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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. Mary Long: I'm Mary Long and that's Brett Heffes CEO of Winmark, a franchiser of resale concepts, including Plato's Closet, Play It Again Sports, and Once Upon a Child. You've got some debt.
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.
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
Home closing gross margin for the quarter was 25.9%, which combined with SG&A leverage of 9.3% Even as the resale home supply has increased in some Texas submarkets, our move-in ready homes effectively completed against its inventory. resulting in diluted EPS of $6.31. and generated a return on equity of 18.3%. in the prior year.
Our focus in the security business is to continue to leverage our expertise to enhance our GBS and GIS offerings while also focusing on accelerating growth of our stand-alone services. Modern Workplace organic revenue declined year to year in the mid-teens impacted by resale revenue, which was down 30%. Turning to capital deployment.
Being global and local allows us to understand and respond to regional dynamics by delivering tailored solutions that meet specific market needs while leveraging global expertise and resources. year to year organically as services revenue was down 8% in line with prior quarter, and resale declined 19%. Profit margin expanded almost 2.5
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.
Pillar three calls for reducing complexity and simplifying our organization structure with an emphasis on driving client engagement, quality, automation, and operating leverage. 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.
We have many global customers with large data sets, and we have the expertise to help them leverage this data to extract actionable insights and optimize operations for improved efficiency and innovation. Our results continue to be impacted by the year-to-year decline of resale revenues, which was 90 basis points of the 4.5%
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. billion of gross debt. The weighted average coupon rate and years to maturity of our $48 billion in fixed-rate debt is 3.5% years, respectively.
Forestar had approximately $800 million of liquidity at quarter end with a net debt to capital ratio of 16.4%. We continue to maintain a strong balance sheet with low leverage and significant liquidity, which provides us with the ability to adjust to changing market conditions. Debt at the end of the quarter totaled $5.9
Forestar had approximately $860 million of liquidity at year-end with a net debt-to-capital ratio of 12.4%. We have a strong balance sheet with low leverage and substantial liquidity, which provides us with significant financial flexibility to adapt to changing market conditions and opportunities. Our debt at September 30 totaled $5.9
We assembled a dedicated team that quickly implemented a recovery plan, leveraging our extensive experience with similar incidents. While resale revenues performed as expected, down 28% year over year, services revenue declined 8% helped by higher-than-anticipated in-quarter volumes. Moving to GIS. The book-to-bill ratio was 0.67
Pillar 3 centered on reducing complexity and simplifying our organizational structure with an emphasis on client engagement, quality, automation, and operating leverage. We also introduced our next-generation mellowNow digital underwriting engine and brought our servicing business in-house.
year-to-year decline, 160 basis points came from a reduced level of low-margin resale revenues, which was in line with our expectations. Net interest expense increased $9 million year over year to $25 million, primarily due to a higher level of variable interest expense on short-term debt. There's always operating leverage as a result.
Specifically in consulting and engineering, first, we expanded our enterprise application capabilities that help clients leverage AI, driving increased bookings. We have strong and lasting relationships with clients that view us as strategic partners, leveraging our global delivery capabilities to help them with their transformation journeys.
debt to total capitalization, down from 13.3% billion cash position, our net debt to total capital is actually negative, and our balance sheet is being carefully managed to provide extraordinary liquidity and flexibility. And accordingly, we'll continue to retire debt and purchase stock opportunistically. billion, or $3.87
At a high level, the housing market remains healthy with demand supported by strong fundamentals, including household formations and migration trends, years of underproduction and a lock-in effect limiting the supply of resale homes. billion of debt outstanding, including $819.7 and net debt-to-capital ratio of 43%.
Forestar had more than $840 million of liquidity at quarter-end with a net debt to capital ratio of 14.9%. We continue to maintain a strong balance sheet with low leverage and significant liquidity, which provides us with flexibility to adjust to changing market conditions. Debt at the end of the quarter totaled $5.3
debt to total capital capitalization ratio, down from 14.2 If we reflect on our second-quarter results, we not only accomplished excellent cash flow and bottom-line results, but we repurchased $208 million of stock and we also repurchased approximately $158 million of senior debt due in fiscal 2024. We've repaid about 5.6
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%.
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.
The strong cash generated drove a reduction in net interest expense by about $20 million compared to the fourth quarter of 2022 as we repaid some high variable cost debt during the quarter. And so, we've still got significant margin upside driven by volume leverage. Now, a few comments on the full year 2023. Good morning, guys.
Credit card debts are at all-time highs. Resources that can be used to enhance output or resale so that can be leveraged to support other areas of the business. With respect to our balance sheet, as of year-end, our cash and cash equivalents stood at 11 million and our total debt stood at 73.3 The economy.
billion of debt outstanding, including $863.3 million drawn on our revolver, resulting in a debt-to-capital ratio of 43.6%, and net debt-to-capital ratio of 42.7%. The fundamentals of the housing market are strong, supported by continued household formations, years of underproduction and limited supply of resale homes.
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.
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. SG&A leverage in the second quarter of 2023 was 9.6% billion and net debt to cap of negative 0.2% compared to 8.3% at June 30, 2023.
Let's first talk about our resale business. We have created a digital and physical back-to-school destination by integration our marketing message with opportunities in stores such as leveraging influencers and using a digital look book to drive engagement. Total debt outstanding was $465.8 In total, our U.S.
Horton and had more than $780 million of liquidity at quarter end, with a net debt to capital ratio of 19.1%. We continue to maintain a strong balance sheet with low leverage and significant liquidity, which provides us with flexibility to adjust to changing market conditions. Homebuilding debt at June 30th totaled $2.7
A great example of leveraging our heritage and outdoor activities is the evolution from barbecue and live fire cooking enthusiasts to the growing influences in the broader world of culinary. Here are a couple of micro examples. On YETI.com, our focus is on building the optimal brand and purchase experience. That's my first question.
Net loss and net loss per common share were pressured by slight declines in gross margins and deleverage in SG&A, partially offset by leverage in advertising and marketing, all of which was expected, and consistent with our previous guidance. I just want to add a few details beyond what Shawn shared earlier.
Note that in last night's release, we increased our estimate of annual Callon cost synergies from $225 million to $250 million as we leverage economies of scale of the combined APA and Callon Permian businesses. That said, the balance sheet remains an important priority, and I will talk about plans for further debt reduction in a few minutes.
In the office environment, landlords, many landlords can’t capitulate because the debt service, they can’t cover the debt service. MILLER: And that’s where you could see more creative, adaptive reuse where the new owner is able because they don’t have the same level of debt service. RITHOLTZ: Wow.
And lastly, the final priority on the list, but arguably the most important is starting the path to reduce leverage and derisk the balance sheet. Given the necessary actions we took to navigate the past few challenging years, our leverage ratios are currently not at optimal levels. In the first half of the year, we generated over $1.5
and SG&A leverage of 10.8% As we move forward to 2025, we are excited about our opportunity to increase our market share as we compete against new build and resale homes alike. which, combined with SG&A leverage up 10.8%, resulted in diluted EPS of $4.72 resulting in diluted EPS of $4.72. for the fourth quarter of 2024.
Four Star had approximately $640 million of liquidity at quarter end with a net debt-to-capital ratio of 29.5%. We have a strong balance sheet with low leverage and strong liquidity, which provides us with significant financial flexibility to adapt to changing market conditions and opportunities. At December 31st, we had $6.5
The bad debt, for instance, or the residual value losses or the procurement situation, they get confused, so on. So, as for the resale, in Mexico, for example, we had a confusion in logistics. However, we are only leveraging it slightly as for the price hike and pricing as well. The business structure have to be made that way.
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