Good morning, and welcome to the Acuity Brands Fiscal 2024 Second Quarter Earnings Call. At this time, all participants are in a listen-only mode. After the speaker's presentation, the company will conduct a question-and-answer session. Please be advised that, today's conference is being recorded. I would now like to hand the conference over to Charlotte McLaughlin, Vice President of Investor Relations. Charlotte, please go ahead.

Good morning, and welcome to the Acuity Brands fiscal 2024 second quarter earnings call. On the call this morning is Neil Ashe, our Chairman, President and Chief Executive Officer; and Karen Holcom, our Senior Vice President and Chief Financial Officer. Today's call will include updates on our strategic progress, and on our fiscal 2024 second quarter performance. There will be an opportunity for Q&A at the end of this call. As a reminder, some of our comments today may be forward looking statements. We intend these forward looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as detailed on Slide 2 of the accompanying presentation. Reconciliations of certain non-GAAP financial metrics with their corresponding GAAP measures are available in our 2024 second quarter earnings release and supplemental presentation, both of which are available on our Investor Relations website at www.investors.acuitybrands.com. Thank you for your interest in Acuity Brands. I will now turn the call over to Neil Ashe.

Thank you, Charlotte, and thank you all for joining us this morning. Our fiscal 2024 second quarter was another quarter of solid execution. We increased our adjusted operating profit, adjusted operating profit margin and adjusted diluted earnings per share. We generated strong free cash flow, and we allocated capital effectively to drive value. Both our lighting and our intelligent spaces businesses delivered strong financial performance. In ABL, we increased adjusted operating profit by $3 million on $47 million less sales and increased the adjusted operating profit margin 120 basis points to 16.2%. This performance is is the cumulative result of the changes that we have made to the business over the last four years. We have made the business more predictable, repeatable and scalable by executing on our strategy to increase product vitality, elevate service levels, use technology to improve and differentiate both our products and how we operate the business and by driving productivity. During the second quarter, we continue to make progress on our strategy. By focusing on the needs of our customers, we are elevating our service through our differentiated portfolios. Contractor Select is about 300 of our most popular products that are used in common everyday lighting applications. These products are designed to be resold and are in stock at retailers and electrical distributors. Through high levels of product vitality, we have been able to create a portfolio that offers quality products that our customers want at competitive prices, while at the same time, allowing our distributor partners to carry less inventory. Design Select is comprised of products that are configurable and allow customers to easily select the products needed for their projects. We are less than a year into launching the first wave of Design Select, and we are continuing to expand the product families…

Thank you, Neil, and good morning to everyone on the call. As Neil said, we continue to execute well. In our fiscal second quarter, we increased our adjusted operating profit, improved our adjusted operating profit margin and increased our adjusted diluted earnings per share while generating strong cash flow. We continue to allocate capital effectively while making progress on our strategic priorities. For total AYI, we generated net sales in the second quarter of $906 million, which was $38 million or 4% lower than the prior year as a result of the lower net sales in our ABL business. This was partially offset by continued growth in the ISG business of 17% in the quarter. We continue to deliver year-over-year margin improvement. During the quarter, our adjusted operating profit increased by $8 million on lower net sales, and we expanded adjusted operating profit margin to 15.5% an increase of approximately 150 basis points from the prior year. This increase was driven largely by the significant year-over-year improvement in our gross profit margin as we continue to execute our strategy and drive margins through product vitality, the management of price and cost and productivity improvements. During the quarter, our adjusted diluted earnings per share of $3.38 increased $0.32 or 11% over the prior year, primarily a result of higher net income and to a lesser extent, lower shares outstanding due to share repurchases. In ABL, net sales were $844 million in the quarter. A decrease of around 5% compared with the prior year, driven by declines across all of our channels. As Neil mentioned previously, our order rate in ABL continues to grow year-over-year meaning absent the sales last year from the excess backlog, ABL would have experienced sales growth. ABL's adjusted operating profit increased 2% to $136 million on lower…

[Operator Instructions] Our first question comes from the line of Joe O'Dea with Wells Fargo.

