Q1 2027 Cintas Corp Earnings Call

September 23, 2026

Speaker #1: Good day, everyone, and welcome to the CINTAS CORP announces. Fiscal 2027, first quarter results conference call. Today's call is being recorded. At this time, I would like to turn the call over to Mr. Jared Manningley, Vice President, Treasurer and Investor Relations, please go ahead, sir.

Operator: Good day, everyone, and welcome to the Cintas Corporation announces Fiscal 2027 first quarter results conference call. Today's call is being recorded. At this time, I would like to turn the call over to Mr. Jared Mattingley, Vice President, Treasurer, and Investor Relations. Please go ahead, sir.

Speaker #2: Thank you, Ross, and thank you for joining us. With me are Todd Schneider, Chief Executive Officer; Jim Rozakis, President and Chief Operating Officer; and Scott Garulla, Executive Vice President and Chief Financial Officer.

Jared Mattingley: Thank you, Ross, and thank you for joining us. With me are Todd Schneider, Chief Executive Officer, Jim Rozakis, President and Chief Operating Officer, and Scott Garula, Executive Vice President and Chief Financial Officer. We will discuss our fiscal 2027 first quarter results. After our commentary, we will open the call to questions from analysts. The Private Securities Litigation Reform Act of 1995 provides a safe harbor from civil litigation for forward-looking statements. This conference call contains forward-looking statements that reflect the company's current views as to future events and financial performance. These forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ materially from those we may discuss. I refer you to the discussion on these points contained in our most recent filing with the Securities and Exchange Commission. I will now turn the call over to Todd.

Speaker #2: We will discuss our fiscal 2027 first quarter results. After our commentary, we will open the call to questions from analysts. The private securities litigation reform act of 1995 provides a safe harbor from civil litigation for forward-looking statements.

Speaker #2: This conference call contains forward-looking statements that reflect the company's current views as to future events and financial performance. These forward-looking statements are subject to risks and uncertainties which could cause actual results to differ materially from those we may discuss.

Speaker #2: I refer you to the discussion on these points contained in our most recent filings with the Securities and Exchange Commission. I'll now turn the call over to Todd.

Speaker #3: Thank you, Jared. We are pleased with our start to fiscal 2027. Our first quarter results reflect the strength of our business model, the execution of our employee partners, and the value proposition we provide by helping customers meet their image, safety, cleanliness, and compliance needs.

Todd Schneider: Thank you, Jared. We are pleased with our start to fiscal 2027. Our first quarter results reflect the strength of our business model, the execution of our employee partners, and the value proposition we provide by helping customers meet their image, safety, cleanliness, and compliance needs. First quarter total revenue grew 10.9% to $3.01 billion. This marks the first time we have reached $3 billion of revenue in a quarter. The organic growth rate to adjust for the impacts of acquisitions, foreign currency exchange rate fluctuations, and workday differences was 8.9%. We remain encouraged by the consistency of demand we are seeing as businesses continue to see the value of outsourcing to a service provider like Cintas. Our first quarter performance demonstrates that Cintas is well-positioned to help businesses of all sizes improve productivity, reduce complexity, and operate more efficiently.

Speaker #3: First quarter total revenue grew 10.9% to $3.01 billion. This marks the first time we have reached $3 billion of revenue in a quarter. The organic growth rate, which adjusts for the impacts of acquisitions, foreign currency exchange rate fluctuations, and workday differences, was 8.9%.

Speaker #3: We remain encouraged by the consistency of demand we are seeing, as businesses continue to see the value of outsourcing to a service provider like Cintas.

Speaker #3: Our first quarter performance demonstrates that CINTAS is well-positioned to help businesses of all sizes improve productivity, reduce complexity, and operate more efficiently. Whether through our uniform rental and facilities services business, first aid and safety solutions, fire protection services, or our uniform direct sale business, our value proposition continues to resonate.

Todd Schneider: Whether through our Uniform Rental and Facility Services business, First Aid and Safety Services solutions, Fire Protection Services, or our Uniform Direct Sale business, our value proposition continues to resonate. Diluted EPS for the quarter was $1.36, an increase of 13.3% from the prior year. Adjusting for the UniFirst transaction-related expenses, adjusted diluted EPS was $1.39, an increase of 15.8% from the prior year. Drawing on the strength of our performance, we continued to allocate capital in a balanced manner in the first quarter. Our capital expenditures were within our targeted range at 3.6% of sales. We were active in M&A and increased our dividend 15.6% for the shareholders of record as of 14 August 2026. We are pleased to have increased our dividend every year since going public 43 years ago. In addition, we were optimistic with our share buybacks, purchasing $545 million through today's date.

Speaker #3: Diluted EPS for the quarter was $1.36, an increase of 13.3% from the prior year. Adjusting for the universe transaction-related expenses, adjusted diluted EPS was $1.39, an increase of 15.8% from the prior year.

Speaker #3: Drawing on the strength of our performance, we continue to allocate capital in a balanced manner in the first quarter. Our capital expenditures were within our targeted range, at 3.6% of sales.

Speaker #3: We were active in M&A and increased our dividend 15.6% for shareholders of record as of August 14, 2026. We are pleased to have increased our dividend every year since going public 43 years ago.

Speaker #3: In addition, we were opportunistic with our share buybacks, purchasing 545 million dollars through today's date. Our culture remains our greatest competitive advantage. The combination of our strong culture, operational excellence, effective supply chain management, technology investments, and focus on customer experience continues to differentiate CINTAS in a highly competitive market.

Todd Schneider: Our culture remains our greatest competitive advantage. The combination of our strong culture, operational excellence, effective supply chain management, technology investments, and focus on customer experience continues to differentiate Cintas in a highly competitive market. Reflecting our strong Q1 performance and confidence in the remainder of the year, we are updating our fiscal 2027 guidance. We are raising fiscal 2027 revenue guidance from a range of $12.10 billion to $12.25 billion, to a range of $12.15 billion to $12.27 billion, a total growth rate of 7.9% to 8.9%. We are also raising our fiscal 2027 adjusted diluted EPS from a range of $5.36 to $5.50, to a range of $5.45 to $5.54, a growth rate of 10.3% to 12.1%. Before I turn the call over to Jim, I would like to provide a brief update on our acquisition of UniFirst.

Speaker #3: Reflecting our strong first quarter performance and confidence in the remainder of the year, we are updating our fiscal 2027 guidance. We are raising fiscal 2027 revenue guidance from a range of $12.10 billion to $12.25 billion to a range of $12.15 billion to $12.27 billion.

Speaker #3: A total growth rate of 7.9% to 8.9%. We are also raising our fiscal 2027 adjusted diluted EPS from a range of $5.36 to $5.50, to a range of $5.45 to $5.54—a growth rate of 10.3% to 12.1%.

Speaker #3: Before I turn the call over to Jim, I'd like to provide a brief update on our acquisition of UniFirst. First, we remain confident with the substantial long-term value creation for our combined customers, partners, and shareholders.

Todd Schneider: First, we remain confident of the substantial long-term value creation for our combined customers, partners, and shareholders. We mentioned on our last call that the merger was subject to regulatory clearances in both the US and Canada. That process is ongoing as we continue to work toward obtaining regulatory clearance and completing other closing conditions. We remain optimistic that the deal will close by the end of calendar 2026. In order to avoid creating speculation, we will not be providing any additional commentary on this process. We will update the market going forward as appropriate. With that, I will turn it over to Jim to discuss our operating performance in greater detail.

Speaker #3: We mentioned on our last call that the merger was subject to regulatory clearances in both the U.S. and Canada. That process is ongoing as we continue to work toward obtaining regulatory clearance and completing other closing conditions.

Speaker #3: We remain optimistic that the deal will close by the end of calendar 2026. In order to avoid creating speculation, we will not be providing any additional commentary on this process.

Speaker #3: We will update the market going forward as appropriate. With that, I'll turn it over to Jim to discuss our operating performance in greater detail.

Speaker #2: Thank you, Todd. I will employee partners continue to execute at a high level and demonstrate how well our value proposition resonates with customers of all sizes.

James N. Rozakis: Thank you, Todd. Our employee partners continue to execute at a high level and demonstrate how well our value proposition resonates with customers of all sizes. Our strong top line growth is due to a number of factors, largely concentrated around our ability to deliver more value for customers. We are succeeding in tapping into the massive total addressable market as we convert no-programmers to a managed solution. In addition, we continue to expand our relationships with existing customers by adding new products and services, and we are maintaining strong customer retention while pricing remains consistent with prior years. Let me provide an example in our rental business of converting a no-programmer to a managed rental solution. An owner of a small fitness studio in Florida recently shared on social media why she chose to partner with Cintas.

Jim Rozakis: Thank you, Todd. Our employee partners continue to execute at a high level and demonstrate how well our value proposition resonates with customers of all sizes. Our strong top line growth is due to a number of factors, largely concentrated around our ability to deliver more value for customers. We are succeeding in tapping into the massive total addressable market as we convert no-programmers to a managed solution. In addition, we continue to expand our relationships with existing customers by adding new products and services, and we are maintaining strong customer retention while pricing remains consistent with prior years. Let me provide an example in our rental business of converting a no-programmer to a managed rental solution. An owner of a small fitness studio in Florida recently shared on social media why she chose to partner with Cintas.

Speaker #2: Our strong top-line growth is due to a number of factors, largely concentrated around our ability to deliver more value for customers. We are succeeding in tapping into the massive total addressable market as we convert no programmers to a managed solution.

Speaker #2: In addition, we continue to expand our relationships with existing customers by adding new products and services. And we are maintaining strong customer retention while pricing remains consistent with prior years.

Speaker #2: Let me provide an example. In our rental business, of converting a no programmer to a managed rental solution, an owner of a small fitness studio in Florida recently shared on social media why she chose to partner with CINTAS.

Speaker #2: Her story highlights why our value proposition resonates so strongly with small businesses. As our company expanded, she found herself spending more and more time managing restroom supplies, floor mats, air fresheners, and other facility needs that were essential to maintaining the experience our members expected.

James N. Rozakis: Her story highlights why our value proposition resonates so strongly with small businesses. As her company expanded, she found herself spending more and more time managing restroom supplies, floor mats, air fresheners, and other facility needs that were central to maintaining the experience her members expected. She recognized those responsibilities were taking time away from serving her customers, supporting her employees, and growing her business. By outsourcing to Cintas, she gained the convenience of a trusted partner. The breadth of our product line addressed her facility needs while enhancing the image, cleanliness, and consistency of her studios. Most importantly, it gave her valuable time back to focus on the core aspects of her operation and what matters most. That is why our value proposition continues to resonate with small businesses, and why they represent such an important part of our addressable market.

Jim Rozakis: Her story highlights why our value proposition resonates so strongly with small businesses. As her company expanded, she found herself spending more and more time managing restroom supplies, floor mats, air fresheners, and other facility needs that were central to maintaining the experience her members expected. She recognized those responsibilities were taking time away from serving her customers, supporting her employees, and growing her business. By outsourcing to Cintas, she gained the convenience of a trusted partner. The breadth of our product line addressed her facility needs while enhancing the image, cleanliness, and consistency of her studios. Most importantly, it gave her valuable time back to focus on the core aspects of her operation and what matters most. That is why our value proposition continues to resonate with small businesses, and why they represent such an important part of our addressable market.

Speaker #2: She recognized those responsibilities were taking time away from serving her customers, supporting her employees, and growing her business. By outsourcing to CINTAS, she gained the convenience of a trusted partner.

Speaker #2: The breadth of our product line addressed our facility needs while enhancing the image, cleanliness, and consistency of her studios. focus on the core aspects of our operation and what matters most.

Speaker #2: That's why our value proposition continues to resonate with small businesses. And why they represent such an important part of our addressable market. Business owners like her are already managing these responsibilities on their own.

James N. Rozakis: Business owners like her are already managing these responsibilities on their own and recognize that partnering with Cintas helps them operate more efficiently, elevate the customer experience, and focus on growing their business. That value proposition continues to drive strong customer demand across our businesses, and was reflected in our performance this quarter. As Todd Schneider mentioned, we had strong organic revenue growth for the company. Organic growth by business was 8% for Uniform Rental and Facility Services, 14.2% for First Aid and Safety Services, 9.2% for Fire Protection Services, and 9.6% for Uniform Direct Sale. Gross margin as a percentage of revenue was 51.5%, an all-time high. Gross margin percentage by business was 50.8% for Uniform Rental and Facility Services, 57.6% for First Aid and Safety Services, 52.8% for Fire Protection Services, and 38.9% for Uniform Direct Sale.

Jim Rozakis: Business owners like her are already managing these responsibilities on their own and recognize that partnering with Cintas helps them operate more efficiently, elevate the customer experience, and focus on growing their business. That value proposition continues to drive strong customer demand across our businesses, and was reflected in our performance this quarter. As Todd Schneider mentioned, we had strong organic revenue growth for the company. Organic growth by business was 8% for Uniform Rental and Facility Services, 14.2% for First Aid and Safety Services, 9.2% for Fire Protection Services, and 9.6% for Uniform Direct Sale. Gross margin as a percentage of revenue was 51.5%, an all-time high. Gross margin percentage by business was 50.8% for Uniform Rental and Facility Services, 57.6% for First Aid and Safety Services, 52.8% for Fire Protection Services, and 38.9% for Uniform Direct Sale.

Speaker #2: And recognize that partnering with CINTAS helps them operate more efficiently, elevate the customer experience, and focus on growing their business. That value proposition continues to drive strong customer demand across our businesses.

Speaker #2: And was reflected in our performance this quarter. As Todd mentioned, we had strong organic revenue growth for the company. Organic growth by business was 8% for uniform rental and facility and safety services, 9.2% for fire protection services, and 9.6% for uniform direct sale.

Speaker #2: Gross margin, as a percentage of revenue, is 51.5%, an all-time high. Gross margin percentage by business was 50.8% for Uniform Rental Facility Services, 57.6% for First Aid and Safety Services, 52.8% for Fire Protection Services, and 38.9% for Uniform Direct Sale.

