Good morning, and welcome to the YETI Holdings' Third Quarter 2023 Earnings Conference Call. All participants will be in listen-only mode. [Operator Instructions]. After today's presentation, there will be an opportunity to ask questions. Please note that this event is being recorded. I would now like to turn the conference over Tom Shaw, Vice President of Investor Relations. Please go ahead.

Good morning and thanks for joining us to discuss YETI Holdings' third quarter 2023 results. Leading the call today will be Matt Reintjes, President and CEO; and Mike McMullen, CFO. Following our prepared remarks, we'll open the call for your questions. Before we begin, we'd like to remind you that some of the statements that we make today on this call may be considered forward-looking, and such forward-looking statements are subject to various risks and uncertainties that could cause our actual results to differ materially from these statements. For more information, please refer to the risk factors detailed in our most recently filed Form 10-Q and the Form 8-K filed with the SEC today. We undertake no obligation to revise or update any forward-looking statements made today as a result of new information, future events or otherwise, except as required by law. Unless otherwise stated, our financial measures disclosed on this call will be on a non-GAAP basis. We use non-GAAP measures as we believe they more accurately represent the true operational performance and underlying results of our business. Reconciliations of these non-GAAP measures to their most directly comparable GAAP measures are included in the press release or in the presentation posted this morning to our Investor Relations section of our website at yeti.com. And now, I'd like to turn the call over to Matt.

Thanks, Tom, and good morning, everyone. YETI posted another strong quarter and continues to build momentum with our brand and products, particularly when compared to a very strong year ago period that included the full benefit of our soft cooler lineup as well as strong wholesale replenishment, further highlighting our reported results. We also saw the strength of our brand and our point-of-sale data with consumer demand meaningfully outpacing our reported sales. While we expect consumers to continue to be more discerning with spend, we've seen the positive signs that they are highly receptive to new product. Leaning into this dynamic has been a key driver of our business year-to-date, in particular we’ve seen the success of category expansion in cargo and Drinkware reaching both new and existing customers. Color, combined with the new product this quarter, showed well in our Power Pink, Camp Green and Cosmic Lilac colorways. Our data insights and analytics would indicate that these launches continued the positive trend we have seen in the growth of our acquisition and retention of female consumers across a range of age groups, complementing the balanced demographic makeup of YETI across genders, household incomes and regions. Beyond the top line, our gross margin was a clear positive story this quarter, showcasing the power of the brand. We delivered remarkably strong gross margin expansion of nearly 650 basis points, highlighted by the ongoing recovery of inbound freight costs and favorable product costs. This result further supports our efforts to stay on offense with brand and growth investment, while also taking care of the bottom line. As we executed our financial plan during the quarter, we were focused on several key initiatives. To start, we successfully reintroduced our M Series soft coolers at the beginning of the fourth quarter. This included the…

Thanks, Matt. I'll begin with a review of our third quarter performance, followed by an updated outlook for the full year. Our GAAP results reported in today's press release are inclusive of some minor charges and adjustments associated with the voluntary product recall. This primarily includes slightly lower recall-related costs versus what was assumed in our reserve. We did not make any further adjustments to our recall reserve during the quarter as actual recall claim trends are generally in line with our assumptions, which we updated in the second quarter. As is our normal practice, all of the financial details that I will discuss on today's call are adjusted non-GAAP metrics. Now onto our results. Third quarter sales were flat year-over-year at 434 million. The quarter included 6.3 million of gift card redemptions related to remedies we are offering customers impacted by the product recall. Excluding these gift card redemptions, top line results for the period were in line with our outlook of a low single digit decline versus the prior year. But similar to last quarter, a portion of these gift card redemptions were used to purchase products with constrained supply, which impacted our ability to fulfill orders from customers and other channels. Thus, we do not believe that the full amount of gift card redemptions are incremental to our results. Overall, we were pleased with our sales performance in Q3 given several factors that impacted our top line growth. First, due to the product recall, we were without several of our top selling soft cooler products for most of the quarter, including during the key summer months. Second, as we discussed with you all last quarter, we did accelerate the launch of our fall seasonal colors in Q3, which drove a need to start shipping the product into…

Thank you. We will now begin the question-and-answer session. [Operator Instructions]. Our first question comes from Peter Keith from Piper Sandler. Please go ahead.