So first question, I'll group kind of 2 in 1, but I wanted to ask about infrastructure and SD&A. And really, the angle is, are you seeing evidence that some of the changes in the commissions that you implemented last year are translating to better wins at this point. You can talk about the infrastructure pipeline a little bit. As well as just when you see where SD&A is as a percent of sales, opportunities that you see there, either volume leverage or cost down.

Okay. Great. Joe, thank you. So first of all, on infrastructure, we're feeling good about our positioning for the larger projects that are coming down the pipe. I think everyone is recognizing that they are coming down on a longer-term basis than anyone would like. We'd like them to be here today, but orders are strong, but shipments and sales will be spread out over the next year or two. So there will be a continued impact from infrastructure and we're confident we'll get at least our fair share, and we're working to get a disproportionate share. So we feel like that's a good opportunity for us going forward. We also feel, to your question, we positioned ourselves well from an execution perspective. So first, around products for -- that are necessary to win those projects. And then the combination and the interrelationship between our direct sales network and our independent sales network as we approach those. So we feel good about those. As it relates to specific SD&A spending, obviously, we're in a position this year where we are -- our performance is -- appears different than it would normally and the reason for that is the excess sales from backlog in last year. So we're confident that, number 1, we'll return the lighting business to growth. And that number 2, when we do that, the combination of the increased margin performance we've demonstrated at the gross margin level, as well as our ability to leverage SD&A costs going forward, we'll continue to expand margins in that business. So it's not insignificant achievement to expand margins on lower sales, obviously. And so we're looking forward to that business being -- returning to normalized growth.

I appreciate it. And then also just wanted to touch on cash and deployment. The cash balance at this point is approaching $600 million. And how you're thinking about sort of repurchase activity, any revisions to that within the guidance framework as well as with the higher cash balance, just what we should interpret within that and perhaps strength of the M&A kind of pipeline if you're seeing more opportunities out there?

Yes, Joe, thanks for that. Overall, we are really pleased with our cash flow performance this quarter or this year-to-date period, we've generated $263 million of free cash flow. So really strong cash flow performance. It's driven a lot by our margin performance, which is contributing to the higher net income versus -- despite the lower sales. So overall, really pleased with that. When we look at our capital allocation priorities, we've been really clear over time that it's first to invest in the business for growth, second to invest in M&A, which we've done over the past few years, we've made some small but relatively small but strategic acquisitions with OPTOTRONIC with KE2 Therm and now with the Arize horticulture assets. So really pleased with the progress we've made there. Maybe you noticed we did increase our dividend by 15% this quarter. So excited to see that increase. And then finally, share repurchases. We've demonstrated when the share price is high, we buy less. And when the share price is low, we buy a lot more. So this quarter, we've repurchased cumulative 24% of our shares outstanding. And this year-to-date period, it's been at about $180 a share. So feel really good about where we are from our capital allocation priorities.

Karen, I'll build on that just for a second. So we feel really good about the -- our ability to generate value through capital allocation. So First, on the M&A pipeline, we -- our focus continues to be on expanding the Intelligence Spaces group. We have a good pipeline of both small, medium and large-sized acquisitions. As Karen mentioned, we've done really well with the acquisitions that we've made to date, and we're patient. So we don't feel an obligation to move until we find the right opportunity that is going to have the right impact at the right valuation. Second, as Karen mentioned, we increased the dividend. We did that because we can. We can continue to -- we can afford to pay the dividend at a higher rate and achieve the strategic opportunities that we perceive. And finally, we've demonstrated on our repurchase of almost 1/4 of the company at very attractive prices. As Karen mentioned, that when the stock price is lower, we'll buy more and when the stock price is less, we'll buy higher. So when you put it all back together, we view capital allocation as a strategic lever for us to generate value, and we feel really good about our progress on that so far.

