a retail business. We have a digital business. We’ve made some strategic shifts over the past year within digital, going more to 3P on our Amazon platform. We think that’s been highly productive, and we think that will be attractive in the future. So – and we kind of think about the business as really being very well positioned to continue the role that it’s playing today. We’re confident that over the short to longer term, we’ll be able to grow the business modestly, and it plays an important role in our overall portfolio.

Great. That’s helpful. Thank you.

Thank you.

The next question comes from Jim Duffy with Stifel. Please go ahead.

Thank you. Good morning. Multipart question on HEYDUDE. First, you mentioned streamlining the account base for HEYDUDE. Can you elaborate on those distribution actions? And then I’m hoping you can speak to HEYDUDE brand operating profitability and your willingness to continue to invest against profitability to strive for brand inflection?

Okay, great. So from an account base perspective, we really talked about this almost a year ago now, where we cut off some of the smaller customers to really focus back on the large national strategic accounts, or alliance partners as we call, where we want to make sure that we have adequate segmentation and differentiation and we can grow with a broad base of accounts. We do keep a lot of what we can kind of smaller, more strategic, well-positioned or regional customers we think are important in terms of reaching select consumers and also giving a broader consumer base and some attractive points of distribution. So that has happened probably just a year ago at this point. So we feel really good with where we are from an account-based perspective. In terms of profitability, there is a couple of key drivers there as we think about the future. One is gross margin. You’ve seen us start to elevate gross margins from a low in ‘23 to some substantial improvements in ‘24. Based on some of the infrastructure investments we’ve made, based on some pricing decisions we’ve made that have impacted gross margin in the past, we think long-term gross margin is around 50%. We’re not going to get there in the next couple of quarters, but that’s in the midterm. We think that’s a very strong place for a brand to be. And then obviously, we’re investing substantially in SG&A. So we’re investing at an elevated rate in terms of marketing. You saw a lot of the activities. We talked about them on our prepared remarks. I think you’ve seen them in the – on social media and in the press, especially in this quarter. We’re investing in marketing to engage younger consumer, to pivot to a more female-orientated consumer and also to create broader awareness for the brand. We are also making SG&A investments to fuel growth, both in our outlet stores that we’ve opened this year in North America and also preparing for our international growth. So I think what this tells you is that we’re supremely confident in the long-term growth potential of HEYDUDE. We’re prepared to make these investments. We’re confident they will pay off. And frankly, the broader financial profile of the Crocs, Inc. business allows us to do this, and we think they are prudent investments that will pay off for shareholders in the medium to long term.

Okay. Just to follow up on that, Andrew. In the context of valuing Crocs, Inc., many people are looking at the contribution of the Crocs brand profitability and trying to isolate that for valuation purposes. And so additional perspective on the HEYDUDE brand profitability would, I think, help people get to that assessment of the size of the different profit pools?

Yes. I mean I guess I would encourage our investors to look at the totality, right? So our total company is highly profitable, highly cash generative. And as you kind of think about investing in the company, I would encourage people to look at the totality and look at the future potential of those cash flow streams and the optionality that provides us to continue to deleverage and reduce risk within the company, but also return cash to shareholders in a sustainable basis. I think that’s a pretty good investment profile.

And then with the outlook for HEYDUDE, have you at all tempered the SG&A investment plans?

I would say no. We haven’t. We – I’ll go back to what I said sort of in my first answer. We’re extremely confident around the mid- to long-term potential of the HEYDUDE brand. And as we analyze each of the investments we’re making, we feel that they will provide a very strong return.

The next question comes from Adrienne Yih with Barclays. Please go ahead.

Yes, great. Thank you very much. Andrew, you had talked about sort of the back-to-school season being kind of back to the highs are high and the lows are kind of, I guess, a toppy background. I’m wondering if you can sort of talk about how you operate in that environment? How you think the retail channel partners are kind of managing through that? And if you think that we’re pulling up some sales for holiday? And then my last question is how long does it take for the sell-through to work through itself? Do you think that you’re having – well, you have the spring order book some futures? Can you give us some color on that? Thank you very much.

