Welcome to the First Quarter Investors Conference Call. Today's call is being recorded. Legal counsel requires us to advise the discussion scheduled to take place today may contain forward-looking statements that involve known and unknown risks and uncertainties. Actual results may materially different from any future results, performance or achievements contemplated in the forward-looking statements. Additional information concerning factors that could cause actual results to materially differ from those in the forward-looking statements is contained in the Company's annual information form as filed with the Canadian Securities Administrators and in the Company's annual report on Form 40-F as filed with the U.S. Securities and Exchange Commission. As a reminder, today's call is being recorded. Today is April 24, 2019. I'd now like to turn the call over to the Chief Executive Officer, Mr. Scott Patterson. Please go ahead, sir.

Thank you, Denise. Good morning and welcome ladies and gentlemen to our first quarter conference call. Thank you for joining today. This morning we announced strong results for the first quarter driven by double-digit top line growth at both of our divisions. We are very pleased with the way we’ve started the year which sets us up to achieve our full-year objectives. I will spend the next few minutes taking you through some of our highlights, and then Jeremy will follow with a financial review and a look forward. Revenues for the quarter were up 14% over the prior year with organic growth accounting for half of the increase and the balance from numerous tuck-under acquisitions closed over the last year in both divisions. EBITDA was up 15% with margins approximately flat with the prior year. Year-over-year margin enhancement at FirstService Residential offset by a margin dilution at FirstService brands. Jeremy will walk you through the margin detail in his prepared comments. And finally our earnings per share increased by 20% over Q1 of 2018. At FirstService Residential, our revenues were up a strong 12% with organic growth at 6.5%. The organic growth was driven by sales activity and contract wins in the last half of 2018 with particular strength in California, Nevada, Arizona and New York. The increases in management fees were supported by solid growth in ancillary services revenue. Revenue growth benefited from the addition of four notable tuck-unders over the last six months. In November, we announced the acquisitions of Condominium Concepts Management, with operations in Atlanta and Nashville and also Community Management Group based in Charleston, South Carolina. I mentioned these transactions in our year-end call and noted the strategic importance of increasing our share in Atlanta and expanding our leadership to Nashville and Charleston. And…

Thank you, Scott, and good morning, everyone. As you just heard from Scott, we reported another quarter of strong results. The financial details I disclosed in this morning's press release that I will highlight -- I will hit the highlights around our quarterly consolidated and segmented financial performance. Our cash flow and capital deployment and finish with that balance sheet. To summarize our consolidated first quarter financial results, FirstService reported revenues of $486 million, up 14% over the $426 million in the prior year quarter. Adjusted EBITDA was $29.2 million, a 15% increase over the prior year's $25.4 million. With our margin coming in at 6% in line with Q1 2018. And our adjusted EPS was $0.30, representing 20% growth over the $0.25 per share reported for the same period last year. Our adjustments to operating earnings and GAAP EPS in arriving at adjusted EBITDA and adjusted EPS, respectively are outlined in our press release issued this morning, and are consistent with our approach in disclosures adopted in prior periods. One other accounting point to note before turning to our segmented performance is a new U.S GAAP lease accounting standard, in effect as of January 1, 2019. This accounting change requires all operating leases to be capitalized on the balance sheet. The effect on FirstService is an increase on both the assets and liability side of our balance sheet of approximately $100 million. With no significant impact on our shareholders equity. I also want to emphasize that this accounting change has no impact on our income statement or cash flow statement. As reflected in this morning's press release, we’ve isolated the liability entries relating to these capital leases and separate line items within the balance sheet and we will continue this practice going forward. These capital leases will not be…

[Operator Instructions] Your first question comes from Stephen Sheldon with William Blair. Your line is open.

Good morning Scott and Jeremy.

Good morning.

First, great to see the continued expansion into the fire protection business, but given that it's becoming a bigger portion of the Brands segment, can you maybe help us frame the transaction versus more recurring component for some of the recently acquired assets in Atlanta and Houston? And maybe also a view of the overall transaction versus recurring split within the broader fire protection business?

Sure. The acquisitions have been a mix and include companies that weighed towards alarm capability and others which weighed towards sprinkler. And our goal with all these acquisitions is to create a full service fire protection company. So, we will layer in alarm capability where it isn't and sprinkler and fire extinguisher where it isn't. And we continue to do that with the Century locations also. We started out at about 55% of our revenue in the aggregate installation and tied to new construction. And our goal was to derisk in that area and diversify, and today we are closer to 45%. And in part, that is a result of the hard work that, that team is taking on in terms of growing the service side of its business and the national account program. Net net, the acquisitions have probably come in about 50-50. Although I -- we haven't looked at that exact calculation.

That’s great and very helpful. I guess, -- and then on the margin within the Brands business, you noted some drag from the company owned Paul Davis operations. Can you elaborate on that some more? Was that just lower leverage of fixed cost as broader restoration activity is from the down sum [ph]? And then I guess along those lines, how do you think about managing the cost structure for swings in restoration activity?

