BGSF Inc (BGSF) 2024 Q4 法說會逐字稿

Good day and welcome to the BGSF Inc., fiscal year fourth-quarter 2024 earnings conference call.

(Operator Instructions) Please note this event is being recorded.

I would, now, like to turn the conference over to Miss Sandy Martin, with Three Part Advisors. Please go ahead, ma'am.

Good morning. Thank you for joining, us, for today's BGSF fourth-quarter and full-year 2024 earnings conference call.

With me on the call, today, are Beth Garvey, Chair, President, and Chief Executive Officer; and Keith Schroeder, newly-appointed Chief Financial Officer. After our prepared remarks, there will be a Q&A session.

As noted, today's call is being webcast live. A replay will be available later today and archived on the company's Investor Relations page at investor.bgsf.com.

Today's discussion will include forward-looking statements, which are based on certain assumptions made by the company under the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995. Actual results may differ, materially, from those indicated by the forward-looking statements because of various risks and uncertainties, including those listed in the company's filings with the Securities and Exchange Commission.

Management statements are made as of today. And the company assumes no obligation to update these statements, publicly, even if new information becomes available in the future.

Management will refer to non-GAAP measures, including adjusted EPS and adjusted EBITDA. Reconciliations to the nearest GAAP measures can be found at the end of our earnings release.

I'll, now, turn the call over to Beth Garvey.

Thank you, Sandy. Good morning, everyone. I appreciate you joining us, today.

I'd like to begin by addressing our CFO transition. Yesterday, we announced the appointment of Keith Schroeder as our new Chief Financial Officer.

We are thrilled to welcome Keith to the BGSF team. He's a transformational leader with extensive public company experience, bringing strategic, operational, and financial expertise that will strengthen our finance and accounting functions.

I also want to express my deep appreciation for John Barnett and his contributions to BGSF during a pivotal and transformative period in our company's history. On behalf of our leadership team and the Board, I thank John for his dedication and wish him the very best in his future endeavors.

Additionally, I'm proud to share that BGSF has, once again, been recognized as one of the best places for working parents, marking our fifth consecutive year of receiving this award.

Moving on to restructuring our strategic updates. As you recall in December, we announced a significant restructuring plan aimed at reducing costs, improving operational performance, and positioning BGSF for profitable growth. We anticipate cash savings of approximately $7 million to$ 9 million in 2025 from these initiatives, which included headcount reductions and streamlined indirect costs.

Furthermore, by shifting our IT middleware maintenance and development to lower-cost nearshore support with Arroyo, we expect to save an additional $800,000 annually, in capital and cash expenditures.

Both of our business segments also underwent an organizational restructure, which we believe will enhance communication, improve operational consistency, and drive efficiency gains, ultimately supporting long-term growth.

Regarding our strategic alternative process, our timeline remains unchanged. We continue to expect this to be a 12- to 18-month process, from our initial announcement in May of 2024. While we are making progress, we recognize the economic and political uncertainties have created a more cautious environment.

We remain committed to providing updates, when we have definitive developments to share.

Before Keith provides financial results, I'd like to highlight key trends in our business segments.

Professional segment. Our monthly IT contract revenue, normalized for billing days, reached its lowest point in June of 2024. However, since then, revenue has stabilized or grown sequentially, with positive trends continuing into January and February of 2025.

Fourth-quarter revenues were down 3% sequentially, reflecting normal holiday seasonality. However, adjusted for billing days, Q4 was approximately up 2% sequentially.

Encouragingly, we added 15 new logos in Q4 and saw a 30% increase in signed Master Service Agreements compared to Q4 of 2023.

Increased customer engagement and scope meaning suggests a growing opportunity pipeline, reinforcing our confidence in positive trajectory.

In the Property Management segment, we took decisive action to align direct and indirect operating costs with revenue, improving overall efficiency. The broader multi-family housing sector remains challenged by rising operating expenses and credit challenges. However, we are optimistic about improvement in revenue trends, starting in-mid 2025.

Our territory-mapping initiative in key markets drove a 23% increase in revenue and remains a top priority for expansion in 2025.

We continue to see year-over-year growth for our exclusive and semi-exclusive preferred vendor agreements, positioning BGSF as a go-to partner for our Property Management clients.

Now. I'll turn the call over to Keith to walk us through the financial results. Keith?

