Ladies and gentlemen, and welcome to your La-Z-Boy Fiscal 2020 Full Year and Fourth Quarter Conference Call. All lines have been placed in a listen-only mode and the floor will be opened for questions following the presentation. At this time, it is my pleasure to turn the floor over to Kathy Liebmann. Please go ahead.

Thank you, Christy and good morning. Thank you for joining us to discuss our fiscal 2020 fourth quarter and full year results. With us this morning are Kurt Darrow, La-Z-Boy’s Chairman, President and Chief Executive Officer; and Melinda Whittington, CFO. Kurt will begin and close the call, and Melinda will speak to the financials mid-way through. We’ll then open the call to questions. Slides will accompany this presentation, and you may view them through our webcast link, which will be available for one-year. And a telephone replay of the call will be available for one week, beginning this afternoon. Before we begin the presentation, I’d like to remind you that some statements made in today's call include forward-looking statements about La-Z-Boy's future performance. Although we believe these statements to be reasonable, our actual results could differ materially. The most significant risk factors that could affect our future results are described in our Annual Report on Form 10-K. We encourage you to review those risk factors, as well as other key information detailed in our SEC filings. Also, our earnings release is available under the News & Events tab on the Investor Relations page of our Web site, and it includes reconciliations of certain non-GAAP measures, which are also included as an appendix at the end of our conference call slide deck. With that, I’ll now turn over the call to Kurt Darrow, La-Z-Boy’s Chairman, President and Chief Executive Officer. Kurt?

Thank you, Kathy and good morning everyone. Following yesterday's close of market, we reported our fiscal 2020 fourth quarter and full year results. Fiscal '20 was indeed a Tale of Two Cities. Our performance through the first 10 months of the year was one of the best in our company's history with strong retail results, great product introductions, and supply chain excellence, all translating into solid sales and earnings growth. However, all of that changed in March when the COVID-19 pandemic and related retail closure forced us to cease production, close our own stores, and wait for the economy to reopen. Now, given our philosophy of fiscal conservatism, we entered the crisis with a strong balance sheet, which positioned us to successfully move through this uncertain period. With the health, safety, and well being of our employees, customers, and communities are top priority, we responded quickly and rolled out an action plan on March 29 and included a series of elements essential to ensure La-Z-Boy not only weathers the unprecedented storm, but emerges with strength. In addition to temporary plant and store closes, our COVID-19 action plan included temporary furloughing 70% of our workforce, eliminating all non-essential operating expenses, significantly reducing capital expenditures, suspending the June dividend and share repurchase program, and temporarily reducing pay by 50% for senior management and 25% for all other salaried employees, with our Board of Directors forgoing the cash portion of their compensation. We also proactively drew down $75 million on our credit facility to ensure liquidity through this period. As we continue to analyze and prepare for success in the new economic landscape, earlier this month, we took some additional actions to strengthen and align La-Z-Boy to the new external environment, but we were pleased to have brought back some 6000 furloughed workers.…

Thanks, Kurt, and good morning everyone. As always, let me remind you that we present our results in both the GAAP and non-GAAP basis. We believe the non-GAAP presentation better reflects underlying operating trends and performance of the business. As detailed in our press release and in the tables in the appendix section of our conference call slides excluded from our fiscal 2020 fourth quarter non-GAAP reporting are; a non-cash non-tax deductible Joybird goodwill impairment charge of $27 million mostly related to the impact of the COVID-19 pandemic and future financial projections and $6 million pre-tax net benefit from purchase accounting primarily related to the reversal of the Joybird contingent consideration liability by its full carrying value of $8 million based on financial projections in terms of the Joybird earn out agreement. In addition to these items, also excluded from our non-GAAP reporting for the full year and discussed in previous quarters are; pre-tax charges from purchase accounting adjustments from the first three quarters of the year; a non-cash impairment charge for an investment in a privately held startup company and that benefit related to our supply chain optimization initiative and the benefit related to the prior year termination of the company's defined benefit pension plan. Fiscal 2019 non-GAAP results for the full year and fourth quarter exclude a charge for the termination of the company's defined benefit pension plan and purchased accounting charges. My comments from here will focus on our non-GAAP reporting. On a consolidated basis, fourth quarter sales declined 19% to 367 million in fiscal '20 Q4 versus the prior year period, reflecting two months of dramatic temporary impacts from the COVID pandemic. Consolidated non-GAAP operating income was 34 million versus 39 million in last year's quarter and consolidated non-GAAP operating margin was 9.3% versus 8.6%. Reflecting…

