Q4 2025 Strattec Security Corp Earnings Call
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A brief question and answer session will follow the formal presentation.
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As a reminder, this conference is being recorded.
It is now my pleasure to introduce your host Deb Pawlowski Investor Relations for <unk>. Thank you you may begin.
Thank you and good morning, everyone. We greatly appreciate you joining us for <unk> fourth quarter and fiscal 'twenty five year end financial results Conference call.
Joining me on the call. This morning are Jennifer Slater, President and CEO, and Matthew Poly, Vice President and Chief Financial Officer.
Speaker #1: At this time, all keypad. As participants are in a a reminder, this conference listen-only is being mode. A brief recorded. It is question-and-answer session will follow the formal now my pleasure to introduce your host, Deb presentation.
Jen and Matt will review, our financial results the progress being made to transform strategy and our expectations for fiscal 2026, you can find a copy of the press release and the slides that accompany our conversation today on the Investor Relations section of the company's website.
Speaker #1: If anyone should Pawlawski, Ambassador Relations require operator assistance for Strattec. Thank during the conference, please you. You may press *0 on your begin.
Speaker #1: telephone
Speaker #1: keypad. As a reminder,
Speaker #1: this conference is being
Speaker #1: Recorded. It is now my pleasure.
Speaker #1: to introduce your host,
If you are reviewing these slides please turn to slide two for the Safe Harbor statement.
Speaker #1: Deb Pawlawski, Ambassador
Speaker #1: Relations for
Speaker #1: Stattec. Thank you. You may
Speaker #1: begin.
As you are aware, we may make some forward looking statements on this call during the formal discussion as well as during the Q&A. These statements apply to future events that are subject to risks and uncertainties as well as other factors that could cause actual results to differ materially from what is stated on today's call.
Speaker #2: Thank you, and good morning
Speaker #2: everyone. We
Speaker #2: greatly appreciate you joining
Speaker #2: us for Stattec
Speaker #2: Q4 and fiscal
Speaker #2: 2025 year-end
Speaker #2: financial results conference
Speaker #2: call. Joining me
Speaker #2: on the call this morning are
Speaker #2: Jennifer Slater, President
Speaker #2: and CEO, and
Speaker #2: Matthew Pauly, Vice
Speaker #2: President and Chief Financial
These risks and uncertainties and other factors are discussed in the earnings release as well as with other documents filed by the company with the Securities and Exchange Commission.
Speaker #2: Officer.
Speaker #2: Jen and Matt will review our
Speaker #2: financial results, the
Speaker #2: progress being made to
Speaker #2: transform Stattec,
Speaker #2: and our expectations
Speaker #2: for fiscal
Speaker #2: 2026. You can find
You can find these documents on our website as well.
Speaker #2: a copy of the press release
Speaker #2: and the slides that accompany
I want to also point out that during today's call. We will discuss some non-GAAP measures, which we believe will be useful in evaluating our performance you should not consider the presentation of this additional information in isolation or as a substitute for results prepared in accordance with GAAP.
Speaker #2: our conversation
Speaker #2: today on the Ambassador
Speaker #2: Relations section of the company's
Speaker #2: website. If you are reviewing
Speaker #2: these slides,
Speaker #2: please turn to slide 2
Speaker #2: for the safe harbor
Speaker #2: statement. As
Speaker #2: You are aware, we may make some.
Speaker #2: forward-looking statements on
Speaker #2: this call during the formal
Speaker #2: discussion, as well as during the
We have provided reconciliations of non-GAAP to comparable GAAP measures in the tables accompanying the earnings release and slides.
Speaker #2: Q&A. These
Speaker #2: statements apply to future
Speaker #2: events that are subject to risks and uncertainties, as well as other factors that could
Speaker #2: cause actual results to
So with that if you would please turn to slide three I will turn it over to Jen to begin John.
Speaker #2: differ materially from what is
Speaker #2: stated on today's
Speaker #2: call. These risks and
Speaker #2: uncertainties and other
Speaker #2: Factors are discussed in the earnings.
Thank you Deb and welcome everyone. We ended fiscal 2025 on a strong note with solid sales growth expanded margins strong cash generation and a much better business from where we were at the beginning of the fiscal year when I joined the company as CEO.
Speaker #2: release as well as
Speaker #2: with other documents filed
Speaker #2: by the company, with
Speaker #2: securities and exchange
Speaker #2: commission. You can find
Speaker #2: these documents on our
Speaker #2: website as
Speaker #2: well. I want to also point
Speaker #2: out that during today's call,
Speaker #2: we will discuss some
Speaker #2: non-GAAP measures, which
Speaker #2: we believe will be useful in
Speaker #2: evaluating our
Speaker #2: performance. You should not
Our success was the result of our team, whom I want to thank for their energy perseverance and hard work.
Speaker #2: consider the presentation of
Speaker #2: this additional
Speaker #2: information in isolation
Speaker #2: or as a substitute for
Speaker #2: results prepared in accordance
Speaker #2: with GAAP.
We covered a lot of ground and underwent significant change in fiscal 'twenty five.
Speaker #2: We have provided
Speaker #2: reconciliations of
Speaker #2: non-GAAP comparable GAAP
Speaker #2: measures in the tables
We have a refreshed and energized executive team, we added critical talent throughout the organization and continue to do so.
Speaker #2: accompanying the earnings
Speaker #2: release and
Speaker #2: slides. So with that, if
Speaker #2: you would please turn to
Speaker #2: Slide 3, I will turn it.
Speaker #2: over to Jen to
Speaker #2: begin.
We simplified our operations and reduced head count by 15%.
Speaker #2: Jen?
Speaker #3: Thank you, Deb,
Speaker #3: and welcome everyone. We ended
Speaker #3: fiscal 2025
We implemented an operating cadence and created communication channels that had not existed in the organization before.
Speaker #3: on a strong note
Speaker #3: with solid sales
Speaker #3: growth, expanded
Speaker #3: margins, strong
Speaker #3: cash generation, and
We also began the work to reshape our product portfolio and we advanced our plans to modernize our manufacturing operations.
Speaker #3: a much better business
Speaker #3: from where we were at the beginning of the fiscal
Speaker #3: year when I joined the company
Speaker #3: as
Speaker #3: CEO. Our success was
Speaker #3: the result of our
These efforts were clearly demonstrated in our financial results, which I will now touch on for the quarter and the year.
Speaker #3: team, whom I want to
Speaker #3: thank for their energy,
Speaker #3: perseverance, and hard
Speaker #3: We covered a lot of.
Speaker #3: ground and underwent
We delivered very strong cash generation as we generated $30 million in cash from operations for the quarter and $71 million for the fiscal year.
Speaker #3: significant change in
Speaker #3: fiscal
Speaker #3: 2025. We have a
Speaker #3: refreshed and energized
Speaker #3: executive team.
Speaker #3: We added critical
Speaker #3: talent throughout the
Speaker #3: organization and continue to
In addition to achieving stronger cash earnings we improved our working capital velocity and benefited from some onetime opportunities to unlock value from the balance sheet that Matt will discuss later.
Speaker #3: do so.
Speaker #3: We simplified our
Speaker #3: operations and reduced
Speaker #3: headcount by
Speaker #3: 15%.
Speaker #3: We implemented an
Speaker #3: operating cadence and created communication channels that
Speaker #3: had not existed in
Revenue grew 6% in the quarter and 5% for the year higher.
Speaker #3: the organization
Speaker #3: before.
Speaker #3: We also began the work
Higher sales and favorable foreign currency exchange combined with the initial benefits from our restructuring efforts helped to drive 370 basis points of gross margin expansion for the quarter as well as 280 basis points of margin improvement for the year.
Speaker #3: to reshape our product
Speaker #3: portfolio and we
Speaker #3: advanced our plans to
Speaker #3: modernize our manufacturing
Speaker #3: operations. These
Speaker #3: efforts were clearly
Speaker #3: demonstrated in our financial
Speaker #3: results, which I will now
Speaker #3: Touching on the quarter and the...
Speaker #1: Greetings, and welcome to the Strattec Security Corp Q4 fiscal year 2025 financial results conference call. At this time, all participants are in a listen-only mode.
Speaker #3: year. We delivered very
Speaker #3: strong cash
Fourth quarter EBITDA margin of eight 5% also demonstrated our continued progress through the year, but was up against a tough comparator in the prior year that benefited from a onetime engineering cost recovery of $4 $8 million.
Speaker #3: generation, as we generated
Speaker #3: $30 million in cash from
Speaker #3: operations for the
Speaker #3: quarter, and $71
Speaker #3: million for the fiscal year. In
Speaker #3: addition to achieving
Speaker #1: A Greet brief question-and-answer session ings, and welcome to the will follow the formal Stattec Security Corp presentation. Q4 fiscal If anyone should require year operator assistance during the 2025 financial results conference, please press conference *0 on your telephone call.
Speaker #3: stronger cash earnings, we
Speaker #3: improved our working capital
Speaker #3: velocity and
Speaker #3: benefited from some
Speaker #3: one-time opportunities to
Our efforts resulted in an EBITDA margin expansion of 220 basis points for the year to seven 7%.
Speaker #3: unlock value from the
Speaker #3: balance sheet that Matt will
Speaker #3: discuss
Speaker #3: later. Revenue
Speaker #3: grew 6% in the quarter
Speaker #3: and 5% for the
Yeah.
Speaker #3: year. Higher
Please turn to slide four.
Speaker #3: sales and favorable
Our priorities for fiscal 2025, we are to create shareholder value, which we believe our transformation actions to date have accomplished across key focus areas of the business.
Speaker #3: foreign currency
Speaker #3: exchange combined with the initial
Speaker #3: benefits from our
Speaker #3: Thank
Speaker #3: you, and good morning
Speaker #3: restructuring efforts
Speaker #3: everyone. We greatly
Speaker #3: helped to drive
Speaker #3: $370,000 basis points of
Speaker #3: Appreciate you joining us for Strattec's Q4 2025 earnings call.
Speaker #3: gross margin expansion for
Speaker #3: and fiscal 25
Speaker #3: the quarter, as
Speaker #3: year-end financial
Speaker #3: well as $280
This is demonstrated by the significant progress we have made to improve our underlying operations.