Yes. Yes, I suspect you’ve heard others talk about this, and you’re probably, as our retail partners report in a week or so a month or so, you’ll hear a lot more about this. But look, I do think the consumers return to a more traditional shopping pattern. We will kind of say it’s kind of pre-pandemic. They’re going to shop when they need it. They’re going to shop at key events, whether they be holidays or promotional. And in some cases, they need a little extra incentive to transact. So I think that’s what we were familiar with before we got into the sort of lack of supply-oversupply components of the pandemic. I think they’re back there – they’ve been getting back there over the last year or so. We are anticipating that into the fourth quarter. And I think our retail partners, certainly in this country, are pretty adept. I mean they’re highly sophisticated. They’re seeing this happen. They have probably more data than we do to really understand this. So I think they’re pretty intact there and they’re transitioning pretty quickly, and I think they’ll do a good job. And in terms of order books, pretty prudent. We try to make sure our order books are very much lined up with expected sell-out. We think the timing that sellout was a little bit shifted, but we try to calculate the aggregate sellout. We don’t want excess inventories in the market. And I think we’re on top of that for Crocs. As we’ve talked about from a HEYDUDE perspective, we have had excess inventories in the market, and we’ve been aggressively trying to work those down this year, and we’ve made good progress, but frankly, not quite all the progress we want to make.

Great. Thank you very much and best of luck.

Thank you.

The next question comes from Chris Nardone with Bank of America. Please go ahead.

Thank you, guys. Good morning. Can you just elaborate a little bit more on your confidence in growing your Crocs North America direct-to-consumer business in the fourth quarter, maybe based on what you’re seeing quarter-to-date? Then switching your Amazon business to a 3P model, I think you fully lapped that now. Can you just elaborate on the rationale around doing that? And just how you view your Amazon business relative to like your crocs.com business? Thank you.

Yes. I would say that’s a hard question to answer, Chris. So look, I think all the plans that we put in place for our Crocs North America DTC business, we feel great about it, right? We feel great about the product line. We feel great about our holiday planning. We feel great about our back-end logistics, et cetera, but growing that business and comping is based on all those things going well. And – so no product line up on marketing. So we feel really good about it. I would say that’s a combination of obviously our stores, which are predominantly premium outlet stores, a combination of our dot-com business and also our marketplace business. And so we feel really good about it. And fingers crossed, everything will play out how we think it’s going to play out, but there’s, obviously, some uncertainty there. And I would also say we kind of try to plan it prudently as well. We’ve got backup plans for if things don’t go 100% to our expectations. Big picture on Amazon, I would say, look, Amazon, a super important customer. We’re a broad democratic brand. We want to reach our consumers where they are. They’re clearly on Amazon. They start a lot of their shopping on Amazon, their initial searches on Amazon when they’re looking for a pair of Crocs, but also many other things. And from participating on that very important marketplace, both here in North America and other parts around the world, we think this is an opportunity for us to have more emphasis on our brand, a little bit better control of the products that we bring to market, et cetera. And so we are liking the transition we think is productive, and I think the consumer is enjoying it, too.

Thanks, Andrew. And just one quick follow-up on the operating margin outlook. I think you mentioned it should be a little bit lower next year. Just wanted to hear your rationale about balancing investment spend to grow both of these brands for the long term, but also trying to maintain an operating margin around the mid-20% range, close to your longer-term 26% plus target?

Yes. So I can take that one. This is – we’re really planning on continuing to invest. We see revenue generating opportunities for both brands. We look, as Andrew said, very disciplined about what we see the return on investment. And when we see these opportunities we’re investing, 2024 has been an investment year. We’re very early in the planning process for next year, but we’re going to continue to invest behind talent, marketing, digital and retail. And as we said, that’s going to put incremental pressure on our EBIT margin rate versus 2024. And we’ll give you more guidance about 2025 on our fourth quarter call.

