Canada Goose Holdings Q3 2026 Canada Goose Holdings Inc Earnings Call | AllMind AI Earnings | AllMind AI
Q3 2026 Canada Goose Holdings Inc Earnings Call
Speaker #1: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome you to the Canada Goose third quarter fiscal year twenty call.
Operator: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome you to the Canada Goose Q3 fiscal year 2026 earnings conference call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question-and-answer session. If you would like to ask a question, please press star, then the number one on your telephone keypad. If you'd like to withdraw that question again, press star one. Thank you. I would now like to turn the conference over to Ana Raman, Vice President, Investor Relations. Ana, you may begin.
Operator: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome you to the Canada Goose Q3 fiscal year 2026 earnings conference call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question-and-answer session. If you would like to ask a question, please press star, then the number one on your telephone keypad. If you'd like to withdraw that question again, press star one. Thank you. I would now like to turn the conference over to Ana Raman, Vice President, Investor Relations. Ana, you may begin.
Speaker #1: All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer session. If you would like to ask a question, please press star, then the number one on your telephone keypad.
Speaker #1: And if you'd like to withdraw that question, again, press star one. Thank you. I would now like to turn the conference over to Anna Rahman, Vice President Investor Relations, Anna, you may begin.
Speaker #2: Good morning, everyone, and thank you for joining us today on the Canada Goose Q3 fiscal twenty twenty-six earnings call. Today you'll hear from Daniel Neil Bowden, Chief Financial Reiss, our Chairman and CEO; Officer; Carrie Baker, President of Brand and Commercial; and Beth Clymer, President, Chief Operating Officer.
Ana Raman: Good morning, everyone, and thank you for joining us today on the Canada Goose Q3 fiscal 2026 earnings call. Today, you'll hear from Dani Reiss, our Chairman and CEO, Neil Bowden, Chief Financial Officer, Carrie Baker, President of Brand and Commercial, and Beth Clymer, President, Chief Operating Officer. We'll start with prepared remarks from Dani and Neil and then open up the call for questions. Today's presentation will contain forward-looking statements that are based on assumptions and therefore are subject to risks and uncertainties that could cause actual results to differ materially from those projected. We undertake no obligation to update these statements except as required by law. You can read about these assumptions, risks, and uncertainties in our press release issued this morning and our filings with US and Canadian regulators. These documents are also available on the investor relations section of our website.
Ana Raman: Good morning, everyone, and thank you for joining us today on the Canada Goose Q3 fiscal 2026 earnings call. Today, you'll hear from Dani Reiss, our Chairman and CEO, Neil Bowden, Chief Financial Officer, Carrie Baker, President of Brand and Commercial, and Beth Clymer, President, Chief Operating Officer. We'll start with prepared remarks from Dani and Neil and then open up the call for questions. Today's presentation will contain forward-looking statements that are based on assumptions and therefore are subject to risks and uncertainties that could cause actual results to differ materially from those projected. We undertake no obligation to update these statements except as required by law. You can read about these assumptions, risks, and uncertainties in our press release issued this morning and our filings with US and Canadian regulators. These documents are also available on the investor relations section of our website.
Speaker #2: We'll start with prepared remarks from Danny and Neil, and then open up the call for questions. Today's presentation will contain forward-looking statements that are based on assumptions and therefore subject to risks and uncertainties that could cause actual results to differ materially from those projected.
Speaker #2: We undertake no obligation to update these statements except as required by law. You can read about these assumptions, risks, and uncertainties in our press release issued this morning, and our filings with U.S.
Speaker #2: Regulators. These and Canadian documents are also available on the Investor Relations section of our website. We report in Canadian dollars, so the amounts discussed today are in Canadian dollars unless otherwise indicated.
Ana Raman: We report in Canadian dollars, so the amounts discussed today are in Canadian dollars unless otherwise indicated. Please note the financial results described on today's call will compare Q3 results ended 28 December 2025, with the same period ended 29 December 2024, and stated percent changes are in constant currency unless otherwise noted. Lastly, our commentary today will also include certain non-IFRS financial measures, which are reconciled at the end of our earnings press release. With that, I'll turn the call over to Dani.
Ana Raman: We report in Canadian dollars, so the amounts discussed today are in Canadian dollars unless otherwise indicated. Please note the financial results described on today's call will compare Q3 results ended 28 December 2025, with the same period ended 29 December 2024, and stated percent changes are in constant currency unless otherwise noted. Lastly, our commentary today will also include certain non-IFRS financial measures, which are reconciled at the end of our earnings press release. With that, I'll turn the call over to Dani.
Speaker #2: Please note the financial results described on today's call will compare third quarter results and a December twenty-eighth, twenty twenty-ninth, twenty twenty-four. twenty-five with the same period and a December And stated percent changes are in constant currency unless otherwise noted.
Speaker #2: Lastly, our commentary today will also include certain non-IFRS financial measures, which are reconciled at the end of our earnings press release. With that, I'll turn the call over to Danny.
Speaker #3: Thanks, Anna, and good morning. At the start of fiscal two thousand and twenty-six, we made a deliberate decision to invest ahead of demand. We did that to unlock long-term strengthening brand equity, and building the channel and geographic foundations we need for long-term potential by expanding product relevance, growth.
Dani Reiss: Thanks, Ana, and good morning. At the start of fiscal 2026, we made a deliberate decision to invest ahead of demand. We did that to unlock long-term potential by expanding product relevance, strengthening brand equity, and building the channel and geographic foundations we need for long-term growth. Those choices contributed meaningfully to our top line in Q3, which you can see clearly in our D2C business, where we delivered our fourth consecutive quarter of positive comparable sales growth. This is tangible proof that these strategic investments are fueling sustainable top-line growth. We delivered strong revenue growth across channels and regions in our most impactful quarter, reflecting the momentum building behind the brand and the high level of execution across the whole company. These results also reinforce the consistency of the levers we are activating through our intentional investments, driving traffic and conversion and evolving product mix.
Dani Reiss: Thanks, Ana, and good morning. At the start of fiscal 2026, we made a deliberate decision to invest ahead of demand. We did that to unlock long-term potential by expanding product relevance, strengthening brand equity, and building the channel and geographic foundations we need for long-term growth. Those choices contributed meaningfully to our top line in Q3, which you can see clearly in our D2C business, where we delivered our fourth consecutive quarter of positive comparable sales growth. This is tangible proof that these strategic investments are fueling sustainable top-line growth. We delivered strong revenue growth across channels and regions in our most impactful quarter, reflecting the momentum building behind the brand and the high level of execution across the whole company. These results also reinforce the consistency of the levers we are activating through our intentional investments, driving traffic and conversion and evolving product mix.
Speaker #3: Those choices contributed meaningfully to our top line in Q3, which you can see clearly in our D2C business. Where we delivered our fourth consecutive quarter of positive comparable sales growth.
Speaker #3: This is tangible proof that sustainable top line these strategic investments are fueling growth. We delivered strong revenue growth across channels and regions, and our Reflecting the momentum building behind the brand, and the high level of execution across the whole company.
Speaker #3: This is tangible proof that sustainable top line these strategic investments are fueling growth. We delivered strong revenue growth across channels and regions, and our Reflecting the momentum building behind the brand, and the high level of execution across the whole most impactful quarter.
Speaker #3: consistency of the levers we are activating through our intentional investments driving profit and conversion and evolving product mix. While we are pleased with our top line performance margin contracted the margin movement and actions underway to rebuild profitability.
Dani Reiss: While we are pleased with our top-line performance and our brand momentum, our Adjusted EBIT margin contracted meaningfully. Neil will walk you through the drivers behind the margin movement and actions underway to rebuild profitability. We have made real progress in reducing corporate overhead in recent years, but Q3 showed that we have more work to do. I am committed to returning Canada Goose to margin expansion, and I'm confident in our ability to do so in fiscal 2027. To be clear, delivering strong and sustainable profitability is my top priority for our organization. The best indicator of our long-term trajectory is our progress against the four operating imperatives we set out at the start of the year, and here's where we stand. First, expanding our product to enhance year-round relevance. In Q3, our expanded year-round assortment continued to resonate with consumers.
Dani Reiss: While we are pleased with our top-line performance and our brand momentum, our Adjusted EBIT margin contracted meaningfully. Neil will walk you through the drivers behind the margin movement and actions underway to rebuild profitability. We have made real progress in reducing corporate overhead in recent years, but Q3 showed that we have more work to do. I am committed to returning Canada Goose to margin expansion, and I'm confident in our ability to do so in fiscal 2027. To be clear, delivering strong and sustainable profitability is my top priority for our organization. The best indicator of our long-term trajectory is our progress against the four operating imperatives we set out at the start of the year, and here's where we stand. First, expanding our product to enhance year-round relevance. In Q3, our expanded year-round assortment continued to resonate with consumers.
Speaker #3: We have made real progress in reducing corporate overhead in recent years, but Q3 showed that we have more work to do. I am committed to returning Canada Goose to margin expansion, and I'm confident in our ability to do so in fiscal twenty-seven.
Speaker #3: To be clear, delivering strong and sustainable profitability is my top priority for our organization. The best indicator of our long-term trajectory is our progress against the four operating imperatives we set out at the start of the year.
Speaker #3: And here's where we stand. First, expanding our product to enhance year-round relevance. In Q3, our expanded year-round assortment continued to revenue with consumers. Lighter weight styles drove growth while down-filled outerwear remains a clear market leader in warmth, posing solid gains.
Dani Reiss: Lighter weight styles drove growth, while down-filled outerwear remains a clear market leader in warmth, posting solid gains. Styles featuring newer fabrics like EnduraLuxe and wool did exactly what we intended, elevating design, performance, and consumer response. Newness, both in the form of new styles like our bomber jackets and new fabrics and colorways and core silhouettes, performed strongly. Revenue from newness doubled year-over-year, driving high unit sales velocity across lighter weight styles, including our apparel assortment and Snow Goose collection, designed by Haider Ackermann. Snow Goose also serves as a halo for the main collection and led to brand equity enhancement across the line. This broader offering contributed to a lift in both store traffic and conversion. Consumers aren't just responding to new styles and fabrications, they're responding to the elevated design direction we brought to the line this year.