Speaker #3: results conference
Speaker #3: basis points of margin
Speaker #3: Call. Joining me on the call...
Speaker #3: improvement for the
Speaker #3: year.
Speaker #3: this morning are Jennifer
Speaker #3: Q4 EBITDA margin of $8.5%
Speaker #3: Slater, President and
Speaker #3: CEO, and Matthew
Mark working capital and build a strong team.
Speaker #3: also demonstrated our
Speaker #3: Polley, Vice President and
Speaker #3: continued progress through the
Speaker #3: Chief Financial
Speaker #3: Officer. Jen and Matt
Speaker #3: year, but was up against
As we move into fiscal year 'twenty six we will continue to focus on these same priorities.
Speaker #3: a tough competitor in
Speaker #3: will review our financial
Speaker #3: the prior year, that benefited from
Speaker #3: results, the progress
Speaker #3: being made to transform
Speaker #3: a one-time engineering
Speaker #3: Strattec, and our
Speaker #3: expectations for
Speaker #3: cost recovery of
While we did a mark most of the low hanging fruit, we still believe we have opportunity to improve our margin profile.
Speaker #3: $4.8
Speaker #3: fiscal
Speaker #3: million. Our
Speaker #3: 2026. You can find a copy of
Speaker #3: efforts resulted in EBITDA
Speaker #3: the press release and the
Speaker #3: slides that accompany our
Speaker #3: margin expansion of
Speaker #3: conversation today on the
Speaker #3: $220 basis points
We are also focusing on leveraging our product expertise in key areas of the business such as digital key and power access to expand our customer base and facilitate growth.
Speaker #3: Ambassador Relations section
Speaker #3: for the year to
Speaker #3: of the company's
Speaker #3: website. If
Speaker #3: you are reviewing these
Speaker #3: slides, please turn
Speaker #3: to slide 2 for the
Speaker #3: Our
Speaker #3: safe harbor
Speaker #3: statement. As you are
Speaker #3: aware, we may make some
Our healthy balance sheet will help us weather any weakening marquee market condition and continue to invest in the growth of the business and create value for our shareholders.
Speaker #3: forward-looking statements on this call
Speaker #3: during the formal discussion, as
Speaker #3: well as during the Q&A. These statements
Speaker #3: apply to future events that are
Speaker #3: subject to risks and
Speaker #3: uncertainties, as well as other
Speaker #3: factors that could cause
If you will turn to slide five.
Speaker #3: actual results to differ
Speaker #3: materially from what is stated on.
You can see that there were a number of drivers to sales growth in both the quarter and the year.
Speaker #3: today's
Speaker #3: call. These risks and
Speaker #3: uncertainties and other factors are
Speaker #3: discussed in the earnings
The fourth quarter benefited from our strategic pricing initiatives as well as higher demand.
Speaker #3: release, as well as with other documents filed by the company with securities and
Speaker #3: exchange
Speaker #3: commission. You can find these
Throughout the year, we have had the advantage of several new program launches as well as being well positioned better selling platforms.
Speaker #3: documents on our website as
Speaker #3: well. I want
Speaker #3: to also point out that
Speaker #3: during today's call, we will
Speaker #3: discuss some non-GAAP
Speaker #3: measures, which we believe
Speaker #1: In our product expertise and key areas of the business, such as digital key and power access, we aim to expand our customer base and facilitate growth.
Christine: Using our product expertise in key areas of the business, such as digital key and power access, to expand our customer base and facilitate growth. Our healthy balance sheet will help us weather any weakening market condition and continue to invest in the growth of the business and create value for our shareholders. If you will turn to slide five, you can see that there were a number of drivers to sales growth in both the quarter and the year. The fourth quarter benefited from our strategic pricing initiatives, as well as higher demand. Throughout the year, we have had the advantage of several new program launches, as well as being well-positioned on better selling platforms. We are expecting our growth from new vehicle launches to moderate, as we are in between significant launch cycles with our existing customers.
We are expecting our growth from new vehicle launches to moderate as we are in between significant launch cycles with our existing customers do.
Speaker #3: will be useful in evaluating
Speaker #3: our performance.
Speaker #3: You should not consider the
Speaker #3: presentation of this additional
Speaker #3: information in
Speaker #3: isolation or as
Speaker #3: a substitute for results
Due to the long cycle nature of our business. We are actively working today to be included on model year, 'twenty nine and 30 platforms.
Speaker #1: Our healthy balance sheet will help us weather any weakening market conditions and continue to invest in the growth of the business, creating value for our shareholders.
Speaker #3: prepared in accordance with
Speaker #3: GAAP. We have
Speaker #3: provided
Speaker #3: reconciliations of non-GAAP
Speaker #3: comparable GAAP measures in the
Speaker #3: tables accompanying
We are also working to broaden our reach to a larger customer set than we have addressed historically.
Speaker #3: the earnings release and
Speaker #3: slides.
Speaker #1: If you will turn to slide five, you can see that there were a number of drivers to sales growth in both the quarter and the year.
Speaker #3: So with that, if you would.
Speaker #3: please turn to slide
Speaker #3: 3. I will turn it over to.
We are excited about the future of our strat tack and expect that over the long term. We can continue to drive our growing stronger margin profile business with greater predictability and earnings power, Let me now turn it over to Matt.
Speaker #3: Jen to begin.
Speaker #3: Jen?
Speaker #4: Thank you, Deb, and welcome
Speaker #1: The fourth quarter benefited from our strategic pricing initiatives, as well as higher demand. Throughout the year, we have had the advantage of several new program launches, as well as being well-positioned on better selling platforms.
Speaker #4: everyone.
Speaker #4: We ended
Speaker #4: fiscal 2025 on a
Speaker #4: strong note with
Speaker #4: solid sales growth,
Speaker #4: expanded
Speaker #4: margins, strong cash
Speaker #4: generation, and a much
Thanks, John and good morning, everyone, let's begin with slide six fourth quarter gross profit increased to $25 4 million and gross margin expanded by 370 basis points to 16, 7% gross profit improvement was the result of a $3 million benefit from a stronger U S dollar strategic price.
Speaker #4: better business from where we
Speaker #4: were at the beginning of the
Speaker #4: fiscal year when
Speaker #1: We are expecting our growth from new vehicle launches to moderate, as we are in between significant launch cycles with our existing customers. Due to the long cycle nature of our business, we are actively working today to be included on model year 2029 and 2030 platforms.
Speaker #4: I joined the company as CEO.
Speaker #4: Our success was the result
Speaker #4: of our team,
Speaker #4: whom I want to thank for
Speaker #4: their energy,
Speaker #4: perseverance, and hard
Christine: Due to the long cycle nature of our business, we are actively working today to be included on model year 29 and 30 platforms. We are also working to broaden our reach to a larger customer set than we have addressed historically. We are excited about the future for STRATTEC, and expect that over the long term, we can continue to drive a growing, stronger margin profile business with greater predictability and earnings power. Let me now turn it over to Matt.
Speaker #4: work. We covered a lot of ground
Speaker #4: and underwent
Speaker #4: significant change in
Speaker #4: fiscal 25.
Speaker #4: We have a refreshed
<unk> actions $1 $7 million in tooling gains higher production volumes and $1 3 million of restructuring savings.
Speaker #1: We are also working to broaden our reach to a larger customer set than we have addressed historically. We are excited about the future for Strattec and expect that, over the long term, we can continue to drive a growing, stronger margin profile business with greater predictability and earnings power.
Speaker #4: and energized executive
Speaker #4: team. We
Speaker #4: added critical talent
Speaker #4: Throughout the organization, we continue to do.
Speaker #4: so. We
These gains more than offset $1 6 million of net tariff expenses stemming from recent changes in U S trade policy and higher labor costs in Mexico, albeit on a lower head count.
Speaker #4: simplified our
Speaker #4: operations and reduced headcount
Speaker #4: by
Speaker #4: 15%. We
Speaker #4: implemented an operating
Speaker #4: cadence and created
Speaker #4: communication channels that had
Speaker #4: not existed in the
Speaker #4: organization
Speaker #1: Let me now turn it over to Matt.
Speaker #4: before. We also
Based on the currently enacted tariff rates, we estimate that the annual cost increase is between $5 million to $7 million before any mitigation efforts. However, we have taken steps to change our logistic Roche review, our supply chain and implement price increases or tariff recoveries from customers. Our tariff mitigation efforts have continued.
Speaker #2: Thanks, Jen, and good morning, everyone. Let's begin with slide six. Fourth quarter gross profit increased to $25.4 million, and gross margin expanded by $370,000 to 16.7%.
Speaker #4: began the work to reshape
Matthew Pauli: Thanks, Jen, and good morning, everyone. Let's begin with slide six. Fourth quarter gross profit increased to $25.4 million, and gross margin expanded by 370 basis points to 16.7%. Gross profit improvement was the result of a $3 million benefit from a stronger U.S. dollar, strategic pricing actions, $1.7 million in tooling gains, higher production volumes, and $1.3 million of restructuring savings. These gains more than offset $1.6 million of net tariff expenses stemming from recent changes in U.S. trade policy and higher labor costs in Mexico, albeit on a lower headcount. Based on the currently enacted tariff rates, we estimate that the annual cost increase is between $5 million to $7 million before any mitigation efforts. However, we have taken steps to change our logistic routes, review our supply chain, and implement price increases or tariff recoveries from customers.
Speaker #4: our product
Speaker #4: portfolio and we advanced our
Speaker #4: plans to modernize our
Speaker #4: manufacturing
Speaker #4: operations. These efforts were
Speaker #4: clearly demonstrated
Speaker #4: in our financial results,
Speaker #4: which I will now touch on.
Speaker #4: for the quarter and the
Speaker #2: Gross profit improvement was the result of a $3 million benefit from a stronger U.S. dollar, strategic pricing actions, $1.7 million in tooling gains, higher production volumes, and $1.3 million in restructuring savings.
Speaker #4: year. We
Speaker #4: delivered very strong
Speaker #4: cash generation, as
Speaker #4: We generated $30 million in cash from.
After our fiscal year end and as of today, we have line of sight to recover the majority of the cost, but the recovery of tariff costs will lag the associated expenses.