Yes. And I would say, big picture, Chris, look, I would say mid-20s. I think we’ll be above 25% according to our guidance for this year. We’ve been significantly above that in recent years. These are extraordinary levels of profitability. If you look at our competitive base, there are very few players that come close. Nobody is above. So, we have got to balance maintaining high levels of profitability and cash flow generation, which obviously underpin our overall valuation. We are actually investing in attractive mid to long-term growth opportunities, and we will toggle backwards and forwards between those.

Thank you. Good luck.

The next question comes from Bob Drbul with Guggenheim Securities. Please go ahead.

Hi. Good morning. Two questions actually. The first one is, can you talk about the change in the investment marketing strategy for HEYDUDE in the quarter, and what KPIs you are seeing? And the second question is, can you just clarify for Crocs for North America, do you expect growth in North America market for 2025?

Okay. Two different questions, so the first one actually is a super important question, Bob. Glad you asked it. So, one of the key decisions that we made in the third quarter is we pulled back on performance marketing for the HEYDUDE brand. As we have looked at the sort of multiyear trajectory, our level of performance marketing had been creeping up. I would say the marginal ROIs were still positive, but they were not where we wanted them to be. And we wanted to push more of a marketing investment into the brand and into the long-term future of the brand. So, we made a pretty distinct pullback in performance marketing. So, that’s ad dollars, Google Search, or all of those kind of things that you can spend money on a short-term basis. You can measure the returns, but if your marginal return dips to a level that you don’t really feel comfortable with, so we pulled back on that. And then we used that money to fund Sydney Sweeeny, Jelly Roll, Barstool Sports, some of the TikTok activations that we have been doing, starting up the TikTok Shop. And we think that will be much more attractive from a brand return and investment perspective over the long-term. That has had a short-term impact, and it’s probably the biggest explanator [ph] for our miss in Q3 from a HEYDUDE revenue perspective, and also the biggest explanator for the reduction in Q4 guide for HEYDUDE. That’s the biggest dollar change, and we think it’s the right thing to do in the long-term. And then your question on Crocs, I think it was a clarification on North American – yes, we think we will grow modestly slightly for North America Crocs in 2025. That is our current plan. But I would say the real value creator and the value driver for Crocs is international growth. You have seen that come through for the last 2 years, and we are very confident that will continue into 2025.

Thank you.

The next question comes from Rick Patel with Raymond James. Please go ahead. Rick, your line is now open. You may ask your question.

Hi. Sorry about that. Thank you. Good morning. I was hoping you can expand upon what you just ended with in terms of Crocs’ international growth potential in 2025. So, given the slowdown that you are seeing in China that you expect to continue, how should we think about the building blocks of growth next year? In which market you have the most confidence and to do the heavy lifting?

Yes. So, thank you Rick. So, what I would say is we have definitely seen a slowdown in China, but I would point out, we are still growing in China, and we still intend to grow in China next year, right. So, it’s not the 80%, 90% growth that we saw in ‘23. We grew 20%-plus growth in Q2 – sorry, Q3 that we just reported, but we do intend to continue to grow in China, really underpinned by a lot of the mono-brands store openings that we have done in China. So, we have grown our digital business successfully. We have opened some select retail stores. We operate ourselves, and we also work with a range of brand partners who opened mono-brand stores. I think we have opened – by the end of the year, we will have close to 400 mono-brand stores, and we have opened in excess of 150 stores year-to-date. Obviously, as those have grown open through the year, that will provide growth for next year as well as we think our positioning in the marketplace are accessible price points, personalization, comfort, etcetera, is going to be a competitive positioning. So, we will grow in China. In addition to China, I think we are confident around India. We have I think a very attractive business model in India that has been impeded recently with the BIS. Everybody knows what that is. That’s the Indian Government has been imposing some restrictions associated with we need to make your products in India. We will have production up and running for both Crocs and HEYDUDE in India next year. It started this year, but it will reach – its reach enough supply to fund market next year. So, we are confident about India. We have talked quite a bit about how our key direct markets in Western Europe continued to be successful. Germany and France, we anticipate that continuing. So, those are some of the key drivers. We have had great success in Australia for the last couple of years. We see that as probably a little bit more stable for the next couple of years, but that’s obviously attractive business as is South Korea. I would say, to be frank, Japan remains a work in progress. We are focused on kind of resetting the business and focusing on the Classic Clog and personalization in that market, with evidence that is starting to get traction. But that obviously is a very big market with big long-term potential. So, I think there are plenty of growth engines to support our international aspirations from a Crocs perspective.