Dani Reiss: Lighter weight styles drove growth, while down-filled outerwear remains a clear market leader in warmth, posting solid gains. Styles featuring newer fabrics like EnduraLuxe and wool did exactly what we intended, elevating design, performance, and consumer response. Newness, both in the form of new styles like our bomber jackets and new fabrics and colorways and core silhouettes, performed strongly. Revenue from newness doubled year-over-year, driving high unit sales velocity across lighter weight styles, including our apparel assortment and Snow Goose collection, designed by Haider Ackermann. Snow Goose also serves as a halo for the main collection and led to brand equity enhancement across the line. This broader offering contributed to a lift in both store traffic and conversion. Consumers aren't just responding to new styles and fabrications, they're responding to the elevated design direction we brought to the line this year.
Speaker #3: Styles featuring newer fabrics like Endura Luxe and Wool did exactly what we intended, elevating design, performance, and consumer response. Newness, both in the form of new styles like our bomber jackets and new fabrics and colorways in coarse silhouettes, performed strongly.
Speaker #3: Revenue from newness doubled year over year, driving high unit sales velocity across lighter weight styles, including our apparel assortment and snow goose collection designed by Hydrochromin.
Speaker #3: Snow goose also serves as a halo for the main collection and led to brand equity enhancement across the line. This broader offering contributed to a lift in both store traffic and conversion.
Speaker #3: new styles and fabrications; they're Consumers aren't just responding to responding to the elevated design direction we brought to the line this year. That's central to our long-term goal of growth in all seasons: building lasting relationships with customers and strength.
Dani Reiss: That's central to our long-term goal of growth in all seasons, building lasting relationships with customers, and leveraging the brand's economic strength. We're very encouraged by this momentum and are progressing well with our Spring/Summer 26 collection and upcoming campaigns, which will now start to feature greater design oversight from Haider. Second, building brand heat from focused marketing investments. In Q3, our marketing investments delivered a clear commercial impact. We increased visibility and cultural relevance through global campaigns and high-value activations over three key marketing moments: the launch of our Fall/Winter 25 and Snow Goose collections, and our holiday season campaign. This integrated approach drove higher quality traffic across retail and digital channels globally and supported the top-line performance we delivered. Brand desire, brand momentum, and social media velocity all moved in the right direction, supported by the intentional shift we made towards upper funnel investment this year.
Dani Reiss: That's central to our long-term goal of growth in all seasons, building lasting relationships with customers, and leveraging the brand's economic strength. We're very encouraged by this momentum and are progressing well with our Spring/Summer 26 collection and upcoming campaigns, which will now start to feature greater design oversight from Haider. Second, building brand heat from focused marketing investments. In Q3, our marketing investments delivered a clear commercial impact. We increased visibility and cultural relevance through global campaigns and high-value activations over three key marketing moments: the launch of our Fall/Winter 25 and Snow Goose collections, and our holiday season campaign. This integrated approach drove higher quality traffic across retail and digital channels globally and supported the top-line performance we delivered. Brand desire, brand momentum, and social media velocity all moved in the right direction, supported by the intentional shift we made towards upper funnel investment this year.
Speaker #3: We're very leveraging the brand's economic encouraged by this momentum. And our progressing well with our spring/summer twenty-six collection and upcoming campaigns. Which will now start to feature greater design oversight from Hydro.
Speaker #3: Second, building investments. In Q3, our marketing investments delivered clear commercial impact. We increased visibility brand heat through focused marketing and cultural relevance through global campaigns and high-value activations over three key marketing moments.
Speaker #3: The launch of our fall/winter twenty-five and snow goose collections and our holiday season quality traffic across retail and campaign. This integrated approach drove higher digital channels, globally, and supported the top line performance we delivered.
Speaker #3: Brand desire, brand momentum, and social media velocity all moved in the right direction, supported by the intentional shift we made towards upper funnel investment this year.
Speaker #3: Brand desire exceeded our competitive benchmark, and our key focus markets, especially mainland China. With both paid and non-paid reach, as well as earned mentions outperforming targets.
Dani Reiss: Brand desire exceeded our competitive benchmark in our key focus markets, especially in Mainland China, with both paid and non-paid reach, as well as earned mentions outperforming targets. At the same time, lower funnel efficiency strengthened significantly. Despite a planned reduction in lower funnel spend, we saw a year-over-year increase in repeat customers and delivered higher return on ad spend, reinforcing brand heat and conversion. Together, this shows that our marketing strategy is working as designed, building brand heat for the long term while maintaining disciplined efficiency in the lower funnel. We intend to continue our planned brand investments through the remainder of this fiscal year and build on our success to date, starting with our second winter Snow Goose drop, which launched in mid-January. As we do, we're sharpening marketing efficiency and measurement.
Dani Reiss: Brand desire exceeded our competitive benchmark in our key focus markets, especially in Mainland China, with both paid and non-paid reach, as well as earned mentions outperforming targets. At the same time, lower funnel efficiency strengthened significantly. Despite a planned reduction in lower funnel spend, we saw a year-over-year increase in repeat customers and delivered higher return on ad spend, reinforcing brand heat and conversion. Together, this shows that our marketing strategy is working as designed, building brand heat for the long term while maintaining disciplined efficiency in the lower funnel. We intend to continue our planned brand investments through the remainder of this fiscal year and build on our success to date, starting with our second winter Snow Goose drop, which launched in mid-January. As we do, we're sharpening marketing efficiency and measurement.
Speaker #3: At the same time, lower funnel efficiency strengthened significantly. Despite a planned reduction in lower funnel spend, we saw a year-over-year increase in repeat customers and delivered higher return on ad spend, reinforcing brand heat and conversion.
Speaker #3: Together, this shows that our marketing strategy is working as designed. Building brand heat for the long-term while maintaining disciplined efficiency in the lower funnel.
Speaker #3: We intend to continue our planned brand investments through the remainder of this fiscal year and build on our success to date, starting with our mid-January.
Speaker #3: As we do, we're sharpening marketing efficiency and second winter snow goose drop, which launched in measurement. We're tightening our media mix for more scalable impact and proving targeting and increasing alignment of our measurement architecture across the entire organization in order to achieve greater capital allocation discipline.
Dani Reiss: We're tightening our media mix for more scalable impact, improving targeting, and increasing alignment of our measurement architecture across the entire organization in order to achieve greater capital allocation discipline. Third, driving business expansion through strategic channel development. I'll first address our direct-to-consumer channel. Direct-to-consumer revenue grew 13% in Q3, with comparable sales up 6% over last year. North America and Asia Pacific delivered double-digit growth. In mainland China, our teams drove high conversion through the quarter, proof of both brand strength and strong retail execution. In Europe, we elevated key flagships, including the strategic relocation of a Milan store in the quarter, which has stronger adjacencies, and with that, is seeing higher traffic quality. We continued to refine our retail network across other key regions in Q3, opening two stores in China and a new store in Chicago.
Dani Reiss: We're tightening our media mix for more scalable impact, improving targeting, and increasing alignment of our measurement architecture across the entire organization in order to achieve greater capital allocation discipline. Third, driving business expansion through strategic channel development. I'll first address our direct-to-consumer channel. Direct-to-consumer revenue grew 13% in Q3, with comparable sales up 6% over last year. North America and Asia Pacific delivered double-digit growth. In mainland China, our teams drove high conversion through the quarter, proof of both brand strength and strong retail execution. In Europe, we elevated key flagships, including the strategic relocation of a Milan store in the quarter, which has stronger adjacencies, and with that, is seeing higher traffic quality. We continued to refine our retail network across other key regions in Q3, opening two stores in China and a new store in Chicago.
Speaker #3: Third, driving business expansion through strategic channel development. I'll first address our direct-to-consumer channel. Direct-to-consumer revenue grew thirteen percent in the third quarter, with comparable sales up six percent over last year.
Speaker #3: North America and Asia Pacific delivered double-digit drove high conversion through the quarter, proof of both brand strength and strong retail execution. In Europe, we elevated key flagships including the strategic relocation over Milan store in the quarter, which has stronger adjacencies and with that is seeing higher traffic quality.
Speaker #3: We continue to refine our retail network across other key regions in the third quarter, opening two stores in China and a new store in Chicago.
Speaker #3: Operationally, the teams delivered outstanding service and stronger visual merchandising. Our inventory was well-positioned across channels, and we responded quickly to the demand signals we saw through the fall.
Dani Reiss: Operationally, the teams delivered outstanding service and stronger visual merchandising. Our inventory was well-positioned across channels, and we responded quickly to the demand signals we saw through the fall, adjusting buys and production to meet that strength. While we had pockets of sold-out styles, that scarcity is part of what has always made our brand powerful. This has been a meaningful step forward in how we manage inventory, with more disciplined planning and faster response across the business. Online, improvements in discovery, navigation, speed, and storytelling all contributed to stronger engagement and lower return rates across most regions. In our wholesale channel, revenue grew 14% in Q3, largely due to shipments shifting from Q2 to Q3 and incremental in-season demand. We also saw improved sell-through of our fall/winter collection, supporting positive sales trends in the quarter. Our disciplined approach remains consistent.
Dani Reiss: Operationally, the teams delivered outstanding service and stronger visual merchandising. Our inventory was well-positioned across channels, and we responded quickly to the demand signals we saw through the fall, adjusting buys and production to meet that strength. While we had pockets of sold-out styles, that scarcity is part of what has always made our brand powerful. This has been a meaningful step forward in how we manage inventory, with more disciplined planning and faster response across the business. Online, improvements in discovery, navigation, speed, and storytelling all contributed to stronger engagement and lower return rates across most regions. In our wholesale channel, revenue grew 14% in Q3, largely due to shipments shifting from Q2 to Q3 and incremental in-season demand. We also saw improved sell-through of our fall/winter collection, supporting positive sales trends in the quarter. Our disciplined approach remains consistent.
Speaker #3: Adjusting buys and production to meet that strength. While we had pockets of sold-out styles, that scarcity is part of what has always made our brand powerful.