Speaker #4: operations for the quarter,
Speaker #4: and $71 million for
Speaker #4: the fiscal
Speaker #4: year. In addition to
Speaker #4: Achieving stronger cash earnings, we improved our
Speaker #2: These gains more than offset $1.6 million of net tariff expenses stemming from recent changes in U.S. trade policy and higher labor costs in Mexico, albeit with a lower headcount.
Speaker #4: working capital
Speaker #4: velocity, and benefited
For the full fiscal year gross margin improved by 280 basis points, reflecting these same drivers pricing actions cost optimization and FX, partially offset by elevated labor cost in Mexico and ongoing tariff headwinds.
Speaker #4: from some one-time
Speaker #4: opportunities to unlock
Speaker #4: value from the balance sheet
Speaker #4: that Matt will discuss
Speaker #4: later. Revenue grew
Speaker #4: 6% in the quarter and
Speaker #4: 5% for the
Speaker #4: year. Higher sales
Speaker #2: Based on the currently enacted tariff rates, we estimate that the annual cost increase is between 5 to 7 million before any mitigation efforts. However, we have taken steps to change our logistic routes, review our supply chain, and implement price increases or tariff recoveries from customers.
Speaker #4: and favorable
Speaker #4: foreign currency exchange
Turning to slide seven selling administration administrative and engineering expenses or SAE was $16 9 million.
Speaker #4: combined with the initial benefits
Speaker #4: from our restructuring
Speaker #4: efforts helped to
Speaker #4: drive $370,000
Speaker #4: basis points of gross
Speaker #4: margin expansion for the
Speaker #4: quarter, as well as
Prior year SCE benefited from $4 8 million of onetime engineering recoveries that makes the year over year comparison difficult.
Speaker #4: $280 basis
Speaker #4: points of margin improvement for
Speaker #4: the
Speaker #4: year. Fourth quarter
Speaker #2: Our tariff mitigation efforts have continued after our fiscal year-end, and as of today, we have line of sight to recover the majority of the costs. However, the recovery of tariff costs will lag the associated expenses.
Matthew Pauli: Our tariff mitigation efforts have continued after our fiscal year-end, and as of today, we have line of sight to recover the majority of the cost, but the recovery of tariff costs will lag the associated expenses. For the full fiscal year, gross margin improved by 280 basis points, reflecting these same drivers: pricing actions, cost optimization, and FX, partially offset by elevated labor costs in Mexico and ongoing tariff headwinds. Turning to slide seven, selling, administrative, and engineering expenses, or SAE, was $16.9 million. Prior year, SAE benefited from $4.8 million of one-time engineering recoveries that makes the year-over-year comparison difficult. What's important to take away is that we are holding our SAE steady at about 11% of sales.
Speaker #4: EBITDA margin of
Speaker #4: $8.5% also
What's important to take away is that we are holding our SAE steady at about 11% of sales.
Speaker #4: demonstrated our continued
Speaker #4: progress through the year, but
Speaker #4: was up against a tough
Speaker #4: comparator in the
Speaker #4: prior year, that
The absolute spend reflects deliberate investments in our transformation initiatives as well as a $2 2 million increase related to incentive compensation and bonus expense that were the result of strong financial performance for the year.
Speaker #4: benefited from a one-time
Speaker #4: engineering cost
Speaker #2: For the full fiscal year, gross margin improved by 280 basis points, reflecting these same drivers: pricing actions, cost optimization, and FX, partially offset by elevated labor costs in Mexico and ongoing tariff headwinds.
Speaker #4: recovery of $4.8
Speaker #4: million. Our efforts
Speaker #4: resulted in EBITDA margin
Speaker #4: expansion of
Speaker #4: $220 basis points for the
Speaker #4: year to
Speaker #4: $7.7%.
For the fiscal year, our SAE included $6 7 million of incremental incentive compensation costs, given our financial performance 1 million in additional executive transition costs and $1 million of business transformation costs.
Speaker #4: Please turn to slide
Speaker #4: 4. Our
Speaker #4: priorities for
Speaker #2: Turning to slide seven, selling, administration, administrative, and engineering expenses, or SAE, was $16.9 million. Prior year SAE benefited from $4.8 million of one-time engineering recoveries that makes the year-over-year comparison difficult.
Speaker #4: fiscal 2025 were to
Speaker #4: create shareholder
Speaker #4: value, which we believe
Speaker #4: our transformation actions
Speaker #4: to date have accomplished across key focus areas
Speaker #4: of the business. $7.7%.
Let's move to slide eight where we summarize our profitability net income attributable to <unk> for the quarter on both a GAAP and an adjusted basis declined primarily due to the prior year's engineering recovery benefit that I mentioned earlier and the increase in bonus provision this year on improved performance.
Speaker #4: This is demonstrated by the Please turn to slide 4.
Speaker #2: What’s important to take away is that we are holding our SAE steady at about 11% of sales. The absolute spend reflects deliberate investments in our transformation initiatives, as well as a $2.2 million increase related to incentive compensation and bonus expense that were the result of strong financial performance for the year.
Matthew Pauli: The absolute spend reflects deliberate investments in our transformation initiatives, as well as a $2.2 million increase related to incentive compensation and bonus expense that were the result of strong financial performance for the year. For the fiscal year, our SAE included $6.7 million of incremental incentive compensation costs, given our financial performance, $1 million in additional executive transition costs, and $1 million of business transformation costs. Let's move to slide eight, where we summarize our profitability. Net income attributable to STRATTEC for the quarter on both a GAAP and an adjusted basis declined primarily due to the prior year's engineering recovery benefit that I mentioned earlier, and the increase in bonus provision this year on improved performance. Adjusted EBITDA was $13 million, representing an adjusted EBITDA margin of 8.5%. Our results reflect the team's commitment to delivering sustainable margin improvement.
Adjusted EBITDA was $13 million, representing an adjusted EBITDA margin of eight 5% our results reflect the team's commitment to delivering sustainable margin improvement let.
Speaker #2: For the fiscal year, our SAE included $6.7 million of incremental incentive compensation costs, given our financial performance; $1 million in additional executive transition costs; and $1 million of business transformation costs.
Let me point out that over the long term, we believe the business model would suggest a low teen EBITDA margin.
Now turning to slide nine, which highlights our cash flow balance sheet and capital priorities.
Operating cash flow was strong for the quarter at $30 2 million or 55% improvement over the same period last year. This reflects higher cash earnings disciplined working capital management. The collection of about $5 million of historical VAT balances in Mexico, and the benefit of timing on receivables during the quarter. We also had in <unk>.
Speaker #2: Let's move to slide eight, where we summarize our profitability. Net income attributable to Strattec for the quarter, on both a GAAP and an adjusted basis, declined primarily due to the prior year's engineering recovery benefit that I mentioned earlier, and the increase in bonus provision this year on improved performance.
Speaker #2: Adjusted EBITDA was $13 million, representing an adjusted EBITDA margin of 8.5%. Our results reflect the team's commitment to delivering sustainable margin improvement. Let me point out that, over the long term, we believe the business model suggests a low teen EBITDA margin.
$11 million reduction in inventory levels, partially attributable to reduced in transit inventory.
This benefitted working capital I should point out that we will.
We will need to increase some inventory to maintain timely deliveries to our customers.
Matthew Pauli: Let me point out that over the long term, we believe the business model would suggest a low-team EBITDA margin. Turning to slide nine, which highlights our cash flow, balance sheet, and capital priorities. Operating cash flow was strong for the quarter at $30.2 million, a 55% improvement over the same period last year. This reflects higher cash earnings, disciplined working capital management, the collection of about $5 million of historical VAT balances in Mexico, and the benefit of timing on receivables. During the quarter, we also had an $11 million reduction in inventory levels, partially attributable to reduced in-transit inventory. While this benefited working capital, I should point out that we will need to increase some inventory to maintain timely deliveries to our customers. For the year, operating cash flow reached $71.7 million, a record for the company.
For the year operating cash flow reached $71 7 million a record for the company we had the onetime opportunities captured during the year that I mentioned earlier.
Speaker #2: Now, turning to slide nine, which highlights our cash flow, balance sheet, and capital priorities. Operating cash flow was strong for the quarter at $30.2 million, a 55% improvement over the same period last year.
Which makes repeating this performance a challenge until we gain more scale.
Speaker #2: This reflects higher cash earnings, disciplined working capital management, the collection of about $5 million of historic OVAT balances in Mexico, and the benefit of timing on receivables.
Year to date capital expenditures totaled $7 2 million consistent with our focus on new product programs productivity enhancements and it infrastructure upgrades. This resulted in free cash flow for the year of $64 5 million.
Speaker #2: During the quarter, we also had an $11 million reduction in inventory levels, partially attributable to reduced in-transit inventory. While this benefited working capital, I should point out that we will need to increase some inventory to maintain timely deliveries to our customers.
We ended the year with a very healthy cash position of $84 6 million. We also have approximately $52 million available under our revolving credit facilities.
Our capital priorities in the near term are to create organic growth through investment in our commercial initiatives to drive operational improvements through modernization and continued new product innovation. We are also being conservative with our cash through these uncertain times, including moderated market conditions over the longer term once we have established a greater amount of predict.
Speaker #2: For the year operating cash flow reached $71.7 million, a record for the company. We had the one-time opportunities captured during the year that I mentioned earlier, which makes repeating this performance a challenge until we gain more scale.
Matthew Pauli: We had the one-time opportunities captured during the year that I mentioned earlier, which makes repeating this performance a challenge until we gain more scale. Year to date, capital expenditures totaled $7.2 million, consistent with our focus on new product programs, productivity enhancements, and IT infrastructure upgrades. This resulted in free cash flow for the year of $64.5 million. We ended the year with a very healthy cash position of $84.6 million. We also have approximately $52 million available under our revolving credit facilities. Our capital priorities in the near term are to create organic growth through investment in our commercial initiatives, drive operational improvements through modernization, and continue new product innovation. We are also being conservative with our cash through these uncertain times, including moderated market conditions.