Thank you very much.

Thank you.

The next question comes from Sam Poser with Williams Trading. Please go ahead.

Good morning. Thank you for taking my questions. So, can we talk about HEYDUDE? And I mean, Andrew, you reiterate your confidence in it. I guess my question is, what – how did this all evolve? And what happened different than what you thought was going to happen that was under your control that you have to fix? And how long – and what are – what specifically other than switching marketing and cleaning up are you doing to sort of start driving sales again? It looks to me like you have some good stuff going on as far as partners and so on, but the consumer is not responding. And that’s not let’s take macro out of the picture, let’s say, what’s under your control?

Okay. So, let me start with the last part of your question, and then we can go back to the first part, and you can kind of just clarify. So, the last part, I think is, you are kind of getting at what are we doing, why do we think that will help the situation, if you like. So, the things that we are doing are multipronged, right. So, one is marketing, which you highlighted. So, I think a pretty significant pivot in the marketing agenda, to engage a broader set of consumers, drive brand awareness, drive brand relevance pivot towards a younger female culture – female consumer, which drives culture in this country, certainly. And we think culture in this country drives culture and resonance in other countries around the world. That’s very, very important. And I think you talked about that or you mentioned that. Second is, I would say, wholesale management, so that is reducing in-market inventories, working proactively with all of our alliance partners to make sure they have the right product at the right time they have adequate differentiation. And I think we are making some good strides there, but there is still work to be done. So, I think there is more work to be done, but we are doing the right things, and they will pay off in the longer term. Number three is building, I would say, complementary channels of distribution, premium outlet stores. We have opened a chain of premium stores I think about 29 year-to-date to the end of September. We will open another 11 in the fourth quarter. They are performing well. That is a very attractive investment from our perspective. And it allows the consumers that are in those centers to see the breadth of the brand. We…

Well, I mean I wrote about this a long time ago. At the end of fiscal ‘20 – end of calendar ‘22, and the beginning of ‘23, you shifted a ton of product into marketplace. So, I guess the question is this, how overstated were the sales last year? And what’s the right starting point to think about? And how much of just filling shelf space, doing the things you did back then sort of caused what happened now? And should you have taken sort of a more measured growth approach and maybe you would be ahead of where you are today? And what decisions were made that your – what decisions were made that caused this? And then I know you are confident, but just lowered numbers and I don’t know what next – we will see what happens next year, but I just want to get a little more meat on the bone as to what happened that was in your control versus…

Yes. I think you kind of said some of it. We definitely grew too fast, right. So, out of the gate when we bought the brand, nobody knew how high was up. We didn’t know how high was up and our customers didn’t either, right. So, they were constantly out of stocking, they wanted more product, we shipped some product. And I think if you think about this sort of ‘22 into ‘23 timeframe, in retrospect, we absolutely shipped too much products. So, if you are kind of asking what decisions we made that were wrong, that was wrong, that was wrong, right. And then the other thing I think that we did not do well is the initial marketing activities were ineffective. We spent money, but they were ineffective. They were not sufficiently effective. They weren’t focused at the right consumer, and they weren’t creating the kind of resonance and impact that we wanted. I think the third thing is the process of integrating the brand and putting in place all of the infrastructure, whether that would be DCs, whether that would be systems and capabilities because it came with very little of that. We knew that, but that took us time. It probably took us a little bit longer than we had hoped, and that delayed some of the, I would say, offensive investments that we are now making around stores and international. So, that’s taken longer than we thought. Now, that being said, we bought a business that was approximately $600 million in revenue, and it is now high-$800 million, almost $900 million – sorry, sorry, $800-ish million in revenue, so it’s substantially bigger. It is less profitable on an EBIT percentage perspective because we have invested for what we think is the longer term growth potential, but it has been profitable all along. It’s been accretive along and has generated cash, and we paid down the debt associated with the investment or paid down a lot of the debt associated with the investment. So, it has not gone if that’s what you are kind of trying to get at as we would have hoped and expected, but that doesn’t change our confidence around the future, the team that we have in place, the strategies and activities that we have deployed and our willingness to support those – that team, those strategies and activities. So, I just want to make sure we are super clear about that. That is what we are going to do, and we are very confident that we will be a positive outcome for investors.

