RBC Bearings Inc (RBC) 2024 Q1 法說會逐字稿

Greetings, and welcome to RBC Bearings Fiscal 2024 First Quarter Earnings Call. (Operator Instructions) As a reminder, this conference is being recorded.

I would now like to turn the conference over to your host, Josh Carroll, with Investor Relations. Please go ahead.

Good morning, and thank you for joining us for RBC Bearings Fiscal 2024 First Quarter Earnings Conference Call. With me on the call today are Dr. Michael Hartnett, Chairman, President, and Chief Executive Officer; Daniel Bergeron, Director, Vice President and Chief Operating Officer; and Robert Sullivan, Vice President and Chief Financial Officer.

Before beginning today's call, let remind you that some of the statements made today will be forward-looking and are made under the Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those projected or implied due to a variety of factors. We refer you to RBC Bearings' recent filings with the SEC for a more detailed discussion of the risks that could impact the company's future operating results and financial condition. These factors are also described in greater detail in the press release and on the company's website.

In addition, reconciliation between GAAP and non-GAAP financial information is included as part of the release and is available on the company's website. With that, I'll now turn the call over to Dr. Hartnett.

Thank you, Josh, and good morning to all, and welcome to the RBC conference call. I'm pleased to report that our net sales for the first quarter of 2024 were $387 million. This represents an increase of 9.3% from last year. For the first quarter of 2024, sales of industrial products represented 69% of our net sales with aerospace products at 31%. As a footnote, over the past 10 years, revenue growth at RBC has been made at the compounded rate of 14.7%.

Gross margin for the quarter is $167.9 million or 43.4% of net sales. This compares to $141.2 million or 39.9% for the same period last year, a 350-basis point improvement from last year. Clearly, we are tremendously pleased with the gross margin expansion overall that is a clear result of increased volumes in our aerospace product plans, coupled with the impact of many components of synergy achievement from the Dodge acquisition. Given this trajectory, we can report that we plan now to finish the year with gross margins in the low to mid-40% range.

I want to take a moment here and thank the RBC teams for the excellence in execution, both in the plants and the offices, as well as the top grades received for customer satisfaction. It is you and your tireless intention to detail that make the difference and create a strong preference for the RBC and Dodge branded products in the aircraft and industrial markets, so thank you all for a job well done.

Adjusted operating income for the period was $85.3 million or 22% of net sales compared to last year of $68.3 million and 19.3%, respectively, a 25% improvement. Free cash flow was a strong $55 million. This has allowed us to reduce debt by over $450 million since the acquisition of Dodge in November of 2021. We now have achieved a net debt-to-EBITDA ratio of 2.84 over trailing 12 months, down from 5.65 from fiscal '22. RBC has grown EBITDA at a compounded rate of 15.2% per year over the last 10 years.

Adjusted EPS was $2.13 a share, a 19% improvement from last year. Adjusted EBITDA was $120.4 million, 31% of net sales compared to $100.7 million and 28.4% of net sales for the same period, a 20% increase.

Overall, we're encouraged by the cultural fit now that exists between Dodge and the RBC and the environment of teamwork and camaraderie that has developed over the first 18 months since the acquisition. And more importantly, the future that this coupling has created. We look forward to finishing the year at about $1.6 billion in revenue.

On the Industrial business during the period, the Industrial sector growth was 4.7% against some strong comps last year. Last year's improved supply chain performance allowed shipments of late orders to customers, creating a Q1, Q2 and '23 sales bulge. That's behind us now. Dodge was a revenue leader in the Industrial sector with a 9.4% expansion on a combined OEM and distribution sales. Importantly, several of our target market sectors expanded at a double-digit rate over the period. These include oil and gas, food and beverage, and forest products. We expect this to continue for the balance of the year, driven by world events.

On Aerospace and Defense overall, we saw an expansion rate of 21.2% with commercial aero OEM up 26.5% and commercial distribution up 35.9%. Defense was up 7.9%. OEM defense was up 11%. Jets, missiles, helicopters, and marine were the drivers. Aftermarket was down 3.3%, mainly fighter jets.

We have finally shaken off the bad dreams of the pandemic and the continuing endemic problems of the major builders. The demand drivers here, as explained in past calls, now are the large plane builders and their supply chain in support of production of Boeing and Airbus' 787, 737, A320, and A330 planes, and also the private aircraft builders and of course, the many subcontractors who support the industry. Currently, we are building 737 materials at a rate of 38 per month and new orders inbound are at a rate of 42.

