Good morning, and welcome to the 1-800-Flowers.com Fiscal 2026 First Quarter Earnings Call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist for pressing the star key, followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star, then 1 on your touchtone phone. To withdraw your question, please press star, then 2. Please note, this event is being recorded. I would now like to turn the conference over to Andy Milavoy, Senior Vice President, Investor Relations. Please go ahead.

Good morning, and welcome to our fiscal 2026 first quarter earnings call. Joining us on today's call are Adolfo Villagomez, Chief Executive Officer, and James Langrock, Chief Financial Officer. Before we begin, I'd like to remind you that some of the statements we make on today's call are covered by the Safe Harbor disclaimer contained in our press release and public documents. During this call, we will make forward-looking statements with predictions, projections, and other statements about future events. These statements are based on current expectations and assumptions that are subject to risks and uncertainties, including those contained in our press release and public filings with the Securities and Exchange Commission. The company disclaims any obligation to update any of the forward-looking statements that may be made or discussed during this call. Additionally, we will discuss certain supplemental financial measures that were not prepared in accordance with GAAP. Reconciliations of these non-GAAP financial measures to the most directly comparable GAAP measures can be found in the tables of our earnings release. And now, I'll turn the call over to Adolfo.

Thanks, Andy, and good morning, everyone. I am excited to share some of the early progress strategic initiatives that we discussed in our last call. As I mentioned in our last call, we view fiscal 2026 as a year of stabilization for the company, focused on building a foundation for long-term sustainable growth. We are only one quarter into our turnaround strategy, but we have already begun to move from to taking actions. As James will discuss in more detail, our underlying profitability has begun to show a clear timing-related item. While there is much more work to be done, and inevitably there will be some challenges, we are beginning to see some benefits from the changes we have made. Before I share some updates, let me begin by quickly reviewing the strategic initiatives we outlined. These include four key areas. Strengthening our customer focus, enhancing talent and accountability, achieving cost savings and organizational benefits beyond e-commerce into new channels. Let's begin with changes in our customer acquisition and marketing strategy during the first quarter. Historically, our on-bottom-of-the-funnel marketing activities that focus on driving revenues without fully taking into account the overall impact on profitability. That was highly inefficient and negatively impacted our – in Q1, we made a fundamental shift to focus on marketing contribution margin, which allows us to better allocate resources and optimize spending, ensuring that our marketing dollars drive measurable – This we'll discuss further, we're already seeing positive results from this change. In the short term, we could see additional pressure on paid traffic. As we pivot contribution margin, we are placing a stronger emphasis on optimizing our marketings, not just higher. This optimization delivers a two-fold financial benefit that improves both efficiency and effectiveness. Efficiency ensures we are maximizing our marketing dollars. Reducing waste, on the other hand, ensures our investments are more precisely targeted, directly impact our top and bottom lines by increasing awareness for acquisition for stronger Additionally, this quarter we began testing a paid traffic consolidation strategy by our main platforms, landing them on the same categories they were originally seeking. This approach is intended to average order value, and these efforts will help create a more scalable and efficient digital ecosystem. Expanding into new channels has been another key focus area for us. Historically, as a consumer products company with many selling options on our own websites from web browsers, the company didn't adjust its strategy as customer preferences shifted toward beginning their shopping journeys on third-party marketplaces. I'm excited to announce that we are now selling our products through third-party products, including Amazon and Walmart.com, making our offerings more accessible to a broader audience. Additionally, we have successfully opened our holiday pop-up shops, which have been well received by customers. These pop-ups will help us test and refine a physical retail concept that we can expand to multiple locations. Leveraging our broad range of product talent in the right roles is foundational to our transformation. made a key hire to strengthen our leadership team. I am thrilled to welcome Melanie Babcock, marketing and growth, a pivotal moment for our company, building teams and businesses that deliver outside. She was key in leveraging AI to transform the Home Depot's marketing platforms from product focus to build high-performing businesses and create customer centers for this new chapter of our journey. In this newly created role, marketing evolution across the enterprise and will be focused on building a full funnel marketing in our digital experience to improve product discoverability, enhancing our merchandising strategy through an AI, and more intuitive and connected will help us build a customer lifetime value flywheel, where efficient acquisition and force each other to drive. Part of our effort to drive greater efficiency and agility across the organization started to implement, including centralizing our marketing team and improving coordination between and website development. These adjustments are designed to streamline operations, eliminate unnecessary complexity in our teams with strategic priorities, accountability at all levels of our organization, ensuring that decision-making is faster and more closely tied to bottom-line risk. We believe these changes position us to execute with greater focus and deliver improved results over the long term. As we enter the critical holiday importance season, while we remain committed to the importance of my and delivering a seamless cost-to-end