And thank you, Melinda. When most retailers are now open thus far we are pleased with consumer traction. However, as Melinda alluded to there is some uncertainty with respect to future trends. And it will be a while before we have a better idea of the continuing ongoing run rates. That said, the solid positioning in the marketplace through our well known and trusted brand, our vast distribution network, including the vibrant La-Z-Boy furniture gallery store system, world-class supply chain and a strong balance sheet, I have every confidence we will emerge with strength and have the potential for additional market shared gains, as demand environment improves. In my more than 40 years at La-Z-Boy, I have seen the company manage its way through many crises, but never seen an event in the magnitude of COVID-19. Well, we were in a no revenue environment for an extended period of time. Now that made our path forward complex and even unpredictable, we are now focused on ramping up the business and importantly, we will take as much from this experience as possible to further strengthen La-Z-Boy and make it more competitive. I am confident we will emerge as a stronger, wiser and more resilient company and will provide long-term value and returns to our many stakeholders. I thank you for your interest in La-Z-Boy Incorporated and before turning the call back to Kathy. I'd like to take a few moments to talk about the passing of Steve Kincaid, who retired from La-Z-Boy about five years after running our case goods business for more than 25 years. Steve led the case goods group through a comprehensive transition from a domestic manufacturer to an import model as the wood industry primarily moved offshore. He was a gentleman's gentleman, was highly respected within the industry, a man of great integrity and a friend to walk. He truly cared about every single employee at every level at Kincaid and was a great leader. He will be sorely missed by many of us. Kathy?

Thanks, Kurt. We will begin the question-and-answer period now. Christy please read the instructions for getting into the queue to ask questions.

Thank you. [Operator Instructions] And our first question comes from Bobby Griffin with Raymond James. Please go ahead.

So I guess, Kurt and Melinda, the first thing I wanted to touch on is, I understand you guys – typically, we don't get into monthly trends, but given the high level of uncertainty and kind of how the recovery is played, can we get any color on May or June, written business or delivered business to maybe help us frame up a little of how the recovery is coming back and demand is coming back.

Yes. I'll give that a shot. Excuse me, Bobby. When you stop production at manufacturing sites, it happens pretty quickly and you can ratchet down pretty fast. The problem with the pace of business and the tracking is not all stores opened at once. As an example, the country of Canada was some weeks behind the U.S. reopening. And so, come June now, I think everybody in North America has been allowed to reopen, and so that has been very beneficial. And the rate of sales increases or sales momentum from April, May, and June, every month is better than the previous month and momentum is building. And so, the incoming order rate for most of the industry, the home furnishing industry has seen an uptick in business, a lot of it related to the issues that Melinda raised, and so the incoming order rate, but the industry normally operates on a backlog. And when everybody shut down, people canceled orders that there is no backlog in the industry. So, the whole industry is trying to ramp up faster and faster to meet the new demand. And we normally have a continual backlog, and we deliver it quickly and all, but to give you an example, in our retail business since we delivered out most of its backlog in March, when we reopen we don't have a backlog since 50% of our business is custom order they have to sell it at retail, we have to manufacture it at our wholesale plants, and we have to then ship it to our DCs and then deliver it. So there's going to be for quite a while a few months, a pretty significant lag between the written business and the delivered business. But the trends in the whole industry are very strong of the comeback. And I'm not saying and in May people were ahead of last year but every week, every month things seem to get stronger and stronger as people are more comfortable, and I think you'll see a lot of people talk about that. But the corresponding delivered sales are going to lag 45 or 60 days in many cases. I hope that's helpful.

Yes. That's helpful. It seems like we can get a quarter or two, that's basically the opposite of 4Q, were written stronger than delivered for quarter two until we get back on a more normalized cadence of business with the manufacturing lag.

Even with a lot of things closed, the distribution centers were open and continued to deliver in March. And now, until we start making more furniture, they don't have much to deliver, but that's changing weekly, but it'll be a while before we're caught up.