Speaker #2: Gross margin for the uniform rental and facility services last year to achieve an all-time high gross margin of 50.8%. This business continues to benefit from strong revenue growth, which creates leverage.

James N. Rozakis: Gross margin for the Uniform Rental and Facility Services segment increased 110 basis points from last year to achieve an all-time high gross margin of 50.8%. This business continues to benefit from strong revenue growth, which creates leverage. In addition, we continue to see margin expansion as a result of the investments we are making in technology. These technology investments also serve to make it easier for our employee partners to do their job while creating a better customer experience. Our First Aid and Safety Services segment gross margin increased 80 basis points from last year. We continue to grow at attractive rates, which is also creating leverage. Businesses throughout the United States and Canada continue to place an emphasis on workplace safety, training, compliance, and health and wellness solutions. Our Fire Protection Services segment had really strong margins for the quarter.

Jim Rozakis: Gross margin for the Uniform Rental and Facility Services segment increased 110 basis points from last year to achieve an all-time high gross margin of 50.8%. This business continues to benefit from strong revenue growth, which creates leverage. In addition, we continue to see margin expansion as a result of the investments we are making in technology. These technology investments also serve to make it easier for our employee partners to do their job while creating a better customer experience. Our First Aid and Safety Services segment gross margin increased 80 basis points from last year. We continue to grow at attractive rates, which is also creating leverage. Businesses throughout the United States and Canada continue to place an emphasis on workplace safety, training, compliance, and health and wellness solutions. Our Fire Protection Services segment had really strong margins for the quarter.

Speaker #2: In addition, we continue to see margin expansion as a result of the investments we are making in technology. These technology investments also serve to make it easier for our employee partners to do their jobs while creating a better customer experience.

Speaker #2: Our First Aid and Safety Services segment gross margin increased 80 basis points from last year. We continue to go after attractive rates, which is also creating leverage.

Speaker #2: Businesses throughout the United States and Canada continue to place an emphasis on workplace safety, training, compliance, and health and wellness solutions. Our fire protection services segment had really strong margins for the quarter.

Speaker #2: Keep in mind that margins can fluctuate from quarter to quarter based on the timing of certain investments and sales mix. Some of those investments include increasing growth capacity by hiring technicians needed to perform specialized tasks, as well as building out a national footprint.

James N. Rozakis: Keep in mind that margins can fluctuate from quarter to quarter based on the timing of certain investments and sales mix. Some of those investments include increasing growth capacity by hiring technicians needed to perform specialized tasks, as well as building out a national footprint. Selling and administrative expenses as a percent of revenue was 27.4%, which was a 10 basis point improvement from last year. With that, I'll turn it over to Scott Garula.

Jim Rozakis: Keep in mind that margins can fluctuate from quarter to quarter based on the timing of certain investments and sales mix. Some of those investments include increasing growth capacity by hiring technicians needed to perform specialized tasks, as well as building out a national footprint. Selling and administrative expenses as a percent of revenue was 27.4%, which was a 10 basis point improvement from last year. With that, I'll turn it over to Scott Garula.

Speaker #2: Selling and administrative expenses as a percent of revenue were 27.4%, which was a 10-basis-point improvement from last year. With that, I'll turn it over to Scott.

Speaker #4: Thanks, Jim. And good morning, everyone. First quarter operating income was $711.9 million, compared to $617.9 million last year. An increase of 15.2%. Excluding the UniFirst transaction-related expenses, operating income increased 17.6% over the prior year.

Todd Schneider: Thanks, Jim Rozakis, and good morning, everyone. Q1 operating income was $711.9 million compared to $617.9 million last year, an increase of 15.2%. Excluding the UniFirst transaction related expenses, operating income increased 17.6% over the prior year.

Scott Garula: Thanks, Jim Rozakis, and good morning, everyone. Q1 operating income was $711.9 million compared to $617.9 million last year, an increase of 15.2%. Excluding the UniFirst transaction related expenses, operating income increased 17.6% over the prior year. Operating income as a percentage of revenue was at an all-time high at 23.6% in Q1 of fiscal 2027, compared to 22.7% in last year's Q1. Keep in mind that there was an extra workday in Q1. The impact of the extra workday on operating margin was a benefit of 50 basis points, which was offset by 50 basis points of UniFirst transaction-related expenses.

Speaker #4: Operating income is a percentage of revenue, was an all-time high at 23.6% in the first quarter of fiscal 2027, compared to 22.7% in last year's first quarter.

Scott Garula: Operating income as a percentage of revenue was at an all-time high at 23.6% in Q1 of fiscal 2027, compared to 22.7% in last year's Q1. Keep in mind that there was an extra workday in Q1. The impact of the extra workday on operating margin was a benefit of 50 basis points, which was offset by 50 basis points of UniFirst transaction-related expenses. Comparing to the prior year operating margin of 22.7%, the adjusted operating margin for Q1 was 23.6%, a 90 basis point improvement. Our effective tax rate for Q1 was 20.0%, compared to 17.6% last year. The tax rates in both quarters were impacted by certain discrete items, primarily the tax accounting impact for stock-based compensation. Net income for Q1 was $551.7 million compared to $491.1 million last year.

Speaker #4: Keep in mind that there was an extra workday in the first quarter. The impact of the extra workday on operating margin was a benefit of 50 basis points, which was offset by 50 basis points of UniFirst transaction-related expenses.

Speaker #4: Comparing to the prior year operating margin of 22.7%, the adjusted operating margin for the first quarter was 23.6%, a 90 basis point improvement. Our effective tax rate for the first quarter was 20.0%, compared to 17.6% last year.

Scott Garula: Comparing to the prior year operating margin of 22.7%, the adjusted operating margin for Q1 was 23.6%, a 90 basis point improvement. Our effective tax rate for Q1 was 20.0%, compared to 17.6% last year. The tax rates in both quarters were impacted by certain discrete items, primarily the tax accounting impact for stock-based compensation. Net income for Q1 was $551.7 million compared to $491.1 million last year.

Speaker #4: The tax rates in both quarters were impacted by certain discrete items, primarily the tax accounting impact for stock-based compensation. Net income for the first quarter was $551.7 million, compared to $491.1 million last year.

Speaker #4: This year's first quarter diluted earnings per share was $1.36, compared to $1.20 last year, an increase of 13.3%. Excluding the UniFirst transaction-related expenses, adjusted diluted earnings per share was $1.39, compared to $1.20 last year, an increase of 15.8%.

Scott Garula: This year's Q1 diluted earnings per share was $1.36 compared to $1.20 last year, an increase of 13.3%. Excluding the UniFirst transaction-related expenses, adjusted diluted earnings per share was $1.39 compared to $1.20 last year, an increase of 15.8%. Cash flow generation was strong during the quarter and continues to support a balanced approach to capital allocation. We invested $107.5 million in capital expenditures during the quarter, primarily focused on technology, automation, capacity expansion, and infrastructure investments that support future growth. We also continue to evaluate strategic acquisition opportunities across our route-based businesses. Returning capital to shareholders remains an important priority. During the quarter, we increased our regular quarterly dividend by 15.6% and up through today, made $545 million in share repurchases. Earlier, Todd provided our updated fiscal 2027 outlook. That outlook assumes the following. Fiscal 2027 has one more workday than fiscal 2026.

Speaker #4: Cash flow generation was strong during the quarter and continues to support a balanced approach to capital allocation. We invested $107.5 million in capital expenditures during the quarter, primarily focused on technology, automation, capacity expansion, and infrastructure investments that support future growth.

Speaker #4: We also continue to evaluate strategic acquisition opportunities across our route-based businesses. Returning capital to shareholders remains an important priority. During the quarter, we increased our regular quarterly dividend by 15.6%, and up through today, have made $545 million in share repurchases.

Speaker #4: Earlier, Todd provided our updated fiscal 2027 outlook. That outlook assumes the following. Fiscal 2027 has one more workday than fiscal 2026. Keep in mind the first quarter had one extra workday compared to the prior year first quarter, the second quarter will have the same number of workdays year over year, the third quarter will have one less workday, and the fourth quarter will have one more workday than fiscal 2026.

Scott Garula: Keep in mind Q1 had one extra workday compared to the prior year Q1. The second quarter will have the same number of workdays year over year. The third quarter will have one less workday, and the fourth quarter will have one more workday than fiscal 2026. Our guidance does not assume any future acquisitions. Our guidance assumes a constant foreign currency exchange rate. The fiscal 2027 net interest expense is expected to be approximately $103 million. A fiscal 2027 effective tax rate of 20.4% compared to 20.2% in fiscal 2026. The guide does not include the impact of any future share buybacks or significant economic disruptions or downturns, and the guide excludes non-recurring transaction costs related to the UniFirst acquisition. With that, I'll turn it back to Todd for some closing remarks.

Speaker #4: Our guidance does not assume any future acquisitions. Our guidance assumes a constant foreign currency exchange rate. The fiscal 2027 net interest expense is expected to be approximately $103 million.

Speaker #4: A fiscal 2027 effective tax rate of 20.4%, compared to 20.2% in fiscal 2026. The guide does not include the impact of any future share buybacks or significant economic disruptions or downturns.

Speaker #4: And the guide excludes non-recurring transaction costs related to the UniFirst acquisition. With that, I'll turn it back to Todd for some closing remarks.

Speaker #2: Thank you, Scott. Looking ahead, we remain confident in our strategy and the long-term opportunities available to CINTAS. We continue to see significant opportunity in a massive addressable market.

Todd Schneider: Thank you, Scott. Looking ahead, we remain confident in our strategy and the long-term opportunities available to Cintas. We continue to see significant opportunity in a massive addressable market. The market remains highly competitive, and we believe our value proposition positions us well to help our customers meet their needs of image, safety, cleanliness, and compliance. The future of Cintas remains bright, and our employee partners continue to demonstrate why our culture is our greatest competitive advantage. As always, I want to thank our employee partners for their dedication to our customers and Cintas. I'll now turn it back over to Jared.

Speaker #2: The market remains highly competitive and we believe our value proposition, positions us well to help our customers meet their needs of image, safety, cleanliness, and compliance.

Speaker #2: The future of CINTAS remains bright and our employee partners continue to demonstrate why our culture is our greatest competitive advantage. As always, I want to thank our employee partners for their dedication to our customers and CINTAS.

Speaker #2: I'll now turn it back over to Jared.

Speaker #4: Thank you, Todd. That concludes our prepared remarks. Now we are happy to answer questions from the analysts. Please ask just one question in a single follow-up if needed.

Scott Garula: Thank you, Todd. That concludes our prepared remarks. Now, we are happy to answer questions from the analysts. Please ask just one question and a single follow-up if needed. Thank you.

Jared Mattingley: Thank you, Todd. That concludes our prepared remarks. Now, we are happy to answer questions from the analysts. Please ask just one question and a single follow-up if needed. Thank you.

Speaker #4: Thank you.

Speaker #5: If you would like to ask a question, please press star one on your telephone keypad now. Please be prepared to ask your question when prompted.

Operator: If you would like to ask a question, please press star one on your telephone keypad now. Please be prepared to ask your question when prompted. You will also be allowed to ask one follow-up question. Once again, if you would like to ask a question, please press star one on your phone now. Our first question comes from Tim Mulrooney from William Blair. Please go ahead, Tim.

Speaker #5: You will also be allowed to ask one follow-up question. Once again, if you would like to ask a question, please press star one on your phone now.

Speaker #5: And our first question comes from Tim Mulroney from William Blair. Please go ahead, Tim.

Speaker #6: Hi, this is Renee Gagliardo on for Tim Mulroney. It looks like you raised your revenue guidance a little bit here for the full year.

Renee Gagliardo: Hi, this is Renee Gagliardo on for Tim Mulrooney. It looks like you raised your revenue guidance a little bit here for the full year. Would you mind walking us through what the primary drivers are behind that?

Speaker #6: Would you mind walking us through what the primary drivers are behind that?

Speaker #2: Renee, this is Todd. I'll start. We have many ways to grow, and the most important driver for us is new business. Converting over non-programmers has been a part of our history and part of our future.

Todd Schneider: Renee, this is Todd. I will start. We have many ways to grow. The most important driver for us is new business. Converting over no-programmers has been a part of our history and part of our future. This is a key component for us, and over two-thirds of our new business comes from no-programmers. That has been significant for us. We certainly have other ways to grow. When we think about our current customer growth, that has been important to us and has been steady, if nothing else, positive. Our opportunities there we see as continuing to grow our volume is our number one focus. The key inputs that we are seeing have been creating good momentum for us. I think you saw that in our opening guide. You also see that in our updated guidance as well.

Speaker #2: This is a key component for us. And over two-thirds of our new business comes from non-programmers. So that has been significant for us.

Speaker #2: We certainly have other ways to grow. And when we think about our current customer growth, that has been important to us and has been steady, if nothing else, positive.

Speaker #2: But our opportunities there we see as continuing to grow our volume is our number one focus. And the key inputs that we're seeing have been creating good momentum for us.

Speaker #2: I think you saw that in our opening guide. But you also see that in our updated guidance as well. So Jim, anything you'd like to contribute on that subject?

Todd Schneider: Jim, anything you would like to contribute on that subject?

Speaker #4: Yeah, not really, Todd. I think that you summarized it well. We're off to a nice start for the year, and we really like how we're positioned.

James N. Rozakis: Yeah. Not really, Todd. I think that you summarized it well. We are off to a nice start for the year. We really like how we are positioned. It speaks to, again, the size of the market, and that there is today, we have 1 million customers, and there is 16 to 20 million businesses. It also speaks to the value proposition that we have, and our ability to continue to convert no-programmers over to a managed solution, like the commentary, or like the example that I provided on prepared remarks. Our cross-sell efforts continue to go very well. I think it is important to note that the vast majority of our growth and the momentum we have is in volume growth, which is more new customers, better retention rates, increase in our cross-sell. So a little bit of improvement on all those, and that is really what is impacting the guide.