Hi. Good morning, everyone. Thanks for taking the questions. I guess it's encouraging to see that you called out sell-through as positive at wholesale for the quarter. But I guess everyone's kind of nervous on the consumer, and maybe worried about some slowdown overall in September and October. You are lowering a little bit on the sales guide. Could you give us a sense on maybe the sell-through and overall sales trends to how they've progressed in recent months?

Good morning, Peter. Thanks for the question. I would say we feel very good about the quarter we just posted. We talked -- both Mike and I commented on the strength of the sell-through -- the strength of our ability to not only acquire but retain consumers in a competitive environment for consumer attention. And I think that's a mix of the strength. The brand, the product portfolio that we have, the products that we continue to innovation, we continue to bring out. As we look into Q4, those are the same dynamics we're focused on, driving customer acquisition and customer retention, making sure that we're top of mind as people go into this important holiday season. And as you've seen the following story, excuse me, for a while that's something that YETI has consistently done in the fourth quarter. I think that even with a more discerning consumer, the data that we saw in Q3 and what we expect in Q4 is it will continue to be prominent during the holiday season.

Okay, that's great. I know you’re not guiding for next year, but one thesis that's being floated around is that even though you're lapping that recall with all the various puts and takes that’s happened in 2023 that you don't really have an easy compares we look at to next year. I guess just how do you think about the underlying trends as we pivot from 2023 to 2024 and lap the recall?

Yes. Hi, Peter. So a couple of things I'd say. Number one is as we look to next year, we'll have more to say on 2024 on our next earnings call. But just at a high level, what really is encouraging for us, like Matt said, the overall strength of the brand and expansion of the brand is we look at other opportunities for us to continue to grow just the consumer demand strength that we've been seeing, the growth outside the U.S. that we believe is an opportunity for us, getting our full portfolio back with the M Series and the SideKick Dry coming back to the market. If you look at the innovation that we've launched in the second half of this year being able to analyze that, the new customers that Matt talked about that we acquired, and what we typically see with those new customers coming in and us able to increase value with them over time, we believe that we have an opportunity to kind of get back to those growth levels that we've traditionally targeted. And despite or even with the compare, we just think the opportunity is there for us.

Okay, very helpful. Thanks so much, guys.

The next question comes from Peter Benedict from Baird. Please go ahead. Peter, is your line on mute?

Yes, it is. I apologize. Good morning, everyone. So my first question is just on the new distribution agreement with Tractor Supply. How do you think about that from an incrementality standpoint? You've already been in farm and ranch, but clearly tractor is the leader in that space. And how should we think about maybe that impact as you kind of move through next year and any details or color you provide around that would be helpful? That's my first question.

Peter, thanks for the question. Tractor Supply, we've known for a while and we've watched and their names come up. We think they do a wonderful job in that farm and ranch community and in connecting to those consumers as we watched the evolution of their fusion store build out in strategy. One of the opportunities we saw as we looked at the mapping of our distribution footprint and consistent with how we've always thought about distribution, whether we were taking our footprint down or selectively looking at opportunities to expand our footprint, it's always around, do we think we can intersect with a new consumer in a new buying occasion? And is it complementary and incremental, or kind of affords us a chance to reach people that fits with the rest of our distribution footprint, and that includes our Amazon reach, our e-commerce reach and our wholesale partnerships? And when we map that out and looked at our analytics across all those different touch points, there was a really nice overlay with where Tractor Supply is located today and where we think that business can play a role for us. So we're excited about the partnership. As you've seen with us in the past, we're slow in pace in how we roll out these partnerships for the benefit of both parties. And making sure that we do it the right way that we get the right assortment, the right merchandizing in the right stores, and we're in the very, very early days of that with Tractor Supply. But see the long-term potential there.