Okay. And the second thing I wanted to touch on was the tariff refund. Can you give us the timeframe, was that 16 million rebate over one year or a rebate over two years? And depending on that answer, but is that fair to think that's a cost that you're not going to have to pay going forward now because you got the exclusion on a permanent basis going forward?

Yes. So, let's go back a little bit, if you recall, it's been -- we're not quite at two years yet since the tariffs were put on products imported from China. First, they were at a 10% level, and then they were at a 25% level. And so that's been, I guess, I think it'll be September when we lap two years on that on all of that going on. So, we were dealing with a fairly fluid situation on both the rate as well as the products covered. For us that was -- to some extent, well, we didn't believe it was good for the industry, competitively speaking, because we do the vast majority of our manufacturing here in North America, that resulted in and only a cost uptick to us in 3% to 4% was less than that we're at 10%. So, we've been dealing with that for the better part of the last two years. Only recently this spring, we were able to become aware of and qualify for this temporary rebate exclusion, and it is temporary in nature. And so, that wrapped up in the fourth quarter, that 16 million, two-thirds of it relates to the 2020 fiscal year just by how the tariffs fell over the last two years, both in rate and months. And so again, two-thirds of that related to this fiscal we just wrapped up, and it is temporary in nature. I believe the exclusion expires in I want to say August. And then, there's a whole process around again what will be -- what you can try to apply for what might be blessed, whether or not you can get it. So, it is far from unknown [ph] going forward.

I think the other thing Bobby is, we during that time, we've invested a lot of money and time to move things out of China to other countries and to try to spread out our risk. And so, there was -- we did have a tariff surcharge on our products, but we also had a lot of expense to try to minimize the effect of that globally.

Okay. That's helpful. And then, lastly, for me can you maybe talk about the impact of high point in April being cancelled? I've never been in -- I've only been doing this seven years, but I think my prior colleague I used to work for went to 37 straight high points. So how do you think having an April market canceled will impact the industry and kind of help people plan for business in the back half of calendar year?

Well, I think obviously the right call was made to cancel. That was at the height of everything going on, and I think that the fact that none of the stores were open, having a market would have been inconsequential, and I would bet that most people wouldn't have gone in April given the worry about travel and all. So I think that the focus has changed Bobby from worrying about new product to getting deliveries on your bestsellers and shoring up the supply chain and how is the industry going to get back to normal lead times, which I don't think anybody is at right now. I do think if there is a October market, which certainly they're planning, I think you'll see a lot of great new product introductions from the industry because they've had a whole year to get ready for that. But if there's still the travel ban, and there's still concerns and North Carolina's, whatever North Carolina's individual situation is with their cases and all, everybody is planning events in the fall, but also everybody's preparing outside of just the furniture market. But what would we do if this didn't happen in distant, get the whole challenge of kids going back to college and how do you do that safe and everything? So we're in a new environment and when we learn how to do some of it virtually, would we be able to do some things I don't think market is going to be replaced forever. But I don't think anybody wants to rush things and create an unsafe environment where people can't be together. So it remains to be seen exactly everything that'll be happening, but I don't think because of the stores closed and everything, I don't think it's had a meaningful effect on business and what consumers see at all. I think if it went on continually for a couple more markets that would be a different story. But I think right now it was a right thing to do to skip it.

And our next question comes from John Baugh with Stifel. Please go ahead.

I was saddened by the news of Steve's passing of a venerable furniture industry executive and will definitely be missed.

Absolutely.

I was wondering, if we could, so we got a $7.9 million Art Van bad debt charge. And then I guess we've got this provision for expectations to, does that add up close to 8 million because I think you said that the bad debt close to offset. So color on the other. And then, the other bad debt, is that a sort of CECL accounting? We've got to anticipate it more or is it, now, we're seeing bad debt currently and are certain that's going to rise. Is there any delineation between them?