Speaker #3: This has been a meaningful step forward in how we manage inventory, with more disciplined planning and faster response across the business. Online, improvements in discovery, navigation, speed, and storytelling all contributed to stronger engagement and lower return rates across most regions.
Speaker #3: In our wholesale channel, revenue grew fourteen percent in the third quarter, largely due to shipments, shifting from Q2 to Q3, and incremental in-season demand.
Speaker #3: We also saw improved sell-through over our fall/winter collection, supporting positive sales trends in the quarter. Our disciplined approach remains consistent: brand aligned partners, clean channel inventory, and product newness, all contributing to a healthy order book for both spring and fall twenty-six that reflects stronger demand for our year-round assortment.
Dani Reiss: Brand align partners, clean channel inventory, and product newness, all contributing to healthy order books for both spring and fall 2026 that reflect stronger demand for our year-round assortment. Wholesale continues to play a strategic role in brand elevation and controlled distribution, and we are pleased with our progress here in fiscal 2026. Fourth, operating efficiently with pace and accountability. In fiscal 2026, we deliberately chose to invest in revenue-driving areas. These choices strengthened demand, but we did not strike the balance right with margin, and that showed up as cost inflation across parts of the business. Q3 made that clear, as G&A grew ahead of revenue and labor costs ran above productivity. We now sharpen our focus on leverage. Importantly, we've driven a second consecutive year of leverage in corporate overhead costs, reversing what had previously been a source of margin decline.
Dani Reiss: Brand align partners, clean channel inventory, and product newness, all contributing to healthy order books for both spring and fall 2026 that reflect stronger demand for our year-round assortment. Wholesale continues to play a strategic role in brand elevation and controlled distribution, and we are pleased with our progress here in fiscal 2026. Fourth, operating efficiently with pace and accountability. In fiscal 2026, we deliberately chose to invest in revenue-driving areas. These choices strengthened demand, but we did not strike the balance right with margin, and that showed up as cost inflation across parts of the business. Q3 made that clear, as G&A grew ahead of revenue and labor costs ran above productivity. We now sharpen our focus on leverage. Importantly, we've driven a second consecutive year of leverage in corporate overhead costs, reversing what had previously been a source of margin decline.
Speaker #3: Wholesale continues to play a strategic role in distribution, and we are pleased with our progress here brand elevation and control in fiscal two thousand and twenty-six.
Speaker #3: And fourth, operating accountability. In fiscal twenty-six, we deliberately chose to invest in efficiently with pace and revenue-driving areas. These choices strengthened demand, but we did not strike the balance right with margin, and that showed up as cost inflation across parts of the business.
Speaker #3: Q3 made that clear, as G&A grew ahead of revenue and labor costs ran above productivity. We now sharpened our focus on leverage. Importantly, we've driven a second consecutive year of leverage and corporate overhead costs reversing what had previously been a source of margin decline.
Speaker #3: This improvement reflects both tighter cost discipline and strong revenue growth, and it gives us a solid foundation to build from. We're also embedding greater operating discipline across the company and continuing to evolve our leadership team to ensure we are fit for purpose.
Dani Reiss: This improvement reflects both tighter cost discipline and strong revenue growth, and it gives us a solid foundation to build from. We're also embedding greater operating discipline across the company and continuing to evolve our leadership team to ensure we are fit for purpose. In closing, the Q3 demonstrated the strength of our brand and progress of our strategy. We remain focused on executing with precision, improving profitability, and driving sustainable long-term growth. Thank you to our teams for everything you put into this peak season. Your passion, resilience, and commitment move this company forward every single day. I'll pass it to Neil to provide our Q3 financial update.
Dani Reiss: This improvement reflects both tighter cost discipline and strong revenue growth, and it gives us a solid foundation to build from. We're also embedding greater operating discipline across the company and continuing to evolve our leadership team to ensure we are fit for purpose. In closing, the Q3 demonstrated the strength of our brand and progress of our strategy. We remain focused on executing with precision, improving profitability, and driving sustainable long-term growth. Thank you to our teams for everything you put into this peak season. Your passion, resilience, and commitment move this company forward every single day. I'll pass it to Neil to provide our Q3 financial update.
Speaker #3: In closing, the third quarter demonstrated a strength of our brand and progress of our strategy. We remain focused on executing with precision, sustainable long-term improving profitability, and driving growth.
Speaker #3: Thank you to our teams for everything you put into this peak season. Your passion, resilience, and commitment moved this company forward every single day.
Speaker #3: I'll pass it to Neil to provide our third quarter financial update.
Speaker #2: Thanks, Danny, and good morning. First, I'll cover the details of our third quarter performance, and then outline the concrete actions underway to deliver operating margin expansion over the long term.
Neil Bowden: Thanks, Danny, and good morning. First, I'll cover the details of our Q3 performance and then outline the concrete actions underway to deliver operating margin expansion over the long term. Revenue for the Q3 increased 13% year-over-year to CAD 695 million, led by strong growth in both D2C and wholesale in North America and Asia Pacific. Turning to channel performance. D2C revenue increased 13%, supported by double-digit growth in North America and Asia Pacific. Comparable sales grew 6%, marking the fourth consecutive quarter of positive comps, with contributions from both stores and e-commerce channels. Sales were strong across all major product categories....
Neil Bowden: Thanks, Danny, and good morning. First, I'll cover the details of our Q3 performance and then outline the concrete actions underway to deliver operating margin expansion over the long term. Revenue for the Q3 increased 13% year-over-year to CAD 695 million, led by strong growth in both D2C and wholesale in North America and Asia Pacific. Turning to channel performance. D2C revenue increased 13%, supported by double-digit growth in North America and Asia Pacific. Comparable sales grew 6%, marking the fourth consecutive quarter of positive comps, with contributions from both stores and e-commerce channels. Sales were strong across all major product categories....
Speaker #2: Revenue for the third quarter increased thirteen percent year-over-year to six hundred and ninety-five million, led by strong growth in both D to C and wholesale in North America and Asia Pacific.
Speaker #2: Turning to channel performance, D to C revenue increased thirteen percent, supported by double-digit growth in North America and Asia Pacific. Comparable sales grew six percent, marking the fourth consecutive quarter of positive comps, with contributions from both stores and e-commerce channels.
Speaker #2: Sales were strong across all major product categories. Wholesale revenue increased fourteen percent in Q3, with revenue up three percent on a year-to-date basis over the same period last year.
Neil Bowden: Wholesale revenue increased 14% in Q3, with revenue up 3% on a year-to-date basis over the same period last year, ahead of our expectations, supported by elevated brand positioning with our partners, well-managed inventory levels, and healthier demand for our year-round assortment. Revenue in our other channel was CAD 15 million, roughly flat versus CAD 14 million a year ago. Moving to regional trends. In North America, revenue grew 20%. Comparable sales increased in the high single digits, supported by strong traffic in both Canada and the US, and conversion improvement. Retail execution was sharper this quarter, underpinned by staffing investments and improved inventory positioning. E-commerce also contributed to positive D2C performance, benefiting from solid traffic trends throughout the quarter. Wholesale benefited from shipment timing and incremental orders, and other channel performance was also positive, albeit minimal in the quarter.
Neil Bowden: Wholesale revenue increased 14% in Q3, with revenue up 3% on a year-to-date basis over the same period last year, ahead of our expectations, supported by elevated brand positioning with our partners, well-managed inventory levels, and healthier demand for our year-round assortment. Revenue in our other channel was CAD 15 million, roughly flat versus CAD 14 million a year ago. Moving to regional trends. In North America, revenue grew 20%. Comparable sales increased in the high single digits, supported by strong traffic in both Canada and the US, and conversion improvement. Retail execution was sharper this quarter, underpinned by staffing investments and improved inventory positioning. E-commerce also contributed to positive D2C performance, benefiting from solid traffic trends throughout the quarter. Wholesale benefited from shipment timing and incremental orders, and other channel performance was also positive, albeit minimal in the quarter.
Speaker #2: Ahead of our expectations, supported by elevated brand positioning with our partners, well-managed inventory levels, and healthier demand for our year-round assortment. Revenue in our other channel was $15 million, roughly flat versus $14 million a year ago.
Speaker #2: Moving to regional trends, in North America, revenue grew twenty percent. Comparable sales increased in the high single digits, supported by strong traffic in both Canada and the US, and conversion improvement.
Speaker #2: Retail execution was sharper this quarter, underpinned by staffing investments and improved inventory positioning. E-commerce also contributed to positive D to C performance, benefiting from solid traffic trends.
Speaker #2: Throughout the quarter, wholesale benefited from shipment timing and incremental orders, and other channel performance was also positive, albeit minimal in the quarter. In APAC, revenue increased twelve percent, led by strong D to C performance and high single-digit comp growth, driven by exceptional volume.
Neil Bowden: In APAC, revenue increased 12%, led by strong D2C performance and high single-digit comp growth, driven by exceptional volume. Mainland China was the largest contributor, with robust consumer demand, strong e-commerce momentum on Douyin and Tmall, and conversion gains in several key stores. In EMEA, revenue declined 3% year-over-year, reflecting continued softness in the UK consumer environment. Continental Europe performed comparatively better as our newly relocated Paris and Milan stores ramp up their activity. Comparable sales decreased mainly due to lower tourist traffic, most pronounced in the UK, despite healthier trends in several European locations. Wholesale was softer due to planned shipment phasing that pushed more deliveries into different periods versus last year. Our focus in EMEA remains on improving conversion, tightening digital execution, and sharpening marketing effectiveness to mitigate ongoing macro headwinds. Moving down the income statement, let's turn to gross profit.
Neil Bowden: In APAC, revenue increased 12%, led by strong D2C performance and high single-digit comp growth, driven by exceptional volume. Mainland China was the largest contributor, with robust consumer demand, strong e-commerce momentum on Douyin and Tmall, and conversion gains in several key stores. In EMEA, revenue declined 3% year-over-year, reflecting continued softness in the UK consumer environment. Continental Europe performed comparatively better as our newly relocated Paris and Milan stores ramp up their activity. Comparable sales decreased mainly due to lower tourist traffic, most pronounced in the UK, despite healthier trends in several European locations. Wholesale was softer due to planned shipment phasing that pushed more deliveries into different periods versus last year. Our focus in EMEA remains on improving conversion, tightening digital execution, and sharpening marketing effectiveness to mitigate ongoing macro headwinds. Moving down the income statement, let's turn to gross profit.