Speaker #2: Year-to-date capital expenditures totaled $7.2 million, consistent with our focus on new product programs, productivity enhancements, and IT infrastructure upgrades. This resulted in free cash flow for the year of $64.5 million.
The ability and the business will be in a better position to consider shareholder distributions as well as M&A.
If you turn to slide 10, I'll outline in general our expectations for fiscal 2026, given our perspective on our end markets as we know it today.
Speaker #2: We ended the year with a very healthy cash position of $84.6 million. We also have approximately $52 million available under our revolving credit facilities.
As most of you are aware, we are a very long cycle business and the work. We are doing today as John mentioned will be apparent in our in model years 2029 and beyond in the meantime, our sales will generally follow a north American OEM production volumes given that we will lap several key launches that we benefited from in fiscal 'twenty five.
Speaker #2: Our capital priorities in the near term are to create organic growth through investment in our commercial initiatives, drive operational improvements through modernization, and continue new product innovation.
Speaker #2: We are also being conservative with our cash through these uncertain times, including moderated market conditions. Over the longer term, once we have established a greater amount of predictability in the business, we'll be in a better position to consider shareholder distributions as well as M&A.
Current third party industry projections estimate that North American automotive production for our fiscal 2026 will be lower by about 5% to 6% with softness more prevalent in the second half of the fiscal year.
Matthew Pauli: Over the longer term, once we've established a greater amount of predictability in the business, we'll be in a better position to consider shareholder distributions as well as M&A. If you turn to slide 10, I'll outline in general our expectations for fiscal 2026, given our perspective on our end markets as we know it today. As most of you are aware, we are a very long cycle business, and the work we are doing today, as Jen mentioned, will be apparent in model years 2029 and beyond. In the meantime, our sales will generally follow North American OEM production volumes, given that we will lap several key launches that we benefited from in fiscal 2025. Current third-party industry projections estimate that North American automotive production for our fiscal 2026 will be lower by about 5% to 6%, with softness more prevalent in the second half of the fiscal year.
Speaker #2: If you turn to slide ten, I'll outline in general our expectations for fiscal 2026, given our perspective on our end markets as we know it today.
We expect that we will still benefit from our recent pricing actions, especially in the first half of the year.
We believe the business over the longer term and with sufficient volume is capable of achieving gross margins in the 18% to 20% range until then we will continue to focus on what we can control with margins productivity working capital and cash generation.
Speaker #2: As most of you are aware, we are a very long-cycle business, and the work we are doing today, as Jen mentioned, will be apparent in model years 2029 and beyond.
Speaker #2: In the meantime, our sales will generally follow North American OEM production volumes, given that we will lap several key launches that we benefited from in fiscal 2025.
As I mentioned earlier, we had a very robust year from a cash generation that was boosted by several one time opportunities for 2026 and beyond we expect to continue to generate solid cash from operations, but at a more normalized rate.
Speaker #2: Current third-party industry projections estimate that North American automotive production for our fiscal 2026 will be lower by about 5% to 6%, with softness more prevalent in the second half of the fiscal year.
In summary, we are pleased with our solid financial progress and the momentum we are building through our strategic execution.
Speaker #2: We expect that we will still benefit from our recent pricing actions, especially in the first half of the year. We believe the business, over the longer term and with sufficient volume, is capable of achieving gross margins in the 18% to 20% range. Until then, we will continue to focus on what we can control with margins, productivity, working capital, and cash generation.
Matthew Pauli: We expect that we will still benefit from our recent pricing actions, especially in the first half of the year. We believe the business over the longer term and with sufficient volume is capable of achieving gross margins in the 18% to 20% range. Until then, we will continue to focus on what we can control with margins, productivity, working capital, and cash generation. As I mentioned earlier, we had a very robust year from a cash generation that was boosted by several one-time opportunities. For 2026 and beyond, we expect to continue to generate solid cash from operations, but at a more normalized rate. In summary, we are pleased with our solid financial progress and the momentum we are building through our strategic execution. With that, operator, we are ready to open the line for questions.
With that operator, we're ready to open the line for questions.
Thank you we will now be conducting a question and answer session. If you would like to ask a question. Please press star one on your telephone keypad.
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Speaker #2: As I mentioned earlier, we had a very robust year from cash generation that was boosted by several one-time opportunities. For 2026 and beyond, we expect to continue to generate solid cash from operations, but at a more normalized rate.
Participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys.
Please while we poll for questions.
Okay.
Thank you. Our first question comes from the line of John <unk> with Sidoti. Please proceed with your question.
Speaker #2: In summary, we are pleased with our solid financial progress and the momentum we are building through our strategic execution. With that, operator, we're ready to open the line for questions.
Good morning, everybody and congratulations on another great quarter.
Good morning, John Good morning, John.
Speaker #1: Thank you. We will now be conducting a question-and-answer session. If you would like to ask a question, please press *1 on your telephone keypad.
I'd like to start with.
Christine: Thank you. We will now be conducting a question and answer session. If you would like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. One moment, please, while we pull for questions. Thank you. Our first question comes from the line of John Franzreb with Sidoti. Please proceed with your question.
The transformation process, John I'm curious how far along do you think you are on it and how long do you think would take before you satisfy the majority of it being completed.
Speaker #1: A confirmation tone will indicate your line is in the question queue. You may press *2 if you would like to remove your question from the queue.
Yeah.
Thanks for the question John.
I would say we're still in the early innings of the transformation. We did have the opportunity this past fiscal year.
Speaker #1: For participants using speaker equipment, it may be necessary to pick up your handset before pressing the * keys. One moment, please, while we poll for questions.
Address a lot of the low hanging fruit.
And now as we focus on further transformation items there'll be more longer term in nature than what we were able to see in fiscal year 'twenty five.
Speaker #1: Thank you. Our first question comes from the line of John Franzereb with Sidoti. Please proceed with your question.
Speaker #3: Good morning, everybody, and congratulations on another great quarter.
John Franzreb: Good morning, everybody, and congratulations on another great quarter.
Okay.
And I would look at that slide.
Speaker #2: Morning, John.
Matthew Pauli: Morning, John.
Speaker #1: Morning, John.
John Franzreb: Morning, John.
Page four.
Speaker #3: I'd like to start with the transformation process, Jen. I'm curious, how far along do you think you are on it, and how long do you think it will take before you're satisfied with the majority of it being completed?
Matthew Pauli: would like to start with the transformation process, Jen. I am curious, how far along do you think you are on it, and how long do you think it will take before you are satisfied with the majority of it being completed?
Was wondering does that mean, you're considering exiting or divesting product lines is that a possibility in that process.
I think I can give one example.
Speaker #1: Thanks for the question, John. You know, I would say we're still in the early innings of the transformation. We did have the opportunity this past fiscal year to address a lot of the low-hanging fruit, and now, as we focus on further transformation items, they'll be more long-term in nature.
Jennifer Slater: Thanks for the question, John. I would say we are still in the early innings of the transformation. We did have the opportunity this past fiscal year to address a lot of the low-hanging fruit. Now, as we focus on further transformation items, they will be more longer-term in nature than what we were able to see in fiscal year 2025.
We had.
<unk> had some products really our switch product line and when we look at that market. There is less and less switches in the vehicle today. It is already a crowded market. We have other areas of our business like our power access products and our digital key Fob that we feel we have a lot of opportunity. So we're still.
Speaker #1: Then what we were able to see in fiscal year 2025.
Supporting our customers that we have in production, but we are really refocusing our engineering efforts around those products that we feel has more growth and provide more value to our customers.
Speaker #3: Okay. And you know, I looked at that slide on slide page four. I was wondering, does that mean you're kind of considering exiting or divesting product lines?
Matthew Pauli: Okay. When I looked at that slide on page four, I was wondering, does that mean you are considering exiting or divesting product lines? Is that a possibility in that process?
Speaker #3: Is that a possibility in that process?
I mean, I guess the other side of that question on the <unk>.
This slide is the larger customer set.
Speaker #1: I can give one example. We had some products that really are a switch product line, and when we look at that market, there's less and less switches in vehicles today.
Jennifer Slater: I think it is. I can give one example. We had some products, really our switch product line. When we look at that market, there are less and less switches in the vehicle. Today, it is already a crowded market. We have other areas of our business, like our power access products and our digital key fob, that we feel we have a lot of opportunity. We are still supporting our customers that we have in production, but we are really refocusing our engineering efforts around those products that we feel have more growth and provide more value to our customers.
I mean, I assume that means outside the automotive market can you give some examples of how are you.
And he hits Schneider.
Would you be looking at.
Yes, it doesn't necessarily mean outside of the automotive market. John If you look at our customer concentration and we've been pretty concentrated around <unk>.
Speaker #1: It's already a crowded market. We have other areas of our business, like our power access products and our digital key fobs, that we feel we have a lot of opportunity.
Some of the larger North American customers. So.
Speaker #1: So we're still supporting our customers that we haven't put into production, but we're really refocusing our engineering efforts around those products that we feel have more growth and provide more value to our customers.
We feel we have opportunity with in automotive and then the second layer of that is if you think about <unk>.
Heavy vehicle off road, there is opportunity for us there too, but our priority really is to continue to start within automotive.
Speaker #3: And I guess the other side of that question, on the same slide, is the larger customer set. I mean, I assume that means outside the automotive market.
Matthew Pauli: am going to get to the other side of that question on the same slide, is the larger customer set. I assume that means outside the automotive market. Can you give some examples or any hints yet, or what you would be looking at?
Hey, Thanks, Thanks for clarifying that for me and I guess, one last question ill get back into queue on.
Speaker #3: Can you give some examples, or have you had any hits yet? What would you be looking at?
The gross margins.
Two great quarters of above 16%.
That said the long term target, 18% to 20% range.
Speaker #1: Yeah, it doesn't necessarily mean outside of the automotive market, John. If you look at our customer concentration, we've been pretty concentrated around some of the larger North American customers.
Jennifer Slater: It doesn't necessarily mean outside of the automotive market, John. If you look at our customer concentration, we've been pretty concentrated around some of the larger North American customers. We feel we have opportunity within automotive. The second layer of that is if you think about transportation, heavy vehicle, off-road, there's opportunity for us there too. Our priority really is to continue to start within automotive.
Should we think about in fiscal 2026 is.