Got it. That's helpful. Thanks. And then I guess, Mike, maybe one for you. You talked about the SG&A growth, high teens. I know we get the variable components there. But how about the non-variable portion, how do we think about that as we're moving kind of into next year? This has been obviously a slower year on the top line. But you've kind of forged ahead with a lot of investment within the P&L on SG&A. How should we think about maybe the cadence as we move into 2024 within your SG&A? Thank you.

Yes. Hi, Peter. So I'd say a couple of things. So, like you talked about, the big -- as we looked at our SG&A for the year, the non-variable piece is largely the same. What's been a tick higher and versus some of our comments in prior quarters has really been that variable piece, driven by some dynamics in the business, but the non-variable piece has been really consistent. We said there's really been three primary drivers of that. One, incentive compensation; two, the impact of the stop sale; and three, the investments we're making. As we look to go to next year, two of those we believe are largely not going to be factors on an ongoing basis, the incentive compensation and the impact of the recall and the stop sale on our top line. But we're always going to invest in our business and we continue to plan to do that next year. But it is our intent to over time get leverage on our OpEx -- we'll have more to say on 2024 specifically when we get into our Q4 earnings call. But over time, we do believe that we can get leverage on our OpEx. It's just there were several discrete impacts this year that we believe will not continue as we go into next year.

Okay, fair enough. Thanks so much, guys. Good luck.

Thanks, Peter.

The next question comes from Megan Alexander from Morgan Stanley. Please go ahead.

Hi. Thanks for taking our questions. I guess maybe a little bit of a follow up on the earlier question. But could you just help us unpack what's changing in the implied 4Q wholesale guide? I think if my math is correct, it maybe implies wholesale is up low single digits versus double digits prior. So is it possible to contextualize maybe how much of that was a benefit to the third quarter from early load in? And how much of it is what you're seeing in terms of retail replenishment and conservative retail ordering patterns?

So, I'd say a couple of things as we look to the fourth quarter. I would agree that the implied is we said we wanted to get back to growth in Q4. That's coming off a Q3 where we had a pretty challenging compare. In the prior year Q3, wholesale grew 25% which is a big part of the reason why -- what led to the results this quarter. But as we look to -- now we believe we're at more normalized inventory levels. As we look at warehouse sell-through is performing, being positive across both Drinkware and C&E, having our full complement of products available with the M Series coming back, we believe that that kind of leads us to kind of those growth levels that we communicated for Q4. At the same time, we do believe that we are seeing a more cautious ordering environment. It's not consistent across all dealers. Some dealers that we're seeing are doing really well with us. But it's just as we look at the environment and kind of how different dealers are looking at their outlook for the consumer, we felt like that was kind of what we see for the fourth quarter. But I think the most important thing is, we continue to be encouraged by what we're seeing at a sell-through level and expect that to continue.

Okay, that's helpful. And then maybe just to follow up on the gross margin, obviously very impressive performance, even despite a pretty large promotion headwind from Prime Day. I guess how should we think about the bridge to 4Q and then to '24? Would you expect freight and product costs to continue to build into 4Q and '24? And then I guess on the promotion piece, presumably the Amazon Prime Day headwind goes away. But how should we think about that promotion line more broadly? And is there an opportunity to perhaps lean into Amazon and promotions in more earnest given what you're seeing from some of your retail partners?

Yes. I'd say on gross margins, we were obviously thrilled with the results that we posted in Q3. As we look to Q4, really nothing has changed on our outlook for gross margins in Q4 by itself. We took the year up again this quarter to 56, approximately 56.5. Really the strength in Q3 is what led us to do that and Q4 is largely kind of in line with what we've expected for the last few quarters. On the product COGS side, we expect that to generally be in line with what we've been posting. I would expect the benefit from inbound freight. I would not expect that to continue to build because in the prior year, we started to see some of the benefits of the lower rates roll through our results in Q4 of the prior year, whereas Q2 and Q3 of last year were kind of the peak impact of when we saw those higher rates. And if you look at the drivers that we provided on a quarter-to-quarter basis, you can see that the negative impact went down from Q3 to Q4 of last year. So I would not expect that line specifically to continue to build.