Speaker #2: Mainland China was the largest contributor, with robust consumer demand, strong e-commerce momentum on Douyin and Tmall, and conversion gains in several key stores. In EMEA, revenue declined three percent year-over-year, reflecting continued softness in the UK consumer environment.
Speaker #2: Continental Europe performed comparatively better, as our newly relocated Paris and Milan stores ramp up their activity. Comparable sales decreased mainly due to lower tourist traffic, most pronounced in the UK.
Speaker #2: European locations, Despite healthier trends in several wholesale was softer due to planned shipment phasing, that pushed more deliveries into different periods versus last year.
Speaker #2: Our focus in EMEA remains on improving conversion, tightening digital execution, and sharpening marketing effectiveness to mitigate ongoing macro headwinds. Moving down the income statement, let's turn to gross profit.
Speaker #2: In Q3, gross profit grew in line with revenue and gross margin declined forty basis points year-over-year. The primary driver was product mix. While customer demand for downfilled outerwear was strong this quarter, non-downfilled outerwear grew faster, putting pressure on overall margin.
Neil Bowden: In Q3, gross profit grew in line with revenue, and gross margin declined 40 basis points year-over-year. The primary driver was product mix. While customer demand for down-filled outerwear was strong this quarter, non-down-filled outerwear grew faster, putting pressure on overall margin. This is consistent with our strategy to expand year-round assortment. This was partially offset by a favorable channel mix with another quarter of positive D2C comp growth. While this product mix shift weighed on D2C channel margin, it supported margin in our wholesale business as we build demand for our expanded offering with wholesale partners. Moving to SG&A. SG&A increased by CAD 66 million to CAD 314 million, or 45% of revenue, up 450 basis points year-over-year. Two discrete items accounted for CAD 24 million of this increase.
Neil Bowden: In Q3, gross profit grew in line with revenue, and gross margin declined 40 basis points year-over-year. The primary driver was product mix. While customer demand for down-filled outerwear was strong this quarter, non-down-filled outerwear grew faster, putting pressure on overall margin. This is consistent with our strategy to expand year-round assortment. This was partially offset by a favorable channel mix with another quarter of positive D2C comp growth. While this product mix shift weighed on D2C channel margin, it supported margin in our wholesale business as we build demand for our expanded offering with wholesale partners. Moving to SG&A. SG&A increased by CAD 66 million to CAD 314 million, or 45% of revenue, up 450 basis points year-over-year. Two discrete items accounted for CAD 24 million of this increase.
Speaker #2: This is consistent with our strategy to expand year-round assortment. This was partially offset by favorable channel mix, with another quarter of positive D to C comp growth.
Speaker #2: While this product mix shift weighed on D to C channel margin, it supported margin in our wholesale business as we build demand for our expanded offering with wholesale partners.
Speaker #2: Moving to SG&A, SG&A increased by sixty-six million to three hundred and fourteen million or forty-five percent of revenue, up four hundred and fifty basis points year-over-year.
Speaker #2: Two discrete items accounted for twenty-four million of this increase. First, a fifteen million dollar one-time bad debt provision related to a US wholesale partner.
Neil Bowden: First, a CAD 15 million one-time bad debt provision related to a US wholesale partner, and a CAD 9 million foreign exchange gain in fiscal '25 that does not recur this year. Planned marketing investments represented a further CAD 13 million of the increase year-over-year. Outside of these items, we continued to generate leverage in our corporate cost base through disciplined headcount management and tight control over discretionary spending. Operating margin compression in our D2C channel came from both gross margin decline and SG&A investments to fuel growth. Our wholesale channel operating margin increased year-over-year, excluding the bad debt provision. In D2C, we absorbed the planned run rate impact of new stores and relocations coming online, but the larger issue was store labor productivity during the quarter.
Neil Bowden: First, a CAD 15 million one-time bad debt provision related to a US wholesale partner, and a CAD 9 million foreign exchange gain in fiscal '25 that does not recur this year. Planned marketing investments represented a further CAD 13 million of the increase year-over-year. Outside of these items, we continued to generate leverage in our corporate cost base through disciplined headcount management and tight control over discretionary spending. Operating margin compression in our D2C channel came from both gross margin decline and SG&A investments to fuel growth. Our wholesale channel operating margin increased year-over-year, excluding the bad debt provision. In D2C, we absorbed the planned run rate impact of new stores and relocations coming online, but the larger issue was store labor productivity during the quarter.
Speaker #2: And a nine million dollar foreign exchange gain in fiscal twenty-five that does not recur this year. Planned marketing investments represented a further thirteen million dollars of the increase year-over-year.
Speaker #2: Outside of these items, we continued to generate leverage in our corporate cost base through disciplined headcount management and tight control over discretionary spending. Operating margin compression in our D to C channel came from both gross margin decline and SG&A investments to fuel growth.
Speaker #2: Our wholesale channel operating margin increased year-over-year, excluding the bad debt provision. In D to C, we absorbed the planned run rate impact of new stores and relocations coming online, but the larger issue was store labor productivity during the quarter.
Speaker #2: In months of exceptionally strong traffic and revenue, we maintained labor levels that were higher than required to support demand. And this dynamic drove SG&A de-leverage in D to C.
Neil Bowden: In months of exceptionally strong traffic and revenue, we maintained labor levels that were higher than required to support demand, and this dynamic drove SG&A deleverage in D2C. Taken together, the gross margin dynamics and SG&A profile flowed through, impacting our adjusted EBIT. Q3 adjusted EBIT was CAD 204 million. This translated to an adjusted EBIT margin of 29.3%, 450 basis points lower than the previous year for the reasons I've covered. Adjusted EBIT excluded CAD 3.5 million in earn-out costs related to the acquisition of our European manufacturer. This is the last quarter in which we'll have the earn-out related charges. Adjusted net income attributable to shareholders was CAD 142 million, or CAD 1.43 per diluted share, compared to CAD 148 million, or CAD 1.51 per diluted share last year.
Neil Bowden: In months of exceptionally strong traffic and revenue, we maintained labor levels that were higher than required to support demand, and this dynamic drove SG&A deleverage in D2C. Taken together, the gross margin dynamics and SG&A profile flowed through, impacting our adjusted EBIT. Q3 adjusted EBIT was CAD 204 million. This translated to an adjusted EBIT margin of 29.3%, 450 basis points lower than the previous year for the reasons I've covered. Adjusted EBIT excluded CAD 3.5 million in earn-out costs related to the acquisition of our European manufacturer. This is the last quarter in which we'll have the earn-out related charges. Adjusted net income attributable to shareholders was CAD 142 million, or CAD 1.43 per diluted share, compared to CAD 148 million, or CAD 1.51 per diluted share last year.
Speaker #2: Taken together, the gross margin dynamics in SG&A profile flowed through, impacting our adjusted EBIT. Q3 adjusted EBIT was two hundred and four million. This translated to an adjusted EBIT margin of twenty-nine point three percent, four hundred and fifty basis points lower than the previous year for the reasons I've covered.
Speaker #2: Adjusted EBIT excluded $3.5 million in E&R&O costs related to the acquisition of our European manufacturer. This is the last quarter in which we'll have the E&R&O-related charges.
Speaker #2: Adjusted net income attributable to shareholders was one hundred and forty-two million or a dollar forty-three per diluted share, compared to one hundred and forty-eight million or a dollar fifty-one per diluted share last year.
Speaker #2: We ended the quarter with a strong balance sheet. Inventory of four hundred and nine million remained relatively flat year-over-year, despite strong sales growth, reflecting strong demand and tighter inventory management, with terms improving to one point one times up sixteen percent from last year.
Neil Bowden: We ended the quarter with a strong balance sheet. Inventory of CAD 409 million remained relatively flat year over year, despite strong sales growth, reflecting strong demand and tighter inventory management, with turns improving to 1.1 times, up 16% from last year. Net debt fell to CAD 413 million from CAD 546 million in Q3 last year, mainly due to disciplined working capital management, cash generated from operating activities in recent quarters, and lower borrowings from our credit facilities compared to the prior year. We allocated more capital to new store builds in Q3, reflected in higher expenditures in the quarter over last year. As we look ahead, we're taking decisive steps to realign our cost base with the level of rigor our growth now demands.
Neil Bowden: We ended the quarter with a strong balance sheet. Inventory of CAD 409 million remained relatively flat year over year, despite strong sales growth, reflecting strong demand and tighter inventory management, with turns improving to 1.1 times, up 16% from last year. Net debt fell to CAD 413 million from CAD 546 million in Q3 last year, mainly due to disciplined working capital management, cash generated from operating activities in recent quarters, and lower borrowings from our credit facilities compared to the prior year. We allocated more capital to new store builds in Q3, reflected in higher expenditures in the quarter over last year. As we look ahead, we're taking decisive steps to realign our cost base with the level of rigor our growth now demands.
Speaker #2: Net debt fell to four hundred and thirteen million from five hundred and forty-six million in Q3 last year, mainly due to disciplined working capital management, cash generated from operating activities in recent quarters, and lower borrowings from our credit facilities compared to the prior year.
Speaker #2: We allocated more capital to new store builds in Q3, reflected in higher expenditures in the quarter over last year. As we look ahead, we're taking decisive steps to realign our cost base with the level of rigor our growth now demands.
Speaker #2: We've defined a clear set of actions already underway. And we expect these initiatives to support meaningful margin expansion in fiscal twenty-seven. Our first group of actions is about operating more efficiently.
Neil Bowden: We've defined a clear set of actions already underway, and we expect these initiatives to support meaningful margin expansion in fiscal 2027. Our first group of actions is about operating more efficiently. We've already started to make changes in the way we manage store labor, tightening our models to become more agile and drive higher labor productivity. These changes were implemented in Asia Pacific in mid-December and rolled out across the rest of the regions in January. While the financial impact will be immaterial in fiscal 2026, ensuring that store payroll aligns with expected conversion outcomes is the clear path forward to creating leverage in the D2C channel. Next, we're improving marketing efficiency with the intent to reduce marketing as a percentage of revenue in fiscal 2027.