Sure. So you're right. The Art Van write-off with their bankruptcy was 8 million. The additional reserve we took for bad debt was about $4 million or $5 million -- $6 million, I guess by the time it was completely done. So yes, in combination, your $14 million in total across those two items. So obviously Art Van is a write-off that's done. The balance of it though it's not CECL, that's actually not applicable for us until Q1. But it was more broadly, a look at just knowing, it's an estimate, right? There's no specific entities that we're looking at right now, but just in general, knowing that you have a very different economic environment. We had to make our best estimate of with ageing receivables, obviously everything just sort of stopped, right. So for a month or so, no cash flowed from a lot of businesses and so you had some receivables ageing. So far, we've been, I think between government interventions and so forth, and with the business starting up, well, most businesses starting up well, here in May and June. We've been pretty favorably surprised, I guess at our customers being willing to, wanting product again pretty quickly and so needing to find a way to pay to move that product. But that said, given the economic environment and giving those ageing trends, we had to increase our overall estimate and reserve for what could go wrong. And that's what makes up the rest of that $6 million number.

John, I would add, there's a big, big difference between this problem and the financial problem 10 years ago. We had a lot of people in trouble. Our business wasn't as good shape and we took a lot of bad debts to help our -- some of our customers stay in business. With the government's PPP money and the Small Business Administration, loans or gifts, our dealers were able to stay fairly healthy and we've been very pleased about the lack of write-offs or things but you never know and actually getting back open in our case for sure as a manufacturer but in as retail, it cost more money than to shut down. And so there'll be some cash things and we're just being prudent looking at the future. But no major other things other than Art Van and thankful for that and the government's idea of helping out small businesses really reflected in our lack of challenges.

Okay. You don't like talking about individual customers, but our Art Van did go Chapter 7. And I was wondering if you could help us think about in fiscal '21, how that may impact revenue year-over-year including us and surrounding dealers, where they operated would pick up some business. Is there any way to frame up that account year-over-year on revenue?

Well, first of all, it was a shame that Art Van ended the way it did. They were a long standing great company and the private equity firm that bought it didn't do any favors and it -- I don't think it had to happen with the right management but it did. So I think we were pacing a little under 40 million. We had been as high as 50. But I think the things had gotten slower at Art Van and so that that's the number high 30s, 40 million that we have to overcome. We are seeing now that we've reopened all of our Michigan stores, we are seeing some strength and the La-Z-Boy store is capturing a portion of that business. And but there is no furniture retailer in the state of Michigan and Chicago as well after they moved there that has quite the breadth and reach that Art Van had. And their strong marketing efforts created demand for furniture in the state. So some of that business will go a little bit to everybody but unfortunately we've seen through the years, with major dealers away, it goes to other categories not furniture. So whether it all gets made up within the various retailers that are around and how much we will certainly know how much of our La-Z-Boy business we capture that they were doing. But I don't expect this to get it all perhaps the first year, but I think we'll get a pretty portion of it.

Okay. And then, my last one is on Joybird and I appreciate all the production challenges. You've been trying to move that model to a profitable model. And I don't know if that means declining some sales or dropping some product that didn't have adequate margin. But just curious with the increase in backlog or the orders you are taking during the pandemic, how this affects your path to profitability with Joybird going forward? Thank you.

It's a great question. And there's a lot of good indications that things are improving, but we had a double-whammy with Joybird's behind the sales, they had strong sales as all internet companies had during the shutdown written. Yes, and they -- but then Tijuana had the call, but later in the cycle than United States, plus our Regional distribution centers deliver 50% of the Joybird business. And they were shut down for five weeks. So they were shut down earlier than the plant was shut down. But everything for extended period of time on deliveries was frozen. So we're falling out on that and we're trying to get back to a normal run rate, but I don't think you'll see a lot of that and till late, Q1 and early as Q2, but we should see some improved, delivered sales remark results in the future from Joybird, if things continue as they are.

Our next question comes from Brad Thomas with KeyBanc Capital Markets. Please go ahead.

Maybe just to follow-up on John's question about Joybird, it's been an interesting backdrop for the D2C brands, whether there has been, an increase in demand. And so, on the one hand, it might suggest that Joybird has a better outlook now than it might have had six months ago. I guess, could you talk a little bit more about how you're thinking about the potential for Joybird here, with what you've observed, at least from the written side and how you're thinking about the manufacturing side, as we go forward?