And Megan, I'd just add one thing on the promotional cadence. YETI has been consistent in our approach to promotion and very selective as a primarily full price seller consistent across all of our channels to market. And we think that's one of the values is that we drive the value behind the brand and drive the demand behind the product. The way we've looked at promotion and it would be consistent with the way we would do in the future is you think about product transitions, selective things as we think about inventory management on the margin, and then really kind of optimizing and selective at busy times in the year where you're trying to drive attention, demand, traffic to the brand, and that largely will stay the same and consistent. And I think it will be consistent with quarters in the past and going forward, inclusive of how we use Amazon. And so I think as we called it out, we had a successful Prime Day. It was successful and it accomplished a number of objectives for us, and we think is consistent with how we approach the brand and how we approach promotion.

And Megan, the only other thing I'd say back on gross margin is you asked about '24, we do expect to continue to be able to recapture more gross margin benefit from inbound freight as we look into '24. We gave somewhere in the neighborhood of 600 basis points directly related to inbound freight. We're going to recapture 400 or so in total this year. That would imply we've got more to go as we go into 2024.

Got it. That's really helpful. Thanks so much.

The next question comes from Sharon Zackfia from William Blair. Please go ahead.

Good morning. Thanks for taking the call. I guess I wanted to ask two questions kind of on your longer term outlook, because it's been kind of hard to figure things out from the outside with the stop sale on recall this year. I guess is the 20% operating margin still kind of an achievable number over time for the business? And if so, kind of what's the timeline? Do you think you can recapture that? And then secondarily, on the idea of double digit revenue growth, I know historically you had expected that to come from both Drinkware and coolers and equipment over the long term. Just wanted to check if that's still the case, or if you expect a disproportionate impact from either or? And maybe embedded in that kind of what you need in the U.S. business to achieve double digit over time, just given how international is growing?

Good morning, Sharon. Thanks for the question. I would say on this call, we're not updating 2024 and updating our kind of long range guide. What I think we have shown through even a really challenging and period with this recall is that there is gross margin opportunity in front of us that we, and as Mike just talked about, we see operating margin improvement opportunity based on some of the unique things that are affecting 2023. The top line, as we've shown outsized growth internationally and as we continue to prove the demand opportunity there and as we continue to mature our operations internationally, we think that continues to be a really interesting area to drive long-term growth for YETI. As it relates to the U.S. market, I think while we obviously have a very well established and in-demand business when we talk about things like sell-through being strong, our sell-through data comes from the U.S. market. We don't have that same level of visibility globally on the sell-through. So you can extrapolate from that that the U.S. market continues to be very vibrant for us, which means that the innovation, the expansion, the new colorways within Drinkware, within coolers, hard coolers, within soft coolers, there's a really receptive market and opportunity for us in the U.S. So I think all those elements as we get into talking about 2024 and what our guide is in 2024 will be a piece of that. And then as we start to talk about what long term looks like, it is an update from our original back in 2018 when we went public.

I guess just to follow up on that. I don't think you talked about kind of categories. So I know historically, coolers and Drinkware were supposed to both grow at a double digit pace. Do you think that's still kind of the right long-term growth rate for both categories?

Thanks, Sharon, for catching my miss on that. I would say I think it's -- I don't think there's anything about the opportunity in those broadly defined categories that would say, one, over time we will naturally grow slower or naturally grow faster. I think really it comes down to how do we continue to expand the definition of Drinkware? You've seen us do that this year and with success as we've called out. I think in coolers and equipment, there's a lot of things as we called out on this call that are under that umbrella that we really liked the growth. And if I take coolers and equipment, hard coolers, our longest standing category continues to be an outstanding performer. And we also called out what I would call the very limited assortment we have in cargo and gearboxes continue to be an outstanding performer. So I think it would be tough to sit here and say one versus the other because a lot of that will be predicated on the innovation and the acceleration and the awareness we bring within those two portfolios.

Great. Thank you.

Thank you.

The next question comes from Jim Duffy from Stifel. Please go ahead.