Our next question comes from the line of Ryan Merkel with William Blair.

First on the new EPS guide. What does it assume for sales for the full year? Neil, you mentioned orders are growing and you expect to return the lighting business to growth in the second half you just talk about that a little bit more?

Sure. I -- so first of all, we're really pleased with our performance so far this year. It's -- as you know, it's not our practice to address guidance other than in the beginning of the year. It's our preference to define an outlook at the beginning of the year and then to execute against it. Our first quarter performance, obviously that was really strong, largely driven by the margin performance. As we look forward for the remainder of the year, we -- obviously, we planned conservatively, given all of the uncertainties going on in the world. So we were appropriately conservative in our plan, and we're adjusting our performance as we perform for the rest of the year. The lighting business will perform as we expect going forward, I would extend that line to be more than just the back half of the year. But as we return that to growth over a normalized period. So the rest of this year, next year, and beyond. So we feel really good about how we're going to do that as well. It will take a minute for us to continue to work through kind of the inflated sales from last year. But when you look at the performance over a longer period of time on a multiyear stack or where we are in the lighting business, we feel really good about that. So -- we did not change the revenue guidance. So we feel confident we're in that range, and we're really pleased with our performance from a profitability perspective.

Got it. All right. And then I wanted to ask on ISG, really nice growth. Just high level, are you seeing a lot more interest in controls? And are there any drivers of that, that may be new?

Yes. So thanks for that question, and I'm going to use it as an opportunity to kind of explain 2 things, if you'll allow me, Ryan. First is that we have a very strong control business in the lighting business. Acuity is a brand lighting is 1 of the largest, if not the largest control player for lighting control, specifically. And Distech is OEM provider to Acuity brand lighting for those controls. Specifically now as it relates to our performance on ISG, we feel really good about our strategy there of growth. We're expanding the addressable market for Distech and we're seeing disproportionate demand there for 2 reasons. One is I think it's fair to say our controls in sensors at Distech are perceived to be the highest quality in the marketplace. So they're very attractive to building owners and facilities managers because it gives them more flexibility than many other solutions. So they have -- because they're open protocol, and because we have open SI distribution, they have the opportunity to be confident that, that investment will carry them forward in an attractive way. We also feel really good about our ability to add more things that we can control, so KE2 Therm is a great example where we acquired effectively products which fit into the Distech portfolio, work within the broader Distech ecosystem and open up additional verticals like retail, convenience stores, et cetera, that have high refrigeration needs. So we feel good about that strategy going forward. So Distech has been taking share in each of the markets which it competes in. And now we have the opportunity to expand the market. It competes in, number 1 and expand the number of things that it controls. And then finally, when you connect the edge to the cloud, which is the Atrius data layer that we have been building, it allows us to take the data that all of those sensors and controls generate and present it to the cloud in a manner in which applications can be built, which make a difference in those build spaces. So we feel really good about the business that we're building there. We think we're building a really valuable technology business.

Our next question comes from the line of Christopher Glynn with Oppenheimer & Company.

I wanted to dive into some of the implications for Contractor Select and Design Select. That manner of product management or categorization internally. Would you consider that the backbone of your productivity momentum?