Kind of a sustainable range for gross margin.
Yes, John This is Matt I think we finished the year at 15% gross margin for the fiscal year.
Speaker #1: So, we feel we have opportunity within automotive, and then the second layer of that is, if you think about transportation, you know, heavy vehicle, off-road, there's opportunity for us there too.
We've provided a little bit of a view on what we see on a go forward basis on slide 10, but revenues will be down to flattish.
Speaker #1: But our priority really is to continue to start within automotive.
In fiscal 'twenty six so we do have the tailwind in in the first half of 'twenty six around the pricing that we implemented in January which was about $8 million and some of the restructuring actions, but on the flip side. We also have incremental costs around Mexico labor inflation, which we'll see in the back half of the year.
Speaker #3: Okay, thanks for clarifying that for me. And I guess one last question; I'll get back into the queue. On the gross margins, two great quarters of above 16%.
Matthew Pauli: Okay. Thanks for clarifying that for me. I guess one last question, I will get back into queue. On the gross margins, two great quarters of above 16%. I believe Matthew Pauli said the long-term target is in the 18% to 20% range. What should we think about in fiscal 2026 as a kind of a sustainable range for gross margin?
Speaker #3: I believe Matt said the long-term target is in the $18 to $20 million range. What should we think about in fiscal 2026? Is there a kind of sustainable range for gross margin?
I guess I'm curious this might be too soon to ask this question, but do you have a sense of what the incremental decremental margins of the company going to look like after some of these actions are completed.
Speaker #2: Yeah, John, this is Matt. I think, you know, we finished the year at 15% gross margin. For the fiscal year, we provided a little bit of a view on what we see on a go-forward basis on Slide 10, but, you know, revenues will be down to flattish.
Matthew Pauli: Yeah, John, this is Matt. I think, you know, we finished the year at 15% gross margin for the fiscal year. We provided a little bit of a view on what we see on a go-forward basis on slide 10. Revenues will be down to flattish in fiscal 2026. So, you know, we do have the tailwinds in the first half of 2026 around the pricing that we implemented in January, which is about $8 million, and some of the restructuring actions. On the flip side, we also have incremental costs around Mexico labor inflation, which we'll see in the back half of the year.
Yes, we generally see the incremental decremental margins in kind of the 25% to 30% range.
Great. Thanks, I'll get back in the queue.
Speaker #2: In fiscal 2026, we do have the tailwinds in the first half of 2026 around the pricing that we implemented in January, which is about $8 million, and some of the restructuring actions.
Thanks, John.
Our next question comes from the line of Brian <unk> with Gabelli. Please proceed with your question.
Hi, good morning, everyone and congratulations.
Speaker #2: But on the flip side, we also have incremental costs around Mexico labor inflation, which we'll see in the back half of the year.
Good morning, Brian Hi, Brian.
Couple of questions.
On the balance sheet, and then just a couple on operations and product so.
Speaker #3: You know, I guess, Matt, I'm curious. This might be too soon to ask this question, but do you have a sense of what the incremental-decremental margins of the company are going to look like after some of these actions are completed?
Matthew Pauli: You know, I guess, Matt, I am curious, this might be too soon to ask this question, but do you have a sense of what the incremental-decremental margins of the company are going to look like after some of these actions are completed?
<unk>.
That you want to invest organically invest in new products, but.
It's $21 a share of $22 a share and you want to add.
Speaker #2: Yeah, we generally see incremental decremental margins in the kind of 25% to 30% range.
Matthew Pauli: Yeah, we generally see incremental-decremental margins in kind of the 25% to 30% range.
Cash.
To what extent are you willing to.
Speaker #3: Okay, great. Thanks, I'll get back into the queue.
Matthew Pauli: Okay, great. Thanks. I'll get back into queue.
Hold that substantial.
Speaker #1: Thanks, John. Our next question comes from the line of Brian Sponheimer with Gabelli. Please proceed with your question.
Jennifer Slater: Thanks, John.
Substantial amount of cash.
Basically what's your what's your cushion.
Christine: Our next question comes from the line of Brian Sponheimer with Gabelli Funds. Please proceed with your question.
Given the uncertain times and then what is in excess of what you would consider to be.
Speaker #4: Hi, good morning, everyone, and congratulations.
Brian Sponheimer: Good morning, everyone, and congratulations.
Speaker #1: Morning, Brian.
The appropriate question for this business and then how you would think about the excess cash on the balance sheet.
Jennifer Slater: Morning, Brian.
Speaker #3: Hi, Brian.
Matthew Pauli: Hey, Brian.
Speaker #4: A couple of questions on the balance sheet, and then just a couple on operations and product. So, you know, you mentioned that you want to invest organically, invest in new products, but, you know, it's $21 a share, $22 a share, and $21.5 a share in cash.
Brian Sponheimer: A couple of questions on the balance sheet, then just a couple on operations and product. You mentioned that you want to invest organically and invest in new products, but it is $21 a share, $22 a share, and $21.50 a share in cash. To what extent are you willing to hold that substantial amount of cash? Basically, what is your cushion given the uncertain times, and then what is in excess of what you would consider to be the appropriate cushion for this business, and then how you would think about the excess cash on the balance sheet?
Yes, thanks for the question Brian.
We're expecting to get those question.
Really where we are right now the good thing is that we.
We're not worried day to day about liquidity, which is really helping us focus on driving the improvement in the underlying business.
Speaker #4: To what extent are you willing to hold that substantial amount of cash? Basically, what's your cushion given the uncertain times? And then, what is in excess of what you would consider to be the appropriate cushion for this business? Finally, how would you think about the excess cash on the balance sheet?
There is a lot of uncertainty still in North America production and as you heard Matt say, we really are following what those.
Productions, what North America production schedule is so when we have this market uncertainty we feel very comfortable that we've got the cash that we have.
To help us continue to focus on the transformation of the business.
Speaker #1: Yeah, thanks for the question, Brian. Matt and I were expecting to get this question. You know, really where we are right now, the good thing is that we're not worried day to day about liquidity, which is really helping us focus on driving the improvement in the underlying business.
Jennifer Slater: Yeah, thanks for the question, Brian. Matthew Pauli and I were expecting to get this question. Really, where we are right now, the good thing is that we're not worried day-to-day about liquidity, which is really helping us focus on driving the improvement in the underlying business. There's a lot of uncertainty still in North America production, and as you heard Matthew Pauli say, we really are following what North America production schedule is. So when we have this market uncertainty, we feel very comfortable that we've got the cash that we have to help us continue to focus on the transformation of the business.
So I think as as we think about it we really look to make sure that we've got stability in the underlying business.
Continuing to focus on the transformation and then get through a little bit more certainty on what's going to happen in the market before we can get to a point, where we're thinking about what is that cash cushion and how do we want to allocate longer term shareholder value.
Speaker #1: There's a lot of uncertainty still in North American production, and as you heard Matt say, we really are following what those production schedules for North America are.
Okay.
Understood.
You mentioned investing in new products with digital key Fob as an area for.
Speaker #1: So, when we have this market uncertainty, we feel very comfortable that we've got the cash that we have to help us continue to focus on the transformation of the business.
For growth.
I'm curious how you see that digital key balancing.
With.
Speaker #1: So I think, you know, as we think about it, we really look to make sure that we've got stability in the underlying business, continuing to focus on the transformation, and then get through a little bit more certainty on what's going to happen in the market before we can get to a point where we're thinking about what is that cash cushion and how do we want to allocate longer-term shareholder value.
Jennifer Slater: I think, as we think about it, we really look to make sure that we've got stability in the underlying business, continuing to focus on the transformation, and then get through a little bit more certainty on what's going to happen in the market before we can get to a point where we're thinking about what is that cash cushion and how do we want to allocate longer-term shareholder value.
Potentially the secular decline of more than a physical key fob.
That <unk> had.
Whether it's kind of a net neutral for the overall business.
And whether there is any sort of subscription revenue that okay.
Could come from a digital key fob.
Product.
Yes.
We've done a lot of third party market studies on.
Speaker #4: Okay. Understood. You know, you mentioned investing in new products with digital key fob as an area for growth. I'm curious how you see that digital key fob balancing with potentially the secular decline of more of the physical key fob business that you've had and whether it's kind of a net neutral for the overall business.
Brian Sponheimer: Okay, understood. You know, you mentioned investing in new products with digital key fob as an area for growth. I am curious how you see that digital key fob balancing with potentially the secular decline of more of the physical key fob business that you have had, and whether it is kind of a net neutral for the overall business, and whether there is any sort of subscription revenue that could come from a digital key fob product.
What does it look like for a digital key fob longer term and we still see that there is both a consumer drive and a customer drive to have the physical key fob.
Which helps us get our confidence around having a digital key fob, that's connecting to the car and the phone for the consumer as.
As far as subscription services a lot of the customers are holding.
Speaker #4: And whether there's any sort of subscription revenue that could come from a digital key fob product.
That opportunity. So I think it's premature Bryan with where we are in our product development to think about where we have further subscription opportunity, but obviously, that's something we will continue to understand as we work with our customers and see what their needs are.
Speaker #1: Yeah. You know, we've done a lot of third-party market studies on, you know, what does it look like for a digital key fob longer term.
Jennifer Slater: Yeah. We have done a lot of third-party market studies on what it looks like for a digital key fob longer term. We still see that there is both a consumer drive and a customer drive to have the physical key fob, which helps us get our confidence around having a digital key fob that is connecting to the car and the phone for the consumer. As far as subscription services, a lot of the customers are holding that opportunity. I think it is premature, Brian, with where we are in our product development to think about where we have further subscription opportunity. But obviously, that is something we will continue to understand as we work with our customers and see what their needs are for themselves and the consumers.
For themselves and the consumers.
Speaker #1: And we still see that there's both a consumer drive and a customer drive to have the physical key fob, which helps us get our confidence around having a digital key fob that's connecting to the car and the phone for the consumer.
Okay, Great last one from me you talked about next year being more of a flattish year, but if you were to take $2 in earnings for the quarter.
And what traditionally hasn't been.
Traditionally haven't been the most.
Seasonal businesses.
