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Resale company Winmark is a franchisor that owns concepts including Plato's Closet, Play It Again Sports, and Once Upon a Child. How Heffes thinks about capital allocation. Jim Gillies: I want to go in a capital allocation direction if that's OK. You've got some debt. So, investors may want to pay attention to it.
The resale company's capital allocation strategy and growth expectations. As I've mentioned earlier, we're Winmark the resale company and our mission is to provide resale for everyone. It's the franchisor of resale brands, including Plato's Closet, Once Upon A Child, and Play It Again Sports.
Although this is not great news, I would like to point out that a major piece of the revenue shortfall was resale revenue, which is low margin, and we have conscientiously reduced over the last few years to limit our dependency on this type of revenue. So, in the short term, the underrun and resale revenue impacts bottom-line profit.
Dividend-paying companies often demonstrate financial stability and a commitment to shareholder value, making them a reliable choice for long-term investors seeking income and capital appreciation. billion more in cash than debt, Costco emerges as an essential holding for long-term dividend-focused investors.
Two excellent examples are home improvement juggernaut The Home Depot (NYSE: HD) and resale goods franchisor Winmark (NASDAQ: WINA). Simply put, old houses need more upkeep, and Home Depot should inevitably capitalize on this notion. Sometimes, long-term outperforming stocks just have stunning stock performance charts.
Measure on resales, Q4 industrial resales of $173 million declined 27% year on year. Free cash flow as a percentage of revenue has declined from the same quarter a year ago, due to higher cash interest expense from debt related to the VMware acquisition, higher cash taxes due to a higher mix of U.S. billion of cash and $69.8
Finally, Q3 industrial resales of $164 million declined 31% year on year. We believe we are approaching bottom in Q3 as Q4 resales are expected to recover sequentially. Year on year, Q4 industrial resales will still be down approximately 20%. We spent $172 million on capital expenditures. billion of gross principal debt.
Finally, Q2 industrial resale of $234 million declined 10% year on year. And for fiscal '24, we now expect industrial resale to be down double-digit percentage year on year, compared to our prior guidance for high single-digit decline. We spent 132 million on capital expenditures. billion of cash and 74 billion of gross debt.
The shortfall was due to a combination of a smaller benefit from working capital and higher-than-anticipated cash tax levels. Depreciation and amortization was flat year to year as a percent of revenue, down $17 million, reflecting continued capital discipline. Turning to capital deployment. SG&A was 8.7%
homebuilding debt-to-total cap ratio with $6.3 billion plus or minus of net cash flow over the next year, we have the flexibility to invest capital strategically and growth while retiring debt as it matures and repurchasing shares of Lennar stock, which we expect to repurchase at least $2 billion of stock over the next year.
year to year organically as services revenue was down 8% in line with prior quarter, and resale declined 19%. largely due to disciplined resource management, ongoing actions to optimize our data centers and networks, and the lower mix of resale revenue. GIS, which represents 48% of total revenue, declined 9.6% points year to year to 8.2%
Focusing on these priorities will allow us to achieve our financial objectives, maintaining our solid investment-grade credit rating, investing back into the business, and delivering on our capital allocation priorities, including buybacks. The board and I are fully aligned on our capital allocation strategy. sequentially.
year-to-year decline, 160 basis points came from a reduced level of low-margin resale revenues, which was in line with our expectations. Free cash flow for the quarter was $91 million, benefiting from our continued focus on working capital management and a lower level of capex. Debt levels decreased modestly in the first quarter to $4.5
These tenants allow us to target the biggest piece of the potential homebuyer pool by effectively competing its resale inventory, not just in today's environment that favors builders but also when the resale market returns to historical averages. Now turning to Slide 9, this quarter, we successfully enhanced our capital structure.
We continue to focus on capital efficiency to produce consistent, strong homebuilding operating cash flows and returns. Our capital efficient and flexible lot portfolio is a key to our strong competitive position. Forestar had approximately $800 million of liquidity at quarter end with a net debt to capital ratio of 16.4%.
year to year organically and services revenue was down approximately 7% and resale fell approximately 16%. 3Q resale was down approximately 2%, improving from steeper declines in recent quarters, and we continue to be selective on our resale opportunities based on deal economics. The book-to-bill ratio of 1.51
We also successfully completed a tender exchange of our 2025 unsecured notes, extending the maturity to 2027 and reducing outstanding corporate debt by $137 million. As part of this transaction, we recorded a $6 million loss on the extinguishment of debt. During the second quarter, pull-through weighted rate lock volume was $5.8
It seems that we have entered a phase of more measured adjustments in order to curtail inflation while the Fed shrinks its balance sheet by approximately $100 billion per month and engages other mechanisms to reduce capital in the market. debt to total capitalization, down from 13.3% Additionally, with our $3.9
Finally, Q3 industrial resales of $236 million declined 3% year on year, reflecting weak demand in China. And in Q4, though, we expect an improvement with industrial resales up low single-digit percentage year on year, reflecting largely seasonality. We spent $122 million on capital expenditures. Turning to capital allocation.
And finally, Q1 industrial resales of $215 million declined 6% year on year. In fiscal '24, we continue to expand industrial resales to be down high single digits year upon year. We spent $122 million on capital expenditures. billion of gross debt. Turning to capital allocation. We ended the first quarter with $11.9
While resale revenues performed as expected, down 28% year over year, services revenue declined 8% helped by higher-than-anticipated in-quarter volumes. The lower mix of resale revenue also contributed to the year-to-year margin improvement. As planned, we incurred a modest increase to our debt levels to $4.1 Moving to GIS.
We remain focused on enhancing the capital efficiency of all of our operations to produce consistent, sustainable returns and cash flows so that we can return more capital to shareholders through share repurchases and dividends. Our capital-efficient and flexible lot portfolio is a key to our strong competitive position.