Neil Bowden: We've defined a clear set of actions already underway, and we expect these initiatives to support meaningful margin expansion in fiscal 2027. Our first group of actions is about operating more efficiently. We've already started to make changes in the way we manage store labor, tightening our models to become more agile and drive higher labor productivity. These changes were implemented in Asia Pacific in mid-December and rolled out across the rest of the regions in January. While the financial impact will be immaterial in fiscal 2026, ensuring that store payroll aligns with expected conversion outcomes is the clear path forward to creating leverage in the D2C channel. Next, we're improving marketing efficiency with the intent to reduce marketing as a percentage of revenue in fiscal 2027.
Speaker #2: We've already started to make changes in the way we manage store labor, tightening our models to become more agile and drive higher labor implemented in Asia Pacific in mid-December and rolled out across the rest of the regions in January.
Speaker #2: While the financial impact will be immaterial in fiscal twenty-six, ensuring that store outcomes is the clear path forward to payroll aligns with expected conversion creating leverage in the D to C channel.
Speaker #2: efficiency with the intent to reduce marketing as a percentage of revenue in fiscal twenty-seven. We will continue to Next, we're improving marketing invest to drive in-quarter demand and sustain brand momentum and expect to apply this year's learnings on channel mix, funnel allocation, and working dollar effectiveness to our fiscal twenty-seven plans.
Neil Bowden: We will continue to invest to drive in-quarter demand and sustain brand momentum, and expect to apply this year's learnings on channel mix, funnel allocation, and working dollar effectiveness to our fiscal 2027 plans. We are fully committed to delivering on our operating imperative, and a key part of that is driving more efficiency and getting greater returns from every dollar we invest in marketing. Spending in the fourth quarter is expected to be lower than last year as a percentage of revenue, reflecting a more balanced cadence throughout this fiscal year versus the back-half-heavy investment last year. We will also continue our disciplined focus on minimal corporate expense growth, including headcount and discretionary spend. Our second area of focus is the optimization of our retail network. We continue to evaluate our store footprint to ensure every location supports our target brand and margin profile.
Neil Bowden: We will continue to invest to drive in-quarter demand and sustain brand momentum, and expect to apply this year's learnings on channel mix, funnel allocation, and working dollar effectiveness to our fiscal 2027 plans. We are fully committed to delivering on our operating imperative, and a key part of that is driving more efficiency and getting greater returns from every dollar we invest in marketing. Spending in the fourth quarter is expected to be lower than last year as a percentage of revenue, reflecting a more balanced cadence throughout this fiscal year versus the back-half-heavy investment last year. We will also continue our disciplined focus on minimal corporate expense growth, including headcount and discretionary spend. Our second area of focus is the optimization of our retail network. We continue to evaluate our store footprint to ensure every location supports our target brand and margin profile.
Speaker #2: We are fully committed to delivering on our operating imperative and a key part of that is driving more efficiency and getting greater returns from every dollar we invest in marketing.
Speaker #2: Spending in the fourth quarter is expected to be lower than last year as a percentage of revenue, reflecting a more balanced cadence throughout this fiscal year versus the back half-heavy investment last year.
Speaker #2: We will also continue our disciplined focus on minimal corporate expense growth, including headcount and spend. Our second area of focus is discretionary the optimization of our retail network.
Speaker #2: We continue to evaluate our store footprint to ensure every location supports our target brand and margin profile. Even with four consecutive quarters of positive comp growth, we see opportunities to further strengthen the economics of our retail network.
Neil Bowden: Even with four consecutive quarters of positive comp growth, we see opportunities to further strengthen the economics of our retail network. To be clear, we will open new stores in fiscal 2027, and the plans related to those locations are coming into focus. However, over the balance of this fiscal year, we are reviewing our entire network and expect to implement optimization initiatives in fiscal 2027. Our third set of actions is centered around gross margin. This has had a modest positive contribution to EBIT margin so far this year, even with limited price increases. Being vertically integrated is a core strength of the Canada Goose brand, offering several levers to expand gross margin over time, which has been evidenced in our historical performance going back many years.
Neil Bowden: Even with four consecutive quarters of positive comp growth, we see opportunities to further strengthen the economics of our retail network. To be clear, we will open new stores in fiscal 2027, and the plans related to those locations are coming into focus. However, over the balance of this fiscal year, we are reviewing our entire network and expect to implement optimization initiatives in fiscal 2027. Our third set of actions is centered around gross margin. This has had a modest positive contribution to EBIT margin so far this year, even with limited price increases. Being vertically integrated is a core strength of the Canada Goose brand, offering several levers to expand gross margin over time, which has been evidenced in our historical performance going back many years.
Speaker #2: To be clear, we will open new stores in fiscal twenty-seven. And the plans related to those locations are coming into focus. However, over the balance of this fiscal year, we are reviewing our entire network and expect to implement optimization initiatives in fiscal twenty-seven.
Speaker #2: Our third set of actions is centered around gross margin. This has had a modest positive contribution to EBIT margin so far this year, even with limited price increases.
Speaker #2: Being vertically integrated is a core strength of several levers to expand gross margin over time, which has been evidenced in our historical performance going back many years.
Speaker #2: While there are always opportunities with sourcing and operational improvements, we have delivered cost efficiencies despite a changing product mix, which, as we have heard, has been key to our growth this year and will continue to anchor our product pillar.
Neil Bowden: While there are always opportunities with sourcing and operational improvements, we have delivered cost efficiencies despite a changing product mix, which, as we have heard, has been key to our growth this year and will continue to anchor our product pillar. Finally, on pricing, we are planning to implement price changes across our markets and product assortment in early fiscal 2027, as usual, which we expect will be a source of gross margin leverage. Lastly, our plan is to continue to deliver durable, broad-based revenue growth as the primary driver of margin expansion. January performance remains strong, and we expect this momentum to continue with Lunar New Year shopping occurring later in the quarter versus last year.
Neil Bowden: While there are always opportunities with sourcing and operational improvements, we have delivered cost efficiencies despite a changing product mix, which, as we have heard, has been key to our growth this year and will continue to anchor our product pillar. Finally, on pricing, we are planning to implement price changes across our markets and product assortment in early fiscal 2027, as usual, which we expect will be a source of gross margin leverage. Lastly, our plan is to continue to deliver durable, broad-based revenue growth as the primary driver of margin expansion. January performance remains strong, and we expect this momentum to continue with Lunar New Year shopping occurring later in the quarter versus last year.
Speaker #2: Finally, on pricing, we are planning to implement price changes across our markets and product assortment in early fiscal twenty-seven, as usual, which we expect will be a source of gross margin leverage.
Speaker #2: our plan is to continue to Lastly, deliver durable, broad-based revenue growth as the primary driver of margin expansion. January performance remained strong, and we expect this momentum to continue with Lunar New Year's shopping occurring later in the quarter versus last year.
Speaker #2: As we move into Q4 and beyond, our priorities are clear: balance the strong revenue growth we have seen in fiscal twenty-six with a level of investment that delivers operating margin expansion beginning in fiscal twenty-seven.
Neil Bowden: As we move into Q4 and beyond, our priorities are clear: balance the strong revenue growth we have seen in fiscal 2026 with a level of investment that delivers operating margin expansion beginning in fiscal 2027. Before closing, I wanna say thank you to our teams. Our peak season, of which Q3 is the most important period, is our most anticipated time of the year. The work you delivered in our stores, our factories, and across our business shows up clearly in these results. Let's now open the call for questions.
Neil Bowden: As we move into Q4 and beyond, our priorities are clear: balance the strong revenue growth we have seen in fiscal 2026 with a level of investment that delivers operating margin expansion beginning in fiscal 2027. Before closing, I wanna say thank you to our teams. Our peak season, of which Q3 is the most important period, is our most anticipated time of the year. The work you delivered in our stores, our factories, and across our business shows up clearly in these results.Let's now open the call for questions.
Speaker #2: closing, I want to say thank you to our Before teams. Our peak season of which Q3 is the most important time of the year.
Speaker #2: The work you period is our most anticipated delivered in our stores, our factories, and across our business shows up clearly in these results. Let's now open the call for
Speaker #2: questions. Thank
Speaker #1: you. We will now begin the question and answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue.
Operator: Thank you. We will now begin the question-and-answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue. And if you'd like to withdraw that question, again, press star one. Your first question comes from the line of Oliver Chen with TD Cowen. Please go ahead.
Operator: Thank you. We will now begin the question-and-answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue. And if you'd like to withdraw that question, again, press star one. Your first question comes from the line of Oliver Chen with TD Cowen. Please go ahead.
Speaker #1: And if you'd like to withdraw that question, again, press star one. Your first question comes from the line of Oliver Chen with TD Cowen.
Speaker #1: Please go ahead.
Oliver Chen: Hi, thanks a lot. As we look at your DTC progress, what was the complexion like for traffic relative to conversion and any call-outs? Also, on all the progress you're making on non-parka as well, I would love your thoughts on catalyst ahead there, and also the things we should note on the margin contributions to that. And then finally, Greater China and the focus on that region, how have trends been in terms of sequential improvement and run rates that you're seeing with that volatile market? Thank you.
Oliver Chen: Hi, thanks a lot. As we look at your DTC progress, what was the complexion like for traffic relative to conversion and any call-outs? Also, on all the progress you're making on non-parka as well, I would love your thoughts on catalyst ahead there, and also the things we should note on the margin contributions to that. And then finally, Greater China and the focus on that region, how have trends been in terms of sequential improvement and run rates that you're seeing with that volatile market? Thank you.
Speaker #3: Hi, thanks a lot. As we look at your DTC progress, what was the complexion like conversion and any callouts? Also, on all the progress you're making on for traffic relative to non-PARCA as well, I would love your thoughts on catalyst ahead on the margin contributions to that.
Speaker #3: And then there are also the things we should note. Finally, Greater China and the focus on that region—how have trends been in terms of sequential improvement and run rates that you’re seeing with that volatile market?