Given the -- on the 787, our current build rate numbers are 3 per month we're building now and 7 per month we expect that order rate very soon. It's probably a little past due. As is typical of these products today, RBC generates 70% of its sales from sole-sourced or single sourced positions.

In summary, let's go over the highlight reel. Q1 sales were up 9.3% for the period. EBITDA, $120.4 million, up 19.5%. Adjusted net income of $2.13 million, up 19%. Full year guidance, revenues $1.6 billion. Gross margin is expected to be in the low to mid-40s. Debt pay down since November 2021, $450 million. Trailing EBITDA to net debt today is 2.84 from 5.65 in fiscal '22. 70% of our revenues under replaced products consumed in use, and we are normally number one market share supplier of our products, and 70% of our business is either sole source or we are a primary source for the product.

Another point to mention is our backlog numbers. They're not particularly relevant. Probably 75% of our revenues never pass through our backlog. The aircraft business is done where orders are received from a computer screen and shipped as received. And Dodge is working normally when they have a very small backlog, if any, and shipments are made subject to orders received. And for the most part, it's a day or 2 within the receipt of that order.

Regarding our second quarter of 2024, we are expecting sales to be somewhere between $380 million and $390 million range. And I'll now turn the call over to Rob for more detail on the financial performance.

Thank you, Mike. SG&A for the first quarter of fiscal '24 was $64.7 million compared to $55.8 million for the same period last year. As a percentage of net sales, SG&A was 16.7% for the first quarter of fiscal 2024 compared to 15.8% for the same period last year. Other operating expenses for the first quarter of fiscal '24 totaled $18.2 million compared to $20.9 million for the same period last year. For the first quarter of fiscal '24, other operating expenses included $17.5 million of amortization of intangible assets, $0.3 million of restructuring costs associated with our California operations, and $0.4 million of other items.

For the first quarter of fiscal '23, other operating expenses consisted primarily of $17.3 million of amortization of intangible assets and $3.8 million of costs associated with the Dodge acquisition, partially offset by $0.2 million of other income.

Operating income was $85 million for the first quarter of fiscal '24 compared to operating income of $64.5 million for the same period last year. Excluding approximately $0.3 million of restructuring costs, adjusted operating income was $85.3 million or 22% of sales for the first quarter of fiscal 2024, excluding approximately $3.8 million of acquisition costs. Adjusted operating income for the first quarter of fiscal '23 was $68.3 million or 19.3% of sales.

Interest expense for the first quarter of fiscal '24 was $20.5 million compared to $15.8 million for the same period last year. For the first quarter of fiscal '24, the company reported net income of $50 million compared to $37.4 million for the same period last year. On an adjusted basis, net income was $67.7 million for the first quarter of fiscal 2024 compared to $57.5 million for the same period last year. Net income attributable to common stockholders for the first quarter of fiscal '24 was $44.3 million compared to $31.7 million for the same period last year. On an adjusted basis, net income attributable to common stockholders for the first quarter of fiscal '24 was $61.9 million compared to $51.8 million for the same period last year.

Diluted earnings per share attributable to common stockholders was $1.52 per share for the first quarter of fiscal '24 compared to $1.09 per share for the same period last year. On an adjusted basis, diluted EPS attributable to common stockholders for the first quarter of fiscal '24 was $2.13 per share compared to $1.79 per share for the same period last year.

Turning to cash flow, the company generated $61.7 million in cash from operating activities in the first quarter of fiscal '24 compared to $59 million for the same period last year. Capital expenditures were $6.7 million in the first quarter of fiscal '24 compared to $7.9 million of capital expenditures for the same period last year. We paid down $50 million on the term loan during the period, leaving total debt of $1.34 billion as of July 1, 2023, and cash on hand was $56.7 million. Our net debt to adjusted EBITDA for the trailing 12 months is 2.84 compared to 3.06 at the end of fiscal '23 and 5.65 at the end of fiscal 2022.

I'd now like to turn the call back to the Operator for the question-and-answer session.

(Operator Instructions) Our first questions come from the line of Kristine Liwag with Morgan Stanley.