Our performance has kept the Children's Place brands in the leadership position on social media, representing close to 50% of total social impressions among our children apparel resale competitive set. Capital expenditures in Q3 were approximately $6 million. Moving on to cash flow and liquidity.
So, let me go ahead and begin by saying that we are quite pleased to report that the Lennar team has remained focused on production and pace, cash flow, inventory turns, and return on capital, and we have again produced strong and consistent results for the quarter. debt to total capitalcapitalization ratio, down from 14.2
We can no longer support tying up precious working capital to secure inventory that produces no margin. Credit card debts are at all-time highs. And therefore, we are adjusting operations and overhead working to enhance margins and improve working capital within the segment based on our current economic outlook. The economy.
Operator instructions] At this time, I would like to turn the call over to Joshua Fattor, executive vice president of investor relations and capital markets. million of capitalized interest charged cost of sales and $1.2 With that, I'll turn the call over to Josh for a discussion of our capital position. Please go ahead.
At this time, I'll turn the call over to Joshua Fattor, executive vice president of investor relations and capital markets. Given when we acquired these communities, the capital invested in their development, and the rising cost of replacement projects, their inherent value is substantial. billion of debt outstanding, including $863.3
We expect our housing inventory turns to improve in fiscal 2024 compared to fiscal 2023 and our ongoing focus on capital efficiency to produce strong homebuilding operating cash flows and consistent returns. Our capital-efficient and flexible lot portfolio is the key to our strong competitive position. billion, up 3% sequentially.
Orange County, and Atlanta, both underperformed mainly for reasons related to bad debt, skips and evictions, and fraud. Orange County will come primarily from a reduction in bad debt as we repopulate many of our vacant units with residents who actually pay their rent. Of the remaining three, L.A. We anticipate the improvement in L.A.
More importantly, we are just beginning to implement drilling unit design and operational changes that we expect will create substantial value in the Callon acreage via improved well performance and capital efficiency. Egypt also had a very good quarter and is beginning to deliver significant capital efficiency improvements.
In this podcast, Motley Fool host Ricky Mulvey and analysts Bill Mann and Asit Sharma discuss earnings from Charles Schwab and then, they draft their favorite CEOs in the following categories: capital allocation, growth stories, turnarounds, and wildcard picks. Ricky Mulvey: Let's start with a capital allocator. So 101% chance.
As we look forward to a healthier and more normalized housing market, it is now time for the company to look forward to a new horizon and focus on capitalizing on our many opportunities to offer differentiated value propositions to our stakeholders. Jeff DerGurahian -- Chief Capital Markets Officer Hey, Doug, this is Jeff DerGurahian.
As we previously discussed, two of the largest population cohorts, the millennials and recently Gen Zs are having life events lean to increased levels of need-based housing that currently cannot be met by the constrained resale of home supply in the market. Our net debt-to-cap remains well below our max ceiling, which is in the mid 20%.
We significantly reduced working capital by a total of about $600 million on a sequential quarterly basis, and this includes the benefit from a partial reduction of our inventory levels. In a variety of cases, we also simplified and improved our product offering, allowing us to reduce complexity and drive down working capital.
If you think about it from a capital allocation standpoint, the feel good of being locally invested, being named on television every time the home team plays that is well worth $2 million a year. The energy drink makers return on invested capital, even today, is about 20%, and that's on the low end of historic averages.
Industrial resales were 962 million. In fiscal '24, we expect industrial resales to be down low single digits year on year. We spent 105 million on capital expenditures. billion of gross debt, of which 1.6 We spent 452 million on capital expenditures, and free cash flow grew 8% year on year to 17.6
During the spring selling season with a healthy supply of move-in ready inventory, we were able to capitalize on strong market conditions generated by the increasing need for housing for millennials and Gen Zs as well as the move-down Baby Boomers who continue to find our limited inventory, limited availability of resale housing supply.
We are focused on consolidating market share by supplying more homes to meet homebuyer demand, while maximizing the returns and capital efficiency each of -- in each of our communities. Our capital-efficient and flexible lot portfolio is a key to our strong competitive position. Forestar is separately capitalized from D.R.
As we head into the fall season, we are maintaining our disciplined inventory allocations, which we believe will enable us to be less reliant on promotions to sell through inventory and capitalize on any momentum shifts we may see, though we still expect IMU to be a continued headwind as our athletic inventory expands.
And lastly, the resale home market remains tight as existing buyers are hesitant to leave their low rate mortgages, which limits available inventory and helps to increase new home demand. billion and net debt to cap of negative 0.2% Our target net debt to cap has always been kind of in the low – mid-20s, we are way off of that.
billion in long term debt, just $2.5 One, we want scale, not really interested in smaller accounts we want professional capital that will do the right thing behind it. I think where you will see institutional investors or professional capital invest is going to be in this BTR and in this newer product. They have $14.6
and Egypt, a reduction in year-over-year per unit LOE and G&A costs, working capital improvements in Egypt, and the appraisal of Krabdagu in Suriname. We are committed to our shareholder returns framework and to allocating capital for the long-term benefit of investors. We are also reducing our full-year LOE outlook from $1.5
Our strengthening market position, profitable and growing business, and debt free balance sheet, all enabled our recently announced first-ever share buyback authorization. Last week, we launched our resale platform piloting with our own associates before launching a customer facing experience in the near future.
But Chris, maybe could you just walk us through like your kind of required sort of debt pay down or paying down on the warehouse over the next 12 months? Chris Nielsen -- Chief Financial Officer Yes, the short answer to your question is we do feel good about our capital position. I think it's nearly $200 million.
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