Speaker #3: Thank you.
Carrie Baker: Oliver, thanks for all of your questions. I'm gonna try to remember them all. First one was on traffic and conversion at D2C. So as you talked about, we made a specific investment in labor investment in the stores, and we saw that deliver. And so global store conversions is trending higher now for four consecutive quarters. We're seeing that being led by APAC and North America. So EMEA conversion lagged a little bit, but as we talked about, lots of initiatives underway to improve that and mitigate sort of the broader, macro pressures that we see mostly in the UK. So in e-com, we also saw strong traffic. And again, this was, as a direct result of the investment that we made in marketing.
Carrie Baker: Oliver, thanks for all of your questions. I'm gonna try to remember them all. First one was on traffic and conversion at D2C. So as you talked about, we made a specific investment in labor investment in the stores, and we saw that deliver. And so global store conversions is trending higher now for four consecutive quarters. We're seeing that being led by APAC and North America. So EMEA conversion lagged a little bit, but as we talked about, lots of initiatives underway to improve that and mitigate sort of the broader, macro pressures that we see mostly in the UK. So in e-com, we also saw strong traffic. And again, this was, as a direct result of the investment that we made in marketing.
Speaker #2: questions. I'm going to try and remember them all. First one was on traffic and conversion Hey, Oliver. at DCC. So as you talked about, Thanks for all of your we made a specific stores.
Speaker #2: And we saw that deliver. And so global store conversion has trended higher now for four consecutive quarters. We're seeing that being led by APAC and North America.
Speaker #2: So EMEA conversion lagged a little bit, but as we talked about, lots of initiatives underway to improve that and mitigate sort of the broader macro pressures that we see, mostly in the UK.
Speaker #2: So in e-comm, we also saw strong traffic. And again, this was a direct result of the investment that we made in marketing. The job in marketing was to drive brand heat, bring back some momentum, make sure that people are seeing the new products and just showing up in a bolder way.
Carrie Baker: The job in marketing was to drive brand heat, bring back some momentum, make sure that people are seeing the new products, and just showing up in a bolder way, and so that did drive the traffic, so that investment is paying off. So we're very happy with the traffic we're seeing, conversion improving, and we wanna see that continue into the Q4 and beyond. In terms of products, so non-parka, so you heard Neil talk about how we are making great progress with expanding our assortment, being more relevant 360 days of the year. And so we saw more growth in our other categories, so non-heavyweight down. We still see meaningful growth.
Carrie Baker: The job in marketing was to drive brand heat, bring back some momentum, make sure that people are seeing the new products, and just showing up in a bolder way, and so that did drive the traffic, so that investment is paying off. So we're very happy with the traffic we're seeing, conversion improving, and we wanna see that continue into the Q4 and beyond. In terms of products, so non-parka, so you heard Neil talk about how we are making great progress with expanding our assortment, being more relevant 360 days of the year. And so we saw more growth in our other categories, so non-heavyweight down. We still see meaningful growth.
Speaker #2: drive the traffic. So that investment is paying And so that did off. So we're very happy with the traffic we're seeing. Conversion improving, and we want to see that continue into the Q4 and beyond.
Speaker #2: In terms of products, so non-PARCA, you heard Neil talk about how we are making great progress with expanding our assortment, being more relevant 360 days of the year.
Speaker #2: And so we saw more growth in our other categories, so non-heavyweight down. We still see meaningful growth. We saw really strong response to newness, whether that's actually new styles in some of our core categories or newness meaning our classic bombers or classic bestsellers in new fabrications, new colorways.
Carrie Baker: We saw really strong response to newness, whether that's actually new styles in some of our core categories, or newness, meaning, you know, our classic bombers, our classic bestsellers in new fabrications, new colorways. So we really, I'm very happy with the response that we saw on both of those, but the intention is to make sure that we have a product assortment that is relevant outside of just Q3, and that's what we're doing, and that's what we're seeing... and from, okay, Greater China, that was the other one that you asked about. So we're seeing, that's our one of our strongest markets.
Carrie Baker: We saw really strong response to newness, whether that's actually new styles in some of our core categories, or newness, meaning, you know, our classic bombers, our classic bestsellers in new fabrications, new colorways. So we really, I'm very happy with the response that we saw on both of those, but the intention is to make sure that we have a product assortment that is relevant outside of just Q3, and that's what we're doing, and that's what we're seeing... and from, okay, Greater China, that was the other one that you asked about. So we're seeing, that's our one of our strongest markets.
Speaker #2: So we really, I'm very happy with the response that we saw in both of those. But the intention is to make sure that we have a product assortment that is relevant outside of just Q3.
Speaker #2: And that's what we're doing. That's what we're seeing. In trend, okay, Greater China. That was the other one that you asked about. So we're seeing that's one of our strongest markets.
Speaker #2: When you look at the investment that we've been making for a number of years, what we look at when we see when we look at the competitive set, how we're doing relative to that, we're, you know, we are seeing demand very strong.
Carrie Baker: When you look at the investment that we've been making for a number of years, what we look at when we see, when we look at the competitive set, how we're doing relative to that, we're, you know, we are seeing demand very strong. So, the performance in Mainland China specifically continues to perform well. We see strong digital momentum. We see healthy store performance, that's both better traffic, improving conversion, and again, that really strong response to our newness. So very happy with what we're seeing there. The shift, I think, in terms of Lunar New Year, we saw a bit of a shift of demand out of December and closer in, moving into Q4, and so we've started to see that pick up, and as we get closer and closer to the Lunar New Year holiday, we expect that to continue.
Carrie Baker: When you look at the investment that we've been making for a number of years, what we look at when we see, when we look at the competitive set, how we're doing relative to that, we're, you know, we are seeing demand very strong. So, the performance in Mainland China specifically continues to perform well. We see strong digital momentum. We see healthy store performance, that's both better traffic, improving conversion, and again, that really strong response to our newness. So very happy with what we're seeing there. The shift, I think, in terms of Lunar New Year, we saw a bit of a shift of demand out of December and closer in, moving into Q4, and so we've started to see that pick up, and as we get closer and closer to the Lunar New Year holiday, we expect that to continue.
Speaker #2: So the performance in mainland China specifically continues to perform well. We see strong digital momentum. We see healthy store performance—that's both better traffic, improving conversion, and, again, that really strong response to our newness.
Speaker #2: So very happy with what we're seeing there. The shift, I think, in terms of Lunar New Year, we saw a bit of a shift of demand out of December and closer and moving into Q4.
Speaker #2: And so we've started to see that pick up. And as we get closer and closer to the Lunar New Year holiday, we expect that to continue.
Speaker #2: Oliver, there was a few part of your question we struggled to hear a bit. Can you repeat that one for us? If there was any aspect of your question that could.
Beth Clymer: Oliver-
Operator: Oliver-
Operator: Your next-
Operator: Your next-
Beth Clymer: ... Beth, there was a part of your question we struggled to hear a bit. Can you, can you repeat that one for us? If there was any aspect of your question that you-
Carrie Baker: ... Beth, there was a part of your question we struggled to hear a bit. Can you, can you repeat that one for us? If there was any aspect of your question that you-
Speaker #1: Pardon the interruption. He has
Operator: Pardon the interruption. He has disconnected.
Operator: Pardon the interruption. He has disconnected.
Speaker #1: disconnected. Thank
Beth Clymer: Thank you.
Carrie Baker: Thank you.
Speaker #1: You're next. Question comes from you. the line of Rick Patel with Raymond James. Please go ahead.
Operator: Your next question comes from the line of Rick Patel with Raymond James. Please go ahead.
Operator: Your next question comes from the line of Rick Patel with Raymond James. Please go ahead.
Suraj Malhotra: Good morning. This is Suraj Malhotra on for Rick Patel. Thank you for taking our question. So how would you describe the level of newness in stores right now? Specifically, what share of today's floor set is new year-round relevant product versus core product? And looking ahead, are you comfortable with where the assortment and merchandising sits today, or do you plan to increase the mix of newness to drive more year-round relevance? Thank you.
Speaker #3: Morning. This is Suraj Malhotra on for Good Rick Patel. Thank you for taking our question. So, how would you describe the level of newness in stores right now—specifically, what share of today's floor set is new, year-round relevant products versus core products? And looking ahead, are you comfortable with where the assortment and merchandising sits today?
Suraj Malhotra: Good morning. This is Suraj Malhotra on for Rick Patel. Thank you for taking our question. So how would you describe the level of newness in stores right now? Specifically, what share of today's floor set is new year-round relevant product versus core product? And looking ahead, are you comfortable with where the assortment and merchandising sits today, or do you plan to increase the mix of newness to drive more year-round relevance? Thank you.
Speaker #3: Or do you plan to increase the mix of newness to drive more year-round relevance? Thank you.
Speaker #2: Thanks, Suraj. So we're really happy with the assortment. So I'll kind of repeat what was said in some of the remarks. But expanding product relevance, that is working.
Carrie Baker: Thanks, Suraj. So we're really happy with the assortment. So, I'll kind of repeat what was said in some of the remarks, but, expanding product relevance, that is working. And so the newness, lighter weight, year-round categories, they all outperformed heavyweight down, but that shift is intentional. And so in terms of newness, the newness, performance revenue doubled year-over-year. And so that's intentional. We want to bring newness to the floor. We want to be able to drive, repeat visitors, bring people back to see something new. And the commentary around newness, I would just want to make clear, newness, we see that as it needs to resonate as newness to the consumer. It doesn't necessarily mean we're introducing a ton of new styles.
Carrie Baker: Thanks, Suraj. So we're really happy with the assortment. So, I'll kind of repeat what was said in some of the remarks, but, expanding product relevance, that is working. And so the newness, lighter weight, year-round categories, they all outperformed heavyweight down, but that shift is intentional. And so in terms of newness, the newness, performance revenue doubled year-over-year. And so that's intentional. We want to bring newness to the floor. We want to be able to drive, repeat visitors, bring people back to see something new. And the commentary around newness, I would just want to make clear, newness, we see that as it needs to resonate as newness to the consumer. It doesn't necessarily mean we're introducing a ton of new styles.
