Good day and thank you for standing by. Welcome to the European Wax Center’s Second Quarter Earnings Call. At this time, all participants are in listen-only mode. After the speaker’s presentation, there’ll be a question-and-answer session. [Operator Instructions] Please be advised that today’s conference is being recorded. I would now like to turn the conference over to your speaker today, Amir Yeganehjoo, Senior Vice President of Finance and Investor Relations. Please go ahead.

Thank you. And welcome to European Wax Center’s second quarter fiscal 2022 earnings call. With me today are David Berg, Chief Executive Officer; and David Willis, Chief Financial and Chief Operating Officer. For today’s call, David Berg will begin with a brief review of our second quarter performance and discuss the progress against our fiscal 2022 priorities. Then David Willis, will provide additional details regarding our financial performance and our guidance. Following our prepared remarks, David Berg, David Willis and I will be available to take questions. Before we start, I would like to remind you of our legal disclaimer. We will make certain statements today, which are forward-looking within the meaning of the Federal Securities Laws, including statements about the outlook of our business and other matters preference in our earnings release issued today. These forward-looking statements involve a number of risks and uncertainties that could cause actual results to differ materially. Please refer to our SEC filings, as well as our earnings release issued today for a more detailed description of the risk factors that may affect our results. Please also note that these forward-looking statements reflect our opinions only as of the date of this call and we take no obligation to revise or publicly release the results of any revision to our forward-looking statements in light of new information or future events. Also during this call we will discuss non-GAAP financial measures, which adjust our GAAP results to eliminate the impact of certain items. You will find additional information regarding those non-GAAP financial measures and a reconciliation of those non-GAAP to GAAP measures in our earnings release. A live broadcast of this call is also available on the Investor Relations section of our website at investors.waxcenter.com. I will now turn the call over to David Berg.

Thanks, Amir, and good afternoon, everyone. Thank you for joining us today. You’ve heard me say many times that I firmly believe our sales and dues must match. When we commit to something as an organization we follow through and deliver. That is why I’m so pleased with our solid performance in the first half of this year, including a second quarter that once again met our strategic and financial expectations. Based on our strategy, our performance to-date and our current visibility into the back half of the year, we are reiterating our full year financial outlook, while increasing expectations for new center openings. I’m incredibly proud of both our team and our franchisee partners, who remain relentlessly committed to delighting our guests and executing our initiatives. Even in the most uncertain macroeconomic environment, the EWC model continues to perform. There’s a lot of discussion right now about the state of the consumer, particularly within the context of rapid inflation. While we are clearly paying close attention to the macro environment, we are confident we have a resilient business model and we are taking decisive actions to successfully managed through this period. A few important points to highlight. First, European Wax Center has a high earning customer demographic. The average household income is over $100,000 and significantly higher for our most engaged guests. For context, our services start at just $12 and our average service is about $34. Our value proposition that provides quick, hygienic and effective hair removal continues to generate repeat visits from the significant number of guests we acquired in 2021. Second, our most valuable guests consider waxing to be a non-discretionary part of their routines. We drove strong Wax Pass sales above our expectations during Q2 and the number of guests on Wax Pass continues to…

Thanks, David, and good afternoon, everyone. Our third priority, increasing the pipeline of Wax Specialists will help ensure that we deliver on our long-term growth commitments. To be clear, regardless of labor market conditions, we will always have a focus on recruiting and retaining Wax Specialists. We continue to work diligently to increase awareness with potential candidates and refer them to franchisees. Consequently, our franchisees are successfully hiring the licensed estheticians and cosmetologists. They need to deliver unmatched expertise with every service. Given our leadership position in out-of-home waxing, European Wax Center is uniquely positioned to retain top talent, which is a benefit to both recruitment and four-wall profitability. With solid progress achieved on the hiring front, we are focused on optimizing retention of Wax Specialists and efficiency within the centers. We’re rolling out resources in the third quarter to help franchisees better calculate and understand their turnover to bolster their retention strategies. We’re also implementing more tools, like labor utilization reporting, to help them enhance staffing levels. Through an operational focus on system improvements and scheduling efficiency, we have effectively freed up more booking availability in 2022 versus last year. From a longer term perspective, we made a commitment to support our franchisees in 2019 through the creation of our internal industry relations team. Our team continues to launch partnerships and produce educational content to further our beauty school outreach programs. All of these efforts strengthen our confidence in delivering our unit growth targets for years to come. Our fourth priority is to continue leveraging our scale to enhance our supply chain, and in turn, share these benefits with our franchisees. Being the category leader enables us to use our scale to support the European Wax Center network and build a more efficient organization. For instance, compared to the…