Well, from the written side, all ecommerce players had a great benefit with all brick and mortar stores closed. The odds are that their pace of business won't stay that high. With some stores back open. I'm not talking about Joybird in particular, I'm talking about that in general, when there's some other competition and consumers have a choice, it may not be all ecommerce. But we also know that a lot of people who didn't do much online prior to the pandemic got comfortable doing it if they wanted to eat and so the consumer behavior change is what perhaps was a longer term trend that we're going to be mindful of. And we've made a lot of changes in the offers we have changes in pricing and in return timeframe, everything we are determined to be one of the first people to have a direct to consumer furniture business that can make some money. And I've done a lot of things to accommodate that. So we're optimistic about the changes we've made, the opportunity that Joybird will have as they get their deliveries back. And so we are hopeful that this is a turning point this year that that sees them, not only growing a little more rapidly, but also improving the bottom-line.

And moving over to the La-Z-Boy business, again, I recognize that you don't usually like to get super granular and there's not a lot of data to work with. But at this point I guess some stores, some of your La-Z-Boy stores would have been open for seven weeks. I was wondering if you could talk a little bit more about, how they've been performing. Maybe what you saw when they first opened and how they're performing as they get into a second month that they've been open. Just as we try to extrapolate, what that might mean for the country reopening here?

Well, it's different by, I think it's different by places in the country that we operate. Obviously, the East Coast was significantly impacted by COVID and opened later. Consumers willingness to shop because the stores have only been open a few weeks is not the same as it is in places that that never really had a long or a history of cases at the time. So the South seems to have more momentum because of -- they didn't have as many cases in general but the trend -- the longer the stores are open, Brad, the more business they're doing. But we also -- we didn't go back to our normal marketing spend day one because we think you don't want to have 60 people waiting outside the door, we're trying to balance, safetyness with our consumers, we have mask for them if they come in and ask them to wear them. So we do all those things. So there's a balancing effect here that you got to hit a stride and you have to have all your sales people comfortable to go back and work and all that. So it's getting better all the time, but to give you a number now wouldn't be really relative and then that number of a written sales wouldn't manifest itself for 60 days for being delivered. So but in general, the demand rate in the home furnishing business is much higher than anyone in our industry predicted, and that's the good sign and that's what people are thinking about their home. I think if you sit in your home for 12 weeks and are squandered there, you see a lot of things, if you don't like or if you think there's going to be another second wave, when you're going to spend more time in the home. So, there's corollary brands to other home products like you read about the paint business, at Home Depot and other places going through the roof as people are doing their projects. So there's kind of demand and the sector rotation all that going on. So that's all good. How long it lasts, and how long it will be before both deliveries catch up with written. That's a little longer tail than declaring victory today.

I would just build on that Brad, you said, when stores open seven weeks, we have very few stores that have hit that seven week mark. I mean, they're in the 10s, eight? When you think about who was really opening at the very beginning of May. So to Kurt's point, the data we even have is still very new. Obviously, I think we've been pleased with traffic coming in the stores, but still low when you're trying to compare to what the business trajectory you are on before, and you can imagine that when someone does come in the store, though, they're motivated to buy, if they're taking the chance to come in, the motivation to buy is a little stronger. So there's quite a myriad of very positive and still very challenging signs, what we're seeing in the first couple of weeks.

That's helpful, Melinda. And I guess just to follow up on that point, do you have an estimate for us perhaps across the [indiscernible] network of a number of store days that you will have lost in the quarter just to help us fine tune our calculation for written orders.

I don't. And that would only be for our company owned stores, I did have that number right now. That would still only be for about a quarter of our distribution of what we manufacture for our company owned stores. And, just point out that where we are open as Kurt mentioned in his remarks, we're still will be limited hours or limited staff. And so there's just -- there's an incredible amount of variability to those numbers.

And unfortunately we've had some stores that we've had to close because of some of the protests going on in certain of the major cities and we've thankfully haven't had any damage but we had employees and rightfully so that didn't feel safe going to their stores for a few days. And so there's been a number of starts and fits and things going on but the general trend line is much more positive than it is negative, but it's still a work in process.

And next we'll go to Anthony Lebiedzinski with Sidoti & Company. Please go ahead.