Speaker #1: As far as subscription services, a lot of the customers are holding that opportunity. So I think it's premature, Brian, with where we are in our product development, to think about where we have further subscription opportunity. But obviously, that's something we'll continue to understand as we work with our customers and see what their needs are for themselves and the consumers.
Obviously, you extrapolate that out to $7 five $8 a share.
How much do you think the performance of this $2 a share in earnings.
As repeatable.
And how many how much potentially worrisome.
One time items that you that you're seeing.
We shouldnt be considering and if we're thinking about it in earnings number for 2000 26027.
Speaker #4: Okay, great. And last one for me, you know, you talked about next year being more of a flattish year, but if you were to take $2 in earnings for the quarter, in what traditionally hasn't been the most seasonal of businesses.
Brian Sponheimer: Okay, great. The last one for me, you talked about next year being more of a flattish year. If you were to take $2 in earnings for the quarter, and what traditionally hasn't been the most seasonal of businesses, you extrapolate that out to $7.5 to $8 a share. How much do you think the performance of this $2 a share in earnings is repeatable, and how much potentially were some more one-time items that you think we shouldn't be considering? If we're thinking about an earnings number for 2026, 2027.
Okay.
I think I'm, just going to frame that a little bit with the market again, Brian because I think as we talked about it will be connected to where the North America production market is and if you were to look at third party projections.
Earlier in this calendar year versus later in the calendar year production levels dropped 10% to what they were projecting earlier from a third party standpoint.
Speaker #4: But obviously, you know, you extrapolate that out to $7.50, $8.00 a share. You know, how much do you think the performance of this $2.00 a share earnings is repeatable?
I'll, let Matt add on from <unk> perspective, It really comes down to volume I think we've done a good job over the past year of the things that we can control. So we've been.
Speaker #4: And how many, how much potentially were some more one-time items that you think we shouldn't be considering? And if we're thinking about an earnings number for 2026, 2027.
More aggressive on <unk> and <unk>.
<unk> pricing, where we have the opportunity and also on the cost takeout, which is what you see kind of in the back half of the year will balance that with some of the inflationary pressures that we see on a go forward basis as well as kind of the headwinds from from volume and some of the investments we still need to make in the business.
Speaker #1: I think I'm just going to frame that a little bit with the market again, Brian, because I think, you know, as we talked about, it will be connected to where the North America production market is.
Jennifer Slater: I think I am just going to frame that a little bit with the market again, Brian, because I think, you know, as we talked about, it will be connected to where the North America production market is. If you were to look at third-party projections earlier in this calendar year versus later in the calendar year, production levels dropped 10% to what they were projecting earlier from a third-party standpoint. I will let Matt add on from his perspective.
Speaker #1: And if you were to look at third-party projections, earlier in this calendar year versus later in the calendar year, production levels dropped 10% from what they were projecting earlier.
Understood well clearly you are on an excellent track and we look forward to.
Looking ahead.
Thanks, so much Brian Thank you.
Speaker #1: From a third-party standpoint, I'll let Matt add on from his perspective.
Our next question comes from the line of Dennis Scannell with Rutabaga capital. Please proceed with your question.
Speaker #2: Yeah, it really comes down to volume. I think we've done a good job over the past year of the things that we can control.
Matthew Pauli: It really comes down to volume. I think we have done a good job over the past year of the things that we can control. We have been more aggressive on pushing pricing where we have the opportunity, and also on the cost takeout, which is what you see kind of in the back half of the year. We will balance that with some of the inflationary pressures that we see on a go-forward basis, as well as kind of the headwinds from volume and some of the investments we still need to make in the business.
Yes.
Good morning, Jana, Matt and congratulations on a great quarter.
Speaker #2: So we have been more aggressive in pushing pricing where we have the opportunity, and also on the cost takeout, which is what you see kind of in the back half of the year.
A great finish to the year.
Just a couple of quick things to follow up on the margin question.
That low teens EBITDA margin.
Speaker #2: We'll balance that with some of the inflationary pressures that we see on a go-forward basis, as well as the headwinds from volume and some of the investments we still need to make in the business.
<unk> is that is that just volume growth or will that take.
How do I want to put it kind of like the new programs that you are targeting in the let's say the 29 30 model year.
Speaker #4: Understood. Well, clearly you're on an excellent track, and we look forward to seeing what's ahead.
Brian Sponheimer: Understood. Well, clearly, you are on an excellent track, and we look forward to seeing what is ahead.
Terms of achieving that that kind of margin improvement.
Speaker #1: Thanks so much, Brian.
Jennifer Slater: Thanks so much, Brian.
Yes, so the margin improvement really comes at the gross margin line and I think it's there's kind of three drivers there that'll help us get to those those longer term margins. So first off it's pricing. So we've demonstrated the ability to get price I think we'll continue to drive pricing, where we command a.
Speaker #2: Thank you.
Matthew Pauli: Thank you.
Speaker #1: Our next question comes from the line of Dennis Skinnell with Ruderberger Capital. Please proceed with your question.
Christine: Our next question comes from a line of Dennis Scannell with Rutabaga Capital. Please proceed with your question.
Speaker #3: Yes, good morning, Jen and Matt. And congratulations on a great quarter and a great finish to the year. Just a couple of quick things.
Dennis Scannell: Yes, good morning, Jen and Matt, and congratulations on a great quarter and a great finish to the year. Just a couple of quick things. To follow up on the margin question, to get to that low-teen EBITDA margin potential, is that just volume growth, or will that take, how do I want to put it, kind of like the new programs that you are targeting in the, say, the 2029, 2030 model year in terms of achieving that kind of margin improvement?
Our premium.
Speaker #3: To follow up on the margin question, to get to that low-teen EBITDA margin potential, is that just volume growth, or will that take, how do I want to put it, kind of like the new programs that you're targeting in the, say, the 2029, 2030 model year?
Second piece is around volume, which is the new model year launches and then the third is really around operational improvements.
So there's a funnel of continuous improvement.
He is.
Around both the four wall cost as well as supply chain and we've added two new leaders to help us there and identifying kind of the opportunity set and then longer term. There's there's obviously kind of structural changes, we could make around our footprint and.
Speaker #3: In terms of achieving that kind of margin improvement?
Speaker #2: Yeah, so the margin improvement really comes at the gross margin line. I think there are kind of three drivers that will help us get to those longer-term margins.
Matthew Pauli: The margin improvement really comes at the gross margin line, and I think there are kind of three drivers there that will help us get to those longer-term margins. First off, it is pricing. We have demonstrated the ability to get price. I think we will continue to drive pricing where we command a premium. The second piece is around volume, which is the new model year launches. The third is really around operational improvements. There is a funnel of continuous improvement ideas around both the four-wall costs as well as supply chain. We have added two new leaders to help us there in identifying kind of the opportunity set. Longer term, there are obviously kind of structural changes we could make around our footprint and on a go-forward basis.
On a go forward basis.
Yeah, and I think I would just add on to that Matt touched on the two new leaders. So we've recently added a vice president of operations he hit the ground running and helping us.
Speaker #2: So first off, it's pricing. We've demonstrated the ability to get price, and I think we'll continue to drive pricing where we command a premium.
As Matt said look at our four well costs and making sure that were implemented implementing standard operating procedures and understanding what the opportunity is on that side of the business. We also added supply chain talent for us to look at logistics and our overall supply chain and as we talked about.
Speaker #2: The second piece is around volume, which is the new model year launches. The third is really around operational improvements. There is a funnel of continuous improvement ideas around both the four-wall costs as well as supply chain.
Speaker #2: And we've added two new leaders to help us there in identifying the opportunity set. And then longer term, there are obviously structural changes we could make around our footprint and on a go-forward basis.
Our low hanging fruit that we addressed last year, we've done some cost efficiency opportunities, but we haven't really looked at that longer term structural changes.
Got it great. Thank you.
Speaker #1: Yeah, and I think I would just add on to that. Matt touched on the two new leaders, so, you know, we've recently added a Vice President of Operations.
Jennifer Slater: Yeah, and I think I would just add on to that. Matt touched on the two new leaders. We have recently added a Vice President of Operations. He has hit the ground running and helping us, as Matt said, look at our four-wall costs and making sure that we are implementing standard operating procedures and understanding what the opportunity is on that side of the business. We also added supply chain talent for us to look at logistics and our overall supply chain. As we talked about our low-hanging fruit that we addressed last year, we have done some cost efficiency opportunities, but we have not really looked at that longer-term structural changes.
Couple of other quick thing so.
Obviously, a great year in terms of cash flow and benefiting from some one time items.
Speaker #1: He's hit the ground running and helping us, as Matt said, look at our four-wall costs and make sure that we're implementing standard operating procedures and understanding what the opportunity is on that side of the business.
Come out when you said that you expect free cash flow to return to more normalized levels again, I feel like you've got to change the business a lot. So.
What do you see as normalized level does that kind of 20% to $30 million free cash flow per year or how do we think about that.
Speaker #1: We also added supply chain talent for us to look at logistics and our overall supply chain. And as we talked about, our low-hanging fruit that we addressed last year, you know, we've done some cost efficiency opportunities, but we haven't really looked at those longer-term structural changes.
Yes.
I'd reference our results in 'twenty five we delivered $71 million of cash from operations I would say about half of that is kind of the normal and the other half was kind of a recovery of some preproduction balances which were reduced by about 50% during the year.
Speaker #3: Got it. Great. Thank you. Just a couple of other quick things. So, you know, obviously a great year in terms of cash flow and some benefiting from some one-time items.
Dennis Scannell: Got it. Great. Thank you. Just a couple of other quick things. So, obviously a great year in terms of cash flow and some benefiting from some one-time items. So Matthew Pauli, when you said that you expect free cash flow to return to more normalized levels, again, I feel like you guys have changed the business a lot. So what do you see as normalized levels? Is that kind of $20 million to $30 million free cash flow per year, or how do we think about that?
And then also about $25 million reduction in working capital, which I <unk> clear.
We categorize that as kind of low hanging fruit. So I'm encouraged by the efforts. The team has made around our working capital at the beginning of the year. It was roughly 22% of our sales and at the end of the year here, It's a little over 16%, we stated kind of our longer term target around primary working capital that being receivables inventory and payables.
