ABM Industries Inc (ABM) 2016 Q2 法說會逐字稿

Good day, ladies and gentlemen, and welcome to the ABM Industries second quarter FY16 conference call.

(Operator Instructions)

As a reminder, this conference call is being recorded. I would now like to turn the call over to Susie Choi, Head of Investor Relations. Ma'am, you may begin.

Thank you all for joining us this morning. With us today are Scott Salmirs, our President and Chief Executive Officer; and Anthony Scaglione, Executive Vice President and Chief Financial Officer. We issued our press release yesterday afternoon announcing our second quarter FY16 financial results. A copy of this release and an accompanying presentation can be found on our corporate website.

Before we begin, I would like to remind you that our presentation today contains predictions, estimates and other forward-looking statements. Our use of the words estimate, expect and similar expressions are intended to identify these statements. These statements represent our current judgment of what the future holds. While we believe them to be reasonable, these statements are subject to risk and uncertainties that could cause our actual results to differ materially. These factors are described in a slide that accompanies our presentation.

During the course of this presentation, certain non-GAAP financial information will be presented. A reconciliation of those numbers to GAAP financial measures is available at the end of the presentation and on the Company's website, under the Investor tab.

I would now like to turn the call over to Scott.

Thank you, Susie. Good morning and thanks to everyone for joining today's call. By now, I'm sure you all had a chance to review last night's press release discussing our FY16 second quarter results. Before I get into the details of the quarter, I want to share with you where we are on our 2020 Vision journey.

I am happy to report that we are tracking extremely well on our transformation plan, which we presented at our investor day in October of last year. Last month, we officially completed what we have communicated as the first phase of our 2020 Vision transformation. Phase I's primary focus was to design an organization that would support our new go-to-market strategy by industry group rather than by service line. What that means in real terms is that the organizational design is complete. We have people in seats and we have officially established our industry groups, with new reporting lines and roles within each group.

With the completion of Phase I, we have now delivered on our 2020 Vision savings target for the first half of 2016. Actually, we are at the high end of our projections, with approximately $6 million in savings realized year to date. This shows that we are already seeing benefits on the cost side of our organizational restructure. This positions us to achieve realized savings at the higher end of the $10 million to $20 million target for the full year, and we continue to expect to achieve our $40 million to $50 million run rate margin improvement by the end of 2017.

Additionally, as part of Phase I, we commenced several foundational activities that will accelerate in the coming months. This includes initiating our shared services infrastructure and beginning our procurement activity. Both have begun to develop and will bring long-term value to the business.

We are now entering Phase II, where we will create a uniform sales and operational framework that will be codified across the enterprise. This includes developing account planning programs to each of our clients, implementing detailed labor management methodologies, creating process tools, and providing enhanced learning and training for our people. The timing of Phase II activities will extend well into FY17, as planned.

One key activity I'd like to highlight in Phase II will be a focus on full account migration into our newly defined industry groups; in essence, aligning accounts that were in our on-site business into each of the individual industry groups. We will be transitioning accounts over the next several months, so we are fully operating and serving our clients within our new structure. The account migration process is anticipated to be fully completed by the first quarter of FY17.

I mentioned this on our last call, but I believe it's important to reiterate, that our transformation requires a tremendous amount of effort and diligence from our employees and our leadership team. I'm so proud of how we continue to prove our ability to grow our business and execute financially, while simultaneously managing this transition.

Before I get into our operational performance, I want to discuss the increase of our full-year guidance outlook to $1.55 to $1.65. Our increase is due to timing of savings associated with 2020 Vision and other strategic project investments that have not yet occurred. I'd like to give you a bit more clarity on what that specifically means.

As we were going through our organizational design process in Phase I, we identified areas of investment in order to support our new structure and goals. Some of this was difficult to predetermine and some projects were purposefully put on hold prior to the organizational design being completed.

As an example, we have created and designed a learning and development organization within our HR business function. We do not have those specific skill sets in-house and will need to go to the outside to source that talent, which could take time. This was no way able to be anticipated prior to the outset of the transformation.

While we will proceed with all of our identified investments, it's difficult to determine exactly when some of these expenses will be incurred. We have raised our guidance outlook to account for the timing associated with these investments.

That being said, we are moving forward in many areas, including bringing on new talent. And on that note, I'm very excited to announce that we've been able to fill several important roles this quarter. This includes our new Chief Information Officer, Bill Popper. He will join us from W.P. Carey, where he was the CIO of that $10 billion global real estate investment trust.