Jim Rozakis: Yeah. Not really, Todd. I think that you summarized it well. We are off to a nice start for the year. We really like how we are positioned. It speaks to, again, the size of the market, and that there is today, we have 1 million customers, and there is 16 to 20 million businesses. It also speaks to the value proposition that we have, and our ability to continue to convert no-programmers over to a managed solution, like the commentary, or like the example that I provided on prepared remarks. Our cross-sell efforts continue to go very well.

Speaker #4: It speaks to, again, the size of the market. Today, we have 1 million customers, and there are 16 to 20 million businesses.

Speaker #4: It also speaks to the value proposition that we have. And our ability to continue to convert no programmers over to a managed solution like the commentary or like the example that I provided on prepared remarks across sell efforts continue to go very well.

Speaker #4: And I think it's important to note that the vast majority of our growth and the momentum we have is in volume growth, which is more new customers, better retention rates, and increasing our cross-sell.

Jim Rozakis: I think it is important to note that the vast majority of our growth and the momentum we have is in volume growth, which is more new customers, better retention rates, increase in our cross-sell. So a little bit of improvement on all those, and that is really what is impacting the guide. We are really pleased with the start of the fiscal year.

Speaker #4: So a little bit of improvement on all those and that's really what's impacting the guide. So we are really pleased with the start of the fiscal year.

James N. Rozakis: We are really pleased with the start of the fiscal year.

Speaker #6: Thank you. And one follow-up on that specifically around the uniform rental space. It looks like organic growth stepped up quite a bit in the first quarter versus the fourth.

Renee Gagliardo: Thank you, and one follow-up on that, specifically around the Uniform Rental space. Looks like organic growth stepped up quite a bit in Q1 versus the Q4. Was there anything notable behind that improvement specifically, be it new account sales or retention? Or was that result more or less in line with your internal forecast for the quarter?

Speaker #6: Was there anything notable behind that improvement specifically, be it new account sales or retention, or was that result more or less in line with your internal forecast for the quarter?

Speaker #4: Yeah. Thank you, Renee. This is Jim. I'll start on that one. I think that if you unpack the rental division growth, we really have four key inputs that we speak about for organic growth rental.

James N. Rozakis: Yeah. Thank you, Renee. This is Jim. I will start on that one. I think that if you unpack the Uniform Rental and Facility Services division growth, we really have four key inputs that we speak about for organic growth or rental. Pricing being one of those, being probably the least important of the four, and pricing was consistent with prior years. So really no change there. The other three being new business, which once again, two-thirds of that new business comes from that no-programmers space. New business being the most substantial growth driver that we have. That performed well once again in the quarter. Retention continues to perform really well. Slight improvement in retention. And then a little bit of improvement there in cross-sell. So a little bit of improvement, I think, in all three of those volume-based buckets that we would note.

Jim Rozakis: Yeah. Thank you, Renee. This is Jim. I will start on that one. I think that if you unpack the Uniform Rental and Facility Services division growth, we really have four key inputs that we speak about for organic growth or rental. Pricing being one of those, being probably the least important of the four, and pricing was consistent with prior years. So really no change there. The other three being new business, which once again, two-thirds of that new business comes from that no-programmers space. New business being the most substantial growth driver that we have. That performed well once again in the quarter. Retention continues to perform really well. Slight improvement in retention. And then a little bit of improvement there in cross-sell. So a little bit of improvement, I think, in all three of those volume-based buckets that we would note.

Speaker #4: Pricing being one of those, being probably the least important of the four. And pricing was consistent with prior year. So really no change there.

Speaker #4: The other three, being new business, which once again, two-thirds of that new business comes from that no programmer space. New business being the most substantial growth driver that we have.

Speaker #4: That performed well once again in the quarter. Retention continues to perform really well, slight improvement in retention. And then a little bit of improvement there in cross-sell.

Speaker #4: So a little bit of improvement, I think, in all three of those volume-based buckets that we would note. Now, I would keep in mind that rental in particular had the most favorable comp in the first quarter.

James N. Rozakis: Now I would keep in mind that rental in particular had the most favorable comp in the first quarter. Last year, our rental growth rate in Q1 was 7.3%, so it gave us a little bit more favorable comp. I would also keep in mind that we are comfortable with that moving a little bit in our stated range of mid to high single digits. So for example, last fiscal year, we opened Q1 with an organic growth rate of 7.3%. That growth rate went to 7.8% in Q2. We turned back to 7.3% in Q3, and then up to 7.9% in Q4. It just shows that running a business isn't linear, and we expect a little bit of variability quarter to quarter. But we are certainly pleased with the start of the fiscal year, and we are appreciative of how well our employee partners are executing.

Jim Rozakis: Now I would keep in mind that rental in particular had the most favorable comp in the first quarter. Last year, our rental growth rate in Q1 was 7.3%, so it gave us a little bit more favorable comp. I would also keep in mind that we are comfortable with that moving a little bit in our stated range of mid to high single digits. So for example, last fiscal year, we opened Q1 with an organic growth rate of 7.3%. That growth rate went to 7.8% in Q2. We turned back to 7.3% in Q3, and then up to 7.9% in Q4. It just shows that running a business isn't linear, and we expect a little bit of variability quarter to quarter. But we are certainly pleased with the start of the fiscal year, and we are appreciative of how well our employee partners are executing.

Speaker #4: Last year, rental growth rate in Q1 was 7.3%. So it gave us a little bit more favorable comp. And I would also keep in mind that we are comfortable with that moving a little bit.

Speaker #4: In our stated range, of mid to high single digits. So for example, last fiscal year, we opened Q1 with an organic growth rate of 7.3.

Speaker #4: That growth rate went to 7.8% in Q2. We turned back to 7.3% in Q3 and then up to 7.9% in Q4. So it just shows that running a business isn't linear, and we expect a little bit of variability quarter to quarter.

Speaker #4: But we're certainly pleased with the start of the fiscal year, and we're appreciative of how well our employee partners are executing.

Speaker #6: Great. Thank you very much.

Renee Gagliardo: Great. Thank you very much.

Speaker #5: And our next question comes from Manav Patnik from Barclays. Please go ahead, Manav.

Operator: Our next question comes from Manav Patnaik from Barclays. Please go ahead, Manav.

Speaker #7: Thank you. Just on that last part, Jim, maybe if you could elaborate a little bit more on the customer conversations you're having today in the context of all the macro uncertainty, rates, even maybe your pending unifers deal.

Manav Patnaik: Thank you. Just on that last part, Jim, maybe if you could elaborate a little bit more on the customer conversations you are having today in the context of all the macro uncertainty rates, even maybe your pending UniFirst deal. Just to get some more color on other than, I guess, some quarterly fluctuations like you talked about, the underlying trends still seems much better than last year.

Speaker #7: Just to get some more color on other than I guess some quarterly fluctuations like you talked about, the underlying trend still seems much better than last year.

Speaker #2: Good morning, Manav. This is Todd. I'll start. From a macro standpoint, it is certainly a dynamic environment. But we're pleased with where the demand is coming from with our customer base.

Todd Schneider: Good morning, Manav. Todd, I will start. From a macro standpoint, it is certainly a dynamic environment. But we are pleased with where the demand is coming from with our customer base. As you know, we have a pretty darn broad customer base. So we have got some that are absolutely thriving, and others that are struggling. But in general, we are quite pleased. If you look at GDP and the jobs report, they have been positive. The jobs have been a little bit choppy. But as we have stated in the past, we do not need that. We would prefer an absolutely thriving economy, just like any American would. But we do not need it. And we have demonstrated in the past that we can grow in multiples of GDP and multiples of employment. We care passionately about how our customer base is performing, meaning how healthy their businesses are.

Speaker #2: As you know, we have a pretty darn broad customer base. So we've got some that are absolutely thriving and others that are struggling. But in general, we're quite pleased.

Speaker #2: If you look at GDP and the jobs report, they've been positive a little. The jobs have been a little bit choppy. But as we've stated in the past, we don't need that.

Speaker #2: We prefer an absolute thriving economy just like any American would. But we don't need it. And we've demonstrated in the past that we can grow multiple GDP and multiples of employment.

Speaker #2: Now, we care passionately about how our customer base is performing, meaning how healthy their businesses are. But even in choppy environments, we have the ability to help them and in certain cases, we're even more valuable then.

Todd Schneider: We care passionately about how our customer base is performing, meaning how healthy their businesses are. But even in choppy environments, we have the ability to help them. And in certain cases, we are even more valuable then. But as far as any specifics on our customer base, I will pass it over to Jim.

Todd Schneider: But even in choppy environments, we have the ability to help them. And in certain cases, we are even more valuable then. But as far as any specifics on our customer base, I will pass it over to Jim.

Speaker #2: But as far as any specifics on our customer base, I'll pass it over to Jim.

Speaker #4: Yeah. And Manav, appreciate the question. And I would say that as Todd started he ended there was that our customers right now and anytime it's a dynamic environment, they are looking for solutions.

James N. Rozakis: Yeah, Manav, I appreciate the question. And I would say that as Todd started, he ended there, was that our customers right now, and any time it is in a dynamic environment, they are looking for solutions. They are looking for consistency. They are looking for help in running their business. And outsourcing provides exactly that. It gives them an opportunity to focus back on their business and their core elements of their business. So our value proposition certainly resonates in all different types of economic cycles, but it may resonate even more in a dynamic environment. And we see that in our ability to convert new business and our ability to go ahead and cross-sell. And the majority of our customers today are solving for image, safety, cleanliness, and compliance in some way. And they see that outsourcing to Cintas is another way to solve for that.

Jim Rozakis: Yeah, Manav, I appreciate the question. And I would say that as Todd started, he ended there, was that our customers right now, and any time it is in a dynamic environment, they are looking for solutions. They are looking for consistency. They are looking for help in running their business. And outsourcing provides exactly that. It gives them an opportunity to focus back on their business and their core elements of their business. So our value proposition certainly resonates in all different types of economic cycles, but it may resonate even more in a dynamic environment. And we see that in our ability to convert new business and our ability to go ahead and cross-sell. And the majority of our customers today are solving for image, safety, cleanliness, and compliance in some way. And they see that outsourcing to Cintas is another way to solve for that.

Speaker #4: They're looking for consistency, they're looking for help in running their business. And outsourcing provides exactly that. It gives them an opportunity to focus back on their business and their core elements of their business.

Speaker #4: So our value proposition certainly resonates in all different types of economic cycles, but it may resonate even more in a dynamic environment. And we see that in our ability to convert new business and our ability to go ahead and cross-sell.

Speaker #4: And the majority of our customers today are solving for image, safety, cleanliness, and compliance in some way. And they see that outsourcing to Cintas is another way to solve for that, often times a more efficient, more reliable way.

James N. Rozakis: Oftentimes a more efficient, more reliable way, and certainly a time saver for them. We really like where we are. We like the value proposition and think it's resonating well even in today's environment.

Jim Rozakis: Oftentimes a more efficient, more reliable way, and certainly a time saver for them. We really like where we are. We like the value proposition and think it's resonating well even in today's environment.

Speaker #4: And certainly a time saver for them. So we really like where we are. We like the value proposition and think it's resonating well, even in today's environment.

Speaker #5: Got it, okay. That helps. Can you frame the second half of the remainder of the year, kind of revenue guidance? Maybe any thoughts on the cadence of margins for the rest of the year?

Manav Patnaik: Got it. Okay. That helps frame the H2 of the remainder of the year kind of revenue guidance. Maybe any thoughts on the cadence of margins for the rest of the year? Any comps or noise to call out there?

Speaker #5: Any comps or noise to call out there?

Speaker #2: Yeah, Manav, we feel really good about our guide. If you look at, on the margin side, the guide infers a really attractive year along with operating margin improvement and incrementals—right where we like them.

Operator 2: Yeah, Manav. We feel really good about our guides. If you look at on the margin side, the guide infers a really attractive year, along with operating margin improvement and incrementals right where we like them throughout the guide. The incrementals that we're guiding for would be now at 32% to 34%. That's an increase from 30% to 32%, and operating margin expansion at double-digit rates throughout. We feel really good about the guidance.

Todd Schneider: Yeah, Manav. We feel really good about our guides. If you look at on the margin side, the guide infers a really attractive year, along with operating margin improvement and incrementals right where we like them throughout the guide. The incrementals that we're guiding for would be now at 32% to 34%. That's an increase from 30% to 32%, and operating margin expansion at double-digit rates throughout. We feel really good about the guidance.

Speaker #2: Throughout the guide. So the incrementals that we're guiding for would be now at 32 to 34. That's an increase of from 30 to 32.

Speaker #2: And operating margin expansion at double-digit rates throughout. So we feel really good about the guide.

Speaker #4: Yeah. And Manav, just Jim, maybe if I just provide a little additional color. So certainly a great start to the year on incremental margins and as Todd pointed out, expecting to have a good year relative to incrementals mid to high point of the guide, 32 to 34.

James N. Rozakis: Yeah. Manav, may I just provide a little additional color? Certainly a great start to the year on incremental margins, and as Todd pointed out, expecting to have a good year relative to incrementals mid to high point of the guide, 32% to 34%. I think some things that maybe for making sure we frame up the year correctly, just keep in mind that Q1 and the H1 is largely a little bit of a tailwind. Q1, we get one extra workday, and the comps in the H1 prior year, we're coming off our most favorable comparisons. Prior year incrementals in Q1 were 26%, Q2 were 27%. That dynamic reverses in the H2 of the year. In Q3, we have one less workday, and in Q4, we have our most difficult comp, effectively 38% for the Q4 last year incrementals.