Good morning, everyone. This morning, I will review our Fiscal 2026 First Quarter performance. Please note that all comparisons are made to the prior year period and represent adjusted results unless otherwise stated. During the first quarter of fiscal 2026, we saw a clear and immediate benefit from our strategic shift in marketing spend toward a marketing contribution margin focus. This metric is calculated as gross profit, less credit card fees, and marketing fees, expressed as a percentage of sales. The first and second months of the quarter experienced profitability improvements as our marketing resources were more efficiently allocated, driving higher returns on a month of the quarter also benefited from the results were impacted by timing items, including the shift of certain wholesale orders from Q1 in the prior fiscal year into Q2 of this fiscal year. After adjusting for timing-related items, the trend in adjusted EBITDA was slightly positive for the quarter. Notably, this represents the first year-over-year improvement in adjusted EBITDA trends over the past seven quarters. By focusing on marketing contribution margin, optimizing spend, and streamlining operations, we're able to partially mitigate the effects of softer sales. As is the case for many companies, a portion of our cost of goods sold is fixed, which creates some gross margin pressure due to sales deleveraging. We believe the changes we are implementing provide a strong foundation for stabilization as we progress through the remainder of the fiscal year and positions us for future growth. Looking ahead, we will remain disciplined in our marketing investments while becoming more effective. We will continue to partner with our external consultants to explore additional opportunities for operational efficiency. We are encouraged by the early positive momentum generated by our new approach and are confident that these efforts will drive sustainable financial performance as we progress through fiscal 2026. Now let's review our performance. Consolidated revenue for the first quarter decreased by 11.1%. This included a 14.6% decline in the consumer floral and gift segment and an 8.6% decline in the gourmet foods and gift baskets segment. Revenues in our bloom net segment were essentially flat with the prior year period. These results were primarily driven by a strategic shift toward emphasizing positive marketing contribution margin and, to a lesser extent, changes in wholesale order timing, which shifted from the first quarter of the previous year to the second quarter of this fiscal year. Turning to gross margin, our first quarter gross margin decreased 240 basis points to 35.7%, compared with 38.1% in the prior year period. This was primarily due to deleveraging on the sales decline combined with the impact of higher tariff expenses decreased 12 million to 127.3 million primarily due to lower marketing and labor costs excluding non-recurring charges and the impact of the company's non-qualified deferred compensation plan in both periods operating expenses declined 10.9 million as compared to prior year to 124.9 as a result of these factors our first quarter adjusted EBITDA loss was $32.9 million as compared with a loss of $27.9 million in the prior year period. Before I review our balance sheet, I want to briefly update you on our cost reduction efforts. We continue to collaborate with external consultants to streamline operations and drive greater efficiency across the business. As we shared last quarter, we have already implemented $17 million in annualized cost reductions. We are beginning to see the early benefits of our cost reduction initiatives flow through the P&L. However, those savings are currently being offset by the impact of tariffs, investments in people, and based on the analysis we have done in collaboration with our external consultants, we anticipate we can achieve an incremental $50 million in cost savings over the next two years on a run rate basis. Please note, this figure excludes one-time expenses such as consultant fees and severance costs. Additionally, this amount does not account for savings associated with improvements in marketing spend efficiency. Now turning to our balance sheet. At quarter end, net debt was $259.3 million compared with $224.1 million a year ago. Our cash balance was $7.7 million. Inventory was $269.8 million compared with $275.3 million a year ago. In terms of our debt, we have $157 million in term debt and borrowings of $110 million under our revolving credit facility in preparation for the upcoming holiday season. We expect borrowings under the revolver to be fully repaid during fiscal second quarter. And now, we'll open the call for Q&A. Operator, please provide instructions for those interested in asking a question.

Thank you. We will now begin the question and answer session. To ask a question, you may press star then 1 on your touchtone phone. If you are using a speakerphone, please pick up your handset before pressing the keys. To withdraw your question, please press star on the 2. At this time, we will pause momentarily to assemble the roster. And the first question comes from Michael Kopinski with Noble Capital Markets.

Thank you for taking the questions. I have quite a few questions here. First of all, I know last year you were talking a little bit about gas prices. They had seemed to come down a little bit from last year. I was wondering if you're still dealing with price surcharges on gas prices, or have they gone away?

