Good afternoon, ladies and gentlemen, and welcome to Farmer Brothers Third Quarter Fiscal Year 2018 Earnings Conference Call. At this time, all participations are in a listen-only mode. Later, we'll conduct a question-and-answer session and instructions will follow at that time. [Operator Instructions] As a reminder, this conference call is being recorded. I would now like to turn the call over to your host [Sophie Crosby]. Please go ahead.

Thank you. Good afternoon, everyone. Thank you for joining Farmer Brothers third quarter fiscal year 2018 earnings conference call. Participating on today's call are Mike Keown, President and Chief Executive Officer and David Robson, Treasurer and Chief Financial Officer. Earlier today, we issued a press release, which is available on the Investor Relations section of our website. The press release is also included as an exhibit to our Form 8-K available on our website and on the Securities and Exchange Commission's website at www.sec.gov. Please note that all of the financial information presented on this conference call today is unaudited. A replay of this audio-only webcast will be available approximately 2 hours after the conclusion of this call. The link to the audio replay will also be available on our website. Before we begin the call, please note various remarks that we make during this call about our future expectations, plans and prospects may constitute forward-looking statements for purposes of the Safe Harbor provisions under the federal securities laws and regulations. These forward-looking statements represent our views only as of today and should not be relied upon as representing our views as of any subsequent date. Results could differ materially from those forward-looking statements. Additional information on factors that could cause actual results and other events to differ materially from those forward-looking statements is available in the company's press release and in our public filings, which are available on the Investor Relations section of our website. On today's call, we use certain non-GAAP financial measures, including non-GAAP net income, non-GAAP net income per common share diluted, EBITDA, EBITDA margin, adjusted EBITDA and adjusted EBITDA margin, in assessing our operating performance. Reconciliation of these non-GAAP financial measures to their most directly comparable GAAP measures is included in our earnings press release, which is available on the Investor Relations section of our Web site. I will now turn the call over to Mike Keown, President and Chief Executive Officer. Mike, please go ahead.

Thank you. Welcome, everyone, and thanks for joining us. I'd like to start today's call with the discussion of our financial and operational performance in the quarter, including areas where we fell short of expectations. I'll then touch on elements of our strategy and what's next for us, looking forward, before turning it over to David for a more detailed review of our quarter and year-to-date financial results. We'll then open the call up for your questions. While there continue to be areas of our business that we are proud of, such as SQF certification of our Northlake facility, new customer wins and ongoing progress with the integration of Boyds, there were other areas where we've missed expectations and aren't performing at the level we'd had hoped. At the top of the list is our ability to forecast our new customer business in both DSD and direct ship. And while we are confident in the pipeline and are seeing new business come on, frankly, we missed in the quarter. I'd like to touch briefly on the financials before getting into the primary drivers of our third quarter performance. Sales in the third quarter, including sales from the acquired Boyd's business, were up 14.3% year-over-year, and declined 2.3% on a year-over-year comparison, excluding the contribution of Boyd's. We processed nearly £28 million of green coffee volume in the third quarter. With Boyd's included volume of green coffee processed and sold increased 13.7% year-over-year in the quarter. Adjusted EBITDA of $10 million in Q3 declined from $12.2 million in the prior year period, and adjusted EBITDA margin was down 2.6%.While our top line results in coffee volumes were up from a year ago, our financial performance for the third quarter and year-to-date have tracked below where needed to meet our previous adjusted…