Jim Rozakis: Yeah. Manav, may I just provide a little additional color? Certainly a great start to the year on incremental margins, and as Todd pointed out, expecting to have a good year relative to incrementals mid to high point of the guide, 32% to 34%. I think some things that maybe for making sure we frame up the year correctly, just keep in mind that Q1 and the H1 is largely a little bit of a tailwind. Q1, we get one extra workday, and the comps in the H1 prior year, we're coming off our most favorable comparisons. Prior year incrementals in Q1 were 26%, Q2 were 27%. That dynamic reverses in the H2 of the year. In Q3, we have one less workday, and in Q4, we have our most difficult comp, effectively 38% for the Q4 last year incrementals.

Speaker #4: I think some things that maybe for making sure we frame up the year correctly—just keep in mind that Q1 and the first half is largely a little bit of a tailwind.

Speaker #4: So Q1, we get one extra workday. And the comps in the first half, prior year, we're coming off our most favorable comparisons. Prior year, incrementals in Q1 were 26%, Q2 were 27%.

Speaker #4: That dynamic reverses in the second half of the year. In Q3, we have one less workday. In Q4, we have our most difficult comp, effectively 38% for the Q4 last year incrementals.

Speaker #4: So overall, shaping up to be a really nice year. In our stated range, but in the upper half of our stated range. But you may see some variability quarter to quarter.

James N. Rozakis: Overall, shaping up to be a really nice year in our stated range, but in the upper half of our stated range. You may see some variability quarter to quarter.

Jim Rozakis: Overall, shaping up to be a really nice year in our stated range, but in the upper half of our stated range. You may see some variability quarter to quarter.

Speaker #5: Got it. Thank you for the details.

Manav Patnaik: Got it. Thanks for the detail.

Speaker #3: Manav, just a couple other points. This is Scott. Good morning. Todd talked about our guide. The only thing that I might add on the EPS guide is that at all points of the guide, we're demonstrating double-digit earnings growth.

Scott Garula: Manav, just a couple other points. This is Scott. Good morning. Todd had talked about our guide. The only thing that I might add on the EPS guide is that at all points of the guide, we are demonstrating double-digit earnings growth, EPS growth throughout the range. Jim's alluded to the additional workday, and certainly, the extra workday provided a little bit of a tailwind for us. You heard my opening comments that it had an impact on operating margin of 50 basis points. If you think about the workday impact on incrementals in Q1, it was 400 basis points. I think it is important that, as I talked about in the opening remarks on the number of workdays by quarter, we had the benefit of an additional workday in Q1. In Q2, the same number of workdays year over year.

Speaker #3: EPS growth throughout the range. Jim's alluded to the additional workday and certainly the extra workday provided a little bit of a tailwind for us.

Speaker #3: You heard my opening comment that it had an impact on operating margin of 50 basis points. If you think about the workday impact on incrementals, in the first quarter, it was 400 basis points.

Speaker #3: And then I think it’s important that, as I talked about in the opening remarks on the number of workdays by quarter, we had the benefit of an additional workday in Q1.

Speaker #3: In Q2, we have the same number of workdays year over year. In Q3, we actually have one less workday, and in Q4, we have one more.

Scott Garula: In Q3, we actually have one less workday, and in Q4, we have one more. When you think about the tailwind that we had in Q1 on operating margin and incrementals, it is going to be a headwind in Q3. Just think about for the year, the one extra workday on an annual basis revenue, think about the extra workday on an annual basis of 40 to 50 basis points. On operating margin, think about it in the range of 10 to 15 basis points. On incrementals for the year, think about the extra workday in the range of 100 to 125 basis points. This will be a year that we are going to be talking about workday differential quite a bit. We definitely had a tailwind on that in Q1. It will create a headwind for us in Q3.

Speaker #3: So when you think about the tailwind that we had in the first quarter on operating margin and incrementals, it's going to be a headwind in Q3.

Speaker #3: And just think about for the year the one extra workday on an annual basis revenue think about the extra workday on an annual basis of 40 to 50 basis points on operating margin.

Speaker #3: Think about it in the range of 10 to 15 basis points. And then on incrementals for the year, think about the extra workday in the range of 100 to 125 basis points.

Speaker #3: So, this will be a year that we're going to be talking about workday differential quite a bit. We definitely had a tailwind on that in Q1.

Speaker #3: And it'll create a tail or a headwind for us in Q3. So make sure as you're thinking about the year, you think about the workday differential and the impact on growth and margin.

Scott Garula: So, just make sure as you are thinking about the year, you think about the workday differential and the impact on growth and margin.

Speaker #5: Thank you. And our next question comes from Andy Whitman from RW Baird. Please go ahead, Andy.

Manav Patnaik: Thank you.

Operator: Our next question comes from Andy Wittman from R.W. Baird. Please go ahead, Andy.

Speaker #2: Yeah, great, thanks. All the signalling into the guidance and those assumptions is really helpful. I know this is a smaller point, but one I think is worth understanding is on the interest expense.

Andrew Wittmann: Yeah, great. Thanks. All this leaning into the guidance and those assumptions is really helpful. I know this is a smaller point, but one I think that is worth understanding is on the interest expense. I just noticed that for the quarter here, you were not quite $25 million of interest expense. A little bit of interest income on that. You are guiding your net interest expense increasing for the year, and you have a comment in your release about how amortization costs are a factor in that related to the UniFirst deal. I just was hoping to understand, maybe Scott, the mechanism by which that happens. The deal has not closed yet, but you have lined up some financing in advance of that you are paying a non-cash interest on.

Speaker #2: I just noticed that, for the quarter here, you weren't quite at $25 million of interest expense. There was a little bit of interest income on that.

Speaker #2: Your guiding your net interest expense increasing for the year, and you've got a comment in your release about how amortization costs are a factor in that related to the unit first deal.

Speaker #2: So I just was hoping to understand maybe, Scott, the mechanism by which that happens. The deal hasn't closed yet, but you've lined up some financing in advance of that that you're paying non-cash interest on.

Speaker #2: Can you just help me understand this so that we can get our model correct and we don't have to or so we can just understand how this is going to play out for the year, please?

Andrew Wittmann: Can you just help me understand this so that we can get our model correct and so we can just understand how this is going to play out for the year, please?

Speaker #3: Yeah. Good morning. Thanks for the question. I guess, as far as answering the question, it's really in two parts. When you think about our guide on our net interest expense of $103 million, we're really not changing the guide for Q2 through Q4.

Scott Garula: Yeah. Good morning. Thanks for the question. I guess as far as I will answer the question in really two parts. When you think about our guide on our net interest expense of $103 million, we are really not changing the guide for Q2 through Q4. We had some favorable results in the first quarter, just based on a positive cash flow, and the fact that we were not in CP, commercial paper, at the end of the first quarter. So that had a positive impact in Q1. But if you look at what it implies for Q2 through Q4, it lines up with the original guide that we had. As far as the financing that relates to the UniFirst transaction, those fees are related to the bridge loan that we secured. And we have got fees associated with that bridge loan of approximately $6 million over the term of the agreement.

Speaker #3: We had some favorable results in the first quarter just based on positive cash flow and the fact that we were not in CP, commercial paper.

Speaker #3: At the end of the first quarter, so that had a positive impact in Q1. But if you look at what it implies for Q2 through Q4, it lines up with the original guide that we had.

Speaker #3: As far as the financing related to the Uniform Unit first transaction, those fees are related to the bridge loan that we secured. We've got fees associated with that bridge loan of approximately $6 million.

Scott Garula: And we have got fees associated with that bridge loan of approximately $6 million over the term of the agreement. Think about it, $6 million over 18 months. And that gets expensed to a net interest expense, and that is what you are seeing there. So for fiscal year 2027, that will account for about $4 million of interest expense.

Speaker #3: Over the term of the agreement, so think about it 6 million dollars over 18 months. And that gets expensed to net interest expense. And that's what you're seeing there.

Scott Garula: Think about it, $6 million over 18 months. And that gets expensed to a net interest expense, and that is what you are seeing there. So for fiscal year 2027, that will account for about $4 million of interest expense.

Speaker #3: So for fiscal year '27, that'll account for about $4 million of interest expense.

Speaker #2: Got it. Thank you for that. That's helpful. And I just wanted to ask my follow-up on the fire segment and the implementation of the SAP system there.

Andrew Wittmann: Got it. Thank you for that. That is helpful. I just wanted to ask my follow-up on the Fire Protection Services segment and the implementation of the SAP system there. We saw, obviously, the impact to the SG&A in that segment from that initiative. I was hoping you could maybe comment on if this is the right kind of SG&A level to think of for the balance of the year. Where is the status of that program today in terms of its rollout, and do you have any better clarity on when the go-live of that system will happen so that we can just start thinking about the profit margin benefits that can result with, as well as the fall-off of the one-time cost for its implementation?

Speaker #2: We saw, obviously, the impact to the SG&A in that segment from that initiative. I was hoping you could maybe comment on if this is the right kind of SG&A level to think of for the balance of the year?

Speaker #2: Where is the status of that program today in terms of its rollout? And do you have any better clarity on when the go-live of that system will happen so that we can just start thinking about the profit margin benefits that that can result with, as well as the fall-off of the one-time cost for its implementation?

Speaker #3: Andy, this is Jim. I'll start on fire protection, and then if Scott wants to add any more color relative to the SG&A line. But I would tell you that SAP—we have not started, and we have not gone live with SAP in our fire protection business yet.

James N. Rozakis: Andy, this is Jim. I will start on Fire Protection, and then if Scott wants to add any more color relative to the SG&A line. I would tell you that the SAP, we have not started, and we have not gone live with SAP in our Fire Protection business yet. SAP is still in pilot, and we are working diligently on that program, and we expect it to start rolling out at some point during this fiscal year. As you know, rolling out a conversion like this is typically difficult and certainly complicated. But we like our playbook, we like our track record of ERP implementations like this. But it will take time. But it is not impacting our guidance, or it is not impacting our results at this point.

Jim Rozakis: Andy, this is Jim. I will start on Fire Protection, and then if Scott wants to add any more color relative to the SG&A line. I would tell you that the SAP, we have not started, and we have not gone live with SAP in our Fire Protection business yet. SAP is still in pilot, and we are working diligently on that program, and we expect it to start rolling out at some point during this fiscal year. As you know, rolling out a conversion like this is typically difficult and certainly complicated. But we like our playbook, we like our track record of ERP implementations like this. But it will take time. But it is not impacting our guidance, or it is not impacting our results at this point.

Speaker #3: SAP is still in pilot. And we are working diligently on that program. And we expect it to start rolling out at some point during this fiscal year.

Speaker #3: And as you know, rolling out a conversion like this is typically difficult and certainly complicated. But we like our playbook; we like our track record of ERP implementations like this.

Speaker #3: But it will take time. But it is not impacting our guidance or it's not impacting our results at this point. Yeah. Just I guess to add some color on SG&A, when you look at our overall SG&A expense, it's really flat.

Scott Garula: Yeah. Just to, I guess, to add some color on SG&A. When you look at our overall SG&A expense, it is really flat. When you look at the Q1 over Q1, as well as sequentially, the UniFirst transaction expenses are pulled out of that, so we are comparing apples to apples. This is the area of the P&L that you are seeing some of our investments to continue to grow at the attractive rates. Some of those investments would include technology. Some of those investments, selling resources, management bench strength. So those are some of the key inputs that help drive the top-line revenue momentum that you are seeing. But the overall SG&A is flat sequentially and year over year.

Speaker #3: When you look at the Q1 over Q1, as well as sequentially, the unit first transaction expenses are pulled out of that. So we are comparing apples to apples.

Speaker #3: And this is the area of the P&L that you're seeing some of our investments to continue to grow at the attractive rates. Some of those investments would include technology.

Speaker #3: Some of those investments selling resources, management bench strength, so those are some of the key inputs. That help drive the top line revenue momentum that you're seeing.

Speaker #3: But overall, SG&A is flat, sequentially and year-over-year.

Speaker #2: Yeah. And maybe the last point I might just add, Andy, is that when you look at the "All Other" segment, it does include our uniform direct sale business.

James N. Rozakis: Yeah, and maybe the last point I might just add, Andy, is that when you look at the all other segment, it does include our Uniform Direct Sale business. We know that the results in that business tend to have a little bit more variability quarter to quarter. So keep in mind, that is a blended result.

Jim Rozakis: Yeah, and maybe the last point I might just add, Andy, is that when you look at the all other segment, it does include our Uniform Direct Sale business. We know that the results in that business tend to have a little bit more variability quarter to quarter. So keep in mind, that is a blended result.

Speaker #2: And we know that the results in that business tend to have a little bit more variability quarter to quarter. So keep in mind that's a blended result.

Speaker #5: Thanks, guys. And our next question comes from George Tong from Goldman Sachs. Please go ahead, George.

Andrew Wittmann: Thanks, guys.

Operator: Our next question comes from George Tong from Goldman Sachs. Please go ahead, George.

Speaker #6: Hi, thanks. Good morning. Can you talk a bit about how performance in the quarter varied across your verticals—where you're seeing the most strength and where you're seeing any pockets of weakness?

George Tong: Hi, thanks. Good morning. Can you talk a bit about how performance in the quarter varied across your verticals? Where you are seeing the most strength, and where you are seeing any pockets of weakness?

James N. Rozakis: Hey, George, this is Jim. I will start on that. I would tell you again, we really like the verticals that we have selected. All of them are performing quite well for us, and they continue to outperform the business as a whole. We are pleased with where we are. As a reminder, we are organized around healthcare. Not only just in selling resources, but also our product line and delivery methodology there. Our hospitality, state and local government, and education, all of those have performed really well for us and continue to perform well for us, and we continue to make investments and really like the verticals that we have selected. Really like the way we have organized around those. So nothing specific to call out as one outperforming the others. They are all performing above the company average.