Speaker #3: So, Matt, when you said that you expect free cash flow to return to more normalized levels, again, I feel like you guys have changed the business a lot.
Speaker #3: So, what do you see as normalized levels? Is that kind of $20 to $30 million in free cash flow per year? Or how do we think about that?
Speaker #2: Yeah, so I'd reference our results in Q4. You know, we delivered $71 million of cash from operations. I'd say about half of that is kind of the normal.
Matthew Pauli: Yeah, so I'd reference our results in 2025. You know, we delivered $71 million of cash from operations. I'd say about half of that is kind of the normal, and the other half was kind of recovery of some pre-production balances, which we reduced by about 50% during the year. Also a $25 million reduction in working capital, which I'd categorize that as kind of low-hanging fruit. I'm encouraged by the efforts the team has made around our working capital. At the beginning of the year, it was roughly 22% of our sales, and at the end of the year here, it's a little over 16%. We've stated kind of our longer-term target around primary working capital, that being, you know, receivables, inventory, and payables is 15%. So we've made a nice move here in the fiscal year.
Is 15% so we've made a nice move here in the fiscal year.
Excellent excellent.
Just wanted a little thing so on the VIP recovery and nice to hear that we collected $5 million during the year, it's still pretty elevated relative to where it was.
Speaker #2: And the other half was kind of recovery of some pre-production balances, which we reduced by about 50% during the year. And then also about a $25 million reduction in working capital, which I'd categorize as kind of low-hanging fruit.
Few years ago, I kind of remember something under $10 million is that I.
I don't know do you expect that to come down or is that kind of is.
Speaker #2: So, you know, I'm encouraged by the efforts the team has made around our working capital. At the beginning of the year, it was roughly 22% of our sales, and at the end of the year here, it's a little over 16%.
Will it kind of.
That receivable kind of.
Stay in that kind of $19 million to $20 million level.
That's one of the opportunities we have on a go forward basis to leverage our balance sheet, we collected $5 million in the quarter. It's about 50% of the balance that we were trying to collect from 2023 and then obviously there is some for 2024 that we need to collect as well. So that's an opportunity for us on a go forward basis.
Speaker #2: We've stated kind of our longer-term target around primary working capital, that being receivables, inventory, and payables, is 15%. So we've made a nice move here in the fiscal year.
Speaker #3: Excellent, excellent. Just one other little thing. So on the VAT recovery, nice to hear that we collected $5 million during the year. It's still pretty hot—elevated relative to where it was a few years ago.
Dennis Scannell: Excellent, excellent. Just one other little thing. On the VAT recovery, nice to hear that we collected $5 million during the year. It is still pretty high, elevated relative to where it was a few years ago. I kind of remember something under $10 million. Do you expect that to come down, or will that receivable stay in that $19 million to $20 million level?
Got it great. Thanks, a lot and really nice job and look forward to talking to you guys going forward.
Thank you so much.
Speaker #3: I kind of remember something under 10 million is that I don't know, do you expect that to come down or is that kind of is that will it kind of will that receivable kind of stay in that kind of 19 to 20 million dollar level?
Okay.
Our next question is a follow up from John Friends Redwood Sidoti. Please proceed with your question.
Yes, I was just curious about the comments on inventory.
You alluded to was it was a temporary drawdown how much does that have to go back up to be equal in equilibrium with your demand profile.
Speaker #2: That's one of the opportunities we have on a go-forward basis: to leverage our balance sheet. We collected $5 million in the quarter, which is about 50% of the balance that we were trying to collect from 2023.
Matthew Pauli: is one of the opportunities we have on a go-forward basis to leverage our balance sheet. We collected $5 million in the quarter. It is about 50% of the balance that we were trying to collect from 2023. Then obviously there is some for 2024 that we need to collect as well. So that is an opportunity for us on a go-forward basis.
Frame that for us.
Speaker #2: And then, obviously, there are some for 2024 that we need to collect as well. So that's an opportunity for us on a go-forward basis.
Yes, so I think our inventory turns at the end of the year were just over seven.
And so yes. It was a temporary reduction we'd expect it to go up here in 2006, just from an on time delivery with our customers.
Speaker #3: Got it. Great. Hey, thanks a lot, and really nice job. I look forward to tracking you guys going forward.
Dennis Scannell: Got it. Great. Hey, thanks a lot, and really nice job, and look forward to tracking you guys going forward.
Our inventory at the end of the year was roughly about $65 million.
Speaker #1: Thank you so much. Our next question is a follow-up from John Franzereb with Sidoti. Please proceed with your question.
Jennifer Slater: Thank you so much.
I'd, probably put it in the $5 million ish range of we'd be more comfortable with another $5 million of inventory, obviously, we're going through the process to understand.
Christine: Our next question is a follow-up from John Franzreb with Sidoti. Please proceed with your question.
Speaker #3: Yes. I was just curious about the comments on inventory. Matt, you alluded to it being a temporary drawdown. How much does that have to go back up to be equal in equilibrium with your demand profile?
John Franzreb: Yes, I was just curious about the comments on inventory. Matt, you alluded to it was a temporary drawdown. How much does that have to go back up to be in equilibrium with your demand profile? Can you kind of frame that for us?
On our part level basis kind of make to stock make to order and whats the right levels of inventory by item and I think I would add on to that John the two leaders. We just added to the team are going to also help us make sure. We've got the right level of inventory in the right places to serve our customers.
Speaker #3: Kind of frame that for us.
Speaker #2: Yeah, so I think, you know, our inventory turns at the end of the year were just over 7. And so, yeah, it was a temporary reduction.
Matthew Pauli: Yeah, so I think, you know, our inventory turns at the end of the year were just over seven. So, yeah, it was a temporary reduction. We would expect it to go up here in 2026, just from an on-time delivery with our customers. But, you know, our inventory at the end of the year was roughly about $65 million. I would probably put it in the, you know, $5 million-ish range of we would be more comfortable with another $5 million of inventory. Obviously, we are going through the process to understand on a part-level basis, kind of make the stock, make the order, and what is the right levels of inventory by item.
And since you brought that up I'm just curious.
Speaker #2: We'd expect it to go up here in Q4 2025 just from an on-time delivery with our customers. But, you know, our inventory at the end of the year was roughly about $65 million.
How much more personnel that you need to add to your team or you think you have the proper people around you to execute what youre looking for on a go forward basis.
Speaker #2: I'd probably put it in the, you know, $5 million-ish range of we’d be more comfortable with another $5 million of inventory. Obviously, we're going through the process to understand on a part-level basis kind of make the stock, make the order, and what's the right levels of inventory by item.
Yeah, I think Matt and I are comfortable with the levels of investment that we have.
<unk> revenue base mix basis, we've put investments in place, but as a whole.
I feel good with what we have John will continue to address the organization, where we need to add capability, but it doesn't necessarily.
Speaker #1: Yeah, and I think I would add on to that, John. The two leaders we just added to the team are going to also help us make sure we've got the right level of inventory and the right places to serve our customers.
Jennifer Slater: Yeah, I think I would add on to that, John, the two leaders we just added to the team are going to also help us make sure we have the right level of inventory in the right places to serve our customers.
Late to Ali's incremental investment.
Okay and one last question I'm just curious.
Where do you stand on selling the Milwaukee facility any kind of update there.
Speaker #3: And since you brought that up, Jen, I'm just curious: how much more personnel do you need to add to your team, or do you think you have the proper people around you to execute what you're looking for on a go-forward basis?
John Franzreb: Since you brought that up, Jen, I am just curious, how much more personnel do you need to add to your team, or do you think you have the proper people around you to execute what you are looking for on a go-forward basis?
Yeah.
So again kind of with our cash position, we're not in a hurry to exit the building we want to make sure that we've got the right opportunity for our operations and our headquarter and getting it at the right price. So we're still in the process John but there is no new update.
Speaker #1: Yeah, I think Matt and I are comfortable with the levels of investment that we have on a percent revenue basis. We've put investment in place, but as a whole, you know, I feel good with what we have, John.
Jennifer Slater: Yeah, I think we, Matt and I, are comfortable with the levels of investment that we have, you know, on a percent revenue basis. We've put investment in place, but as a whole, you know, I feel good with what we have, John. We'll continue to address the organization where we need to add capability, but it doesn't necessarily relate to always incremental investment.
Okay, alright, thanks, and congrats again.
Speaker #1: We'll continue to address the organization where we need to add capability, but it doesn't necessarily relate to always incremental investment.
Thanks, John.
Our next question comes from the line of Mario Gabelli with Gabelli <unk> Company. Please proceed with your question.
Thank you for taking the question just a.
Speaker #3: Okay, and one last question. I'm just curious; where do you stand on selling the Milwaukee facility? Any kind of update there?
John Franzreb: Okay. One last question. I am just curious, where do you stand on selling the Milwaukee facility? Any kind of update there?
Couple of thoughts.
Currency, how hedged are you and your cash strictly and U S banks are still some in there.
Speaker #1: Yeah, so again, kind of with our cash position, we're not in a hurry to exit the building. We want to make sure that we've got the right opportunity for our operations and our headquarters, and getting it at the right price.
Jennifer Slater: So again, kind of with our cash position, we are not in a hurry to exit the building. We want to make sure that we have got the right opportunity for our operations and our headquarter and getting it at the right price. We are still in the process, John, but there is no new update.
<unk>.
Outside the United States and subsidiaries in Mexico or elsewhere.
The majority of our cash is in the in U S Bank accounts and from a hedging standpoint, we have stopped.
Stop majority means 51% give me can you give me a better number.
Speaker #1: So we're still in the process, John, but there's no new update.
Okay.
Speaker #3: Okay. All right, thanks, and congrats again.
John Franzreb: Okay. All right. Thanks, and congrats again.
Okay.
Speaker #1: Thanks, John. Our next question comes from the line of Mario Gabelli with Gabelli & Company. Please proceed with your question.
It's over 70% of it is in the U S.
Jennifer Slater: Thanks, John.
Alright, so that means 30% is not but the currency moves sometimes have impacts on your quarters.
Christine: Our next question comes from a line of Mario Gabelli with Gabelli & Company. Please proceed with your question.
