SLANG Worldwide Inc. (SLNG) Earnings Call Transcript & Summary
May 27, 2021
Earnings Call Speaker Segments
Operator
operatorGood morning. My name is Blake. I will be your conference operator today. At this time, I would like to welcome everyone to the SLANG Worldwide First Quarter 2021 Conference Call. [Operator Instructions] Thank you. Mr. Phil Carlson. You may begin your conference.
Phil Carlson
attendeeThank you, operator, and good morning, everyone. Our speakers on today's call will be Chris Driessen, President and CEO of SLANG; and Mikel Rutherford, Chief Financial Officer. Joining them for the Q&A session will be John Moynan, General Counsel and Chief Operating Officer. Before we begin, I would like to remind listeners that certain statements made during this conference call presentation may constitute forward-looking information and forward-looking statements within the meaning of applicable security laws. These statements involve known and unknown risks, uncertainties and other factors, which may cause the actual results, performance or achievements of SLANG Worldwide and its subsidiary entities or the industry in which it operates, to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. When used in this conference call presentation, such statements use words such as may, will, expect, believe, plan and other similar terminology. These statements reflect management's current expectations regarding future events and operating performance and speak only as of the date of this presentation. These risk factors are discussed in detail under the headings Risks and Uncertainties in the management discussion and analysis for the full year and 3 months ended December 31, 2020 and other disclosure documents available on the company's profile on SEDAR at www.sedar.com. The company undertakes no obligations to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, other than as required under securities legislation. Now I'd like to turn the call over to Chris Driessen, CEO. Chris, Please go ahead.
Chris Driessen
executiveThank you, Phil. Good morning, everyone, and thank you for joining us on our results call for the first quarter ended March 31, 2021. While it has only been a few weeks since our year-end earnings call, I'm pleased to have this opportunity to discuss our latest achievements. We entered 2021 in an incredibly strong position, following a very eventful 2020, during which we closed on several acquisitions, further consolidating our supply chain in core markets and secured a foothold in several of our emerging markets. As a result of these initiatives, we continued to experience growth in the first quarter of 2021 with revenue of $9.9 million, an impressive 112% increase over $4.7 million in Q1 2020, and a marginal increase over Q4 2020. The improved topline results were partially due to the acquisition of Peoria Partners, our Colorado-based distribution business, which has been renamed SLANG Colorado Distribution or SCD; Pleasant Valley Ranch or PVR, a Colorado Outdoor and Greenhouse Cultivation Facility, which has been renamed SLANG Colorado Cultivation or SCC; and Lunchbox Alchemy or LBA, an Edibles manufacturer in Oregon. These acquisitions represented a shift in our corporate positioning as we are now recognizing wholesale revenue by distributing all SLANG branded products in both markets as a plant-touching entity, recognizing revenue from sales directly to dispensaries. In Q1 2020, the company was only recognizing revenue from packaging and hardware sales as well as licensing fees. Throughout the remainder of 2021 and beyond, we will execute against our strategy to bring new product skews to market through the launch of additional brands and new product verticals and the expansion of existing product lines, as well as through expansion into new states. With the cash balance of $12.4 million as of March 31 and strengthening fundamentals of the business, we have the financial flexibility and operational infrastructure to drive this strategy forward. As expected, gross profit also improved on a sequential basis to 37% in Q1 from 33% in Q4, as we fully consolidated the economics of Allied Concessions Group or ACG, starting as of December 31, 2020. As a reminder, ACG has been our Colorado manufacturing partner. This acquisition has been in the works for a long time, and we're excited to be nearing the finish line with closing expected in the coming weeks. Colorado is an important core market for us, and we are growing our presence in the State through our vertically integrated plant-touching operations. Following our recent acquisitions, we are now benefiting from better unit economics in comparison to Q4 2020 and more flexibility within products. We also have the ability to produce our entire portfolio of products in Colorado, and soon we'll be able to do the same in Oregon. Using these expanded capabilities, we signed a