Speaker #2: And so the newness, lighter weight, year-round categories, they all outperformed heavyweight down. But that shift is intentional. And so in terms of newness, the newness performance, revenue doubled year over year.
Speaker #2: And so that's intentional. We want to bring newness to the floor. We want to be able to drive repeat visitors, bring people back to see something new.
Speaker #2: And the commentary around newness, I just want to make clear, newness, we see that as it needs to resonate as newness to the consumer.
Speaker #2: It doesn't necessarily mean we're introducing a ton of new styles. It means we're animating some of our best sellers, which I just talked about.
Carrie Baker: It means we're animating some of our best sellers, which I just talked about. So that is working. The response to, you know, people love the Chilliwack. We've had that in our product line for 20 years, but now they get it in a new fabric. Now they get it in a new puffer version, and so that is working. So I would say the balance in terms of what we're putting in store and online is a mix of that. How do we make sure that people that know and think about Canada Goose for protection, for warmth, can come into a store and get what they need, as well as, "Wow, I'm surprised by something that I never knew we offered." So apparel, our everyday, our rain categories, all of our, like, major categories are growing.
Carrie Baker: It means we're animating some of our best sellers, which I just talked about. So that is working. The response to, you know, people love the Chilliwack. We've had that in our product line for 20 years, but now they get it in a new fabric. Now they get it in a new puffer version, and so that is working. So I would say the balance in terms of what we're putting in store and online is a mix of that. How do we make sure that people that know and think about Canada Goose for protection, for warmth, can come into a store and get what they need, as well as, "Wow, I'm surprised by something that I never knew we offered." So apparel, our everyday, our rain categories, all of our, like, major categories are growing.
Speaker #2: So that is working. The response to people love the Chilliwack. We've had that in our product line for 20 years, but now they get it in a new fabric.
Speaker #2: Now they get it in a new puffer version. And so that is working. So I would say the balance in terms of what we're putting in store and online is a mix of that.
Speaker #2: How do we make sure that people that know and think about Canada Goose for protection, for warmth, can come into a store and get what they need?
Speaker #2: As well as, wow, I'm surprised by something that I never knew we offered. So apparel, our everyday, our rain categories—all of our major categories are growing.
Speaker #2: And so we're really pleased with that response, and we expect that to continue. We're watching it carefully, obviously. We don't want to get over-skewed.
Carrie Baker: And so we're really pleased with that response, and we expect that to continue. We're watching it carefully. Obviously, we don't want to get over-skewed. We don't want to have a too big an assortment for the size of our, our offering, our stores. But right now we're feeling very comfortable with that mix.
Carrie Baker: And so we're really pleased with that response, and we expect that to continue. We're watching it carefully. Obviously, we don't want to get over-skewed. We don't want to have a too big an assortment for the size of our, our offering, our stores. But right now we're feeling very comfortable with that mix.
Speaker #2: We don't want to have a too big an assortment for the size of our offering, our stores. But right now that we're feeling very comfortable with that
Speaker #2: mix. You're next.
Operator: Your next question comes from the line of Jonathan Komp with Baird. Please go ahead.
Operator: Your next question comes from the line of Jonathan Komp with Baird. Please go ahead.
Speaker #1: Question comes from the line of Jonathan Comp with Baird. Please go ahead.
Speaker #4: Yeah, hi, good morning. Neil, helpful commentary on some of the margin initiatives you're kicking off here. I guess bigger picture stepping back, I think at one point that the discussion was around 50% plus incremental margin on D to C revenue recovery.
Jonathan Komp: Yeah. Hi, good morning. Neil, helpful commentary on some of the margin initiatives you're kicking off here. I guess, you know, bigger picture, stepping back, I think at one point, the discussion was around, you know, 50% plus incremental margin on D2C revenue recovery. So maybe just a broader postmortem, you know, what's gone differently, and how quickly can you address some of the issues today on the operating margin, especially since, you know, there's three quarters ahead of lower seasonal sales volumes here, which typically have been tough to show progress?
Jonathan Komp: Yeah. Hi, good morning. Neil, helpful commentary on some of the margin initiatives you're kicking off here. I guess, you know, bigger picture, stepping back, I think at one point, the discussion was around, you know, 50% plus incremental margin on D2C revenue recovery. So maybe just a broader postmortem, you know, what's gone differently, and how quickly can you address some of the issues today on the operating margin, especially since, you know, there's three quarters ahead of lower seasonal sales volumes here, which typically have been tough to show progress?
Speaker #4: So maybe just a broader postmortem, what's gone differently? And how quickly can you address some of the issues today on the operating margin, especially since there's three quarters ahead of lower seasonal sales volumes here?
Speaker #4: Which typically have been tough to show
Speaker #4: progress. John, this is
Beth Clymer: John, this is Beth. I'll take that one. Thanks for your question. I guess if we step back, it's worth framing the margin journey we've been on over the past two years, right? Priority number one, phase one of that journey was to right-size corporate costs. We did that. That is sustaining and is serving now for the second year in a row; it's a really nice source of leverage. Second, driving sustained positive comps, reinvigorating that brand heat and excitement through those first three operating imperatives around product, marketing, and D2C execution. Then third, leveraging that strength to drive meaningful margin improvement, right? Those are the three steps. We've achieved step one. This year is the year we are excited to be able to say we have decisively achieved step two. We've delivered our fourth straight quarter of positive comps.
Beth Clymer: John, this is Beth. I'll take that one. Thanks for your question. I guess if we step back, it's worth framing the margin journey we've been on over the past two years, right? Priority number one, phase one of that journey was to right-size corporate costs. We did that. That is sustaining and is serving now for the second year in a row; it's a really nice source of leverage. Second, driving sustained positive comps, reinvigorating that brand heat and excitement through those first three operating imperatives around product, marketing, and D2C execution. Then third, leveraging that strength to drive meaningful margin improvement, right? Those are the three steps. We've achieved step one. This year is the year we are excited to be able to say we have decisively achieved step two. We've delivered our fourth straight quarter of positive comps.
Speaker #3: Beth. I'll take that one. Thanks for your question. back, it's worth framing the margin I guess if we step journey we've been on over the past two years, right?
Speaker #3: Priority number one, phase one of that journey was to right-size corporate costs. We did that. That is sustaining and is serving now for the second year in a row.
Speaker #3: It was really nice source of leverage. Second, driving sustained positive comps, reinvigorating that brand heat and excitement through those first three operating imperatives around product and marketing and D to C execution.
Speaker #3: And then third, leveraging that strength to drive meaningful margin improvement. Those are the three steps. We've achieved step one. This year is the year we are excited to be able to say we have decisively achieved step two.
Speaker #3: quarter in positive comps. We've We've delivered our fourth straight got really nice positive indicators. In terms of sales of new product, like you just heard from Carrie, brand heat measures, like you heard from Danny, and our opening remarks.
Beth Clymer: We've got, you know, really nice positive indicators in terms of sell through new product, like you just heard from Carrie, brand heat measures, like you heard from Dani in our opening remarks. So we feel that we, we've really got step two locked. Now, the focus can shift to step three. We're not done with step three, right? So your question around the incremental profit flow-through of D2C growth, that's what, what comes in step three. And so, you know, the, the margin results this year, I think, are helpful to, to see in that context. So, you know, this year, obviously, this quarter in particular, we saw some unusual margin compression from some of these discrete, non-recurring items. Those make up two-thirds of the SG&A margin compression in the quarter, so very material.
Beth Clymer: We've got, you know, really nice positive indicators in terms of sell through new product, like you just heard from Carrie, brand heat measures, like you heard from Dani in our opening remarks. So we feel that we, we've really got step two locked. Now, the focus can shift to step three. We're not done with step three, right? So your question around the incremental profit flow-through of D2C growth, that's what, what comes in step three. And so, you know, the, the margin results this year, I think, are helpful to, to see in that context. So, you know, this year, obviously, this quarter in particular, we saw some unusual margin compression from some of these discrete, non-recurring items. Those make up two-thirds of the SG&A margin compression in the quarter, so very material.
Speaker #3: So, we got step two locked. I feel that we've really—now the focus can shift to step three. We're not done with step three, right?
Speaker #3: So your question around the incremental profit flow through of D to C growth, that's what comes in step three. And so the margin results this year, I think, are helpful to see in that context.
Speaker #3: obviously, this quarter in particular, we So this year, saw some unusual margin compression from some of these discrete non-recurring items. Those make up two-thirds of the SG&A margin compression in the quarter.
Speaker #3: So very material. When you put those aside, we did still compress margin, SG&A as a percent of revenue by 150 basis points. But that is all the margin initiatives you heard from Neil in our opening remarks.
Beth Clymer: When you put those aside, we did still compress margin SG&A as a percent of revenue by 150 basis points. But that is... All the margin initiatives you heard from Neil in our opening remarks are all about improving that, driving store cost efficiency, marketing efficiency, sustaining the corporate cost leverage, getting gross margin. Those are the things that will get us back towards that really attractive D2C flow-through that you described. There's nothing fundamental to our-... economic model that doesn't make that level of flow through possible. But part of the reason you didn't see us achieve it yet in this quarter was that investment in the things to accomplish step two and really drive that sustainable positive comp growth.
Beth Clymer: When you put those aside, we did still compress margin SG&A as a percent of revenue by 150 basis points. But that is... All the margin initiatives you heard from Neil in our opening remarks are all about improving that, driving store cost efficiency, marketing efficiency, sustaining the corporate cost leverage, getting gross margin. Those are the things that will get us back towards that really attractive D2C flow-through that you described. There's nothing fundamental to our-... economic model that doesn't make that level of flow through possible. But part of the reason you didn't see us achieve it yet in this quarter was that investment in the things to accomplish step two and really drive that sustainable positive comp growth.
Speaker #3: Are all about improving that, driving store cost efficiency, marketing efficiency, sustaining the corporate cost leverage, getting gross margin. Those are the things that will get us back towards that really attractive D to C flow through that you described.
Speaker #3: There's nothing fundamental to our economic model that doesn't make that level of growth flow through possible. But part of the reason you didn't see us achieve it yet in this quarter was accomplish step two and really drive that that investment in the things to sustainable positive comp growth.