So, Michael, this is James. So the fuel surcharge is always part of the FedEx charges, so they've moderated. They haven't gone away, but they haven't increased.

Okay. And in terms of your marketing efforts, I know you made changes there, but have you also included changes in products and price points on your products?

Hi, Michael. This is Adolfo. Yes, the merchandising organization continuously review their assortment strategy and pricing strategy to adjust their costs accordingly.

Okay.

And then in terms of in the last call, you mentioned that consumer floral had become very price competitive, and I was wondering if you can just give us an update on the competitive environment on the consumer floral space. is more competitors emerging in the space and what that is doing it's not so much on the pricing side of the product it's on the cost of buying clicks sometimes we're competing to buy the same search terms and that increases the marketing costs and therefore reduces the marketing productivity.

Gotcha and then it has always been said that how back-to-school goes so does Christmas can you just provide your thoughts on how back to school looks for you and how Christmas is looking any thoughts on your and then maybe if you could just kind of give us some thoughts on how the wholesale business is looking as you go into the holiday season yeah so Michael on the back to school you know that's obviously not you know it you know for the P-Mall you know it's you know part of the business but you know it's a small part of the business the real you know the real holiday peak for us as you know is is the christmas holiday season so and as you know it's still early you know it's early days in the holiday season uh so that's where on that front as it relates to wholesale uh we did have a shift as you know timing of wholesale orders between the end of september and early october you know always kind of impacts us historically so we did have a shift from you know q1 into q2 of this year but we we are seeing really strong wholesale sales and anticipate that will be up on a year-over-year basis for this holiday season.

Michael, let me build on that. The team recently was analyzing the sales per week throughout the quarter and the fiscal year. Basically, all the way from the beginning of Q1, so July through, I would say, October, We sell per week about the same. You see the significant increases that what really matters to us, as James was suggesting, it's the holiday season, and that will start in the next week or in the next couple of weeks. That's when the season really starts for us, and that's what really moves the needle.

I was just wondering in terms of the tone of the environment right now, are you seeing any particular changes in the tone? and we saw some Fed rate action and whether or not you're starting to see the benefits from that. I'm just wondering how you're seeing what the consumer is feeling right now and just the general environment for the consumer.

I don't think nothing meaningful to comment on.

Okay. I'll let others ask questions.

Thank you. Thank you. And the next question, because I'm going to think a little bit, Zinsky with Sidoti and Company.

Good morning, and thank you for taking the questions. So just wanted to follow up on the wholesale piece. Is there any way you guys could quantify what you think the revenue impact was of the shift between first quarter and second quarter?

Yes, it was, you know, several, you know, million dollars, three, four million dollars, Anthony.

All right, that's very helpful, James. Thank you for that. And then just thinking about the, you know, in terms of the $50 million in gross savings, how should we think about the timing of those savings? And is there any way you could say what the savings will be on a net basis?

So let me just first take the first question, Anthony. So of the $50 million, you know, we believe on a, you know, a run rate basis that we'll get half of it in fiscal 26 and half of it remaining in fiscal 27. We've started already to take actions, immediate actions, but there's certain areas like, say, supply chain and procurement that, you know, take a little longer to get implemented. So, again, half this year, half next year, started to implement some of those actions as we speak. Quantifying the cost of that is a little difficult right now as we work through it, Anthony, but we believe that we'll probably, you know, this year we'll have more of the cost than next year. But at this point, it's hard to quantify. I don't want to give you a number until we have, you know, more finalized numbers.

Understood. And then for the quarter, you guys had a small tax expense. Normally, you guys have a tax benefit in the quarter. Can you talk about what happened there and what should we expect for the tax rates for the fiscal year?

Yeah, so, Anthony, what's happened is we've had three years of cumulative losses. So, typically, we would have a tax benefit in Q1. But being that we've had three years of cumulative losses, we are now setting up a valuation allowance for those deferred tax assets, so it's more of an accounting thing. Obviously, as we return to profitability, we'll be able to start using those benefits, but it was due to – we had to set up a valuation allowance this quarter because of the three years of cumulative losses.

Understood. Thanks for that. And then, you know, as far as your move into Amazon and Walmart.com, I know it's recent, but can you give us any early read on what you're seeing in terms of sales coming through those sites?