strategic partnership agreement with Aver Skin to manufacture, co-package, and distribute cannabis-based skincare products with the potential to expand into additional markets over time. We also entered into a strategic partnership to manufacture and distribute cannabis products for Flower by Edie Parker, which launched in Colorado in early 2021 with the potential to expand into additional markets over time. In Oregon, our other core market, we are continuing to integrate and invest in the assets that we acquired in 2020, including launching a new e-commerce store through which we are selling our CBD products in the first quarter. We are also [ onlining ] hydrocarbon extraction capabilities at the LBA production facility and Bend. These types of investments will enable us to maximize the growth opportunity in our core markets. We continue to be pleased with our performance with SLANG's brands maintaining their market leading positions in core markets in the first quarter of 2021. Highlights include O.pen, ranked as the #1 vape cartridge in Colorado and #12 in Oregon. Firefly Mini was the #5 and O.pen Micro was the #4 disposable vaporizer in Colorado. Bakked was the #5 dab-able distillate in Oregon and also #5 in Colorado. District Edibles was the #12 gummy in Colorado and Lunchbox was the #8 gummy in Oregon. Pressies was the #4 pill in Colorado. We will continue to drive brand performance and consolidate our supply chain assets in these core states and work towards developing new products. With more and more product innovation being tested in these markets, this serves as a blueprint for us as we plan to introduce our products to our emerging markets using an asset-light, low risk business model centered around securing partnerships with local players. We are pleased to be making significant progress with our emerging market strategy, a testament to our IP and strong reputation in the industry. Our strategy in these states is cost-effective and enable us to rapidly scale our footprint and brand name across 13 states, Canada and Puerto Rico. With California, Massachusetts, Michigan and Washington coming online this year, we expect to increase our emerging market revenue with minimum additional expense, thereby increasing profit from this channel. In California, we are working towards launching District Edibles, the previous best-selling gummy in California in Q2 in partnership with Natura Life and Science. Likewise, in Massachusetts, we are planning to launch new products and partnership with Trulieve, as early as this summer. This follows our very successful partnership with Trulieve in Florida, where we continue to sell SLANG products at all 21 -- all 81 Trulieve locations. In the first quarter, we also added O.pen Cured Resin to our Florida portfolio and District Edibles gummies to launch in Q2 as well. In Michigan, our strategic partnership with Gage Cannabis is expected to bring branded products to market in Q3 of 2021; and in Oklahoma, O.pen Cured Resin is currently being launched. Lastly, in the first quarter, the company's O.pen and Firefly Mini line of products became available in Ontario, Canada. The Firefly Mini has been ranked as high as the #1 selling disposable for several weeks in Q1. Our emerging market channel continues to grow and we expect these new products to drive stronger revenues in these states by generating an ever-growing stream of royalties without a material increase to cost. Now before turning the call over to Mikel to talk through our financial results for the quarter, I would like to touch on our third focus area, aside from core markets and emerging markets; and that is our THC free line of products, which can be broadly distributed nationwide and beyond, including our dryer vaporizer, the Firefly 2+, O.pen 2.0 Battery, and other hardware, as well as Lunchbox Alchemy CBD gummies. Our TH-free product line gives us the ability to build a brand nationwide by establishing a foothold in many states to pave the way for future growth. These higher margin products also allow for both domestic and international partnerships with our new European distribution partners. As you can see, we have entered 2021 with a strong operation to accelerate our growth. Our large distribution footprint allows us to reach the vast majority of retailers in our core markets and we are making continuous headway in our emerging markets. This progress is driving steady revenue performance while we also operate significantly more streamlined operations in a leaner, more efficient business model. It is expected that SLANG's financial performance will continue to improve from both the sale of cannabis in core markets, as well as from sales in emerging markets as we expand our product distribution and drive branded units and branded servings. With that, I'll turn the call over to Mikel Rutherford, CFO, to talk through our financial results. Ruth?