So I just wanted to expand a little bit as far as the strong early demand comment of that you are seeing so far, just wondering if you could differentiate between the different sales channels. If you could just give us a little bit more color as to the momentum you're seeing so far?

Well, we only have really good data on the stores we own and pretty good data on our independent, La-Z-Boy store owners, how all the rest of our customers, the other 65% of our business is doing, we can only tell by the orders they send us not what their pace of businesses. But I think in general, everybody is surprised at the rate of business this early after the shutdown and I can't quantify that for everybody and again, maybe different regions of the country have experienced the different rates, but and it's building is not just a one-month phenomena, it's been building and then you've got now the 4th of July holiday, coming around the corner. So there's positive written demand happening throughout the industry and with us with the caveat that there's a delayed supply chain. So we're all in a similar problem now. And I think if you're relying primarily on imports, you've got an even more challenging supply chain because of the time now. But, by far, the written pace of business is outpacing the ability of the factories to keep up because you just don't go from no production to 100% in five days.

Got it. Okay. So thank you for that, Kurt. And also just wonder guys, with the open stores and your manufacturing facilities? How should we think about any as far as the incremental cost to that and as far as -- are we able to be as efficient the manufacturing of products or do you think you're socially distant enough in the facilities that that will be much of an issue?

I don't think there's much of the issue and as I said in my prepared remarks, I'm very impressed with our people. Some people in various industries have wanted to stay and collect the increased unemployment and we're taking a risk that they'll have a job when that all runs out. The vast majority of our people wanted to come back to work and came back with a vengeance and are now working overtime to help meet the demand. And so I don't think there's any issue and then with the closure of our other small facility in Mississippi, the efficiency of not having duplicate plants should come through over time as well. So no, we're not seeing any issues and we've had a minimal number of cases of COVID. None that started in our plants and through the contact tracing not only the person who tested for the COVID, we've had to have some people go home and quarantine for a while, but in the scope of 9000 people it's been relatively small.

Anthony, I'd also mentioned, there's been some press around the high cost of PPE and everything. We have not to in any way diminished the fantastic work of our health and safety people to ensure everything from increased cleaning procedures to air quality and all, but one in our plants we don't face the issues of some industries have shoulder-to-shoulder work, we work and we build our furniture and cells. So by definition, smaller groups of people are interacting and so cross contamination where you do have an issue is a bit more manageable again not in any way to downplay how important it is to be focused in every minute. Also in our retail stores, we're not a mass big box where there is a really high volume of foot traffic we have all through this pandemic even through shut down maintained just a natural rhythm of our retail stores is a situation where it's a low volume of foot traffic in store. And so we can keep people safe while they're shopping. We can keep our employees safe. Again, tones of work, tons of protocol around not taking that for granted, right cleaning, right PPE. But it's, somewhat different than some of the industries and some of the retailers that you've seen more about in the news around just how hard it is to and how many new efforts have to be put in place at great expense to be able to keep people safe.

And my last question is about the Joybird. So you called out that the integration is taking a little bit longer than expected and you also, obviously, are shifting to try to be more profitable in that segment. But I guess, there's a number of internet companies including, the largest pure play home decor retailer who seems like they only care about the growing revenue without much regard to the profits, so how do you balance that effort? I know you couldn't talk about that a little bit as far as the changes, but it's just a number of your competitors that are just much more focused on revenue growth versus profit growth.

So let's make sure Anthony, we never intended when we bought Joybird to focus only on revenue. And I think that's one difference with us than most of the other ecommerce players in the home space, we manufacture our own product and we have control over the distribution and we have a system that Joybird could plug into and take the benefit of having regional distribution centers, routes already set up for delivery. So we think the synergies between what La-Z-Boy had and the benefits of Joybird attracting a different customer to different channel appeal to us. We thought behind the scenes with our world class supply chain that we would offer some benefits that other ecommerce companies don't have. And we still stand by that. There's no reason that this business can't be profitable over time.

And that does conclude our question-and-answer session for today's call. I'll turn it back over to management for any closing remarks.

Thank you all for joining our call this morning. If you have follow up questions, please give me a call. Have a great day. Bye-bye.

And that does conclude today's teleconference. We appreciate your participation. You may disconnect your lines at this time and have a great day.