We also brought on Richard Chalker, who joins us as Senior Vice President of Strategy and Transformation. Richard was most recently the co-head of Global Corporate Real Estate for Morgan Stanley. Both two great hires for the firm.

Now let's discuss our second quarter. Anthony will go into more financial detail in a minute, but at a high level, I'm pleased with this quarter's execution. We demonstrated strength in the top line, primarily driven by organic growth and supported by incremental revenues from our Technical Services acquisitions.

For our Janitorial segment, we saw expansion of business with several of our top clients. We had new customer wins in education at South Carolina's Anderson County School District and at Paradise Valley Unified School District in Arizona. We also had a terrific win in our Sports and Entertainment business with Nationals Park, which is the home of Major League Baseball's Washington Nationals.

Our ABES Technical Service business demonstrated an outstanding quarter with strong revenue growth, and we expect this performance to continue throughout the remainder of the year; however, keep in mind that going into Q3 and Q4, year-over-year comparisons may not be as material, as ABES performed extremely well in the second half of 2015 as opposed to the first half of 2015, where they had a slower start.

In our Air Serv business, we continue to see double-digit revenue growth. Some of this growth was due to expansion in our major markets; and not unlike a start-up of a new piece of business, this takes time to properly staff and scale, so we have some impact on short-term margins this quarter. Regarding our overall profitability for the firm, when taking into account the estimated impact of insurance and one extra working day during the quarter, we are delivering on our internal expectations for the first half of the year.

So our business is performing well. We are on track with our transformation plan and we are managing the growth and profitability of our business as we progress. All key indicators that our 2020 Vision strategy is beginning to take hold are coming to fruition.

Lastly, I'd like to share a personal note. Two weeks ago, we held our first 2020 Vision planning conference with the senior leadership team that emanated from our organizational redesign in Phase I. I was genuinely moved by the excitement and commitment our employees have for our 2020 Vision. I was also able to share with them that we've entered the Fortune 500 for the first time in our Company's history, a true milestone for a 100-year-old firm. I've always communicated that we are transforming our business from a position of strength, and being included in the Fortune 500 underscores that fact.

I've been at the firm just over 13 years now, and I can tell you that I have never seen such enthusiasm and hearty discussion around the future opportunity for this Company. It is clear to me that we have the right strategy, the right team and, over time, we will be even more aligned with our clients' needs to help them solve their problems.

So thank you again. And with that, I will hand the call over to Anthony for further details on our financial performance.

Thank you, Scott, and good morning, everyone. As Scott described, we have now created the organizational design that will enable us to fully realize our 2020 Vision strategy. We are all excited to begin operating under this new structure and I look forward to sharing our progress with all of you moving forward.

Today, I will review our performance for the second quarter and discuss our revised guidance. I'd like to remind everyone that I will be referring to the results from continuing operations, which exclude the sale of our Security business.

Now for a review of the second quarter, which is described in today's earnings presentation that I will refer to periodically. Revenues for the quarter were up 6.9% versus last year, driven by organic growth of 4% and roughly $34 million of revenues from acquisitions, which are primarily reflected in our Building and Energy Solutions segments.

We ended the quarter with adjusted EBITDA of $46 million and an adjusted EBITDA margin of 3.7%, which we believe was a strong end to the first half of the fiscal year, given the expected impact of insurance and one extra working day during the quarter. Higher margin tag revenue in Janitorial and higher revenue contributions from the ABES business partially offset these additional expenses. The quarter also benefited from the 2020 Vision savings which Scott referred to earlier. Adjusted income from continuing operations was $17.7 million, or $0.31 per diluted share, compared to $19 million, or $0.33 per diluted share last year.

While I will discuss our revised guidance outlook shortly, I would like to note that we remain on track to achieve a run rate of $40 million to $50 million in operational efficiencies related to our 2020 Vision by the end of 2017. However, we are currently benefiting from savings related to Phase I and other strategic project investments that have not yet occurred. Therefore, while our long-term projections remain intact, we expect to realize greater in-year savings in 2016.

Before I discuss our segment results for the quarter, I would like to note that the results of our operations were negatively impacted by insurance, and additionally for Janitorial, we had one extra working day. As we have discussed extensively in the past, we have made structural improvements to our approach to risk safety, which is now under one common leadership. We also created an executive risk and safety committee, and risk and safety metrics are now a component of our incentive compensation plan. We are fully committed to managing insurance costs going forward.

Now turning to slide 5 of today's presentation. To note, 2020 savings positively contributed to segment operating results.