Thank you. Good morning. Great execution, guys. I'm going to take a different approach to questions on future years. Matt, I'm hoping you can speak to how you're thinking about strategic objectives for the organization in 2024. What are the areas of the business that are going to be prioritized for allocation of capital? What are some of the areas where you want to strengthen your organizational competencies? What are some of the operational objectives where you believe you have room for improvement? Thank you.

Good morning, Jim. Thanks for the question. I'd answer in a couple of ways, and I think you'll hear us talk more about this as we go into 2024. But if I refer back to my prepared remarks, we sound simplistic but we introduced a little bit of new language, which is four key things; brand, product, channels, and in geographies. And I'll take three of those four. The investments we've made in growing the brand and the places that we're showing up and the way we're connecting with consumers domestically and globally, I think you'll see us continue to do that and take what I believe is the greatest in-house marketing and creative team out there and putting us in front of a really diverse audience. And I think you saw elements of that, if you followed us this year, and you heard elements of that in the quarter. But I think that investment is one of those things that just in the rhythm of what YETI has done and done really well without outsized sort of investment is part of the rhythm of what we do. We're really smart with the dollars we spend. We're really directed in how we do it in a really impactful nuanced way. I think on the product side, you're going to see us continue to invest in innovation. And that's capabilities and capacity as an asset-light business. That's smartly adding talent to an incredibly talented R&D and product and design and sourcing team that we have within YETI. And so I think that would be the second piece is really amplifying the capabilities that we have within the business, and then rounding out capacity and rounding out skills that allow us to get into more and more what I would call YETI worthy innovation areas. As it relates to geography, to Sharon's last question, we think the U.S. market remains incredibly receptive and strong for product innovation and to our expanding brand reach. But really, when I think about geography, I think about the international opportunity. In the very early days we are in the UK and Europe, and the large attractive markets where we haven't hit maturation in scale. And we can do that in an efficient and effective way, like we have seen in Australia and Canada. And then looking kind of further out to what the opportunities are in select markets in Asia. And so I think if I rounded it all up, I would say, continue to grow the brand the right way, smartly, as we think about our OpEx and SG&A. Put kind of positive pressure into the innovation and expansion, the product portfolios and the redefinition of Drinkware and the expansion of coolers and equipment. And then the third one would be the thoughtful acceleration of our geographic expansion to take advantage of the inherent opportunity that we see the proof points for.

Excellent. Thank you so much.

Thanks, Jim.

The next question comes from Robby Ohmes from Bank of America. Please go ahead.

Good morning. Thanks for taking my question. It was actually -- the question is really, I just want to clarify on the hard coolers. So hard coolers were down against tough shipment comparisons, but they're an outstanding performer at retail right now. And that's the sell-through or is it doing really well on DTC, because it sounds like the weaker DTC that there's some pressure from average order size? I'm just trying to get an understanding of what hard coolers did in the quarter.

Yes. Hi, Robby. So I would say is that it did -- hard coolers did well on a consumer demand basis, which encompasses both wholesale sell-through where we saw really strong growth of hard coolers on a sell-through basis as well as within DTC. So when we talk about consumer demand, that's essentially what we're referring to is kind of U.S.-based sell-through and our major DTC channels. And we did see growth of hard coolers within DTC. I think the comments around AOV I think are driven by a couple of things. One, not having the soft coolers in DTC for the full quarter; and number two, more of a kind of strength of Drinkware and new customers coming into -- growth of new customers coming into the brand via Drinkware and a UPT question within Drinkware as well. So that was the real story around kind of the AOV. But to your original question, we feel really good about how hard coolers performed at a point of sale level within wholesale as well as within DTC.

That is really helpful. And just a follow-up question. I'm just curious if you're seeing any changes in the competition in what they're doing? And then are any of the partners looking to sort of merchandize into lower price point versions of what you guys do, just given the challenges out there for the consumer?