Thanks, Mike. I'll now go into further detail regarding our results this quarter. As all of you had the chance to review the press release, I'll only touch on a few key areas, beginning with coffee volumes.Green coffee processed and sold in the quarter increased 13.7% year-over-year with the inclusion of Boyd's volume.Coffee volumes increased by 3.3 million pounds over last year. Volumes from our base business were down 3.8% to a year ago, driven largely by softness from 2 large national accounts and lower DSD sales.The mix of coffee volumes processed and sold across our distribution network during the quarter was approximately 9.6 million pounds or 34.8% of the total volume through our DSD network, while direct ship customers represented approximately £17.8 million of green coffee processed and sold or 64.2% of total volume, and sales through distributors, including through new distributor relationships acquired through Boyd's, made up the remainder. Turning now to the income statement. Net sales for the quarter were $157.9 million, an increase of $19.7 million or 14.3% compared to the prior year quarter. This increase was driven primarily by a $22.8 million net sales contribution from the acquisition of Boyd's. Excluding Boyd's, net sales decreased $3.1 million or 2.2%. This 2.2% decrease is primarily a result of softness from 2 large national accounts, lower DSD sales and the impact of price decreases to our cost-plus customers due to lower hedge cost of green coffee. Although we were disappointed with the pounds and revenue performance of our base business during the quarter, we're confident that our recently achieved SQF certification will help us to increase business with large national customers through our new, state-of-the-art Northlake facility, and we expect to realize volume and top line benefits from our new DSD sales channel model in future quarters.…

Thanks, David. Again, as I noted earlier, we recognize that we have more work to do to get our entire business operating the way we believe it can. However, our view of the industry and the prospects for Farmer Brothers remains positive, as we continue to see both organic and inorganic growth opportunities and continue to be focused on leveraging the investments we have made in our roasting facilities, expanding our distribution network, adding new customers and increasing our business with existing customers. Coffee is a growing category, and we are well positioned to capitalize on that growth. As we look forward to the remainder of fiscal 2018 and to fiscal 2019, we remain focused on executing across all areas of our business and unlocking Farmer Brothers full potential. As always, I thank those on the call for your continued interest in Farmer Brothers. And with that, I'd like to open the call up for questions. Operator?

Thank you [Operator Instructions]. Our first question comes from Gerry Sweeney of Roth Capital. Your line is open.

A question -- I mean, obviously, you -- in the prepared remarks, you mentioned you won, I think, there's a lot of detail here, but 2 limited time offers plus, I don't know if you said a very significant customer win or potential for a very significant customer win. Could you frame that out? Is this something that's on a trial basis you're sitting down discussing? Just wanted to flesh that out a little bit more if possible.

Sure, Jerry. It's Mike. I'll take that. So when you think about the quarter, we won a couple of limited time offers with an existing customer, which is nice. But I think on a more important basis, we commenced production for a new customer, which we're very excited about. And we're in the final implementation stage with another very significant customer. Our pipeline continues to be robust and we've got a good foundation in place. To kind of help you frame it, if you look at the combination of channel sales, direct sales and DSD, give you a little more perspective there. Two large healthcare systems, a significant fresh Tex-Mex chain and then national customers that have the potential to grow to £5 million in year 1 once they're on-boarded. That being said, we have a lot to do to execute in the implementation phase, which you've gotten a sense for is producing samples the customer typically audits us and so forth. So we feel like we've got the great potential to get the ball over the goal line. But a little bit more work to do.

So this is…

So, Jerry, one thing to add to that to give you color, because we don't always give out big customer wins. But you could probably see it in our CapEx spend in the quarter. Outside of our maintenance CapEx, we spent close to $4 million, $3.9 million. $1.8 million of that is for Boyd's. But the balance is really investments we're making related to new customers.

Yes, got that. And when you, when we talked about implementation, I mean, is this, what's the timeline between samples auditing and the final decision process? I mean…

Well, it's driven by the customer. But if I had to give you the middle of the bell curve, I'd say about a quarter.

About a quarter?

And again, that's driven by the customers and our ability to deliver through that process. But we've been through this process before and we're confident that if we execute well, we'll be in very good shape.

And I assume that £5 million, was those customers in aggregate?

Yes. We, trying to find a way to kind of bucket them for you. But it's interesting as we brought on, over the last six years, a number of customers that have exceeded this level of pounds, the real magic is to continue to provide great customer service. We intend to start with a glide path up. And as you execute, it keeps coming on board. But we're trying to find a way in a world where we can't share the customers for you all to get a sense of the magnitude by putting them together.