Yes, Stephen, as I’ve mentioned, there were two factors. I mean, we’re looking to grow this platform, the company-owned operations and get in front of future surges and activity levels. So we’re adding headcounts across all of the company-owned operations to drive future growth there. And then also the shared services platform which pulls all of those operations together and a lot of the back office functions we needed to build that from scratch, not only to support the 10 that we’ve today, but future ones that we plan on acquiring. So, yes, it's negative operating leverage. If we have periods like we did in the first quarter where we’ve lulls and storm and other activity level, it's going to affect the profitability. This business, out of all the ones that we own, are tougher to predict on a quarterly business because they -- on a quarterly basis because they’re driven by weather-related activities. And so we may have to deal with the volatility from quarter-to-quarter, but we love it over the long-term in terms of the secular growth and some of the other macro aspects that drive the long-term growth trend of this business.

Got it. Appreciate the color.

Your next question comes from Stephen MacLeod with BMO Capital Markets. Your line is open.

Thank you. Good morning guys.

Good morning, Steve.

I just wanted to circle around on the credit facility. Obviously, a big increase or $100 million increase, can you just talk a little bit about it? Is that indicative of your anticipation that the acquisition activity will increase, or is it more in the normal course of business? And then, I guess along those lines, can you just talk about what the pipeline looks like both on the FSR side and the FSB side?

Stephen, I will start on the latter part of the question, the pipeline, and I will pass it over to Jeremy for the credit facility question. The pipeline, Jerry -- Jeremy mentioned in his prepared comments, it remains robust and certainly, it does. I would say primarily on the brands side with the California Closets and Paul Davis company owned initiatives. We closed a number of deals as you know in the last six months in fire protection, California Closets and with FirstService Residential. We’d not expect to be as active in the next six months as those teams are busy integrating and onboarding, but we remain active on the Paul Davis side and those platforms will pick up towards later in the year or next year.

Okay.

And Stephen, just on the credit facility, we just think it's prudent, again, we speak about financial strength and flexibility. It's one of our key pillars and maintaining sufficient headroom, so that we can execute on not just the internal growth initiatives, but also the acquisitions and the pipeline that Scott just spoke to. We want to make sure we’ve significant headroom to execute on those. As our businesses get bigger, they command a little more working capital and you saw some of that being deployed in Q1 and we just thought now was the time to simply upsize and give us more headroom. But it doesn't necessarily foreshadow any unusual or stronger level of acquisition pipeline than what we’ve seen in the last year continuing to take along with our program.

Right. Okay. That’s great. And then just turning to the FSR business, I know you mentioned some of the contributors in your prepared remarks, but I'm just curious was anything else unusual contributing -- not unusual, but anything noteworthy that’s contributing to that strong FSR organic growth to 6% in the quarter? And then how do you expect that number to trend as you cycle through the year?

Right. I’ve mentioned in the past few calls that we target larger communities, whether they be high-rise or active adult master plan communities that require more staff and more complex service requirements. And generally, where we are able to differentiate ourselves in a more compelling way and we won several of those in the last half of 2018 that have luxury amenity components to them, lifestyle, staff, food and beverage, more complex communities and service requirements. And so certainly, that helped inch our organic growth at this quarter. I'd also say that on the ancillary side, we had solid growth and I would highlight early season repair and construction in our pool maintenance business relative to the prior year. This level of organic growth is amplified in our seasonally lower Q1 and the same level of revenue in our seasonally stronger Q2 or Q3 will have a lower impact. So, I would think mid single digits, Stephen.

Okay. That’s helpful. Thank you. And then, I guess just finally on the FSB business. I understand that there is some seasonal aspects around that margin in the quarter from PDR. I guess notwithstanding the fact that it's harder to predict, when you look at how PDR comps against last year, do you see any other major unusual items that would cause the margin to swing either notably higher or lower as you get through the year?

Well, the activity -- claims activity in Q1 across our own footprint, which is primarily mid-East, mid-Atlantic, Northeast Florida, has been lower than the prior year. In addition, a large loss claim activity has been lower than the prior year. We expect a similar comparison in Q2 and so for the same reasons that Jeremy outline, in terms of the negative operating leverage, we think Q2 will be similar, but then we get into different hurricane seasons and so on. So Jeremy laid it out very well, this is a weather-driven business and the upside means that it's not tied to economic cycles or housing cycles, but the downside means it's inherently volatile. So, Q2, I think we’ve some visibility, but beyond that, it's hard to say.

Okay. That makes sense. That’s it for me. Thank you, guys.

Your next question comes from Matt Logan with RBC Capital Markets. Your line is open.

Thank you and good morning.

Good morning, Matt.

Just on the macro environment, can you talk a little bit about the impact, if any, slowing housing starts and home price gains are having on the business?

We saw Q1 being similar to Q4. Existing home sales down year-over-year, but the -- but prices do continue to rise, but albeit at a slower level. And net net, that continues to bolster home improvement with increasing home equity being a principal driver. So we -- it maintained a level of strength in the first quarter. I’m not -- we are not expecting it to maintain that same level of strength through to the end of 2019 and into 2020, but we haven't seen any slide yet. But we are cautious, I would say, in terms and watching our leads very careful.