Mikel Rutherford
executiveThanks, Chris. As Chris mentioned, we continued to demonstrate growth in the first quarter, following strong second half of 2020. Revenue for Q1 2021 was $9.9 million compared to $4.7 million in Q1 2020 and $9.7 million in the fourth quarter of 2020. The primary drivers of this growth were strong demand in the company's core markets of Colorado and Oregon, as well as the consolidation in wholesale revenue. Similar strength in the company's emerging markets also attributed to sequential growth, as did the successful launch of new products, including Lunchbox Alchemy CBD. Gross profit for Q1 2021 was $3.7 million or 37% in gross margin compared with $2.9 million or 61% gross margin in Q1 2020 and $0.2 million or 33% gross margin in the fourth quarter of 2020. The increase in margin from last quarter is a result of fully consolidating the economics of our Colorado manufacturing partner, ACG, as of December 31, 2020. As our business continues to consolidate with the roll-up of our supply chain assets, we expect to see ongoing variation in our margins with the level of fluctuation in there as the assets are integrated. Once fully being integrated, we expect to see a higher gross profit margin than we reported in this quarter. The decrease in margin from the first quarter of 2020 is also a result of the acquisitions of our core manufacturing partners in both Colorado and Oregon. As Chris discussed, these acquisitions represented the shift in our corporate positioning as we are now recognizing wholesale revenue by distributing all SLANG branded products in both core markets as a plant-touching entity, therefore recognizing revenue from sales directly to dispensaries. In Q1 2020, the company was only recognizing the packaging and licensing fees from sales to licensees. This shift in economics means that we will now be recognizing higher topline revenue with lower gross margin percentages, but higher gross profit dollars. In Q1 2020, we were recognizing lower topline revenue with higher growth in percentages, but lower gross profit dollars. I'll turn now to expenses. We continue to realize the benefit of operational streamlining processes we began last year as those changes are fully implemented. Operating expenses were $10.3 million in [ Q1 2020 ] compared to $10.8 million in Q1 2020, representing a 4% decrease year-over-year. Included in this quarter's operating expenses were $1.7 million related to the companies acquired in the second half of 2020. For comparability, excluding the acquired companies, the operating expenses in Q1 2021 would have been $8.6 million, a $2.1 million reduction representing a 20% decrease when compared to Q1 2020. The reduction of operating expenses is a result of strategic initiatives taken by management, including a focus on targeting corporate expenditures to only core markets; the elimination of cost pertaining to ongoing integration; reduction of SG&A, including an optimization of our workforce; and the ongoing efforts to consolidate the core markets supply. Adjusted EBITDA was a loss of $960,000 in the first quarter of 2021 compared with a loss of $2.7 million in the first quarter of 2020 and a loss of $1.1 million in the fourth quarter of 2020. This improvement in adjusted EBITDA is primarily a result of the 2 main drivers already discussed: An increase in revenue and gross profit, together with the decrease in operating expenses. Adjusted EBITDA excludes non-cash items such as the impact of unrealized fair values, share-based compensation, impairments, onetime gains and losses and onetime revenues and expenses. Turning to our balance sheet. We had $12.4 million of cash and cash equivalents as of March 31, 2021 compared to $6.5 million at December 31, 2020. This includes the proceeds from an oversubscribed private placement of $11.9 million led by cannabis-focused private equity Merida Capital Holdings. We continue to monitor this very closely, and we operate with minimal debt, in line with our ethos of strong cost control. Our capital-light business model does not require significant CapEx or working capital investments, even in times of significant growth. At this point, I'd like to pass it back to Chris for closing comments. Chris?
Chris Driessen
executiveThanks, Mikel. To conclude, we started 2021 on a strong footing and are pleased with the significantly improved top line revenues and adjusted EBITDA reported in our first quarter results. This performance was a result of the integration of the recently acquired assets in Colorado and Oregon, and last year's corporate repositioning initiatives to establish a capital-efficient and scalable strategy. We expect a continued normalization of margins and increased revenues throughout 2021. We are now well positioned to continue this growth path in the remainder of 2021. Our focus remains, as always, on brand performance. The SLANG network spans across 2,200 plus points of retail distribution, spanning 13 states, Canada and Puerto Rico. With our CBD products available nationwide in over 600 stores and, more recently, through our e-commerce channel, we have proven brand recognition and the ability to execute, providing us with the confidence in our expansion strategy. In fact, we continued our progress into Q2, with April being the highest revenue-generating month in SLANG's history. We have a major opportunity ahead of us to build a sizable and sustainable business. And I would like to thank our loyal shareholders for their support during this exciting time in our evolution. With that, I'd like to turn the call over to the operator for the Q&A session of the call.
Operator
operator[Operator Instructions] Your first question is from Bobby Burleson from Canaccord.
Bobby Burleson
analystSo just curious about market share on the various products. What are you guys doing to drive that share higher? Like, what's your kind of marketing budget there? And it seems like there's more players in California that want to license to other States. What's the competitive landscape look like for securing these partnerships going forward?