Second question is tax Bill that was just passed.
Speaker #4: Hi, thank you for taking the question. Just a couple of dots: currency—how hedged are you? And is your cash strictly in U.S. banks, or is there still some outside the United States and in subsidiaries in Mexico or elsewhere?
Matthew Pauli: Thank you for taking the question. Just a couple of dots. Currency, how hedged are you? Is your cash strictly in U.S. banks or still some outside the United States and subsidiaries in Mexico or elsewhere?
When you're doing R&D on your digital.
That expense.
Or is that what else benefits in terms of.
Any other elements.
Yes.
Yes, historically, the tax bill will benefit us from a cash tax savings.
Speaker #2: The majority of our cash is in U.S. bank accounts and, from a hedging standpoint, we have.
Matthew Pauli: The majority of our cash is in the U.S. bank accounts. From a hedging standpoint, we have a.
Going forward we.
Have about a $10 million deferred tax asset that will will realize because we don't need to defer those R&D expenses from a tax standpoint on an annual basis, that's probably the biggest benefit is on the on the R&D side.
Speaker #4: Oh, oh, oh, oh, stop. Majority means 51%. Can you give me a better number?
Matthew Pauli: Whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa. Stop. Majority means 51%. Can you give me a better number?
Speaker #2: It's over 70% of it in the U.S.
Matthew Pauli: is over 70% of it is in the U.S.
Speaker #4: All right, so that means 30% is not, but the currency moves sometimes have impacts on your quarters. And the second question is about the tax bill that was just passed.
Matthew Pauli: Yeah, all right. So that means 30% is not, but the currency moves sometimes have impacts on your quarters. The second question is tax bill that was just passed. When you are doing R&D on your digital, is that expensed or is that, what else benefits in terms of any other elements?
That's great. Thank you and I have a few more but I'll get those through Brian and others, but one.
To kind of go back to the question of your Fob business of Fabs.
Speaker #4: When you're doing R&D on your digital, is that expensed, or is that what else benefits in terms of any other elements?
Let's assume this 300 million vehicles on the roads in the United States. So there's another $1 4 billion around the world.
Much.
Speaker #2: Yeah, so the tax bill will benefit us from a cash tax savings going forward. We have about a $10 million deferred tax asset that we'll realize.
Matthew Pauli: The tax bill will benefit us from our cash tax savings going forward. We have about a $10 million deferred tax asset that we will realize because we do not need to defer those R&D expenses from a tax standpoint on an annual basis. That is probably the biggest benefit on the R&D side.
DNA do you have on the Fabs in the U S and who is your competitor just refreshes.
Yes.
So again Mario traditionally we've served the North America Big three customers. So our focus has been there are competitors in that space are continental dunzo.
Speaker #2: Because we don't need to defer those R&D expenses from a tax standpoint on an annual basis. That's probably the biggest benefit on the R&D side.
Speaker #4: All right, that's great. Thank you. I have a few more, but I'll get those through Brian and others. One just to kind of go back to the question of your FOB business of fobs.
Matthew Pauli: All right, that's great. Thank you. I have a few more, but I will get those through Brian Sponheimer and others. One strategic, just to kind of go back to the question of your key fob business, let's assume there are 300 million vehicles on the roads in the United States and another 1.4 billion around the world. How much DNA do you have on the key fobs in the U.S.? Who is your competitor? Just refresh us.
Andrew.
Any discussions of taking over there.
DNA so to speak of their base given the all of the challenges that are taking place in <unk>.
Speaker #4: Let's assume there are 300 million vehicles on the roads in the United States and another 1.4 billion around the world. How much DNA do you have on the fobs in the U.S.?
Movements.
Yes, we're continually looking at where we can provide value. If it's if it's new incremental for us or if it's opportunity with our footprint for our customers.
Speaker #4: And who is your competitor? Just refresh us.
This is a question from us.
Speaker #1: Yeah. So again, Mario, traditionally we've served the North America big three customers. So our focus has been there. Our competitors in that space are Continental, Denso, and Hoef.
Jennifer Slater: Yeah. So again, Mario, traditionally, we have served the North America Big Three customers. So our focus has been there. Our competitors in that space are Continental, Denso, and Hoof.
How do I get recurring revenues on an ongoing basis from subscriptions. This is like direct or direct to consumer right. Now most of your channel to distribute I walk into a Ford dealer for Mike.
Last car T and I'm paying X dollars.
How easy is it to look at.
Speaker #4: Any discussions of taking over there? DNA, so to speak, of their base? Given all of the challenges that are taking place on tariff movements.
Matthew Pauli: Any discussions of taking over their DNA, so to speak, of their base, given all of the challenges that are taking place in tariff movements?
Given that channel of distribution going to a direct to consumer type.
Bypass force dealerships.
We do have some aftermarket business today, 7% of our revenue is through aftermarket and some of that steel are direct some of that through distributors.
Speaker #1: Yeah, we’re continually looking at where we can provide value, whether it’s new incremental for us or if it’s an opportunity with our footprint for our customers.
Jennifer Slater: Yeah, we are continually looking at where we can provide value if it is new incremental for us or if it is opportunity with our footprint for our customers.
This is something that we're focusing on but it's a little.
Speaker #4: All right, and this is a question from, you know, how do I get recurring revenues on an ongoing basis from subscriptions? This is like direct or direct-to-consumer.
Matthew Pauli: All right, this is a question from us. How do I get recurring revenues on an ongoing basis from subscriptions? This is like direct or direct to consumer. Right now, most of your channels are distributed. I walk into a Ford dealer for my lost car key, and I am paying X dollars. How easy is it to look at, given that channel of distribution, going to a direct-to-consumer type bypass the Ford's dealerships?
We're still in the early stages of understanding where we would have further opportunity there.
For the update Jan and the obviously, you're the only reason I asked that it has an impact on the multiple some of the.
Speaker #4: Right now, most of your channels are distributed. I walk into a Ford dealer for my lost car key, and I'm paying X dollars. How easy is it to look at given that channel of distribution, going to a direct-to-consumer type bypass to Ford's dealerships?
AI parts of the world with pay for your stock earnings look forward to continuing to congratulate you on all your commentary. Thank you.
Thank you Mario.
Thank you we have no further phone questions at this time, Ms Pawlowski I'd like to turn the floor back to you for web question.
Speaker #1: Yeah, we do have some aftermarket business today. Seven percent of our revenue is through aftermarket, and some of that's dealer direct. Some of that's through distributors.
Jennifer Slater: Yeah, we do have some aftermarket business. Today, 7% of our revenue is through aftermarket, and some of that's dealer direct, some of that's through distributors. This is something that we're focusing on, but it's a little, we're still in kind of the early stages of understanding where we would have further opportunity there.
Thanks, Christine and I did have one question from one of our investors.
Who congratulated strategy on a nice quarter and year and wanted to know if we have any thoughts to share at present on possible new product offerings or new revenue opportunities over the next three to five years yeah. Thanks for the question.
Speaker #1: This is something that we're focusing on, but it's a little... we're still in kind of the early stages of understanding where we would have further opportunity there.
Speaker #4: Well, thanks for the update, Jen. Obviously, the only reason you asked that is because it has an impact on the multiple some of the AI parts of the world would pay for your stock earnings.
Matthew Pauli: Thanks for the update, Jen. The only reason you asked that, it has an impact on the multiple some of the AI parts of the world will pay for your stock earnings. I look forward to continuing to congratulate you on all your accomplishments. Take care.
We're pretty comfortable with the products that we have an understanding that we think we have continued opportunity to expand our customer set within our current product portfolio and that's where our focus is around our power access business and our digital key.
Speaker #4: Look forward to continuing to congratulate you on all your accomplishments, and take care.
Speaker #1: Thank you, Mario. Thank you. We have no further phone questions at this time. Ms. Pulaski, I'd like to turn the floor back to you for a web question.
Jennifer Slater: Thank you, Mario.
Christine: Thank you. We have no further phone questions at this time. Ms. Pawlowski, I would like to turn the floor back to you for a web question.
And attracting the customers we have today, but also expanding into new customers.
Yeah.
Speaker #5: Thanks, Christine. I did have one question from one of our investors who congratulated Strattec on a nice quarter and year and wanted to know if we have any thoughts to share at present on possible new product offerings or new revenue opportunities over the next three to five years.
Excellent and so everyone. Thank you very much for joining US today. This concludes our call I will point out that we will be at the Midwest ideas conference on the 26th of.
Deborah Pawlowski: Thanks, Christine. I did have one question from one of our investors who congratulated STRATTEC on a nice quarter and year and wanted to know if we have any thoughts to share at present on possible new product offerings or new revenue opportunities over the next three to five years.
September and also participating in.
Speaker #1: Yeah, thanks for the question. You know, we're pretty comfortable with the products that we have and understanding that we think we have continued opportunity to expand our customer set within our current product portfolio, and that's where our focus is.
Jennifer Slater: Yeah, thanks for the question. We are pretty comfortable with the products that we have and understanding that we think we have continued opportunity to expand our customer set within our current product portfolio. That is where our focus is around our power access business and our digital key and addressing the customers we have today, but also expanding into new customers.
I'll actually take that back so maybe we can see you at the ideas conference.
Thank you very much have a great day.
Ladies and gentlemen, this does conclude today's teleconference. You may disconnect. Your lines at this time. Thank you for your participation and have a wonderful day.
Speaker #1: Around our power access business and our digital key, we are addressing the customers we have today while also expanding into new customers.
Speaker #5: Excellent. And so, everyone, thank you very much for joining us today. This concludes our call. I would like to point out that we will be at the Midwest Ideas Conference on September 26.
Deborah Pawlowski: Excellent. Everyone, thank you very much for joining us today. This concludes our call. I will point out that we will be at the Midwest Ideas Conference on September 26th and also participating in, well, actually, take that back. Maybe we can see you at the Ideas Conference. Thank you very much. Have a great day.
Speaker #5: And also participating in. We'll actually take that back. So maybe we can see you at the Ideas Conference. Thank you very much. Have a great day.
Christine: Ladies and gentlemen, this does conclude today's teleconference. You may disconnect your lines at this time. Thank you for your participation and have a wonderful day.