That’s good color. Maybe just changing gears, you launched your California Closets e-commerce platform during the quarter. Would you mind giving us a little bit of color on the digital strategy for the business as well as the company as a whole?

Sure. First of all, we are very excited about it. And the e-commerce line really relates to accessories. And historically, we have designed and installed closets, but not had the capability to fill -- fit that closet out with accessories like hangers and storage bins and mirrors and so on. And our customers have had to go to retail, outlets or even to competitors to fit out their closets. So first and foremost, we’ve that capability now and we are able to provide a better, more comprehensive experience to our customers, which will drive up our average job size, we believe, and generally enhance the brand. The digital side of it is really an opportunity for us to seamlessly serve them and maintain an ongoing touch point with our customer and create convenience for them. But I think first and foremost, it's our ability to provide the accessories and fill out our online.

And do you see opportunity to add more e-commerce platforms for other aspects of the business or other brands?

Beyond California Closets?

Yes.

It's not front and center strategically, Matt. We will be watching this closely.

And as we look at the Brands business, as it evolves with more tuck-under acquisitions for fire and for Paul Davis Restoration, how do you see the general revenue or EBITDA mix with the business over the next two or three years?

It will become more balanced or as we've seen in the last few years our growth rate on the Brands side has been higher. And it will -- we believe it will continue to be higher in the coming years, so it will start to balance out the margin. We’ve seen the slow dilution at Brands as we add company owned. So that will continue as well. The size of the acquisitions will somewhat determine how quickly these divisions balance out.

Awesome. I appreciate the color. That’s all for me. Thank you very much.

[Operator Instructions] Your next question comes from Marc Riddick with Sidoti. Your line is open.

Hey, good morning.

Good morning.

Good morning.

I was wondering if you could take me through some of the things that you are seeing on -- from a labor standpoint. And sort of tangent to that, I know that you’ve talked in the past about maybe prioritizing certain offerings or jobs and so I was wondering if you could sort of give a little bit of an update to that as to how that’s progressing and what you see going forward there? Thank you.

Okay. In terms of labor, Mark, nothing has really changed over the last year. I mean the labor market continues to be very tight across all our businesses. We continue to focus and invest in recruiting, on boarding and retaining our people, we think we are getting better at it. And it is enabling us to capitalize on the internal growth opportunities that we’ve across our businesses. We simply can't grow at the level we are if we are not bringing on people. So, we are very pleased and proud of how we responded to the tight labor market with our recruiting and on boarding capability, but it's tough. It's tough out there. I don't know if I answered your question. Is there anything more specific?

Well, I was kind of thinking about the prioritization part of it, just from a management perspective. Are there certain -- is it sort of on a level of prioritizing certain jobs under certain banners, or how should we think about those efforts?

Well, I think within Brands, we are careful to allocate the labor as effectively as we can, which leads to pricing discipline. We don't want to take on work and allocate labor to it if we are not going to earn our margin. So there is great discipline, I'd say, across the brands and focus on that.

Okay, great. And one other thing sort of switch gears a little bit toward -- you may have mentioned on fire, and I was sort of thinking about from the national account perspective under that umbrella, I was wondering if you could sort of talk a little bit about -- I think you mentioned in the past, be it retailers or restaurants or what have you, I was wondering if you can give a sense of like -- under the national folks that you are making some progress with under the fire umbrella? Maybe is there anything in particular about that? Is that a regional thing, is it a type of business? Maybe sort of take us a little bit through that part of it?

Yes, it's multi location. And it's retail, restaurants, property management, commercial property management organizations. It's all of the above. And it would include regional networks that overlaps and is consistent with our footprint in the Southeast of the U.S., but it also includes national contracts. And in those cases, we need to -- a very, very strong vendor network to support us.

Okay. And then the last one for me on the residential side. I was wondering if you could sort of take us through sort of how you are viewing the pricing discipline and sort of maybe what we are seeing on renewals and retention. Certainly -- the numbers certainly looked at -- but if you could just give a little bit additional detail on that part of it on the residential side? Thank you.

Okay. Really nothing of note on that front. The market remains very price competitive. And I mentioned the allocation of labor and our focus on allocating it effectively. So the increase in that discipline over the last two to three years has resulted in some customers leaving based on price and our retention rate dropping a percentage point or two. We see it ticking back up this year. I think there is sort of stability that has come to the market. But also our sales are strong right now, so it's a combination of those two that is benefiting the nudge in organic growth that you’ve seen.

Okay, great. Thank you very much.

Thanks.

And there are no further questions queued up at this time. I will turn the call back over to the presenters.

Thank you, Denise, and thank you, everyone for joining us today. We look forward to our second quarter call, end of July. Have a great day.

Ladies and gentlemen, this concludes the first quarter investors conference call. Thank you for your participation and have a nice day.