Jim Rozakis: Hey, George, this is Jim. I will start on that. I would tell you again, we really like the verticals that we have selected. All of them are performing quite well for us, and they continue to outperform the business as a whole. We are pleased with where we are. As a reminder, we are organized around healthcare. Not only just in selling resources, but also our product line and delivery methodology there. Our hospitality, state and local government, and education, all of those have performed really well for us and continue to perform well for us, and we continue to make investments and really like the verticals that we have selected. Really like the way we have organized around those. So nothing specific to call out as one outperforming the others. They are all performing above the company average.

Speaker #3: Hey, George. This is Jim. I'll start on that. And I would tell you again, we really like the verticals that we've selected. And all of them are performing quite well for us.

Speaker #3: And they continue to outperform the business as a whole, and so we're pleased with where we are. As a reminder, we're organized around healthcare.

Speaker #3: And not only just in selling resources, but also our product line and delivery methodology there. Our hospitality, state and local government, and education segments—all of those have performed really well for us and continue to perform well for us.

Speaker #3: And we continue to make investments and really like the verticals that we've selected. And really like the way we've organized around those. So nothing specific to call out as one outperforming the others.

Speaker #3: They're all performing above the company average.

Speaker #6: Got it. That's helpful. And then can you talk a bit about how higher fuel and energy costs are impacting margins and what actions including pricing and operational changes you're taking to offset the impact?

George Tong: Got it. That is helpful. Can you talk a bit about how higher fuel and energy costs are impacting margins and what actions, including pricing and operational changes, you are taking to offset the impact?

Speaker #2: George, I'll start with that one. As you know, it's a volatile situation. With the price at the pump, as a reminder, we do not pass through any fuel surcharges.

James N. Rozakis: George, I will start with that one. As you know, it is a volatile situation with the price at the pump. As a reminder, we do not pass through any fuel surcharges. We manage it operationally, and we expect to extract out inefficiencies in our business, and I think you are seeing it show up. The price at the pump is certainly up. We had good success from going from Q4 to Q1, down 10 basis points. We are up year over prior 10 basis points on energy. But from a modeling standpoint, we expect it to be at, I will call it Q4-type levels. A little bit above where we were in Q1 for the rest of the year. But we are going to manage through this. As a reminder, price at the pump is about 60% of our energy costs, which is about 100 basis points for the year.

Todd Schneider: George, I will start with that one. As you know, it is a volatile situation with the price at the pump. As a reminder, we do not pass through any fuel surcharges. We manage it operationally, and we expect to extract out inefficiencies in our business, and I think you are seeing it show up. The price at the pump is certainly up. We had good success from going from Q4 to Q1, down 10 basis points. We are up year over prior 10 basis points on energy. But from a modeling standpoint, we expect it to be at, I will call it Q4-type levels. A little bit above where we were in Q1 for the rest of the year. But we are going to manage through this.

Speaker #2: We manage it operationally, and we expect to extract inefficiencies in our business. And I think you're seeing it show up. The price at the pump is certainly up.

Speaker #2: We had a good success from going from Q4 to Q1, down 10 bips. We're up year over prior 10 bips on energy. But we're from a modeling standpoint, we expect it to be at I'll call it Q4 type levels.

Speaker #2: So, a little bit above where we were in Q1 for the rest of the year, but we're going to manage through this. And as a reminder, price at the pump is about 60% of our energy costs, which is about 100 bps for the year.

Todd Schneider: As a reminder, price at the pump is about 60% of our energy costs, which is about 100 basis points for the year. There is other input costs, whether it is electric or natural gas, and we feel good about how the team is managing it. Volatile area of the economy, but we are prepared to manage it and manage it efficiently. It is certainly contemplated in our guide as well.

Speaker #2: So there's other input costs whether it's electric or natural gas. And we feel good about how the team's managing it. Volatile area of the economy.

James N. Rozakis: There is other input costs, whether it is electric or natural gas, and we feel good about how the team is managing it. Volatile area of the economy, but we are prepared to manage it and manage it efficiently. It is certainly contemplated in our guide as well.

Speaker #2: But we're prepared to manage it and manage it efficiently. And it's certainly contemplated in our guide as well.

Speaker #6: Very helpful. Thank you.

George Tong: Very helpful. Thank you.

Speaker #2: Thank you.

Todd Schneider: Thank you.

Speaker #5: And our next question comes from Josh Chan from UBS. Please go ahead, Josh.

Operator: Our next question comes from Josh Chan from UBS. Please go ahead, Josh.

Speaker #7: Hi, good morning, Jim. Scott Jarryd here. Maybe sticking on the inflation side for a bit—could you talk about other areas of the cost structure, like cotton? What are you seeing in terms of inflation and how are you managing those areas?

Josh Chan: Hi. Good morning, Todd, Jim, Scott, Jared. Maybe sticking on the inflation side for a bit, could you talk about other areas of the cost structure, cotton, what you are seeing in terms of inflation and how you are managing those areas?

Speaker #2: Yeah, Josh. Good morning. We're certainly not immune from inflation. It is something that when we think about it, we think immediately about corporate culture.

Todd Schneider: Yeah, Josh, good morning. We are certainly not immune from inflation. It is something that when we think about it, we think immediately about corporate culture, because corporate culture is our ultimate competitive advantage. When you are dealing with these types of environments, it gives us an opportunity to really shine. Our supply chain has done a remarkable job in managing through the input costs that are important. We are committed to managing this efficiently. As inflation is up, we do not take the approach that, well, our costs are up, so we are just going to pass along to the customers. We do not take that approach because we operate in an incredibly competitive market. Our customers have choices. As a result, we have got to be better than that. The organization knows that. The leadership team has digested that and leads through it.

Speaker #2: Because corporate cultures are the ultimate competitive advantage. And when you're dealing with these types of environments, it gives us an opportunity to really shine. Our supply chain has done a remarkable job in managing through the input costs that are important.

Speaker #2: And we've committed to managing this efficiently. And as inflation is up, we don't take the approach that, well, prices are costs are up, so we're just going to pass along to the customers.

Speaker #2: We don't take that approach because we operate in an incredibly competitive market. Our customers have choices. And as a result, we've got to be better than that.

Speaker #2: And the organization knows that. The leadership team has digested that. And it leads through it. And so we find ways to extract out inefficiencies in our business.

Todd Schneider: We find ways to extract out inefficiencies in our business. We are doing that by investing appropriately and seeing around the corner, and technology being an important area for that. You are seeing that show up in our results. We think we are well-positioned to manage it moving forward. We will monitor it, we will manage it. As a result of that, as Jim stated earlier, our growth that you are seeing is not because of pricing. Pricing always plays some component in it, but it is consistent with past years. Our growth is from volume, and our margin expansion is because of our corporate culture and our team seeing around the corner and implementing projects that help us extract out those inefficiencies. I am really proud of what they have accomplished.

Speaker #2: And we're doing that by investing appropriately and seeing around the corner and technology being an important area for that. So we're you're seeing that show up in our results.

Speaker #2: And we think we're well positioned to manage it moving forward. So yeah, we'll monitor it. We'll manage it. But as a result of that, as Jim stated earlier, our growth that you're seeing is not because of pricing.

Speaker #2: I mean, pricing always plays some component in it, but it is consistent with past years. Our growth is from volume, and our margin expansion is because of our corporate culture and our team seeing around the corner and implementing projects that help us extract out those inefficiencies.

Speaker #2: I'm really proud of what they've accomplished.

Speaker #3: Josh, this is Scott. I might just add one other point—that when you think about inflation and certain parts of the P&L that might be impacted, we also have the advantage of time. Meaning that any inflationary pressure that we receive on material costs gets amortized. For instance, on the garment side, the average amortization period is 18 months.

Scott Garula: Josh, this is Scott. I might just add one other point that when you think about inflation and certain parts of the P&L that might impact, we also have the advantage of time, meaning that any inflationary pressure that we receive on material costs, that gets amortized. For instance, on the garment side, the average amortization period is 18 months. If you think about another part of the P&L, like plant equipment or trucks, we also have the advantage of time here where we depreciate that equipment over, call it, an average of 10 years. There are certainly other areas of the P&L. Todd talked about energy, supplies. Those are impacted, but they are just not material to our overall results. As Todd alluded to, we have been able to overcome any inflationary pressure on fuel and have demonstrated that really over the last two fiscal quarters.

Speaker #3: If you think about another part of the P&L, like plant equipment or trucks, we also have the advantage of time here, where we depreciate that equipment over, call it, an average of 10 years.

Speaker #3: And then there are certainly other areas of the P&L—Todd talked about energy and supplies. Those are impacted, but they're just not material to our overall results. And as Todd alluded to, we've been able to overcome any inflationary pressure on fuel and have demonstrated that really over the last two fiscal quarters.

Speaker #5: Yeah. Yeah. That's great to hear. Thank you for the color on that. And maybe on the growth side of things, just stepping back from the quarter and the days, I guess two years ago, you were growing around 8% organic.

Josh Chan: Yeah. That is great to hear, and thank you for the color on that. Maybe on the growth side of things, just stepping back from the quarter and the days. I guess two years ago, you were growing around 8% organic. Now you have a couple of quarters in a row of above 8% organic and almost 9% this quarter. As compared to then, what is better now? Because I know that you have always had good retention. New business is always strong, but what is different now versus maybe like a year or two ago?

Speaker #5: Now you have a couple of quarters in a row of above 8% organic. And kind of almost 9% this quarter. So as compared to then, what's better now?

Speaker #5: Because I know that you have always had good retention. You knew business was always strong, but what's different now versus maybe a year or two ago?

Speaker #2: Yeah. Hey, Josh. This is Jim. I'll start on that one. And again, I think we unpack our main drivers of growth. And we look at the big inputs.

Todd Schneider: Yeah. Hey, Josh, this is Jim. I will start on that one. Again, as I think we unpack our main drivers of growth and we look at the big inputs, I think Todd pointed out, we said a couple of times, hey, pricing is consistent with prior years. That is neutral in our growth algorithm there. If you look at the other three, when I say the other three, new business being the biggest contributor of our growth. You look at strong retention and then cross-sell. Each one of the three have had improvements over the last year. So we continue to see improved productivity from our sales organization. Our sales organization is doing a great job capitalizing on the TAM and the unserved marketplace, so we are really proud of the work that they are doing there.

Jim Rozakis: Yeah. Hey, Josh, this is Jim. I will start on that one. Again, as I think we unpack our main drivers of growth and we look at the big inputs, I think Todd pointed out, we said a couple of times, hey, pricing is consistent with prior years. That is neutral in our growth algorithm there. If you look at the other three, when I say the other three, new business being the biggest contributor of our growth. You look at strong retention and then cross-sell. Each one of the three have had improvements over the last year. So we continue to see improved productivity from our sales organization. Our sales organization is doing a great job capitalizing on the TAM and the unserved marketplace, so we are really proud of the work that they are doing there.

Speaker #2: I think Todd pointed out, we said a couple of times, pricing is consistent with prior years. So that's neutral in our growth algorithm there.

Speaker #2: And then, if you look at the other three—when I say the other three, new business being the biggest contributor to our growth—you look at strong retention and then cross-sell.

Speaker #2: Each one of the three have had improvements over the last year. So we continue to see improved productivity from our sales organization, our sales organization is doing a great job.

Speaker #2: Capitalizing on the TAM and the unserved marketplace. So we're really proud of the work that they're doing there. Retention has been really attractive, but continues to show incremental improvements.

Todd Schneider: Retention has been really attractive but continues to show incremental improvements, and we like the trend line what we have going on with our retention. Cross-sell. This is one that we have been working really hard on, continuing to penetrate our current customer base. We recognize in our current customers that there is so much opportunity of products and services that we supply that they are already spending money on in other ways and trying to solve for that issue. Our teams have continued to focus on that. We are working really diligently on that, and we continue to see incremental improvements in our cross-sell efforts. If you look at that across the board, new business retention and cross-sell evenly distributed on the improvement.

Jim Rozakis: Retention has been really attractive but continues to show incremental improvements, and we like the trend line what we have going on with our retention. Cross-sell. This is one that we have been working really hard on, continuing to penetrate our current customer base. We recognize in our current customers that there is so much opportunity of products and services that we supply that they are already spending money on in other ways and trying to solve for that issue. Our teams have continued to focus on that. We are working really diligently on that, and we continue to see incremental improvements in our cross-sell efforts. If you look at that across the board, new business retention and cross-sell evenly distributed on the improvement.

Speaker #2: And we like the trend line where we have going on with our retention. And then cross-sell, this is one that we've been working really hard on, continuing to penetrate our current customer base.

Speaker #2: And we recognize in our current customers that there's so much opportunity in products and services that we supply, that they are already spending money on in other ways, and we're trying to solve for that issue.

Speaker #2: And our teams have continued to focus on that. We're working really diligently on that. We continue to see incremental improvements in our cross-sell efforts.

Speaker #2: So if you look at that across the board, new business retention and cross-sell, kind of evenly distributed on the improvement. Now, I did mention earlier, in the commentary, that we do expect that this growth will move from quarter to quarter.

Todd Schneider: Now, I did mention earlier in the commentary that we do expect that this growth will move from quarter to quarter, and running a business isn't linear, so it doesn't just continue to go up in perpetuity. You will see some changes quarter to quarter, like the example I gave of our rental business going through last year. But we're pleased with the start of the year. We're pleased with how well our value proposition resonates. And we like where we're at.

Jim Rozakis: Now, I did mention earlier in the commentary that we do expect that this growth will move from quarter to quarter, and running a business isn't linear, so it doesn't just continue to go up in perpetuity. You will see some changes quarter to quarter, like the example I gave of our rental business going through last year. But we're pleased with the start of the year. We're pleased with how well our value proposition resonates. And we like where we're at.

Speaker #2: And running a business isn't linear, so it doesn't just continue to go up in perpetuity. You will see some changes quarter to quarter, like the example I gave of our rental business going through last year.

Speaker #2: But we're pleased with the start of the year. We're pleased with how well our value proposition resonates, and we like where we're at.

Speaker #5: Yeah. That's great. And congrats on a really strong quarter.