For Janitorial, revenues increased 4.1% versus last year, and operating margins were 5.1%. Margins benefited from the increased scope of work at some of our top clients, including additional tag revenue.

Facility Services revenues decreased 1.9%, or $2.8 million, and operating margins were 4.8% versus last year, benefiting from an improved contract mix. Parking continues to demonstrate good top line growth, generating over 7% increase in revenues versus last year. But similar to last quarter, this segment continues to experience some challenges. Operating margins decreased to 3.8% versus last year, due to higher costs associated with certain clients and contract conversions from managed to lease location arrangements.

Before I dive into greater detail of BESG, I wanted to remind everyone that BESG is comprised of ABES, our Technical Services business, Healthcare and Government. Much of the momentum in BESG is being driven by our ABES business, which continued to perform well in Q2. I do want to point out, though, that this business experienced certain challenges during the first half of last year and ramped up to a very strong second half of 2015. Therefore, while on a full-year basis we continue to expect growth in ABES based on a strong pipeline of project-related work, we expect growth rates to normalize in the back half of this year.

Building and Energy Solutions revenues increased 25.9% versus last year, which included $32.1 million of revenue related to acquisitions. Operating margins were impacted by specific reserves established for a client receivable that is no longer considered probable of collection and lower equity earnings from unconsolidated affiliates, which are both related to our Government business.

Finally, revenues for Air Serv increased by $13.9 million, or 14.5%, driven by strength in our US operations related to passenger assists and cabin cleaning services. Operating margins increased 10 basis points to 3.2% versus last year, primarily due to lower amortization expense.

Turning to liquidity, for the quarter our cash from continuing operations increased $20 million. The improvement in cash flow was primarily due to timing of collections and taxes paid. We ended the quarter with total debt, including standby letters of credit, of $336.5 million, and our total debt to pro forma adjusted EBITDA was roughly 1.6 times.

During the quarter, we repurchased approximately 300,000 shares of common stock for $10 million; and as of April 30, 2016, there was approximately $167 million of availability remaining under our $200 million share repurchase program. And finally, the Board has approved ABM's 201st consecutive dividend of $0.165 per share payable on August 1, 2016 to stockholders of record on July 7, 2016.

Now we'll turn to our guidance outlook. As I referenced earlier, due to the timing of actions which also assumed a set amount of expected attrition and investments related to our 2020 Vision and other strategic enterprise-wide projects, for the remainder of the year, we expect to realize savings in excess of what was originally planned. While we anticipate these expenses to materialize in the future, it is difficult to determine exactly when these expenses will be incurred.

Operationally, we are pleased to have delivered solid results for the second consecutive quarter during which we designed our new organizational structure. There is an immense amount of transition as we all prepare to operate under this new design in 2017. We are pleased to be closing the first half of the year in a continued position of strength, and we look forward to demonstrating additional progress in the coming months.

As Scott highlighted earlier, we are raising our full-year FY16 guidance range for adjusted income from continued operations to $1.55 to $1.65 per share, compared to our previous guidance range of $1.50 to $1.60 per share. Operator, we are now ready for questions.

(Operator Instructions)

Our first question is from David Gold with Sidoti. You may begin.

Hello. Good morning.

Good morning, David.

A couple of questions for you. First, on the Janitorial side, pleased to see the 4% growth there and it looks like nice pickup in Tag work. Can you speak a little bit to trends there as far as two things, really. One, on the growth, how much of it is existing clients versus new wins or whether you'd consider market share gains? And then second, if you can give us some insight as to where we are on tag as far as any sort of goalpost you can give us there as to how to think about how that's progressing?

Yes, sure, David. So the way I think about this in terms of contract expansion versus, again, the organic versus the existing, it's a mix of both. I don't think there's anything that really sticks out as making a trend one way or the other. I think for us, it's more about a heightened awareness with our team that tags, generally speaking, are higher revenue, higher margin opportunities for the enterprise, and people are attuned to it. And so I don't necessarily think, again, there's any real trend in terms of whether it's new wins or existing contracts.

And for tag, just to add on that, for the first half, it was up 7% year-over-year. But really it's a Q1, Q2 benefit from event-driven activity like snow removal, year-end events. So we expect a slowdown overall in the second half traditionally, but still a focus. And it's safe to consider tag, what we like to target is roughly around 4% of overall revenues to come from tag, that's historically been the benchmark. So we're trending very well to that benchmark.