Thanks, Robby. I'll take that one. I would say a couple of things to that. We're not seeing lower price point trade down. I think that as we talked in the past, I think when you have products in a premium category, we tend to be kind of a want category, not a need category. And I think our job and we done it successfully for years, and I think in the most recent quarter is drive that desire. So we haven't seen that trade down. I'd say from the competitive environment, particularly in Drinkware, I think there's a lot of interest in that category. There's a number of entrants that have come into it over the last 12 to 18 months or kind of driven what I would call a significant share of voice in that space. But I think that when we look at our results, the partnerships we have with our wholesale partners, the success we're seeing in our DTC business, we're taking a different tact, which is continuing to thoughtfully expand our Drinkware category and business. You've seen us do it this year, which is not just chase what I think is an important trend but a trend in hydration, make sure we have relevant products. But then also we continue to redefine the game and make sure that we're in front of consumers in more broadly defined Drinkware. And I think you'll see us continue to do that. We think that's a winning strategy. We think it's not only a winning strategy in the near term, but the mid and long term. And we're seeing that receptivity in our sell-through and point of sale. And we're also seeing that receptivity from the welcome from our wholesale partners.

That's great. Thanks, Matt.

Thanks, Robby.

The next question comes from Brooke Roach from Goldman Sachs. Please go ahead.

Good morning. And thank you for taking our question. Matt, I was hoping you could elaborate on your plan for contribution of growth from new innovation versus the core, as you look ahead. How are you thinking about the potential for the YETI brand to move into new categories beyond the targeted expansions of your current categories? And do you think that adjacent categories require any innovation knowhow or functionality that you currently don't have in-house?

Hi, Brooke. Great question. And I'll mix a couple of things. I think I would call -- really it's definitional to start with, which is if you say that our base is, and we have a proven competence in Drinkware, hard coolers, soft coolers, I would extend the early days of cargo, but all the capabilities and competence in cargo, in bags, we think within that what I would call base, there's significant opportunity for expansion, new customer use cases, new use environments, innovation, including things like colorways, but also new form factors. So within that core, we think there's significant opportunity, and I have all the confidence in the world in the talent capabilities between our in-house engineering design plus our incredible supplier relationships and sourcing and procurement teams. As we think about the roadmap beyond where YETI could go where customers we believe have given us explicit permission and almost borderline demand that we would into it, I think we do have many of those capabilities in-house to go after some of those things. I think some of them, as I mentioned earlier, may be additional talent capability capacity that we would bring into the business. But that's no different than our evolution from being a hard cooler-only company back in 2014 to adding soft coolers, to adding Drinkware, to then adding cargo, to adding bags, the small but mighty chair business we have. We make incredible chairs and blankets and all these other things that are sort of percolating out there. So I don't think there is something that is so epic a shift that it wouldn't feel in line with what we're doing. But I think that's part of -- to one of the questions earlier, that's part of the investment area that we're going to continue to make.

Great. Thank you so much.

Thanks, Brooke.

And your last question comes from Anna Glaessgen from B. Riley. Please go ahead.

Hi, guys. Good morning. Thanks for taking my question. I just have one. I just want to understand a little bit better the Amazon Prime dynamic, great that it did well for you guys. My understanding was that historically, the discounts you offer are on end of season colors, like I think the yellow and purple from this most recent season. Did you just have more of those colors left over after the key selling period, or was there more product allocated for the Amazon Prime Day versus the prior year?

Good morning and good question. I would say, to your point, what we did for Prime Day this year was largely consistent with how we've acted on a promotional basis in the past. It was in the life product, prior season in colors. And I do think it's an important point. While we did have a big Prime Day, we were less promotional on e-commerce this year than we were last year. But specifically to answer your question, we were thrilled with the results of Prime Day. We did make a larger assortment of our volume of product available than we have. And we were thrilled with the results. We thought it was a really good sign of just demand for the overall brand. There was another Prime Day obviously this quarter that we really didn't participate in. We chose to participate at a greater level the one in July, and we're thrilled with the results.

Great. Thanks.

This concludes our question-and-answer session. I'd like to turn the conference back over to Matt Reintjes for any closing remarks.

Thank you all for joining us today. Look forward to speaking on our Q4 call and updating you on that continued progress at YETI.

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.