Josh Chan: Yeah, that's great, and congrats on a really strong quarter.

Speaker #2: Thank you, Josh.

Scott Garula: Thank you.

Jasper Bibb: Thank you.

Todd Schneider: Thank you.

Speaker #1: And our next question comes from Jasper Bibb from Truist Securities. Please go ahead, Jasper.

Operator: And our next question comes from Jasper Bibb from Truist Securities. Please go ahead, Jasper.

Speaker #6: Hey, good morning, guys. I wanted to follow up on the earlier question about energy costs as a percentage of revenue in the guide, if you don't mind.

Jasper Bibb: Hey, good morning, guys. I wanted to follow up on the earlier question on energy costs as a percentage of revenue in the guide, if you don't mind. I think the initial guide assumed about a 20 basis point year-on-year headwind. If I extrapolate your comments about being somewhere the fiscal Q4 2026, I think it's still maybe 20 basis points, maybe 30 basis points headwind in your 2027 guidance. Is that the right way to think about it?

Speaker #6: I think the initial guide assumed about a 20-basis-point year-on-year headwind, if I extrapolate your comments about being somewhere in the fiscal fourth quarter of '26.

Speaker #6: I think it's still maybe 20 basis points, maybe 30 basis points headwind in your '27 guidance. Is that the right way to think about it?

Speaker #3: Yeah. Jasper, this is Scott. Yeah, just to kind of walk through energy. We finished the quarter at 1.8% in energy which Todd alluded to.

Scott Garula: Yeah, Jasper, this is Scott. Yeah, just to kind of walk through energy. We finished the quarter at 1.8% in energy, which as Todd alluded to, was up over last Q1 by 10 bps, but down versus Q4 by 10 bps. We feel really comfortable with how we've got energy contemplated in our guide, which is slightly above where we actually experienced Q4. We're not expecting energy to be a headwind relative to our guide. As Todd alluded to, when you think about our energy expense, only 60% of our energy expense is fuel for our trucks, so call it 100 bps. So we're seeing a 30% increase at the pump. That for an extended period of time, that could be 30 bps impact on the P&L from our historical levels of 1.7. We've got a variety of ways that we can offset that.

Speaker #3: Was up over last Q1 by 10 bips. But down versus Q4 by 10 bips. We feel really comfortable with how we've got energy contemplated in our guide, which is a slightly above where we actually experienced Q4.

Speaker #3: And we're not expecting energy to be a headwind relative to our guide. And as Todd alluded to, when you think about our energy expense, only 60% of our energy expense is fuel for our trucks.

Speaker #3: So, call it 100 bips. So we're seeing a 30% increase at the pump. That, for an extended period of time, could be a 30 bips impact on the P&L from our historical levels of 1.7.

Speaker #3: And we've got a variety of ways that we can offset that. And I would chalk the first one up to what Todd talked about: inflation.

Scott Garula: I would chalk the first one up to what Todd talked about in place, and that's just our culture. But no matter what our performance is, no matter what environment that we're operating, we're always looking at ways to extract cost or inefficiencies from the business to offset any cost headwinds.

Speaker #3: That's just our culture. But no matter what our performance is, no matter what environment we're operating in, we're always looking at ways to extract costs or inefficiencies from the business to offset any cost headwinds.

Speaker #6: Makes sense. Thank you for that. And then, just another really nice quarter for First Aid. Can you talk about what's driving the success there, and where you are as far as the cross-selling penetration?

Jasper Bibb: Makes sense. Thank you for that. Then just another really nice quarter for First Aid. Can you talk about what's driving the success there and where you are as far as the cross-selling penetration between your First Aid customers and your uniform customers?

Speaker #6: Between your First Aid customers and your Uniform customers?

Speaker #2: Yeah, Jasper. This is Jim. I'll start on First Aid and Safety and start with: we really love the First Aid and Safety business and the value proposition that it represents.

Scott Garula: Yeah, Jasper, this is Jim. I'll start on First Aid and Safety, and start with, we really love the First Aid and Safety business, and the value proposition that it represents, and certainly an easy one for our employee partners to rally behind, is taking care of the health and wellness of employees and customers of our customers. So they've done a fantastic job in that business. We really like the outlook of it. Certainly, as I mentioned in my commentary, more and more people continue to focus on providing those wellness solutions. I would just say that business certainly cross-sell is a key component, but their growth algorithm is pretty similar to what I just described in the rental business, which is, you got kind of four major inputs. You got your pricing, and once again, pricing's consistent with prior years.

Jim Rozakis: Yeah, Jasper, this is Jim. I'll start on First Aid and Safety, and start with, we really love the First Aid and Safety business, and the value proposition that it represents, and certainly an easy one for our employee partners to rally behind, is taking care of the health and wellness of employees and customers of our customers. So they've done a fantastic job in that business. We really like the outlook of it. Certainly, as I mentioned in my commentary, more and more people continue to focus on providing those wellness solutions. I would just say that business certainly cross-sell is a key component, but their growth algorithm is pretty similar to what I just described in the rental business, which is, you got kind of four major inputs. You got your pricing, and once again, pricing's consistent with prior years.

Speaker #2: And certainly, an easy one for our employee partners to rally behind is taking care of the health and wellness of employees and customers of our customers.

Speaker #2: So they've done a fantastic job in that business. We really like the outlook of it. Certainly, as I mentioned in my commentary, more and more people continue to focus on providing those wellness solutions.

Speaker #2: I would just say that business—certainly, cross-sell is a key component—but their growth algorithm is pretty similar to what I just described in the rental business, which is you have kind of four major inputs.

Speaker #2: You got pricing, and once again, pricing is consistent with prior years. New business, and we continue to see increased productivity levels on our new business team in our First Aid and Safety business.

Scott Garula: New business, and we continue to see increased productivity levels on our new business team in our First Aid and Safety business, and we like the way that's performing. Retention is up and cross-sell continues to perform very well. We've got nice momentum behind cross-sell between our rental customers and our First Aid and Safety customers. So I would say again, that's one that's pretty evenly distributed across the board. We're really pleased with the way that business is performing, and our employee partners are executing at an extremely high level.

Jim Rozakis: New business, and we continue to see increased productivity levels on our new business team in our First Aid and Safety business, and we like the way that's performing. Retention is up and cross-sell continues to perform very well. We've got nice momentum behind cross-sell between our rental customers and our First Aid and Safety customers. So I would say again, that's one that's pretty evenly distributed across the board. We're really pleased with the way that business is performing, and our employee partners are executing at an extremely high level.

Speaker #2: And we like the way that's performing. Retention is up. And cross-sell continues to perform very well. And we've got nice momentum behind cross-sell between our rental customers and our First Aid and Safety customers.

Speaker #2: So I would say, again, that's one that's pretty evenly distributed across the board. And we're really pleased with the way that business is performing and our employee partners are executing at an extremely high level.

Speaker #7: Got it. Thank you for taking the question.

Jasper Bibb: Got it. Thank you for taking the question.

Speaker #1: And our next question comes from Jason Haas from Wells Fargo. Please go ahead, Jason.

Operator: Our next question comes from Jason Haas from Wells Fargo. Please go ahead, Jason.

Speaker #8: Hey, good morning. And thanks

Jason Haas: Hey, good morning, and thanks for taking my question. I wanted to follow up on an earlier response to a question around incremental margins. I saw you said that the guidance implies incremental margins this year of 32% to 34%. Can you just clarify, like what exact math you are doing to get there? Is that like the high end of guidance? Can you just explain that math? Because I am having a little trouble getting there. Thanks.

Speaker #6: Thank you for taking my question. I wanted to follow up on an earlier response to a question about incremental margins. I thought you said that the guidance implies incremental margins this year of 32% to 34%.

Speaker #6: Can you just clarify what exact math you're doing to get there? Is that the high end of guidance? Are you taking yeah, can you just explain that math?

Speaker #6: Because I'm having a little trouble getting there. Thanks.

Speaker #3: Jason, good morning. This is Scott. When you're looking at the implied incremental margins at 32% to 34%, that's based on the mid and high end of the revenue range.

Scott Garula: Jason, good morning. This is Scott. When you are looking at the implied incremental margins at 32% to 34%, that is based on the mid and the high end of the revenue range. So that is where you should focus in doing the math there to arrive at that 32% to 34% incremental.

Speaker #3: So that's where you should focus in doing the math there to arrive at that 32% to 34% incremental.

Speaker #6: Okay, great. All right, cool. I'll double-check that. And then I just wanted to follow up on the fire protection segment. The growth—I know you guys are a little bit of a victim of your own success here—but the growth moderated a little bit.

Jason Haas: Okay, great. All right, cool. I will double-check that. Then I just wanted to follow up on the Fire Protection segment. The growth, I know you guys are a little bit of a victim of your own success here, but the growth moderated a little bit. But then there was a really nice improvement in the gross margin. So I was not sure if maybe you are like shedding some lower margin business or if there is any dynamics to discuss within Fire there. Thanks.

Speaker #6: But then there was a really nice improvement in the gross margin. So I wasn't sure if maybe you're shedding some lower margin business or if there's any dynamics to discuss within fire there.

Speaker #6: Thanks.

Speaker #2: Yeah, Jason, this is Jim. Let me unpack that one a little bit, and I'll start on the top line with the revenue. I would say that the revenue is really nothing specific to call out.

Scott Garula: Yeah, Jason, this is Jim. Let me unpack that one a little bit. I will start on the top line, with the revenue. I would say that the revenue is really nothing specific to call out. Again, growth is going to move a little bit quarter to quarter. Our growth expectations in this business remain unchanged. We expect this to be a double-digit growth business. Our trailing 12 months is above 10%. It is around 10.5%. We expect to finish this year over 10%, and we love the fundamentals of this business. But you will see some variation quarter to quarter. So the first quarter was a little bit lower. We will expect it to move around a little bit in future quarters.

Jim Rozakis: Yeah, Jason, this is Jim. Let me unpack that one a little bit. I will start on the top line, with the revenue. I would say that the revenue is really nothing specific to call out. Again, growth is going to move a little bit quarter to quarter. Our growth expectations in this business remain unchanged. We expect this to be a double-digit growth business. Our trailing 12 months is above 10%. It is around 10.5%. We expect to finish this year over 10%, and we love the fundamentals of this business. But you will see some variation quarter to quarter. So the first quarter was a little bit lower. We will expect it to move around a little bit in future quarters.

Speaker #2: Again, growth is going to move a little bit quarter to quarter. And our growth expectations in this business remain unchanged. We expect this to be a double-digit growth business.

Speaker #2: Our trailing 12 months is above 10%. It's around 10.5. And we expect to finish this year over 10%. And we love the fundamentals of this business.

Speaker #2: But you will see some variation quarter to quarter. So the first quarter was a little bit lower. We'll expect it to move around a little bit in future quarters.

Speaker #2: Now, regarding margin, I do think it's probably worth spending a minute on the margin. We had a really strong quarter. In the first quarter on gross margin and fire protection, certainly that benefited from one extra workday but it also benefited from some mix of business.

James N. Rozakis: Now, regarding margin, I do think it is probably worth spending a minute on the margin. We had a really strong quarter in the first quarter on gross margin and Fire Protection Services. Certainly, that benefited from one extra workday, but it also benefited from some mix of business. You will see that margin move in future quarters, and it will move for really two primary reasons in this business. One will be continuing investments. As we mentioned, we love the outlook of this business, and we love the growth trajectory of this business, so we want to continue to make investments in this business. Part of that is investing in capacity. In this business, capacity comes in the form of technicians that can get out there and perform specialized work.

Jim Rozakis: Now, regarding margin, I do think it is probably worth spending a minute on the margin. We had a really strong quarter in the first quarter on gross margin and Fire Protection Services. Certainly, that benefited from one extra workday, but it also benefited from some mix of business. You will see that margin move in future quarters, and it will move for really two primary reasons in this business. One will be continuing investments. As we mentioned, we love the outlook of this business, and we love the growth trajectory of this business, so we want to continue to make investments in this business. Part of that is investing in capacity. In this business, capacity comes in the form of technicians that can get out there and perform specialized work.

Speaker #2: And you will see that margin move in future quarters. And it'll move for really two primary reasons in this business. One will be continued investments.

Speaker #2: And as we mentioned, we love the outlook of this business and we love the growth trajectory of this business. So we want to continue to make investments in this business.

Speaker #2: Part of that is investing in capacity, and in this business, capacity comes in the form of technicians who can get out there and perform specialized work.

Speaker #2: And as you bring those technicians on, they're not quite as productive on day one. So that could impact the margin and cause it to go backwards a little bit.

James N. Rozakis: As you bring those technicians on, not quite as productive day one, so that could impact the margins go backwards there a little bit. Certainly, another investment we want to make is in bench. We know that we have a bright outlook of this future, so we need to invest in our leadership bench strength. Then last, and probably most significant, would be new flags as we continue to build out a national footprint in this business, as we still don't have operations in cities like Charlotte and Nashville and Minneapolis. So we will plant new flags. We will continue to invest in this business, and that will cause a little bit of that gross margin to move from quarter to quarter. The second item that really moves gross margin in this business is revenue mix.

Jim Rozakis: As you bring those technicians on, not quite as productive day one, so that could impact the margins go backwards there a little bit. Certainly, another investment we want to make is in bench. We know that we have a bright outlook of this future, so we need to invest in our leadership bench strength. Then last, and probably most significant, would be new flags as we continue to build out a national footprint in this business, as we still don't have operations in cities like Charlotte and Nashville and Minneapolis. So we will plant new flags. We will continue to invest in this business, and that will cause a little bit of that gross margin to move from quarter to quarter. The second item that really moves gross margin in this business is revenue mix.

Speaker #2: Certainly, another investment we want to make is in our bench. And we know that we have a bright outlook for the future, so we need to invest in our leadership bench strength.

Speaker #2: And then last and probably most significant would be new flags. As we continue to build out a national footprint in this business, we still don't have operations in cities like Charlotte, Nashville, and Minneapolis.