The margin that you guys printed this quarter, I mean, is just -- I mean, I'm sorry, but just a monster margin. My first question is, in hindsight, being able to generate margins at 43.4% gross margin within about almost 2 years ownership of Dodge, in hindsight, where were you surprised? One, were you really surprised that you can -- you got this much margin expansion in a short period of time? And then number 2, can you give some color in terms of where that surprise could have potentially come from? I mean this is a pretty meaningful change in profitability in such a short length of time for a company that's becoming larger like yours.

Sure. Well, let's put it this way, Kristine. We're pleased at the margin expansion that we've been able to achieve with the Dodge/RBC combination since November of 2021. And are we a little ahead of our plan? I would say we are. Is there any one thing that we did to achieve that kind of performance? There's really never ever one thing that you can do. I mean there's a whole series of things that has to be done in terms of how to tune up the performance of a business. And certainly, looking at the price/cost of your 80/20 items is really important things to do first, right out of the base. And trying to understand if you have a large revenue producer that has a smaller margin than is -- than it should have or that's acceptable, what to do about it.

We have a lot of smart people in the system that have a lot of good ideas on how to correct things like that. You have lots of meetings with many people on issues such as that, product line by product line, to discuss what can be done in terms of operational performance, what costs should be passed along to the marketplace because you've experienced some pretty steep material charges from suppliers over the years, and they weren't passed along. And whether or not that particular product offered for sale is something you should even offer for sale. I mean some products linger when they should die. There's a certain culling effect and that imbalance improves the mix.

And I think the other thing is, you look at all -- the entire customer base has various discounts associated with how they buy the product. And often, those discounts haven't been revisited in a decade. The revisitation of those discounts is another important part of the process. And finally, having additional volumes going through our aircraft plants that have been sort of on standby since 2019 is extraordinarily helpful. There's several components that are working together for us right now that are very positive. And we're on a good path. We're on a very good path.

Great. Thanks, Mike. And then you mentioned that backlog isn't a great read-through for the business now, especially with the book-to-ship aspect of the portfolio. First, what have you had to do differently, if any, to be able to forecast demand and get those demand signals as you're planning your factory? And then second, how accurate has your methodology been in hindsight?

Well, there's kind of 2 answers to that. I mean for the bulk of our business that's aircraft, it's pretty -- it's pretty easy to understand what you should be building and have available for immediate delivery based upon your contracts and Boeing or Airbus' or Cessna's build rate. You stay pretty close to the build rate, you understand what your bill of materials is for that particular airframe, and you understand what you're obligated to in terms of the statement of work. And you revisit that monthly and you make sure that you have materials inbound and that you have the right load against your plants so that, that product is available when it needs to be available. And that's really the way that we got Supplier of the Year at Boeing is that's our process.

When you look at Dodge, Dodge is a little different. Dodge is very dependent upon being able to do a great job forecasting the demand in their market sectors. Over the years, they have independently developed a process of being able to forecast the economics of a given market sector, which then translates down to build rates for items that are sold to that sector. And when I was first introduced to their methods, I was really kind of skeptical about it could be done that way. But they do, it can be done that way, and they do an amazing job with satisfying their customer base and making sure that the right product is available to the right customer at the right time. And I think when you tour one of our plants, we'll show you how a plant with an offering of 10,000 line items makes every line item available every day for shipment to a customer with sort of a minimal backup in inventory. Yes, it's really an experience to see how they do that.

Yes. And if I could sneak one last one in, in terms of your different end markets, can you provide the trends that you're seeing and where you see risks and opportunities regarding your full year outlook?

Yes. Well, I mean we're -- are we talking industrial or aircraft, defense, or all 3?

All of the above, please.

All the above. Well, aircraft is, unless something different happens, we're pretty much dialed in on rate and materials and plant loading and plant staffing. We know what the program is. And at the end of this year, we're going to be running hard to keep up. And that's the way that looks. But we will keep up, but it's going to be demanding for us in several of our plants. That's the aircraft story. On the defense side, the marine business is sort of one of the leaders in our defense program. And we're busy building submarine components to service the Navy. And that's the number one defense priority is to build submarines and we're a big supplier in that category.

Our contracts are multiyear, multi products, multimillions of dollars, and they're in place and our supply chain is working effectively and things are starting to move through the plant just the way we like to see. I think that's -- that volume will continue to increase as we start building more assemblies and shipping more assemblies. We expect to see good growth in that sector going forward for the rest of the year. And then on the industrial side, there are several important markets for us in the industrial business, and we've been doing a lot of study on this to understand.