Well, on that front, if you're looking at £5 million, this, and I am not sure if you would want to provide this detail, but I mean is that something like 10% or what percentage of the company's total businesses? Is that possible just for an order of magnitude?

Well, if you think just last year, we did £95 million. This year, with the addition of Boyd's, of course, we're going to grow. So we're going to be well north of £100 million, probably between £105 million and £110 million. So yes, that's a big customer for us from a pounds perspective.

And then switching gears real quick and then I'll jump back in line. Gross margin is a little lower than I think most people expected. I think you've called out the biggest driver in that was Northlake Facility. I believe last quarter was about an 80 basis point drag. And these aren't exact numbers but I think you said about 120 -- or you said a good portion of the 123 basis points was from Northlake. At what point can you actually -- can you switch maybe the Boyd's production into Northlake and start absorbing some of that overhead? Are you stuck in that TSA? And pardon me, I don't know if stuck is the right word, but are contractually bound to the TSA for a certain period of time? But when can you move the Boyd's to Northlake and maybe absorb some of that overhead if possible?

Yes, the TSA is designed to end 12 months after it started. So it started in October of last year. I wouldn't call it stuck in. We actually wanted that timeframe so we can integrate. And we're going through now getting our facility ready to integrate that. So you're going to see that volume start to flow through in fiscal '19.

Is there enough Boyd's coffee to sort of bring that -- eliminate that drag on the margins from Northlake? I would suspect it would maybe shift the other way?

Well, we have a lot of capacity at this plant. We said it's 24 million pounds to 28 million pounds today. With additional investment, it could go up to 100 million pounds. So Boyd is about 14 million pounds. We certainly want to add more than just that to help leverage it -- lot of ability to leverage it with growth.

[Operator Instructions] And we have a follow-up question from Gerry Sweeney of Roth Capital.

Well I'll take the opportunity since it's been given to me. Freight cost, I assume, that is the higher oil prices, vis-à-vis, gasoline, et cetera, and is there a way to mitigate this freight -- those costs on a go forward basis?

Well, Jerry, I'll just take a step back. You've certainly seen that both from a driver perspective and more recently a fuel perspective, there is definitely inflationary pressures. So we'll work as we can to find cost savings to offset that. I think the question a number of us are trying to sort through is, just how big and how far in the future will that go. And I don't think anybody has a magic -- magical view of what that looks like for the future. I think what we found is over time, we found ways to do that but in the near term, there's definitely headwinds that we'll be encountering as many people are in our business around freight.

[Operator Instructions] And we have a question from the line of Kara Anderson from B. Riley.

So I joined late. But I did want to ask about the Nestlé and Starbucks alliance that was announced earlier this week, and if you could speak to any implications for Farmer, what it might mean for your business? Thanks

It's a good question. I've only read about it probably what you've read in the press. So I can't say that we have a full grasp, given the recent announcement. At a high level, it appears to be more focused on retail, and while we have a retail business, more of our businesses in food service. So I don't think it saves value we see an immediate impact one way or another. Though it's certainly notable to see what's going on around the globe in coffee right now. But I think from what we said our job is to execute against our customer pool, prospective customer pool, and continue to execute against Boyd's is our clearest path to value creation.

And I would say, Kara, keep in mind that coffee is such a fragmented market that we compete in. A lot of small players were a high-service model through our DSD. We have a lot of great national accounts. I don't see any near-term implications from that we see at the moment.

[Operator Instructions] And I'm not showing any further questions in queue. I'd like to turn the call back to Mike Keown for closing remarks.

Well. Thank you, once again. As I noted earlier, we recognize that we have more work to do to get our entire business operating the way we believe it can. However, our view of the industry and the prospects for Farmer Brothers remain positive as we continue to see many opportunities to grow our business over both the short term and the medium and the longer term. As always, I thank those on the call for your continued interest in Farmer Brothers. Thank you, very much.

Ladies and gentlemen, thank you for participating in today's conference. This does conclude the program, and you may all disconnect. Everyone, have a great day.