Thank you, Beth. Good morning, everyone.

I am honored to join BGSF and look forward to meeting many of you, as we engage with investors in the coming months.

Now, turning to our fourth-quarter performance. Our fourth-quarter revenue was $64.4 million compared to $73.6 million in Q4 of 2023, which is reflecting declines in both segments.

Our Professional segment revenue declined and narrowed to 8.7% year over year and 3% sequentially. On a billing day-adjusted basis, our Professional revenue grew 2% sequentially.

Property Management segment absorbed significant restructuring changes which, while challenging, have now aligned the business with forecasted revenue levels.

Property Management revenue experienced normal seasonality increase in '23. As we moved into Q4, we experienced a larger-than-normal seasonality decline. We attribute this decline, in part, due to actions we took to stop servicing certain credit risk and disruption as we executed the restructuring initiative.

Now, turning to our profitability and margins. Our gross profit was $21.5 million in Q4, with a margin of 33.3% as compared to 34.6% in the prior year. This is largely due to increased competition and economic pressures in Property Management.

SG&A expenses were $20.8 million compared to $22.0 million in Q3 and $20.2 million in Q4 of 2023. Adjusted EBITDA was $1.4 million or 2.2% of revenue versus $3.4 million or 4.8% in Q3.

On a net income basis, we report a GAAP loss of $0.10 per diluted share and an adjusted loss of $0.06 per diluted share, which includes a $1.4 million gain, resulting from reduction in the expected Arroyo earnout.

Our priority remains enhancing profitability in 2025.

With that, I'll hand it back to Beth for closing remarks.

Thank you, Keith.

As I mentioned last quarter, we launched an advanced lead generation engine in Q3, generating $2 million in revenue, in just six months, for our Property Management team. Encouraged by its success, we expanded this initiative to our finance and accounting teams last month, where we are already seeing positive early results.

Additionally, we recently restructured our technology and digital marketing teams, launching an operational excellence team focused on streamlining workflows and service delivery, identifying gaps and opportunities, and leveraging AI to improve productivity and eliminating repetitive tasks.

This initiative reflects our data-driven approach to business process optimization, ensuring disciplined execution of repeatable high-impact processes. Simply put, we are applying our own best practices and consulting expertise to drive operational excellence within BGSF.

Looking ahead, we are laser-focused on revenue growth and profitability improvement, which will enhance cash flow and shareholder value. Our restructuring plans has positioned us for greater financial efficiency, while our investments in technology, partnership, and people continue to drive long-term value creation.

We've built strong relationships with industry leaders across the IT, with our SAP, Workday, Oracle, ServiceNow, and Microsoft partnerships. In Property Management, large commercial and residential leasing companies.

Additionally, our managed solutions, nearshore-offshore engineering, and AI capabilities give us a competitive edge in an evolving market.

I want to thank our team members, our Board, and our investors for their continued dedication and belief in our strategy.

Now, let's open the call for questions. As a reminder, we have no new updates on the strategic alternative process so we kindly ask you to refrain from questions on that topic. Operator?

Thank you. We will now begin the question-and-answer session.

(Operator Instructions)

Howard Halpern, Taglich Partners.

Good morning, guys. Nice to talk to you, Keith.

Good morning.

In terms of the restructuring and streamlining, what type of cadence could we expect, in terms of seeing that on the SG&A line as we go through the upcoming quarters?

The majority of those cuts, Howard, took place in December. And so, they will start showing up in Q1. The majority of that was in people so you'll see, in the results for Q1, some of those reductions.

Some of the other reductions will take place throughout the year, as we eliminate contracts that we were not going to renew and they start to fall off.

Okay. And how is the process going with relocating? Some of what you've done going to your Arroyo operations. How is that process going? And how are you seeing that?

Well, we're super proud of the abilities that the Arroyo team has. And, as we move, we start to identify things that we can move to the team, down there.

We will continue to try to streamline costs that are in both our home office efforts and our IT efforts to be able to utilize the team, down there.

Okay. And, now, you talked about -- you're still seeing some of the headwinds in Property Management, what do you hope to see in the second half that will turn those headwinds into tailwinds?

Well, as you know, we're very active in the National Apartment Association. And there's been many conversations that Kelly Brown has had amongst the peers that she deals with there and they're all hopeful for the second half of the year.