Thanks, David. In summary, while no company is immune to inflation, we believe European Wax Center is better positioned than most to navigate this challenging macroeconomic environment. Because hair growth is recurring, we believe there will always be a need for our services. We have a highly engaged and loyal consumer who views hair removal as non-discretionary. We are the category leader in a highly fragmented space and can leverage our scale to attract top talent, deploy targeted customer acquisition and retention strategies, mitigate cost increases and unlock value for both our franchisees and guests. And finally, our strong unit economics and significant whitespace continue to create demand among our franchisees for new centers. Ultimately, we have a very strong asset-light business model that is generating cash flow and driving value for our guests, franchise partners and shareholders. We are the category creator and believe our business model will continue to strengthen over time. I will now turn the call back over to the Operator for questions. Operator?

Thank you. [Operator Instructions] Our first question comes from Jonathan Komp with Baird. Your line is open.

Yeah. Hi. Thank you. Hello, everyone. David, I wanted to…

Hi, Jon.

… first ask maybe to get your broader assessment of some of the consumer trends you’re seeing. I know you highlighted some minor volatility and the transaction patterns that has since improved. But just what’s your assessment of the behavior you’re seeing and then as you think forward to some of the referral initiatives or the August and September planned Wax Pass initiative. Do you have any historical frame of reference to have a sense how the consumer might react to those?

Yeah. Jon, thanks for the question. I think, we saw -- as we mentioned in their opening remarks, a little bit of time gap on average, starting really kind of the back half of May and into June. What we’ve seen since that time is an improvement in terms of the frequency that our guests are coming into our system. What’s really important to remember is that, those folks that are on a Wax Pass, and particularly, our top quintile, guests are actually coming more often and spending more money in a quarter. So we feel great about that. We took a look at a couple of items that we thought might be impacting our guests, we certainly have talked to our guests about the impact of inflation, what’s going on with gasoline prices and grocery, is that is that impacting your willingness to come into European Wax Center. And that led us to the couple of things that you mentioned, I’ll just -- I’ll double click on them Jon just for a minute. The one of the things that I would start with that’s critically important in any franchise system, is that anything we’re going to roll out, we wanted to make sure that the system and our franchisees understood how to perform it. So everything that we’ve talked about, we’ve done before. And let me let me start with kind of as we break out the attract more, buy more, visit more. So from an attract more standpoint, as we mentioned, continue to really emphasize our leadership position, the differentiator in comfort wax that is unique to us and working with our franchisees to drive more local marketing, because we know that drives guests. One of the other critical things that drives guests -- new guests into our…

Yeah. Great. Sounds like you have a lot of tools at your disposal. Maybe one separate question just on the unit development, should we be viewing the raise to the new center opening target this year has sort of a one-time bump or any implications I think through for next year? And maybe related to that, could you just comment on this level of interest you’re seeing from the larger institutional potential franchisees either currently in the system or not in the system, and whether or not the interest there could have any impact on your future growth rate?

Hey, Jon. This is David Willis. Happy to take that. I would not view this as a one-time bump. We simply had better visibility now that we’re 90 days past Q1 into what balance of year looks like. We’re pleased within a handful of markets, not across the Board, but a handful of markets permitting delays or easing up a bit. I think we remain committed to our high single-digit long-term growth algorithm in terms of new units. And the commitments that David had mentioned from franchisees just given us his competence that we can deliver this increased guidance for this year and this is not pulled forward from 2023. I think we still feel very competent in high-single digits in terms of the long-term algorithm.