Speaker #2: So, we will plant new flags, and we will continue to invest in this business. That will cause a little bit of that gross margin to move from quarter to quarter.

Speaker #2: The second item that really moves gross margin in this business is revenue mix. And the business has a lot of revenue streams, from portable fire extinguishers to alarms to sprinklers.

James N. Rozakis: The business has a lot of revenue streams, from the portable fire extinguishers to the alarms, to the sprinklers, and lots of ways that those streams generate revenue. Things like test and inspection, repair work, project work, and/or equipment. How that revenue moves, the mix of that revenue from quarter to quarter will impact gross margin. The first quarter of this year, we certainly benefited from the extra day, but also a very favorable revenue mix. So you may see that move a little bit in future quarters.

Jim Rozakis: The business has a lot of revenue streams, from the portable fire extinguishers to the alarms, to the sprinklers, and lots of ways that those streams generate revenue. Things like test and inspection, repair work, project work, and/or equipment. How that revenue moves, the mix of that revenue from quarter to quarter will impact gross margin. The first quarter of this year, we certainly benefited from the extra day, but also a very favorable revenue mix. So you may see that move a little bit in future quarters.

Speaker #2: And there are lots of ways that those streams generate revenue—things like test and inspection, repair work, project work, and/or equipment. And how that revenue moves—the mix of that revenue from quarter to quarter—will impact gross margin.

Speaker #2: The first quarter of this year, we certainly benefited from the extra day, but also a very very favorable revenue mix. So you may see that move a little bit in future quarters.

Speaker #3: And then, Jason, this is Scott again. Just going back to your question on the math on incrementals, one thing just to remind you to keep in mind is the workday differential impact that I walked through earlier.

Scott Garula: And then-

Jason Haas: Got it. Great. Thank you.

Scott Garula: Jason, this is Scott again. Just going back to your question on the math on incrementals. One thing just to remind you to keep in mind is the workday differential impact that I walked through earlier. For the quarter, incrementals benefited from the extra workday by 400 basis points. For the year, as you are doing the math on that incremental margin, just take into consideration that that extra workday on the year will have 100 to 125 basis point impact on incrementals.

Speaker #3: For the quarter, incrementals benefited from the extra workday by 400 basis points. For the year, as you're doing the math on that incremental margin, just take into consideration that the extra workday for the year will have a 100 to 125 basis point impact on incrementals.

Speaker #6: Got it. Okay, that's very helpful. Thank you.

Jason Haas: Got it. Okay. That is very helpful. Thank you.

Speaker #3: Okay.

Scott Garula: Okay.

Speaker #1: And our next question comes from Seth Weber from BNP Paribas. Please go ahead, Seth.

Operator: And our next question comes from Seth Weber from BNP Paribas. Please go ahead, Seth.

Speaker #5: Oh, hey guys, good morning. Thanks. There have been a few questions and answers about cross-selling this morning. I was wondering if it is possible to frame that for us?

Seth Weber: Oh, hey, guys. Good morning. Thanks. There has been a few questions and answers about cross-selling this morning. I was wondering if, is it possible to frame that for us? What your wallet share is today or kind of penetration rate, or just give us some metrics around where that is today versus what you think that could add to the business going forward. Thank you.

Speaker #5: What is your wallet share today, or kind of penetration rate? Can you give us some metrics around where that is today versus where you think that could add to the business going forward?

Speaker #5: Thank you.

Speaker #7: Yeah. Good morning, Seth. This is Todd. I'll call it we're in the early innings of cross-sell. We think it can be an important driver for our business.

James N. Rozakis: Yeah. Good morning, Seth. This is Todd. I will call we are in the early innings of cross-sell. We think it can be an important driver for our business. Jim mentioned that one of the keys around this is, this is not new money. Whenever we go to cross-sell, our customer base is solving for whatever the items that we are talking about in some manner. That is important for us as we move forward. Certainly, we think the more products and services we provide, the more value that the customer sees in us, and that is obviously a great indicator of our relationship with them. But we are very much in the early innings as far as cross-sell, and we are encouraged by the moves we have made and the outlook there.

Todd Schneider: Yeah. Good morning, Seth. This is Todd. I will call we are in the early innings of cross-sell. We think it can be an important driver for our business. Jim mentioned that one of the keys around this is, this is not new money. Whenever we go to cross-sell, our customer base is solving for whatever the items that we are talking about in some manner. That is important for us as we move forward. Certainly, we think the more products and services we provide, the more value that the customer sees in us, and that is obviously a great indicator of our relationship with them. But we are very much in the early innings as far as cross-sell, and we are encouraged by the moves we have made and the outlook there.

Speaker #7: And Jim mentioned that one of the keys around this is, this isn't new money. Whenever we go to cross-sell, our customer base is solving for whatever the items that we're talking about in some manner.

Speaker #7: And so that's important for us as we move forward. Certainly, we think the more products and services we provide, the more value that the customer sees in us.

Speaker #7: And that's obviously a great indicator of our relationship with them. But we're very much in the early innings as far as cross-sell, and we're encouraged by the moves we've made.

Speaker #7: And the outlook there.

Speaker #5: Okay. Thanks. And then maybe just another one on the macro. Have you seen any kind of extension in the sales cycles or contracts taking longer to execute or any kind of just pause from customers as they contemplate making these changes?

Seth Weber: Okay. Thanks. Then maybe just another one on the macro. Have you seen any kind of extension in the sales cycles or contracts taking longer to execute or any kind of just pause from customers as they contemplate making these changes?

Speaker #7: Yeah, Seth, we have not seen any changes to the sales cycle. And, as I mentioned earlier, we've got such a broad customer base that you'll see puts and takes within those.

James N. Rozakis: Yeah, Seth, we have not seen any changes to sales cycle, as I mentioned earlier, we have got such a broad customer base that you will see puts and takes within those. But in general, I would say the customer base is quite stable and have not seen any real changes in the base of the customers.

Todd Schneider: Yeah, Seth, we have not seen any changes to sales cycle, as I mentioned earlier, we have got such a broad customer base that you will see puts and takes within those. But in general, I would say the customer base is quite stable and have not seen any real changes in the base of the customers.

Speaker #7: But in general, I would say the customer base is quite stable, and I haven't seen any real changes in the base of the customers.

Speaker #5: Got it. Thanks, guys. Appreciate it.

Seth Weber: Got it. Thanks, guys. Appreciate it.

Speaker #7: Thank you.

James N. Rozakis: Thank you.

Todd Schneider: Thank you.

Speaker #1: And our next question comes from Curtis Nagle from Bank of America. Please go ahead, Curtis.

Operator: Our next question comes from Curtis Nagle from Bank of America. Please go ahead, Curtis.

Speaker #8: Terrific. Just a quick clarification point. I just want to make sure I understand how energy is factored into the guide. Scott, I think you said for the year, slightly above the range in Q4.

Curtis Nagle: Terrific. Just a quick clarification point. I just want to make sure I understand how energy is factored into the guide. Scott, I think you said for the year, slightly above the range in Q4. So does that imply, I think, somewhere around 1.8% of percentage sales? Then, if I were to compare that for the total year in terms of rate of change, what would that be? So from fiscal 2027 to 2026, how many basis points difference?

Speaker #8: So does that imply I think somewhere around 1.8% of the percentage of sales? And then if I were to compare that for the total year, in terms of rate of change, what would that be?

Speaker #8: So from fiscal '27 to '26, how many basis points difference?

Speaker #3: Yeah. Thank you for the question. When we think about energy, I'll just kind of go back and compare Q1 results to prior Q1. We were up 10 basis points over the first quarter last fiscal year, down versus Q4 of last fiscal year.

Scott Garula: Yeah. Thank you for the question. When we think about energy, I will just kind of go back and compare Q1 results to prior Q1. We were up 10 basis points over Q1 last fiscal year, down versus Q4 of last fiscal year. The guide contemplates being slightly higher than where we were in Q4. So we are not expecting to experience any headwind relative to our guide. Just to reemphasize a point that Todd made earlier, when you think about energy, 60% of our energy costs are related to fuel for our trucks. That breaks down to about 100 basis points. So even if we experienced a really elevated fuel at the pump, let us say, 40% increase for an extended period of time, that is 40 basis points of incremental cost that we would be facing, which, in the whole grand scheme of things, is immaterial.

Speaker #3: And the guide contemplates being slightly higher than where we were in Q4. So we're not expecting to experience any headwind relative to our guide, and just to re-emphasize a point that Todd made earlier.

Speaker #3: When you think about energy, 60% of our energy costs are related to fuel for our trucks. That breaks down to about 100 basis points.

Speaker #3: So even if we experienced really elevated fuel at the pump—let's say a 40% increase for an extended period of time—that's 40 basis points of incremental cost that we would be facing.

Speaker #3: Which, in the whole grand scheme of things, is immaterial. And we've demonstrated, over time, that we can overcome that. Todd mentioned their culture of extracting costs from the business.

Scott Garula: We have demonstrated over time that we can overcome that. Todd mentioned our culture of extracting costs from the business. Our global supply chain continues to operate at a high level, and is a strategic advantage for us. We do not feel that that is going to have an impact on the business. So I would take a look at where our energy expenses are in Q1, maybe take a look at it from Q4. If you are looking at modeling, that is where I would place it.

Speaker #3: Our global supply chain continues to operate at a high level. And as a strategic advantage for us. And we just don't feel that that is going to have an impact on the business.

Speaker #3: So I would take a look at where our energy expenses are in Q1, maybe compare them to Q4. And if you're looking at modeling, that's where I would place it.

Speaker #7: Curtis, I'll just say that trying to predict exactly what's going to happen with the price of oil and the price at the pump, I mean, that's challenging.

Todd Schneider: Curtis, I will just say that trying to predict exactly what is going to happen with the price of oil and the price at the pump, that is challenging. The vast majority of our fleet is gas. Diesel is a very small percentage. So not as much of exposure there by any stretch. But to Scott’s point, we are contemplating an increased level for the balance of the year. We have got other levers that we are going to extract out. So if energy is up some, we are even above where we are expecting, then we will manage it. I think we have demonstrated the ability to manage input costs in the past. We are confident in our ability to meet our guide.

Speaker #7: The vast majority of our fleet is gas. Diesel's been is a very small percentage. So not as much of exposure there. By any stretch, but to Scott's point, we've got to contemplate we're contemplating an increased level for the balance of the year.

Speaker #7: And we've got other levers that we're going to extract out. So if energy is up some—we're even above where we're expecting—then we'll manage it.

Speaker #7: And I think we've demonstrated the ability to manage input costs in the past. And we're confident in our ability to meet our

Speaker #8: Okay, great. And then maybe just one last follow-up. Relative to cross-sell, I've obviously seen some really strong wins within the—sorry, within the existing base.

Curtis Nagle: Okay, great. Then maybe just one last follow-up relative to cross-sell. So, obviously, seeing some really strong wins within the existing base. Is that overall or specific product lines you'd point out in terms of where you're seeing success? Anything that you'd comment there?

Speaker #8: Is that overall or specific product lines you'd point out, in terms of where you're seeing outside success? Any comment there?

Speaker #7: Yeah. Hey, Curtis, this is Jim. I’ll start with that one. And yeah, I would say no—no one specific product line to call out.

James N. Rozakis: Yeah. Hey, Curtis, this is Jim. I'd start with that one. I would say no one specific product line to call out. Every customer has different needs. One of the unique parts about our model is that we're a high-touch model, meaning we have representatives within their facilities on a regular cadence, and they're often able to really get to know those customers, understand their needs, understand their pain points, understand the things that they're working diligently to solve for. We have such a broad product offering that it's really one-off on exactly what product may resonate for a particular customer at a particular time. But we like the fact that we're in there, we're building relationships, we're demonstrating our professionalism, our reliability, our consistency, how that creates convenience for the customer.

Jim Rozakis: Yeah. Hey, Curtis, this is Jim. I'd start with that one. I would say no one specific product line to call out. Every customer has different needs. One of the unique parts about our model is that we're a high-touch model, meaning we have representatives within their facilities on a regular cadence, and they're often able to really get to know those customers, understand their needs, understand their pain points, understand the things that they're working diligently to solve for. We have such a broad product offering that it's really one-off on exactly what product may resonate for a particular customer at a particular time. But we like the fact that we're in there, we're building relationships, we're demonstrating our professionalism, our reliability, our consistency, how that creates convenience for the customer.

Speaker #7: Every customer has different needs. One of the unique parts about our model is that we're a high-touch model, meaning we have representatives within their facilities on a regular cadence.

Speaker #7: And they're often able to really get to know those customers. Understand their needs, understand their pain points, understand the things that they're working diligently to solve for.

Speaker #7: And we have such a broad product offering that it's really one-off on exactly what products may resonate for a particular customer at a particular time.

Speaker #7: But we like the fact that we're in there. We're building relationships. We're demonstrating our professionalism, our reliability, our consistency, how that creates convenience for the customer.

Speaker #7: And then, just trying to set the stage so that every time they have a need, they think about us first. We're able to go ahead and capture a little bit more of that wallet share and have them redirect spend over to us.

James N. Rozakis: Just trying to set the stage that every time they have a need, they think about us first, and we're able to go ahead and capture a little bit more of that wallet share and have them redirect spend over to us. So really broad success across all of our product lines, continuing to move. Now maybe one other thing I might just say is that we talked about this as incremental success, right? This is an area we've been working on for quite some time, and we continue to see incremental success and would imagine that this will be one that we can continue to work on. But it is not an overnight change in the business. This is not a new strategy to us.

Jim Rozakis: Just trying to set the stage that every time they have a need, they think about us first, and we're able to go ahead and capture a little bit more of that wallet share and have them redirect spend over to us. So really broad success across all of our product lines, continuing to move. Now maybe one other thing I might just say is that we talked about this as incremental success, right? This is an area we've been working on for quite some time, and we continue to see incremental success and would imagine that this will be one that we can continue to work on. But it is not an overnight change in the business. This is not a new strategy to us.