Excellent, excellent. Thanks. And then if we can shift gears for a second towards the transformation. Sounds like some very positive early signs of success. And just curious there if you can speak a little bit more towards, in your tone and in your commentary, very positive on seeing the upside, or the high side of the upside, where did we see the, let's say, what were the positive surprises, if you will, in there that helped give us the confidence?

You know, I think the good news is there weren't any major surprises. And I would say they're positive and negative. I think for us, it's about discipline and planning and execution, and we were as expected. We have high standards for ourselves and we're executing on that. And I think that's, if anything, Dave, I think that's the big story here is that we're executing without surprises.

Perfect. One last, if I can sneak it in. Anthony, there was commentary in there about a receivable that you're now viewing as, let's say, more negative than reserved for. Can you just give some color? Was that a bankruptcy or a dispute?

That was actually a receivable from work that we performed many years ago. Actually, it was in 2011-2012 timeframe that we were in litigation with the customer around the collectibility of the receivable and the payment of the receivable based on contractual terms. So it's a write-off non-cash associated with it. We felt that that was a conservative position to take as part of the overall enterprise.

Got you. Okay. So it's not something that we should see many more of those, presumably?

No, because I think if you look at our cash flow for the quarter and for the year, the first half we're still laser focused on DSO and we feel really good about the cash flow.

Sounds perfect. Thank you both.

Thanks, David.

Our next question is from Joe Box with KeyBanc Capital Markets.

Hello. Good morning, guys. I appreciate the commentary on the investments that haven't occurred. Can you maybe give us a little bit more color on how much the tailwinds from the lack of investments could be to the 2016 guidance? I'm just trying to parse that out relative to the strong quarter that you guys posted.

Sure. In the first half, we realized roughly $6 million of savings associated with 2020. And as we look out for the balance of the year, obviously we have a cadence of hiring and execution of some of the projects that Scott articulated earlier. And we expect roughly $20 million of realized by year end, with a run rate heading into FY17 above what we initially expected. But again, it's really a pull forward from a timing perspective. So I think the balance of the year, we feel good about where we are overall. And with the cadence of our investments and hiring, we expect to be where we put out from a guidance standpoint.

Maybe I'm not fully understanding the commentary then. To me, it sounded like there was an investment that was supposed to be made in the back half of the year and that would have been a drag to earnings and that's not happening now?

No, it's happening.

It's just not happening to the same degree?

It's just timing. So if you can envision when we embarked on the 2020 Vision, a lot of it is based on when we expected the organizational design to be complete, the investments that we're going to make. Scott mentioned investments in our learning development. That's all planned out.

So we still anticipate making those investments, but when we initially provided guidance back at the end of last year, we had a timeline associated with both the exits out from an organizational cost perspective and the investments in, and it's just a timing in terms of the investments in. So we're fully committed to making those investments. And with those investments, it matches where we anticipated the margin increase overall for 2020, as it relates to organizational design.

And a more tangible example of that is, we were searching for a new CIO, and that took some time. So until Bill Popper came on, we weren't going to start with some of the IT investments that we may have planned until we got our new CIO in place, which we just did. So it's generally things like that, Joe.

Okay. And would that generally comprise the full $0.05 increase to the guide?

Yes.

Yes.

Okay. Perfect. That's what I was looking for. Thank you. And then you mentioned tough comps in BESG and the expectation for it to normalize. Is the expectation that it settles back into a normal growth rate, or are we looking at tough comps from the prior year and it's potentially down on an organic basis?

I think tough comps is probably too harsh of a word. If you recall last year, our first half results for BESG, specifically on the ABES, that's what we're really speaking to is the Technical Service side, they had a tough first half and they over achieved the second half. What we expect for the second half is still growth. But on a year-over-year basis, that growth is going to be less than what we've seen in the first half, but still growth. So we're still very committed to the plan. The pipeline is strong. It's just the second half year-over-year growth is not going to be as dramatic as the first half.

But still, the actual nominal results will be really strong.

Perfect. Thank you. And then last one. Solid free cash flow, or cash flow in the quarter, some nice debt pay down, looks like your leverage ratio is now below the historical target range. Can you maybe just give us an update on priorities for cash as you navigate through the restructuring process?

Yes. So I think we still remain committed to investing in the business. Obviously, the 2020 Vision and the execution that will have a timing component as it relates to cash flow. We're still looking at targeted acquisitions as part of a complement to our portfolio. And then from a distribution standpoint, we laid out a fairly disciplined approach to share buyback. Depending on the cadence of the cash flow and the cascading of the waterfall where we deploy that cash flow, we may accelerate the share buyback. But at this point, we still feel pretty good about what we put out back at investor day.