All right. That’s encouraging. Thank you.

You bet.

Thanks, Jon.

Thank you. One moment. Our next question comes from John Heinbockel with Guggenheim Partners. Your line is open.

Hey, guys. I want to start with local marketing? What on average, what do the franchisees spend as a percent of sales right on their marketing and on what types of things? And what would you like to see them spend, in terms of amount or sources, if it’s different than their spending today?

Hey, John. It’s David. The typical franchisee spends between $500 and $1,000 per month in local marketing. And what we’ve seen is those franchisees that spend that amount or more have a better impact in terms of their results. So we like to -- we’d like to tell our franchise that -- its franchisees that, but it’s even more powerful when our local franchisees talk about the spend that they do in their local markets and the impact that it has. So kind of if we could get everybody north of $1,000 a month, John, I think, that would be ideal.

Okay. And then, maybe sort of tying in when you think about, we’ve talked about this before, right, the four-wall, not the four-wall, the unit revenue, right? I know you want to get…

Yeah.

… $1 million faster and Wax Pass is a big part of that. But where are we in moving up the curve faster and I guess would that allow them to then spend a good amount more than $1000 a month on spent, right, if that maturation is occurring?

Yeah. John, I would say, we talked I think the last few quarters that the cohorts that have opened over the last couple years have demonstrated their ability to ramp faster to the $1million, and I would say, cohorts five years, six years, seven years ago. What we’re not ready to see -- to say is that, the ramp forever has changed. We continue to assess that to make sure that that’s sustainable. There’s a couple of things driving that that I think we talked about. One is just commitment to pre-opening marketing spend to build guest bio, guest awareness prior to opening. But then also upfront, staff it with more waxers out of the gate. Historically, folks would open with five or six waxers on the payroll, they would ramp it our historical maturation curve, we’ve seen those that will kind of invest more working capital to get eight, nine, maybe 10 waxers on the payroll out of the gate, having the ability to take more walk-ins and can ramp a bit faster. So we think it’s an add. We think it’s both the marketing initiatives, as well as the staffing.

Okay. Thank you.

Sure.

Thanks, John.

We have a question from Scot Ciccarelli with Truist. Your line is open.

Hi, guys. It’s Scot Ciccarelli. So when you talked about or experienced somewhat slower transaction growth at different points in the second quarter, obviously, you guys already talked about that. But were there any other kind of notable patterns around it, i.e., was there a shift in maybe Wax Pass signup activity or trading across different activities or price points?

Scot, we really didn’t see a shift in mix or trade down in service. If you think about our guests that are used to getting a bikini service, they don’t really tray down and get an eyebrow service. So we really didn’t see a pattern of folks trading down. I think, as David touched on for, the non-Wax Pass guests, we just saw them coming in a little less frequent -- little less frequently. Now, David also mentioned, we put in place a promo late May, early June that we saw have, we think a corollary effect on some of the rebound that we saw back half of June and we continue to see in the first week of July. That combined with very strong Wax Pass sales in the second quarter which really giving us confidence that we can deliver our second half performance per our guidance.

Got it. Thank you. And then just a follow-up, with some of the promotions that you guys were talking about. Is there any financial impact on the franchisees when you guys offer those kinds of incremental promotions?

It’s a mix, Scot. So some of these, if we offer a discount in center, obviously, the franchisees are subsidizing those discounts. But we also run contests that we fund on behalf of the network. So it’s really that -- who funds the discount varies based on the promotion.

Understood. Okay. Thanks, guys.

You bet.

Thanks, Scot.

We have a question from Kelly Crago with Citi. Your line is open.

Yeah. Hi. Thanks for taking my question. Can you give us an update on some of your talent attraction initiatives? I think you mentioned earlier this year you’re partnering with some school close to maybe strengthen that pipeline. Just curious if you use any presents there if you could just talk about what you’ve learned and where you gained some traction, if at all?