Speaker #7: So really broad success across all of our product lines. Continuing to move and now maybe one other thing I might just say is that we talked about this as incremental success, right?

Speaker #7: This is an area we've been working on for quite some time. And we continue to see incremental success. And would imagine that this will be one that we can continue to work on.

Speaker #7: But it is not an overnight change in the business. This is not a new strategy to us.

Speaker #8: Okay. Understood. Thank you.

Curtis Nagle: Okay, understood. Thank you.

Speaker #1: And our next question comes from Faiza Alwi from Deutsche Bank. Please go ahead, Faiza.

Operator: Our next question comes from Faiza Alwi from Deutsche Bank. Please go ahead, Faiza.

Speaker #5: Yes. Hi. Thank you. I wanted to ask about the labor environment. I think you talked about improving retention. But I've seen more recently obviously, it's in the transportation market and maybe some home builders talking about a tighter labor market.

Faiza Alwi: Yes. Hi, thank you. I wanted to ask about the labor environment. I think you talked about improving retention, but I have seen more recently, obviously it is in the transportation market and maybe some home builders talking about a tighter labor market. I am curious if, one, you are seeing any signs of tightness from where you sit, and just based on what you are seeing in some of the other sectors, sort of if you are planning for a tighter labor market and kind of what that entails.

Faiza Alwy: Yes. Hi, thank you. I wanted to ask about the labor environment. I think you talked about improving retention, but I have seen more recently, obviously it is in the transportation market and maybe some home builders talking about a tighter labor market. I am curious if, one, you are seeing any signs of tightness from where you sit, and just based on what you are seeing in some of the other sectors, sort of if you are planning for a tighter labor market and kind of what that entails.

Speaker #5: And I'm curious if you're seeing any signs of tightness from where you sit, and just based on what you're seeing in some of the other sectors. Are you planning for a tighter labor market, and kind of what that entails?

Speaker #7: Good morning, Faiza. This is Todd. Yeah, our retention levels of our employee partners are really attractive—at record levels. We recognize, just like customers, our partners have the ability to go; they can work other places.

Todd Schneider: Good morning, Faiza. This is Todd. Our retention levels of our employee partners is really attractive at record levels. We recognize just like customers, our partners have the ability to go and work other places, and we work really hard to provide attractive wages and benefits, but more so just the environment that they operate in and the culture. So we are quite proud of where we are with retention levels and we try to see around the corner and anticipate those needs, and we think we are well-positioned. As far as in construction or in transportation, I think in particular, they are dealing with some unique circumstances there that I think are not affecting us in any broad manner whatsoever. So we feel quite good about where we are and where we are heading there.

Speaker #7: And we work really hard to provide attractive wages and benefits, but more so, just the environment that they operate in and the culture. So we're quite proud of where we are with retention levels.

Speaker #7: And we try to see around the corner and anticipate those needs, and we think we're well positioned. As far as the construction or transportation, I think in particular, they're dealing with some unique circumstances there that I think are not affecting us in any broad manner whatsoever.

Speaker #7: So, we feel quite good about where we are and where we're heading there.

Speaker #5: Great. Thank you. And then just to follow up and apologies if I'm breaking any rules, but I did just want to ask about the universe transaction and whether you've going to responded to the FTC with information that they might have asked given that you're still optimistic about the end of your timeline.

Faiza Alwi: Great. Thank you. Then just to follow up, and apologies if I am breaking any rules, but I did just want to ask about the UniFirst transaction and whether you have going to respond it to the FTC, with information that they might have asked, given that you are so optimistic about the end of your timeline.

Faiza Alwy: Great. Thank you. Then just to follow up, and apologies if I am breaking any rules, but I did just want to ask about the UniFirst transaction and whether you have going to respond it to the FTC, with information that they might have asked, given that you are so optimistic about the end of your timeline.

Speaker #7: Yeah, Faiza, I appreciate your question. But we're not going to comment any further on the universe transaction, just to avoid any speculation. As I stated in my prepared remarks, we remain confident that we'll close the deal in the back half of calendar 2026.

Todd Schneider: Yeah. Faizah, I appreciate your question. We are not going to comment any further on UniFirst transaction, just to avoid any speculation. But as I stated in my prepared remarks, we remain confident that we will close the deal in the back half of calendar 2026.

Speaker #5: All right. Thank you.

Faiza Alwi: All right. Thank you.

Faiza Alwy: All right. Thank you.

Speaker #7: Thank you.

Todd Schneider: Thank you.

Speaker #1: And our next question comes from Tony Kaplan from Morgan Stanley. Please go ahead, Tony.

Operator: Our next question comes from Toni Kaplan from Morgan Stanley. Please go ahead, Toni.

Speaker #2: Thanks so much. You talked earlier in the call about some of the higher cost dynamics. I was wondering if you would expect the industry to sort of command higher prices next year if these dynamics persist, and how you think about the outlook for pricing in the industry.

Toni Kaplan: Thanks so much. You talked earlier in the call about some of the higher cost dynamics. I was wondering if you would expect the industry to sort of command higher prices next year if these dynamics persist, like how you think about the outlook for pricing of the industry.

Speaker #7: Yeah. Tony, this is Todd. I certainly cannot speak for the marketplace in general. We compete with all kinds of different companies. So all I can speak of is how we run our business.

Todd Schneider: Yeah. Toni, this is Todd. I certainly cannot speak for the marketplace in general. We compete with all kinds of different companies. All I can speak of is how we run our business and we respect the fact that our customers have choices, and we operate in an incredibly competitive market. As a result, we're going to leverage our corporate culture and leverage our competitive urgency and our focus on making sure that we don't accept just input costs going up. Where we do have input costs, we're not going to just simply pass it along. We've got to be better than that, and we expect to be better of the leadership team, and they're performing. We would expect that we'll continue to manage it in that manner. As I mentioned, I'm incredibly proud of what the leadership team has accomplished.

Speaker #7: And we respect the fact that our customers have choices. And we operate in an incredibly competitive market. So as a result, we're we're going to do we're going to leverage our corporate culture and leverage our competitive urgency and our focus on making sure that we don't accept just input costs going up.

Speaker #7: And where we do have input costs, we're not going to just simply pass it along. So we've got to be better than that. And we expect that to be better of the leadership team.

Speaker #7: And they're performing, and we would expect that we'll continue to manage it in that manner. As I mentioned, I'm incredibly proud of what the leadership team has accomplished.

Speaker #7: And I think we're well positioned for the future.

Todd Schneider: I think we're well-positioned for the future.

Speaker #2: That's great. And you talked about productivity initiatives to try to offset maybe some higher costs. And so can you give an example maybe of maybe an impactful productivity initiative that you've been able to achieve recently or just areas where you think the most you would be able to get the most bang for your buck in terms of productivity initiatives?

Toni Kaplan: That's great. You talked about productivity initiatives to try to offset maybe some higher costs. Can you give an example maybe of an impactful productivity initiative that you've been able to achieve recently, or just areas where you think you would be able to get the most bang for your buck in terms of productivity initiatives? Thanks.

Speaker #2: Thanks.

Speaker #7: Yeah. Hey, Tony, this is Jim. I'll start on that one. As we look at trying to expand our margin and deliver strong financials, it always starts for us with strong top-line growth.

Todd Schneider: Yeah.

James N. Rozakis: Hey, Toni, this is Jim. I will start on that one. As we look at trying to expand our margin and deliver strong financials, it always starts for us with strong top-line growth. We know that that top-line growth creates great leverage for us, and that improves things like routing efficiency when you have more and more customers in a marketplace. When we are effective with cross-sell, the average size of each customer becomes larger, and that is a more efficient piece of revenue than a new piece of revenue. Every time we have great work on top line, it increases our capacity utilization in all of our businesses, depending on whatever the capacity is. So it always starts with a continued focus on strong top-line growth and creating that leverage.

Jim Rozakis: Hey, Toni, this is Jim. I will start on that one. As we look at trying to expand our margin and deliver strong financials, it always starts for us with strong top-line growth. We know that that top-line growth creates great leverage for us, and that improves things like routing efficiency when you have more and more customers in a marketplace. When we are effective with cross-sell, the average size of each customer becomes larger, and that is a more efficient piece of revenue than a new piece of revenue. Every time we have great work on top line, it increases our capacity utilization in all of our businesses, depending on whatever the capacity is. So it always starts with a continued focus on strong top-line growth and creating that leverage.

Speaker #7: And we know that that top-line growth creates great leverage for us. And that improves things like routing efficiency. When you have more and more customers in a marketplace.

Speaker #7: When we're effective across sell, the average size of each customer becomes larger. And that's a more efficient piece of revenue than a new piece of revenue.

Speaker #7: Every time we have great work on the top line, it increases our capacity utilization in all of our businesses, depending on whatever the capacity is.

Speaker #7: So it always starts with continued focus on strong top-line growth and creating that leverage. And then I think it's been mentioned a number of times, we really do focus on technology.

James N. Rozakis: I think it has been mentioned a number of times, we really do focus on technology and using technology to attract out things that are inefficient in our business. We have spoken about SmartTruck, and SmartTruck being available to us to continue to incrementally route more efficiently. We have been able to grow in excess of route creation for some time now by making those routes more efficient. Garment sharing in our rental business has been enabled through technology. That is in the early innings, and we have great opportunity with garment sharing. Things like automation. We thought that sortation, but automation shows up in a lot of different ways, and those can incrementally make you more efficient.

Jim Rozakis: I think it has been mentioned a number of times, we really do focus on technology and using technology to attract out things that are inefficient in our business. We have spoken about SmartTruck, and SmartTruck being available to us to continue to incrementally route more efficiently. We have been able to grow in excess of route creation for some time now by making those routes more efficient. Garment sharing in our rental business has been enabled through technology. That is in the early innings, and we have great opportunity with garment sharing. Things like automation. We thought that sortation, but automation shows up in a lot of different ways, and those can incrementally make you more efficient.

Speaker #7: And using technology to attract out things that are inefficient in our business. And we've spoken about smart truck and smart truck being available to us to continue to incrementally route more efficiently.

Speaker #7: And we've been able to grow in excess of job creation, in excess of route creation, for some time now by making those routes more efficient.

Speaker #7: Garment sharing in our rental business has been enabled through technology. That's in the early innings and we have great opportunity with garment sharing. Things like automation we thought that sortation with automation shows up in a lot of different ways.

Speaker #7: And those can incrementally make you more efficient. We also love to work with our supply chain. And when we have continued revenue growth, that gives them the advantage to get some volume discounts out there and do what they do.

James N. Rozakis: We also love the work by our supply chain, and when we have continued revenue growth, that gives them advantage to get some volume discounts out there and do what they do. So really, all of those, I think are our major inputs towards what I will call making the business more efficient or attracting out the efficiencies that Todd talked about. That is our preferred methodology for margin expansion.

Jim Rozakis: We also love the work by our supply chain, and when we have continued revenue growth, that gives them advantage to get some volume discounts out there and do what they do. So really, all of those, I think are our major inputs towards what I will call making the business more efficient or attracting out the efficiencies that Todd talked about. That is our preferred methodology for margin expansion.

Speaker #7: So, really, all of those, I think, are major inputs toward what I'll call making the business more efficient, or extracting out the efficiencies that Todd talked about.

Speaker #7: And that's our preferred methodology for margin expansion. Tony, this is Todd. You heard a number of things from Jim there. And it all goes back to culture.

Todd Schneider: Toni, this is Todd. You heard a number of things from Jim there, and it all goes back to culture, and it goes back to there is no home run where, "Oh, my goodness, we are getting massive productivity increase because of this." There is a tremendous amount of singles and doubles, and that is our culture, and that is what we leverage. We would love home runs, right? But it is a lot of singles and doubles, and we are seeing around the corner, and we know we are going to need more in the future. So we are expecting that. Jim mentioned technology. That is obviously a big one. Most companies are going to have to leverage technology to improve productivity. As we think about technology, we think about it in two manners.

Speaker #7: And it goes back to there is no home run where well, my goodness, we are getting massive productivity increase because of this. There's a tremendous amount of singles and doubles.

Speaker #7: And that is our culture. And that's what we leverage. And we would love home runs, right? But it's a lot of singles and doubles.

Speaker #7: And we're seeing around the corner and we know we're going to need more in the future. And so we're expecting that. Jim mentioned technology.

Speaker #7: That's obviously a big one. Most companies are going to have to leverage technology to improve productivity. And as we think about technology, we think about it in two ways.

Speaker #7: Number one, making it easier for our customers to do business with us. And number two, making our helping our employee partners to do their jobs more effectively, making it easier to do their jobs.

Todd Schneider: Number one, making it easier for our customers to do business with us, number two, helping our employee partners to do their jobs more effectively, making it easier to do their jobs. Both show up in a very positive way, ultimately in our results.

Speaker #7: So both show up in a very positive way ultimately in our results.

Speaker #2: Super. Thank you.

Toni Kaplan: Super. Thank you.

Speaker #7: Thank you.

Todd Schneider: Thank you.

Speaker #1: And with that, the question and answer session has concluded. I will now turn the call back over to Jared Mattingly to close out the call.

Operator: With that, the question and answer session has concluded. I will now turn the call back over to Jared Mattingley to close out the call.

Speaker #4: Thank you for joining us this morning. We will issue our second quarter of fiscal 2027 financial results in December. We look forward to speaking with you again at that time.

Jared Mattingley: Thank you for joining us this morning. We will issue our Q2 of fiscal 2027 financial results in December. We look forward to speaking with you again at that time. Thank you.

Speaker #4: Thank you.

Speaker #1: This concludes today's conference call. Thank you for your participation. You may now disconnect.

Operator: This concludes today's conference call. Thank you for your participation. You may now disconnect.

Operator 2: The host has ended this call. Goodbye.

Operator: The host has ended this call. Goodbye.