Because there's so many industrial markets that we service, which are the markets that are really material to us and which are the markets that have a substantial growth potential? And we see markets substantial growth potentials based upon demonstrated consumption of our products in food and beverage, forest products, oil and gas, mining and materials, and aggregate. And those are material markets for us that have we feel a double-digit -- either they've demonstrated double-digit growth potential, or they -- there's something coming down the pike like the Infrastructure Bill that's going to encourage that potential. Those are the markets.

Our next questions come from the line of Pete Skibitski with Alembic Global.

Nice quarter. Just one follow-up on gross margin. It sounds like performance is a big part of the great result there. Just curious, Mike, because I know you've talked about pricing power being a tailwind for you due to inflation. On kind of a relative basis, relative to other factors, how much was pricing helpful to the gross margin result?

Yes. I just -- Pete, I never broke it out. I do know that a lot of our businesses, particularly Dodge, it was very supply chain dependent and we saw substantial price increases from our supply chain for materials. And I know the pricing that we put through to the marketplace, to the best of our ability was to at least neutralize what we saw for material increases. That's all I have to say on that.

Okay, fair enough. I appreciate it. And then just shifting to SG&A, you guys were running kind of 15-ish percentage of sales last year in SG&A, and you're at 16.7% here in the first quarter, and you're guiding into the 60s in the second. It just seems like something kind of flipped here on SG&A. I don't know if it's an R&D bump or something, but could you give us some color there on what's been going on and if that's expected to kind of continue through the midterm?

Yes. What we're seeing through SG&A is, again, just some investment in organic growth throughout the different cost centers. We should see some leverage on that as we enter into the second half of the year. But in terms of what falls down to the operating income EBITDA line, if you look at adjusted EBITDA quarter-over-quarter even versus Q4, you're seeing 40 basis points of increase. It's not all getting caught up in SG&A. It's flowing down.

Yes. Okay. No, that makes sense. I guess last one for me, why did you guys decide for the first time to give full year revenue guidance? Just -- I think I know the reason, but I'm just curious as to your thinking there. And I guess we're still expecting I assume kind of double-digit growth at A&D netting out and I don't know, mid-single digits or so at Industrial. Is that kind of the way you're thinking?

Yes, that's the way we're thinking. It's just that every year, we get into this situation where we have our second quarter and our third quarter are typically weak quarters for us just because of the number of days, the number of vacations, the number of holidays and so on and so forth. We end up explaining that to everybody ad nauseam, right? We thought that it would be better just to say, hey, look at --relax, full year looks healthy. We've got 2 quarters that are typically weak and we know that. And we usually have and we are expecting to have a very powerful fourth quarter, bringing us to those kinds of numbers. We just wanted to sort of take a more offensive position on explaining what the year, how the year is laid out.

Yes. I hear you. Makes sense.

Our next questions come from the line of Steve Barger with KeyBanc Capital Markets.

No surprise, I have a gross margin question too. Mike, for the year, you said low to mid-40% range, which is incredible because that obviously includes 44% or 45%. That would be a huge win relative to 43.4% this quarter. Can you talk about what the upper limit is when you say low to mid-40%?

You really want me to do that, Steve?

I do.

I'm going to let Rob do that because he's always pulling on my collar.

Yes. Look, Steve, I mean if you look even versus where we were at the end of Q4 and now where we are into Q1, I mean we're seeing some significant step up in gross margin. We feel 43% is a comfortable spot for us at this point. Obviously, you've seen our playbook. You know we will continue to push the limits where we can. But that's kind of why we're saying low to mid at this point.

Got it. Okay. Well, I know segment margins come in the Q, but with a 52% incremental operating margin this quarter, one or both of the segments must have been exceptional. Can you tell us which was the real outlier?

Yes. You'll see Industrial gross margins were about 45% this quarter. We haven't even seen the full benefit of what aerospace is going to bring to the table as those plants start to push even higher. That's where we have some upward mobility.

Got it. And on the industrial side, another bearing company this week took guidance down saying its industrial distribution and its off-highway customers are destocking, even though they think that underlying demand will stay positive. Are you seeing any similar issues across the Dodge portfolio? And do you expect the industrial segment will remain positive from a growth standpoint each quarter this year?

Yes. How did I know you're going to ask that question?

Because I cover industrials.