The next question comes from Jay Sole with UBS. Please go ahead.

Great. Thank you so much. Andrew, if we could just talk about the Crocs brand sort of big picture, obviously talking about a little bit of growth in North America next year. But beyond that, what’s the plan to drive growth? I mean do you see an opportunity to raise brand awareness? Are there new wholesale doors you get into? I mean can you open it more maybe of your own stores and your direct-to-consumer channel, new categories you can get into or market share gains in existing categories? Just tell us how growth should trend big picture. And why maybe we will see growth accelerate beyond sort of in North America beyond whatever rate you expect to get in 2025?

Yes. That’s a great question, Jay. I would say, look, in the very short-term, sort of the 1-year to 2-year timeframe, the primary growth driver for Crocs will be the international business, right,. I just want to make sure I reiterate that. And that’s a big and attractive business, right. So – and the underlying strategic issue there is that our penetration in those large international markets is a fraction of what it is here in the U.S., that’s not your question. Your question is what drives growth in North America. I don’t think there is a huge amount of distribution growth. I think we are, the places we want to be, there are other places we could go. There are mass retailers that were not represented in. I just don’t think that’s the right place for our brand as we want to continue to maintain a democratic, but elevated positioning for our brand. So, I don’t think we are going to go there. We do think there is continued digital growth and development as the consumer goes more and more digital. We do think there is growth in personalization. We think there is growth in sandals. We had a nice sandal growth here in North America in ‘24. We think that continues into ‘25 and has long-range potential. And we do think there is an opportunity for us to play in a broader set of, I would say, silhouette wearing occasions. You have seen us experiment there. We will continue to experiment there, but I wouldn’t say we are today, have a slam-dunk winner in that arena, but we think we can get there over time. So, for the sort of 12-month to 24-month timeframe, we are really thinking about North America is that cash cow funding that international growth, while we can continue to experiment and engage our consumers in incremental growth opportunities from the silhouette and product perspective.

Got it. That’s very helpful. Andrew, thank you.

Thank you.

The next question comes from Anna Andreeva with Piper Sandler. Please go ahead.

Great. Thanks for my question. Good morning. We wanted to follow-up just on the overall profitability of the business given investments at HEYDUDE. Can you guys talk about what guardrails do you have in place at the consolidated level to offset some of these investments? Andrew, I think you mentioned 25% is the right level for the business. Are there additional opportunities at the Crocs side of things, either with pricing or maybe OpEx management as we think about next year? Thanks so much.

Thanks for the question, Anna. This is Susan. One thing I think it’s really important to emphasize here is how disciplined we are about our investments. We have mentioned increasing our SG&A, which we continue to plan to do into next year. But there is a lot – you mentioned guardrails and KPIs, there is a lot of scrutiny around making sure we are making the right investments. And as Andrew indicated, and talking about HEYDUDE, when we find that we need to pivot, we do that pretty readily and pretty nimbly as we did with the marketing investment on HEYDUDE pivoting from performance to brand when we saw a better opportunity there. So, we are super disciplined about it. But when we said we are including 2024 as an investment year, and 2025 continued to be an investment year, that will be – create incremental EBIT margin pressure. So, the 25% guidance that Andrew reiterated was for this year. And next year, we would expect to be below that.

Okay. Appreciate it. Best of luck.

This concludes our question-and-answer session. I would like to turn the conference back over to Andrew Rees, Chief Executive Officer, for any closing remarks.

I just want to conclude by thanking everybody for their continued interest in our company. We appreciate you spending time with us today. Thank you.

The conference has now concluded. Thank you for attending today’s presentation. You may now disconnect.