Got it. Thanks, guys.

Thank you.

Our next question is from Jeff Kessler with Imperial Capital.

Thank you and thank you for taking the question. How are you doing, guys? Okay. Can we drill down a little bit into BESG, a little bit between the divisions and whether or not you see any areas in which you could expand that business into some other vertical markets?

If you look at BESG and what's composed of, it's Government, Healthcare and ABES, which is our Technical Services. And you know how high we are on our Technical Services ABES business with their growth, so we're feeling great about that. Healthcare is broken out now into one of our key verticals, as is Government, and I think there's a lot of trajectory.

If you think about our Healthcare business, which is between the $100 million and $200 million range in revenue, there's a whole host of competitors that are in the $1 billion, $2 billion range. And the trends in Healthcare, with outsourcing and finding value, unlocking dollars, I think really plays in our favor. So I think the economics around being in the Healthcare sector are really strong and in our favor, especially as we go into our new industry group vertical.

And Government, you know, Government's doing well. They have their bumps, because there's a lot of the timing related to how the government procures services in the cycle. And we're feeling good about that, too. But we just feel like in each of these verticals, as part of 2020 Vision, that's where we're going to get our true acceleration, and that's why we've picked those industry groups.

And then from an ABES perspective, Technical Services, we had phenomenal organic growth in the quarter of roughly 25%. And if you look at where that growth is really coming from and who their end-users are as it relates to some of the project-level work, energy efficiency-related work, it's really strong in the Education sector. So as we move into these verticals or industry groups and we define Education, we see great opportunity for the ABES pull through in that marketplace.

That's kind of what I wanted to drill down into, is that the Technical Services, what areas specifically are driving that growth in Technical Services? You've just gone into Education. And that's what I'm trying to get to is what other areas, what other areas could support -- I'm not so interested in the year-over-year comps, because the comps get tougher -- but to maintain that level of trajectory for Technical Services, what other verticals are appearing for you that look strong?

So for us, we think Aviation could be really powerful. We have not cross sold into that industry group yet. So I think that's big. Government is a big piece of the ABES business right now. And we haven't done cross selling in that, as well. And then high-tech, with the Silicon Valley relationship-type firms that we have, we think there's great opportunity with all the data center work that they do.

So we think from a cross selling standpoint, each of the industry groups are unique and have unique needs. But the way we've structured this, and the way you should think about it, for each industry group, they have a single point of contact with an ABES single point of contact, just working on cross selling and accelerating the revenue base of Technical Services.

Okay. I just wanted to follow-up on the question on your leverage. Obviously, the leverage is below your long-term target. And you've talked about the priorities of where you're going to spend the cash. On the acquisition front, is this going to be a continuation of finding niches or just opportunities in various areas, or are there certain new fields or certain verticals that you do not have right now that you are looking at?

Yes, so what we did, we took a deliberate pause as part of the 2020 Vision. As you can imagine, going through this process, we had a lot of transition, both from a people standpoint and also from a market standpoint. So our objective with M&A is to continue to build our Technical Service capabilities by defined markets, and we have an internal heat map around where we would like to grow the Technical Services business by geography and also by service line.

As it relates to the industry groups, at this point, we do not expect to continue to add additional services. However, when we go through the industry group analysis and we really stand them up and begin to operate in that industry group, we'll see if there's a gap in our portfolio for a service we may not have today and whether we should look to grow that organically or grow that through acquisition. But it's too early to tell, at this point.

I think this is going to end up being a pretty dynamic process for us, as we develop our business plans and our strategies, go-to-market, and see where we have gaps in services, but also in geographies.

All right. Great. Thank you very much.

Thanks.

(Operator Instructions)

Our next question is from George Tong with Piper Jaffray. You may begin. George, your line is open, please check your mute button.

Hello. Thank you. Good morning. You indicated that some investment projects are being put on hold. Can you discuss whether the delays in investments may result in timing delays in terms of realized cost savings?

It's not so much timing delays in realized cost savings. So when we set out our plan, we had defined specific areas where we knew we had to invest. So as part of the timing, we're getting the benefit of those potential delays. So it's really a pull forward of savings. As we deploy and as we continue to build out our organizational structure and make those investments, it will normalize and go back to our original range of savings and range of targeted margin improvement. So there's no anticipated increase or decrease overall. It's just a timing delay.