After reading through the transcripts of the other bearing companies, I thought that we should investigate the destocking issue ourselves internally because I haven't heard very much about it. And normally, I would hear -- I would get at least 1 or 2 panic phone calls if that were occurring. We don't see that occurring. We do see what's happened was last year the supply chain was still fragile, and people were worried about getting the product that they needed to run their plants. There was a lot of panic buying. We had a backlog of many tens of millions of dollars that were shifted. As soon as we took the order, it was late. It was passed through the minute they take the order. We didn't have the product available because it wasn't produced and yet we had this order that we could ship any time because of the panic buying. This year, the panic buying -- I think people have more confidence in the performance of their supply chain, so we don't see that at all, that level of panic buying, and things are definitely back to normal. We suspect that's really what's going on.

I understand. Are you happy with your own inventory position relative to what you see for demand across both aerospace and industrial?

Yes. Yes, we are. Actually, I think we have a little bit too much inventory, and we're going to -- we're trying to bleed that down. We got caught up in the supply chain problem too, where too much material came in because we had to go to several sources, and then they all solved their problems and send it in. We'll be bleeding inventory down for the most part for much of the year. Particularly in the industrial businesses. The aircraft business it's just maybe just the opposite. Materials are, material lead times are out to from what's normal 40-week material lead time to now it's 60 and maybe even more, 70 weeks. We are taking sort of a more aggressive position to bring in safety stock of key materials to make sure that we don't disappoint our customers.

Our next questions come from the line of Michael Ciarmoli with Truist.

Nice result and nice gross margins. Before I try and dig into the gross margins a little bit more, just I may have missed it, what was the year-over-year growth rate for industrial OEM and distribution, if you guys have that?

Industrial OEM was actually down 9.2% year-over-year and industrial distribution was up 12.7%.

Got it. Perfect. Just back to the margins, and I guess maybe to try and attack it another way, you talked about 41% to 41.5% this quarter. Sequentially, you made some really big improvements on down revenues. And I know you talked about the aerospace volumes, but aero was down. Did anything change quarter-to-quarter? Did you have a lot of contracts or pricing flow through? Or Mike, I think you mentioned kind of culling the portfolio and taking out some product lines. But it just seems to get this gross margin leverage on weaker sales sequentially seems pretty surprising too. Maybe anything kind of jump out recently here?

Well, I think the -- just to go through my list of the obvious, certainly, we talked about the volumes in the aircraft businesses. That's going to help us more and more and more this year. Secondly, we have several processes that we were working on in 2019 and right before the pandemic. And we were early on the learning curve for those processes. We've had, from 2019 to now, 2023, to mature those processes and achieve and introduce volume. And that's happened in a few plants where the designs were very complex and required a disproportionate learning curve to get it to the pro forma gross margin that we were targeting. And so that 2 or 3 years where the volume demands were off was very helpful to maturing those processes. When the volume demands are on and you have immature processes, you don't have the resources to mature them because you're busy trying to ship product to a customer who needs to incorporate that product in what he's producing. So that timeframe was very helpful. And also, I think we've insourced components that over the period just accrued to the benefit of the margin.

Okay. I wanted to actually ask on that, the status of the insourcing. Kind of what inning are you in there? I know I think you talked about at one point $200 million of savings. It sounds like you're starting to see some of that benefit?

Yes. We're -- that's a long road, but that's one of the spokes in the wheel and we're working it. We didn't say $200 million though. Our synergies are $70 million to $100 million.

Oh, no. I thought there was $200 million of product that Dodge sourced that you could potentially start sourcing internally. I thought that's what it was. No, I got the synergy side of it, but I thought you had flagged a $200 million at one point.

Well, there's a pool of $200 million plus to choose from.

Right. And not all of it fits, but some does, right? Got it. Last one on the year, I think you were still calling, or last quarter, double-digit aerospace revenue growth and high single for industrial as part of that $1.6 billion. Are those still directionally correct?

Yes. That math works. I think industrial is maybe -- our goal has always been 2x GDP, and I think that's kind of where that fits.

Thank you. (Operator Instructions) Our next questions come from the line of Joe Ritchie with Goldman Sachs.

This is Vivek Srivastava on for Joe. Maybe just wanted to zoom in on the industrial side and particularly on the classic RBC industrial. It looks like sales declined sort of mid-single digit in the classic RBC industrial part. Just any color on what drove that decline? How does that growth in the classic business look going forward in the coming quarters?