Chris Driessen
executiveGood question, Bobby. Well, let me unpack that a kind of a point at a time. So what are we doing to drive more market share? So a few things. In our core markets, we're able to produce more products than we are generally in our emerging markets, for instance, O.pen Live Resin, which is now the #5 Live Resin cart in Colorado, which is just helping to strengthen our position as the #1 player here. We're 2x and change over the next closest competitor. Now certainly, there's been some movement lately with some other folks that are wanting to move into Colorado. Those folks, I don't believe, have cracked the top-10 yet. So what are we doing to expand market share? We are expanding our product portfolio into new products. And then the other thing that you see is that we're innovating and moving into higher form factors, so higher volume form factors. So for instance, 1-gram parts. If you look at the BDS data, generally speaking, almost everybody has declined as far as their per unit price. I believe we're the only company that's actually gone up by roughly about $3 over that same time period. And that's due to 2 things. That's the transition into 1-gram cart. That's also having a 0.5-gram Live Resin cart that's selling very well. So how do we expand market share? We're finally able to start getting back into stores. So really having a focus on what we're doing in store, working with bud tenders, engaging with consumers directly. The bottom line is we want to own the relationship with consumers. We believe, long term, that's how you drive brand loyalty. So we're spending a lot of our marketing budget simply on that, controlling that consumer relationship and engaging with them directly. Some of the highlights that we've seen recently from that, we're spending a lot of money on the digital side of things to drive consumers into store. And that really does 2 things. First and foremost, we love that because it's -- you can calculate the ROI. When we work with these different companies to drive people into store, we know specifically that they were messaged with different digital campaigns. We know they came in and bought products, and we know in what volume they bought those products. So not only are we able to gauge what new consumers are buying our products, but what existing consumers repeatability and purchasing of those products are. So a lot of our money really goes into 2 things. One, the digital aspect of driving people into our retail partners; and two, what are we doing once they're in store, whether that's displays, whether that's with FUD tenders, or whether that's engaging with the consumers themselves, that's where a lot of our marketing dollars are going. On the T-free side of things, as you know, we opened up an e-commerce channel in February, which has been going very well. We love that, because if you look at the gross merchandise value of our products, we're capturing 100% of that, which is something that we don't get to do anywhere because we're not in retail. So by doing that, of course, that drives a higher margin, but then it gives you the ability, not only to market nationwide and beyond, but we really start to establish relationship directly with the consumer rather than through the retailing. And then I think your last piece was on people coming in from California. That's kind of long been a thing here. They haven't gotten a great foothold yet. I think we've done a nice job of [ fending ] them off. But some of the things we're doing to bolster that are we purchased PVR, which is a cultivation facility here in Colorado, which just allows us better unit economics. And what that really allows for in addition to more profit is to be able to control our supply chain. So having different types of raw material inputs, whether we're producing distillate, whether we're producing live resin, whether we're harvesting terpene, having a large portion of our supply come through our own channel really allows us greater flexibility than, say, a licensing partner coming in that may be tied to somebody else's capacity or somebody else's ability to secure raw material. I think a lot of people probably on this call know, Colorado has had a pretty rough time with raw material this past year. We had a huge snowstorm very early on 3 days after Labor Day last year, which really constrained supply. It's driven up the raw material cost. So being able to have that asset in-house is a great foil against that.
Bobby Burleson
analystYes, I wasn't really referring to Colorado. I was referring to your licensing strategy in your emerging states. A lot of other guys seem to be looking at pursuing that same model now. And so securing these kind of true lead type partnerships, is that going to get tougher going forward? What's the competitive dynamic look like there?
Chris Driessen
executiveYes. I would say it's actually, first and foremost, take it a bit as a complement, right? This has been our strategy for a long time to go into emerging markets. It's capital-light. It allows you to expand your brand presence into these new states. And if anything, I would tell you that it's hastened. We're going to be opening up 4 new states this year with California, Massachusetts, Michigan and Washington. We're in several conversations to expand beyond that into many other states. So I think it's just validation of what our strategy is. And I also think it's important to understand what separates us from potentially another group looking to do the same thing. And that's probably our competitive advantage is our strategic partnership model. And as a refresher, Bobby, you know this, but for other folks on the call, we don't just license you a brand, a logo, and sell you a box; we help you back in the house, how are we optimizing your operations, how are we implementing automation equipment, how are we helping leverage volume buying to drive down your cost? We're a big help in the -- as it relates to their lab itself and how do they produce our products. But then we take it a step past that and then, generally speaking, in larger markets, have boots on ground that are helping drive the velocity of those products through stores. So much like we do in our core markets, how are they engaging with consumers in stores. Again, our ethos is to control that consumer relationship. We want direct relationships with people that are purchasing and consuming our products. So by having people on the ground, by having a national shared service model that's supporting these partners via content, via displays, collateral, education campaigns, et cetera, that gives us a leg up. And when you look at what most people's licensing model is, it's just not that robust or that comprehensive. So we feel that, that sets us apart, which is why we continue to see more and more people wanting to engage with us and bring our products into their respective markets.
Operator
operatorWe've reached the end of the Q&A session. This concludes today's conference call. You may now disconnect.
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