Yeah. Kelly, I would say, overall, we feel really good about the progress our franchisees have been able to staff their centers. A couple of just metrics here. This year we’ve done seven -- partnering with our franchisees, seven industry events, attended by 5000, prospective waxers for network. We continue to elevate EWC as a brand of choice. And I think we talked a bit on our last call, but we’re really taken CRM approach in doing proactive campaigns to prospective waxers. Our Indeed and Glassdoor reputations are increasing. There’s just overall higher brand sentiment. We’ve probably reached that point, Kelly, where this is now just part of our normal playbook. We’re evolving where we want to focus not just on recruitment, but also retention of the waxers that our franchisees hired in driving, scheduling efficiencies. So the last few quarters, it’s been recruitment, recruitment, recruitment, and we’re now evaluate a -- revolving to where, that’s just part of the normal playbook and we also want to focus on retention and utilization.

Just a separate question here back to some of the transaction changes you saw in the customer behavior. Are you seeing sort of as you layered in some of these promotions, if that’s the sort of got the customer coming back to their prior patterns and -- of coming in for services or like in which case are having to rely more on those going forward or was it just -- in your view, just sort of a blip on the radar, based on what was happening in the macro, just curious to get clarified? Thank you.

Yeah. Kelly, we started to see sort of transactions rebound in late June and July, where we did not run those specific promotions that we talked about today. Those -- the buy three get four, get one free started in August, as well as the referral enhancements. So we think that’s just prudent actions for us to take to make sure that we’re going to drive the back half of the year as we’ve talked about. But we’ve been pleased, as we said, with what we’ve seen over the past five -- first five weeks of Q3 in terms of consumer engagement and transactions.

All right. Thank you.

Thanks, Kelly.

Thanks. Thank you. [Operator Instructions] We have a question from Simeon Gutman with Morgan Stanley. Your line is open.

Hi, guys. Thanks for the time. This is actually Hannah Pittock on for Simeon Gutman. First question, again, on the transactions. You mentioned that you’ve seen some mild degradation in kind of your top quintile Wax Pass holders. Are you seeing that same level of degradation across customer quintiles, is your middle quintile changing much or is the degradation really concentrated in the Wax Pass holder? And then maybe a quick follow up on the attach rate that you haven’t seen much shift in, generally speaking, is the attach rate and overall product sales as distributed as transaction frequency across your kind of top quintile versus middle and bottom quintile customers and do you see that shifting over time?

Yeah. Hannah, let me thanks for the question. Let me make sure that I maybe wasn’t as clear as I should have been. The top quintile, which makes up over 50% of our sales actually is coming more often and is spending more on the quarter. So it was not our top quintile or most loyal guests at all, it was really on average that we saw that slight decline in terms of frequency. So I just want to make sure that’s really clear. The typically our Wax Pass holder buys more retail products and we have a higher attachment rate there. But the overall attachment rate kind of that mid-teens has stayed fairly consistent throughout the quarter.

Got it. And then maybe one quick follow-up, how’s California trending and is the kind of consumer stress slowing that or is the labor issue kind of worked through at this point?

Hannah, I’d say we feel good about California overall. They -- as you may recall, they over delivered kind of in the first quarter of this year and so they reached what we had forecasted to be the recovery rate just earlier in the year than we had anticipated. Now their transactions remain below pre-pandemic levels. But we are pleased with where they’re trending and pleased overall with where their staffing levels are. Probably the biggest vote of competence we have in California is, as you know, it represents 15% of our existing network today. David mentioned this in his prepared remarks that California is going to represent 10% plus of 2022 new center openings and they represent -- that state represents 13% of our total licensed pipeline. So I think we feel good about where they continue to trend and we also feel good about expanding our footprint in that state and our franchisees commitment to do so.

Makes sense. Thanks so much.

Thanks, Hannah.

Thank you. And I’m sure no other questions in the queue. I’d like to turn the call back to management for closing remarks.

Thank you all very much for joining us and we’ll look forward to speaking with you when we announce Q3 in early November. Thank you very much.

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