Speaker #4: Okay, appreciate that. And then just as a here, I think part of the issue for the December quarter is it's hard to model out some of the discrete issues without more clarity.
Jonathan Komp: Okay, appreciate that. And then just as a follow-up around the practice for guidance here, I think part of the issue for the December quarter is, you know, it's hard to model out some of the discrete issues without more clarity. So just any thoughts still on not providing any forward visibility and specifically on the break, the level of margin expansion for fiscal 2027. It would be very helpful to get some context around that comment in terms of, you know, quantifying the opportunity. Thank you.
Jonathan Komp: Okay, appreciate that. And then just as a follow-up around the practice for guidance here, I think part of the issue for the December quarter is, you know, it's hard to model out some of the discrete issues without more clarity. So just any thoughts still on not providing any forward visibility and specifically on the break, the level of margin expansion for fiscal 2027. It would be very helpful to get some context around that comment in terms of, you know, quantifying the opportunity. Thank you.
Speaker #4: So, just any thoughts still on not providing any forward visibility, and specifically on the level of margin expansion for fiscal 2027? It would be very helpful to get some context around that comment, in terms of quantifying the opportunity.
Speaker #4: Thank you.
Speaker #5: Sure. Yeah, I mean, John, I think obviously we're just about through the end of this fiscal year. We give a bit of direction on what we're looking at for performance to date in Q4.
Neil Bowden: Sure. Yeah, I mean, John, I think obviously we're just about through the end of this fiscal year. We'll give a bit of direction on what we're looking at for performance to date in Q4. As we usually do, when we get to the end of the fiscal, we'll talk about what our plans are for fiscal 2027, and, you know, at that time, look to give some more color and just have to stay patient for at least one more quarter.
Neil Bowden: Sure. Yeah, I mean, John, I think obviously we're just about through the end of this fiscal year. We'll give a bit of direction on what we're looking at for performance to date in Q4. As we usually do, when we get to the end of the fiscal, we'll talk about what our plans are for fiscal 2027, and, you know, at that time, look to give some more color and just have to stay patient for at least one more quarter.
Speaker #5: As we usually do, when we get to the end of the fiscal, we'll talk about what our plans are for fiscal 27. And at that time, we'll look to give some more color and just have to stay patient for at least one more
Speaker #5: quarter. You're
Operator: Your next question comes from the line of Brooke Roach with Goldman Sachs. Please go ahead.
Operator: Your next question comes from the line of Brooke Roach with Goldman Sachs. Please go ahead.
Speaker #1: next. Question comes from the line of Brooke Roach with Goldman Sachs. Please go ahead.
Speaker #6: Good morning and thank you for taking our contextualize the relative contribution three focus areas for operating margin into fiscal 27? What you expect to see from each of the gives you confidence that you can maintain the strong top-line comp and conversion momentum that you've achieved this year as you start to adjust the labor model and reduce marketing spend?
Brooke Roach: Good morning, and thank you for taking our question. Can you help contextualize the relative contribution you expect to see from each of the three focus areas for operating margin into fiscal 2027? What gives you confidence that you can maintain the strong top line comp and conversion momentum that you've achieved this year as you start to adjust the labor model and reduce op marketing spend? Thank you.
Brooke Roach: Good morning, and thank you for taking our question. Can you help contextualize the relative contribution you expect to see from each of the three focus areas for operating margin into fiscal 2027? What gives you confidence that you can maintain the strong top line comp and conversion momentum that you've achieved this year as you start to adjust the labor model and reduce op marketing spend? Thank you.
Speaker #6: Thank you.
Speaker #3: Thanks for the question, Brooke. The investments we made this year, and last year, are investments that we believed when we made them, and we still believe now that we are seeing their impact, are investments that will fuel growth in the short, medium, and long term.
Beth Clymer: Thanks for the question, Brooke. The investments we made this year and last year are investments that we believed when we made them, and we still believe now that we are seeing their impact, are investments that will fuel growth in the short, medium, and long term. So for example, this year, our marketing investments were very focused in the top of funnel, changing how we show up to the consumers, changing where we show up to the consumers, the message, that those aren't investments that pay back in the month or even in the quarter of the year. Those are investments that are changing the hearts and minds of consumers that pay back over time. And so that gives us comp... And some of those are, you know, one-time investments that are just repositioning how product photography shows up, things like that.
Beth Clymer: Thanks for the question, Brooke. The investments we made this year and last year are investments that we believed when we made them, and we still believe now that we are seeing their impact, are investments that will fuel growth in the short, medium, and long term. So for example, this year, our marketing investments were very focused in the top of funnel, changing how we show up to the consumers, changing where we show up to the consumers, the message, that those aren't investments that pay back in the month or even in the quarter of the year. Those are investments that are changing the hearts and minds of consumers that pay back over time. And so that gives us comp... And some of those are, you know, one-time investments that are just repositioning how product photography shows up, things like that.
Speaker #3: So for example, this year, our marketing investments were very focused in the top of funnel. Changing how we show up to the consumers, changing where we show up to the consumers, the message back in the month or even in the quarter of the year.
Speaker #3: Those are investments that are changing the hearts and minds of consumers and pay back over time. And so that gives us—and some of those are one-time investments that are just repositioning how product photography shows up, things like that.
Speaker #3: So we can pull back those investments without actually changing the frequency at which our media shows up in front of consumers, etc. And so there are, because the nature of these investments were medium and long-term payback, that means that we can begin to get some leverage on them without impacting growth.
Beth Clymer: So we can pull back those investments without actually changing the frequency at which our media shows up in front of consumers, et cetera. And so there are, because the nature of these investments were medium and long term payback, that means that we can begin to get some leverage on them without impacting growth, and in fact, the impact of those investments will build. Same thing is true in store labor. A lot of our store labor investment this year, yes, was, you know, more staffing in critical time periods and peak, but it was also more labor in the stores in June, July, August, September, so that the store, brand ambassadors were trained up for... Like, that training, bear fruit next year and the year after.
Beth Clymer: So we can pull back those investments without actually changing the frequency at which our media shows up in front of consumers, et cetera. And so there are, because the nature of these investments were medium and long term payback, that means that we can begin to get some leverage on them without impacting growth, and in fact, the impact of those investments will build. Same thing is true in store labor. A lot of our store labor investment this year, yes, was, you know, more staffing in critical time periods and peak, but it was also more labor in the stores in June, July, August, September, so that the store, brand ambassadors were trained up for... Like, that training, bear fruit next year and the year after.
Speaker #3: And in fact, the impact of those investments will build. Same thing is true in store labor. A lot of our store labor investment this year, yes, was more staffing and critical time periods and peak, but it was also more labor in the stores in June, July, August, September, so that the store brand ambassadors were trained up for peak.
Speaker #3: That training bears fruit next year and the year after. And so these are investments that were incremental to the P&L this year, but are informal force and in fact sources of leverage as the effectiveness of them builds.
Beth Clymer: And so these are investments that were incremental to the P&L this year, but are just normal course and in fact, sources of leverage as the effectiveness of them build. And so that's how we get comfortable that, you know, it's, it's not like all of our incremental investments this year was a whole bunch of, you know, paid media to drive in-month conversion, right? It was much more strategic, substantive, focus on brand relevance, which is what gives us confidence that we can moderate those and have them become a source of leverage, while simultaneously driving the top line growth. In terms of your relative contribution, there's massive opportunity in all of these, and so our focus is across all of them. I think it'd be premature to comment on which one might contribute more or less or, or faster or slower.
Beth Clymer: And so these are investments that were incremental to the P&L this year, but are just normal course and in fact, sources of leverage as the effectiveness of them build. And so that's how we get comfortable that, you know, it's, it's not like all of our incremental investments this year was a whole bunch of, you know, paid media to drive in-month conversion, right? It was much more strategic, substantive, focus on brand relevance, which is what gives us confidence that we can moderate those and have them become a source of leverage, while simultaneously driving the top line growth. In terms of your relative contribution, there's massive opportunity in all of these, and so our focus is across all of them. I think it'd be premature to comment on which one might contribute more or less or, or faster or slower.
Speaker #3: we get comfortable And so that's how that it's not like all of our incremental investments this year was a whole bunch of paid media to drive in-month conversion.
Speaker #3: It was much more strategic substantive focus on brand relevance, which is what gives us confidence that we can moderate leverage while those and have them become a source of simultaneously driving the top-line growth.
Speaker #3: In terms of relative contribution, there's offered massive opportunity in all of these. And so our focus is across all of them, I think it'd be premature to comment on which one might contribute more or less or faster or slower.
Speaker #3: But we have believed we have real opportunity in each of these areas and, more importantly, we believe we have the plans to execute and drive margin improvement in all three of those focus areas.
Beth Clymer: But we believe we have real opportunity in each of these areas. And more importantly, we believe we have the plans to execute and drive margin improvement in all three of those focus areas.
Beth Clymer: But we believe we have real opportunity in each of these areas. And more importantly, we believe we have the plans to execute and drive margin improvement in all three of those focus areas.
Speaker #1: Great. Thanks so much. That concludes our question and answer session. I will now hand it back over to the management for closing
Brooke Roach: Great. Thanks so much.
Brooke Roach: Great. Thanks so much.
Operator: That concludes our question and answer session. I will now hand it back over to the management for closing comments.
Operator: That concludes our question and answer session. I will now hand it back over to the management for closing comments.
Dani Reiss: Thanks, everyone, for joining us today, and please reach out to investor relations if you do have further questions. We'll close the call with that. Thank you.
Speaker #7: So thanks everyone for joining us today. And please
Ana Raman: Thanks, everyone, for joining us today, and please reach out to investor relations if you do have further questions. We'll close the call with that. Thank you.
Speaker #7: reach out to Investor Relations if you do have further questions. We'll close the call with that. Thank comments.
Speaker #7: you. Ladies and gentlemen, this does conclude
Operator: Ladies and gentlemen, this does conclude today's conference call. Thank you for your participation, and you may now disconnect.
Operator: Ladies and gentlemen, this does conclude today's conference call. Thank you for your participation, and you may now disconnect.