Oh. Okay. In the Professional services, what feedback are you getting from your customers on what you're offering, the Arroyo? And are you seeing more activity?

You talked about 15 new logos. Are you making progress with new logos, as the quarters unfold?

We are. There are several new logos coming in. There's a lot of activity in the pipeline. Our teams are having more scope meetings than they've had, probably in the last 18 months, which is a good sign, as we continue to power forward through the year.

I think that there's some optimism that came out of the election. And, then, there's been a slight pause on that optimism, as the tariff conversations continue. But, for the most part, I think there's a cautious optimism out there.

Okay, guys. Keep up the good and hard work that you have to get done in this industry.

Thank you.

Thanks, Howard.

Thank you, Howard.

Jeff Martin, ROTH Capital.

Thanks. Good morning, Beth and Keith.

I was wondering if you could characterize, on the Professional side, the budget spend allocation among your clients. I know a lot of companies have shifted their capital towards AI-related projects.

Wondering if that can benefit you, going forward or if that's been a headwind that you just have to overcome.

AI is one of those tricky things. I think the great thing about where we are, right now, is our acquisition of the Arroyo team. They have those capabilities.

And so, we are having many conversations with clients, in regards to AI tools that we can offer. I think that it's interesting to see how our clients come to us with their problems. And, then, when we get engaged with the Arroyo team, how they can come through and actually solve those problems.

And it's all through AI technology. We're just, I think, dipping our toe in what the capabilities are, at this point. But what we're seeing, early, is very, very exciting.

Great. And, then, at what point in 2025 do you expect the full run rate of the $7 million to 9 million annual cost to be captured?

As I understand it, now, majority of that work was done in Q4, (inaudible) to be a little more, as we progress throughout 2025. I was just curious (technical difficulty).

Jeff, you are really cutting out. If I understood your question, it's when are we going to see the full effect of the cuts that we made? Was that the question?

It is. I apologize. I got rid of my headset. Is this better?

That's perfect. Thank you.

Okay. Sorry about that.

Yeah. I was just curious of the extent of what kind of time frame to realize the full run rate of the $7 million to 9 million savings.

As I understand it, most of that was done in Q4. But there's a little more to go, as we progress throughout the year in 2025. Just curious if you can elaborate on that.

Well, again, the majority of the cost savings was in people. Those took place in December so you'll see those in, I think -- it's in Q1, for sure.

And, then, the other changes, really, was in cost structure for changing of commission plans. Those took place in February and in March so you'll see the full effect of the commission plans going into Q2.

Okay. Just curious, out of those cuts in personnel, could you help us understand how many of those were revenue-driving? Are we going to see some revenue impact related to that in the first half of the year? And what, strategically, can you do to grow your way back out of that?

A lot of the cuts were back office. They were home-office folks. We did have some restructure. When both divisions did their restructure, we got rid of a mid-Manager level, out in the in the field.

And that restructure was a little disruptive on the Property Management side, because we have markets that are a salesperson. That salesperson has the relationships in the market. So when we changed some of those and took our mid-level folks and pushed them down into a selling role, back out in the field, they had to re-establish those relationships.

So we'll see a little disruption in that. I think they have leveled out. We saw that early in December and in early January. But I think that is all leveled out, right now.

And, then, Professional has been really managing the underperformers, all along. And so, it was less disruptive for the Professional team.

Okay. Great. And, then, on the on the Property Management side, how much of your footprint is utilizing the territory mapping, today? Is it 100%? Or is it a lower percentage?

And, if that's the case, what's the timeline for reaching 100% on the territory mapping?

We've launched Houston, which is where we had the growth that I mentioned earlier. Then, Atlanta has launched, as well. And we are in the process of launching Dallas.

So we have started to hire that team, here, in Dallas-Fort Worth. And I believe there's a few other markets that we'll go after, this year. But, then, those will be in June.

Excellent. That's it for me. Thank you.

Thanks, Jeff.

Thank you.

This concludes our question-and-answer session.

I would like to turn the conference back over to Ms. Beth Garvey for any closing remarks. Please go ahead, ma'am.

Thank you for your time, today. We appreciate your continued support. We look forward to updating you on our quarter results, in May.

Have a great day.

The conference is now concluded.

Thank you for attending today's presentation.

You may now disconnect.