Good morning, ladies and gentlemen, and welcome to the Q1 2019 Tandy Leather Earnings Conference Call. [Operator Instructions] And as a reminder, this conference call is being recorded. I would now like to turn the conference over to your host, Tina Castillo, CFO. Please go ahead.

Good morning and welcome to Tandy Leather's first quarter 2019 earnings conference call. Also joining me today is Janet Carr, our CEO. This morning, I will start with a discussion of our first quarter 2019 results. Then I'll turn the call over to Janet, who will provide an update on the progress we've made around strategic initiatives to drive longer term earnings growth. We will then provide some time to take your questions. Before we get started, our earnings release and related SEC filings are available on our Investor Relations section of our website, and a replay of this webcast will be available later today. Please keep in mind that there may be forward-looking statements on this call today. Statements would include words like expect, believe, anticipate, plan, intend, target or words with similar meaning and are based on our beliefs and expectations and are subject to certain risks and uncertainties that may cause actual results to differ materially from our forward-looking statements about those results. Many of these risks are detailed in our various filings with the SEC such as the most recent Form 10-K and 10-Q as well as in news releases and other communications. We do not undertake to update or revise any forward-looking statements, which speak only as of the time they are made. Looking at our first quarter results, there were a few positives. We delivered a 2.4% sales growth, our operating expenses excluding either onetime or noncash expenses declined nearly $300,000. We also made progress on rightsizing our store fleet in closing three underperforming stores. In addition, we reduced our inventory levels, which helped drive our cash from operations to $3 million for the quarter. Nevertheless we also saw our gross profits decline and combined with an overall net increase in operating expenses, our…

Thanks, Tina. And hello again, everyone. In the 2 short months since our last call, we continue to make significant progress against our strategic initiatives. Before I discuss these initiatives in more depth, let me just review our overarching strategy and the rationale for the actions we're taking. Our assessment of our situation is that we have strong brand equity with Habius and room for improvement with advanced and business customers. Our stores and service are our competitive advantage, in particular with Habius who value the expertise of the store staff, ability to demo tools and machines, and to touch and feel the leather. Habius advanced leather crafters and smaller business customers, collectively we're calling them retail customers, also value the convenience of retail stores and the Tandy store as the hub of the leather crafting community. Stores are a critically important part of our model and we need to fine-tune them for success. Our larger business customers or commercial customers as we're calling them now as a segment have declined over the years. It's been difficult to meet their needs for tailored products, consistent quality, competitive pricing and a professional service model out of our retail stores. These customers have for the most part been left a shop for their wholesale needs off of our retail shelves. As a result, their perceptions of Tandy are less positive than we would like. They think we're great for Habius, but not for professionals and we believe we have lost share to a number of small wholesale focused, but fragmented competitors. As we discussed in March, to address these two different segments of customers, we need two different business models tailored to their needs and economics. The relatively high margin retail customers need to be served with a relatively high touch, high…

[Operator Instruction] And the first question comes from the line of Kelly Cardwell from Central Square Management.

So I appreciate all the commentary and just wanted to dig into the 2019 as a year of investment, which I think you guys have made abundantly clear. But actually if you look at the quarter, I guess if you strip out the onetime store closure costs, operating profit was only down, what, $200,000 year-over-year. So number 1, just want to make sure my math is right. And then number 2, I guess, wanted to better understand, do you think the first quarter reflects some of the investments that you're making or is what you're telling us that you were just getting things started and we should expect even more non-onetime cost types of investments going forward?

So, Kelly, I'll take the first question which is operating income and you're exactly right. Excluding those onetime noncash operating expenses and looking at gross profit, yes, our operating income would have just declined by $100,000. And I'll let Tina answer the second question.

I think as we have said, Kelly, it's a lot of uncertainty. We do have a plan, we do have a target that we're working toward. We are -- because of the high level of uncertainty, because of all of the initiatives and actions that we're taking, we are very reluctant to give you a direction about where that's going to land frankly. We're not exactly sure, we don't have the crystal ball either. What we do know is that we're taking a lot of actions, that we are making investments. And so I'm very reluctant to draw any connection between Q1 results and what we may see for the rest of the year.

No, I appreciate that and I'm certainly not looking for any specific numbers. I guess, what I'm just trying to better understand is if these actions were already underway in Q1 or if this is something -- because it's evolving, it's kind of a -- maybe it builds throughout the year and so what we should expect is you're layering [indiscernible].