Yes. This is Dan Bergeron. I'd say on the industrial side or classic RBC on the OEM side, it was mainly driven by semicon, wind, machine tool holders and callups, warehousing and a little on the heavy truck. I think those -- we just had a really hard comp to last year and I think some of these markets are coming back and we should see some of the improving in the second half of the year.

Got it. And then maybe just looking at the next quarter's guidance, just the low end of the sales would suggest industrial probably decelerates from here. Just want to understand what underpins the low-end top line guide assumptions, especially on the industrial side.

I think on the range, when we look at how many production days are in the quarter compared to the first quarter, there's less amount of production days. It kind of hits both the industrial side and the aerospace and defense side of the business. And then it all depends what big projects that we're shipping on, on the defense side, on the marine and on aerospace, like the F-35 projects like that, and they could be lumpy quarter-to-quarter. That range is pretty wide to forecast some of that. And we kind of have the same impact in Q3 because of the holiday season. And in Q4 we have an extra 5 to 7 production days, so you're shipping an extra 5 to 7 days' product for your businesses. It's kind of -- when things normalize year-over-year, it's always that you shape the fence. When we're in a steep growth period, you don't see it. But now that Dodge is integrated for a year, now we go back to our normal kind of routine that we have with seasonality, mainly driven by production days.

Thanks for that. And maybe if I can squeeze one last one, just a more longer-term question on the industrial business. You've talked about 2x GDP growth and always trying to like attack some of the smaller green shoots across the businesses. Maybe highlight some of the green shoots that are helping your industrial business right now in this current environment and for the upcoming like 2, 3 quarters. Thanks.

Yes. Well, I think we talked about where we saw quarter-to-quarter growth in some of our markets and that was food and beverage, forest products, oil and gas, mining and aggregates. Those are all very strong markets for us. In part, what we have to do is make sure that our resources, our selling and field resources are aligned, are properly aligned with those markets so that we can benefit in their growth. And this is probably some organizational tweaking that has to be done to achieve that. On the oil and gas side, we're pretty much capped out on capacity, manufacturing capacity, to service that oil and gas market right now. We're working to add capacity, which in our industry that takes a little while because it's machinery and the machinery has to be built. We would expect to see additional capacity online for that business by late -- our late fourth quarter. To some extent, that's one sector that's a material sector for us in terms of scale that has some capacity constraints.

I'll add one more to it. Just to give you an idea of some of the green shoots that we work on, one is the space industry. In 2021, we shipped around $4 million of product into space. Last year, we shipped in $10 million. And just the first quarter of this year, we shipped $4 million. That's over about 15 different RBC facilities participating in that market. That's just one of many green shoots that these guys are working on kind of driving volume.

Our next questions come from the line of Jordan Lyonnais with Bank of America.

I just had a quick question. With the step-up coming for the aerospace OEM production rates, would you guys be able to give more details on shipset value or any increased content you guys are expecting?

Yes. We don't publish our shipset contents, but we are picking up market share on different platforms on both the commercial side and the defense side. Our bigger ships for us would be like the 737, the 787, the 777X, the F-35. And of course, we have a significant content on our marine programs under Virginia and the Columbia subs for the Newport News and Electric Boat.

Our next questions come from the line of Kristine Liwag with Morgan Stanley.

Thanks for letting me back into the queue. Maybe now that we've had a few -- you guys have had a few quarters of Dodge already, almost 2 years, and the leverage is approaching manageable levels and Dodge is integrated, what's your appetite to restart the M&A pipeline? And historically, you guys have wanted to be 50% aerospace/defense, 50% industrials. What's your appetite today? And what does that pipeline look like?

Well, obviously, with those ratios improving to that extent, and they'll continue to improve through the balance of this year, our appetite for an acquisition in aerospace defense is good. We're looking where we need to look and trying to evaluate what's the right partner to court. And so that's -- that whole process is starting over again now.

Thank you. Ladies and gentlemen, there are no further questions at this time. I would now like to turn the call back over to Dr. Hartnett for any closing remarks.

Okay. Well, thank you. And I appreciate all the discussion today on RBC. I hope you -- we got a chance to explain our business a little bit better and what the future looks like. And we'll speak again in November. Good day.

Thank you. That does conclude today's teleconference. We appreciate your participation. You may disconnect your lines at this time. Enjoy the rest of your day.