And I think the way you have to think about it with timing, we started on this journey a year ago. And we put up our anticipated spend. And a lot of it was aspirational, a lot of it was early planning, so to get to the specificity of quarter by quarter deployment, it's really hard, especially a year ago. So I think we're thinking more long term and making long-term investments, medium-term investments, and we are on track for that. But on a quarter-by-quarter basis, it would be a tough time for us to navigate that and answer to that quarter by quarter. It makes it difficult.

Makes sense. So Phase 2 of your 2020 Vision plan includes actions around account planning and labor management. Are you anticipating, or do you anticipate, any potential sales force disruptions as accounts are transitioned and as you continue to push forward with your verticalized strategy?

The execution, we always said there's execution risk in Phase 2, because you are migrating accounts and relationships, and people that were in charge of a particular account at ABM are now transitioning it to other folks. And that's not happening for every single account. Maybe it will affect a smaller portion of accounts, but it's what we're used to.

We happen to be good at this. It's not unusual, even before 2020 Vision, for people to change accounts, as we've grown our business and reshuffle. So it's something that, again, I think we happen to be good at, but this is a different scale, because it's happening across the entire enterprise. So for us, it's all about planning and being deliberate about each step in the transition. So we're hoping, and we deeply believe, that we will be able to execute as flawlessly as we have in the past to get us to this point. So we're very confident in the team.

Got it. And then lastly, as you push forward with your transformation plan, can you discuss the amount of potential increase in cross-selling, particularly with your Janitorial segment versus your other segments, as under your more verticalized strategy, how much increased scope of work and cross-selling we may see in revenue performance?

You know, I think it's early days. We just got into our industry groups a couple of weeks ago. So it's hard to tell. I think over time, we will be able to define that better. But if you think about the organizing concept around moving to industry groups, I think it's really two things. It's getting closer to our customer and understanding their business, but it's just a better vehicle for us to deploy all of our services. Because before, if you were in the Janitorial division, there wasn't as much incentive to cross sell a different service. Now, if you're in Business and Industry, you're not thinking of yourself specifically in a service line, so you're thinking about your customer and you're thinking about how do you deploy all of our services for a customer. And it will be the first time in our history that we've had this approach. So I think there's going to be great cross sell opportunities, but to put an actual number to it, I think again, it's early days, as we just stood up these industry groups.

Got it. Thank you.

Our next question is a follow-up from Jeff Kessler with Imperial Capital.

One quick question, a cleanup question on your taxes. Is there a differential between your cash taxes and your provided for taxes?

Yes. I think one of the things from a cash tax perspective you have to take into consideration is the captive. So that's going to generate $15 million to $20 million of cash tax benefits that won't reflect necessarily in the effective tax rate.

Okay. Great. Thank you.

Thank you. Our next follow-up is from Joe Box with KeyBanc Capital Markets. You may begin.

Yes, just one quick follow-up for you. Do you have the number or the percentage of sales for relationship managers that were allocated to new accounts? Just trying to understand, is it 50% of your salespeople that were allocated to new accounts? Is it 25%? Maybe how that number typically trends?

We just don't track it that way yet, and this is all new days for us as we move into the industry groups. But historically, we haven't tracked it.

And our dedicated salespeople, so when we talk about accounts, we're really referencing the operating, the operators, our dedicated salespeople have been historically agnostic to service line or agnostic to industry. So that's going to be less of an impact specifically. It's really the operating, the operators and some of the transition. And as Scott mentioned earlier, there's going to be some of that, but it's not a 100% shift. It's negligible.

Would you say directionally it's north of 60%?

Yes, it's hard to tell, Joe, to be honest with you. Effectively, we're going through this process, people are in their seats, we're providing the transition. So some of the people that are in new seats are going to be bringing over the client base in that particular industry group and others that are in new seats are going to be transitioning. So it's hard to say. I don't think it's going to be as high as 50%, it's probably less than that. But I don't want to give a number without being more fact based, at this point.

Got it. Thank you.

Thank you. I'm showing no further questions at this time. I will now turn the call back over to Company management for closing remarks.

Okay. Great. Thank you. Thanks, everybody, for joining. Hopefully, you're getting the sense that you have an enthusiastic and excited management team here. We're energized about 2020 Vision and where it's taking the firm. And with that, I'd just say enjoy your summer and we look forward to reporting back to you with our next quarter's results in September. Thank you.

Ladies and gentlemen, this concludes today's conference. Thank you for your participation and have a wonderful day.