Yes, that's a fair question and I would say, obviously we could not have launched something like our Everyday Honest Prices or our commercial division like boom out of full cloth. So to the extent that the question is, were you working on these things in advance, yes, we were and we have a number of other initiatives that we are continuing to work on through the year. This is not it, there was much, much more to come and we will talk about those things as they happen in each quarter. And much of what we did do in Q1 was just the beginning of what we will do through the rest of the year.

And Kelly, just to be clear, the pricing initiatives didn't start until April in Canada and then late April in the U.S. And our commercial group, they really didn't get started until mid-April. So our first quarter result do not reflect the pricing or the launch of our commercial.

[Operator Instructions] We have a question from the line of Josh Bailey, a retail investor.

So the decision to keep the Spain store open is interesting. Can you talk about that decision? Is that based on lease expiration or are the economics more favorable than your other international stores?

Yes, economics very favorable and I can't recall if we talked about this in our last call. But my reluctance to close a store that's delivering significant positive cash flow regardless of whether that store is strategic is a big driver of this decision. It's a good store, it's producing, it serving all of Europe, it does suck up disproportionate management time, but I think we all think that's probably worth it for now and it's hard to justify closing a very profitable store. So that's where we are with Spain.

Okay. There've been a lot of announcements recently about wage increases at the retail level. Are you seeing wage pressure in your markets?

We have seen some wage pressure in some of the markets. I have to say California I think is not a surprise, it's a tough market for us. We've taken a lot of other steps to be honest that are sort of about creating sort of more of a total package. So we increased the number of paid holidays that our full-time employees and our part-time employees receive. We changed and improved our time off, our PTO policy, we've just implemented a new health insurance benefits package. So the answer is that I think we're mitigating some of the wage pressure by creating a better overall package, to use HR speak of total rewards for our employees, a better work environment, better work rules, et cetera. Those things I think are really helping to mitigate. Most of our employees, if you think about store employees for Tandy, these are people who are tech, for the most part very passionate about leather crafting. And so they consider this to be a little bit more of a calling in some cases and I think you can create the right work environment and a little bit of a career path for these folks. You're not necessarily competing with like GameStop, right, or McDonald's for their -- for that kind of labor, if that makes sense.

It does, it does.

One of the other things that we did as you know, last year if you've been following Tandy, is we tested extending our store hours, we opened later on a couple of evenings and then we tested opening on Sundays. We've since done analysis and determined that these extra hours weren't really driving a return on that investment. And so some of what we saw in the first quarter is a saving from not having extended 2 hours, help mitigate some of the wage pressures that we're seeing as well.

Okay. And then as a perfect segue, what have you considered -- what has Tandy considered as far as moving equity participation down through the different levels of employees, is that a consideration?

It's something that the board will be taking up in the near future.

We have a follow up question from the line of Kelly Cardwell from Central Square Management.

Just one more, the inventory was very encouraging to see, bringing that down $3.2 million. Would you care to guess if or just elaborate if we're more confident perhaps that we can get back to those 3-plus times turn that Tandy had historically before they made some misguided moves?

I think I said in March that I don't see any reason why we can't get back to that at some point. But we've got a lot of work to do to put the right sort of foundation in there. We're very conscious with the 115 retail stores that you can't starve them of inventory or you're going to lose sales and that's also desks. So what -- we're taking it down where we can, where we can make sort of easy decisions, but we really need to have those analytics in place to be able to make real progress and chip away at it. So I believe we can get to 3 turns, we ought to be able to, but there is a lot of work to do to get there.

Is it fair to assume that the stores that are being closed are not only the least profitable stores, but also likely on the bottom end of on the inventory turn side?

We haven't necessarily seen that correlation.

Okay. So this is more of a problem than that.

We've been evaluating store mostly, yes, on a 4-wall cash flow basis. But as I said in the prepared remarks, we're really -- we've taken a position that some of these stores, especially in markets like Fort Worth where they're very -- we have a lot of stores, they've been very sort of densely populated stores. When we've taken various focused marketing efforts to retain those customers, we've been very pleased with being able to retain their sales and now you can do that on taking out all of the inventory, all of the SG&A of a store. So this is going to be part of our model going forward as we think about which store stay open, which move, which close, will have huge aspect of can we retain those customers in other stores or online.

[Operator Instructions] I'm showing no further questions at this time. I would now like to turn the conference back to Ms. Janet Carr.

Well, I'm very proud of the accomplishments of the Tandy team over the last 7 months and I'm really honored to be a part of it. We have a strategy, we have a plan to execute and we have the team to get it done. Thanks for your continued support of Tandy and we're looking forward to updating you on our progress in a few months.

Ladies and gentlemen, this concludes today's conference. Thank you for your participation and have a wonderful day. You may all disconnect.