I'd say it's early days, but it is going quite well. I see the benefit of selling on Amazon and Walmart, not only incremental top and bottom line, which, I mean, it's small numbers, but it is growing very nicely. But the other thing is the best practices that those websites have, the team is learning those. And as we are learning, we are also, you're going to see us adjust our websites to better align with best practices these days. So I'm very optimistic about where that is going. We haven't even started to optimize our value proposition, pricing, offering. All the team is working on right now is our top sellers are being sold. uh on those websites and we are seeing early traction it's actually quite positive from the traffic that those websites have which is why we're doing this they already have the traffic we're putting our value proposition and conversion happens so so far so good all right that's good to hear and uh my last question before i pass it on to others can you also just just comment the on the increased commodity costs what was the impact of that, and how do you see that going forward?

So, Anthony, on the commodities, as I mentioned, you know, on a year-over-year basis for the quarter, you know, chocolate is up year-over-year. We also have, you know, eggs are up slightly on a year-over-year basis, and then the other major commodities are either flat or down with the prior year, so it's a little bit of a mixed bag, so it didn't have a significant impact on Q1. Obviously, what had more of an impact was the tariffs, but the commodities kind of almost netted themselves out.

Gotcha. All right. Well, thank you very much, and best of luck.

Thank you. And the next question comes from Doug Ling with Water Tower Research.

Yes, hi. Good morning, everybody. I want to talk about tariffs, and recently President Trump threatened Colombia with very stiff tariffs because of the drug trade. Can you comment on how that would impact your business and what would be the workaround if you didn't enact those tariffs?

So, you know, as you know, you know, Columbia represents about 60, 70 percent of the fresh flowers coming into the country. So it would clearly have a significant impact on the U.S. floral industry. So with that, you know, it would have a, you know, significant impact, you know, in creating higher prices across the ecosystem. system. So if it does happen, hopefully it has and he hasn't given a number yet. But collier would have an impact and most likely it would just be an increase because so many of the flowers do come in from Columbia. We would try to offset that with other areas, but it would be very difficult to do that. So it would have an impact on the overall industry, not just wanting out of flowers.

No, clearly on the overall industry, but what is the practicality of moving your sourcing from Columbia to, say, Ecuador or somewhere else in the area?

Absolutely try, but everyone would be doing the same thing, right? So, I mean, we could move some of it. Obviously, you could try to, you know, change arrangements and, you know, the flowers that are in it, but, like I said, it would definitely put price pressure on the overall industry.

Yeah, clearly, no question. All right, shifting gears to your pop-up stores, Can you remind us what you're doing this holiday season with regards to pop-up stores and how that relates to what you did last season, last holiday season?

So short answer is this season we are doing nine different locations, eight of those for Harry and David and one for Things, remember? Last year we did about the same. The way to think about these pop-ups, it's twofold. One is a nice way to, yes, drive some sales, but really I think we would do it for the awareness of the brand and the categories we carry. But the second more valuable reason we are doing this is I have challenged the team to identify a physical retail concept that we can roll out across the country to multiple stores. We have stores that are profitable. Our Cheryl's Cookie stores in Ohio are highly profitable. They take in half the space, I think it's 80%, 90% of the sales. We have so many categories that I do believe that you can find the right combination of categories products that we already manufactured and we have with the right combination of branding to truly create a physical retail concept that you can just roll out across the country. So again, it's a few samples. See it as a test. There's only nine pop-ups. But the real benefit is longer term identifying this physical retail concept that would allow us to profitably grow into physical retail.

No, that makes sense. And, you know, you're selling now on Amazon.com and Walmart.com, and I get what you're doing here, but then the name of the company is 800flowers.com, so I wondered if there's a rebranding that needs to happen here so that you can expand, so you can really, really be able to benefit from this expanded distribution into multiple retail channels or multiple distribution channels.

I'll say great question. We hire an external marketing and brand consultant to help us answer that question. And as everything you will see us do going forward, we are customer back, so we are going to do whatever resonates better with the customer.

No, that makes sense. And so far, Adolfo, I have to say I like what you're doing, and everything seems to be on the table. and look forward to tracking your progress over the next several quarters and years.

Thank you.

Thank you. And this concludes the question and answer session. I would like to turn the conference to Adolfo Villagomez for any closing comments.

Thank you all once again for taking the time to join us on today's call and for your continued support on 1-800-Flowers.com. Fiscal 2026 marks a pivotal year of stabilization for 1-800-Flowers.com, during which we are establishing the foundation for sustainable long-term growth. While we are in the earliest stages of our turnaround, we have two significant achievements this quarter. First, we shifted towards prioritizing marketing contribution margin, which is already producing positive results. And second, we identified an additional $50 million in cost savings. We are seeing some early benefits of our turnaround strategy, and I am encouraged by the momentum that is building across the enterprise. We look forward to keeping you updated on our...

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

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