I think it's a big part of it, Chris. So -- and to spend just another minute on Contractor Select. So our strategy with Contractor Select is to make it the brand of choice for retail and electrical distribution with high product vitality at appropriate prices with high service levels, largely for distributors. And as I mentioned, it's built to be stocked and resold. So designed to be stocked and resold. And we -- it's a very constrained number of SKUs. The -- what that's allowed us to do is to build a very consistent relationship with the distribution and retail community. And what that has done is provided us with a foundation and easy for them to choose. And it's worth noting that there's a lot in it for them, too, because we've created a portfolio that allows them to have less inventory on hand and satisfy the needs of their customers at an appropriate price. They're able to drive significantly higher returns on investment in the execution of their business. So at the same margins, they're making significantly more money as a result. So yes, it's been a really important part of that product portfolio. The second thing is we've raised the margin portfolio of that, we've raised the margin of that portfolio, excuse me, to much more consistent levels with where we are now. So that's driven some of our margin performance. With Design Select, we're really just getting started. So where Contractor Select is designed to be resold, contract -- or Design Select is designed such that options can be chosen so that you can, a specifier has the opportunity to choose from options to configure the products and the projects that they need. As we mentioned in the script, we're at the early days of this. So this will be a multiyear process, but it is changing how both specifiers think about our portfolio and how we think about the execution of that portfolio. The majority of our business though remains made to order. And so that made to order -- its made to order for a reason, so the specifiers can make the choices that they need so that they can satisfy large projects. We can satisfy national accounts. We can -- there are a lot of different pieces of that puzzle. We asked -- Joe asked about infrastructure earlier. We won the relight of the city of Philadelphia. That's a good example of a made-to-order projects. We made some changes to our product portfolio to satisfy some of their specific needs, and we can roll those out. So when you take those all together, then we're -- everything is operating at a higher margin profile and it's set and it's doing a much better job of satisfying very specific end user needs in the marketplace.

The extension of that question, you've talked a lot about ability to choose and select the projects you want to be on considering all the productivity you're generating that you just elaborated on. Do you see a consistent widening of the aperture moving ahead in terms of what's attractive to you to select within the overall lighting market.

Well, we feel very good about how we're positioned competitively. So we -- obviously, we pay close attention to our competitors to the -- and we generally think about this from a windshield perspective. As you indicated, like which projects we want to select. So we're obviously competitive on the Contractor Select side. We're doing really well there. We've been competitive on the project side. So there are a handful of examples where we've passed on projects because we don't like the margin profile, and we're happy for our competitors to execute on those at a lower margin profile, and especially given that their margin profiles are already lower than ours. So when we do not select those projects, that means someone else has selected those projects, and they're executing them at a lower margin than we have and at a lower margin than we would accept. So as we look going forward, we still see the opportunity then to build on that to grow, both on the business that we already have as well as when we add and we add new verticals. So horticulture is a great example. As you know, there was 2 or 3 years ago, there was a rush to invest in that vertical. And people invested a significant amount of money multiple companies did to try and pursue that vertical. We identified that vertical then as an attractive vertical. We just didn't think it was worth the level of investment that would -- that the market was asking for at that time. So what we did instead was we started organically. We built a product portfolio from scratch organically designed from scratch, built from the ground up. And now we've started with the Arize portfolio to add to that and to add to the distribution of that, which gives us a green light opportunity to grow in a vertical that, over the long term, we think will be attractive and with a measured level of investment. So when you put that all together, we're choosing where we want to compete in the marketplace. We are demonstrating the ability to do that through product and service innovation as well as through our management of price and margin.

Our next question comes from the line of Jeffrey Sprague with Vertical Research.

Maybe just address a little bit more kind of the geographic expansion how you're -- which geographies you're choosing to target the bandwidth of the company to kind of execute on that? And -- is this something where we could see a higher level of activity from this point forward?

Yes. Thanks, Jeff. So our geographic expansion is focused on the Intelligence Spaces Group. So it's worth pointing out that the standards are mostly global for the Distech product portfolio and the edge to cloud opportunity, the application for Atrius are global. So that gives us the opportunity to expand without having to create new product portfolios with some small exceptions, which are not available to us like Germany, for example. As a result, we are building on the strength there to roll that out. So we have strength in North America. Obviously, that's our home market. We are probably half penetrated where we think we can be in the U.S. And so obviously, the bigger markets will invest for growth there. We're also successful in France. I think in the last quarter, we identified we have really high market share in France. We're now expanding into more of Europe, so -- and well through the U.K. and other markets. And then we're focused on markets that look like that. So Australia, we added SI capacity. We'll be looking for ways over the course of kind of the next 6 to 12 months to figure out how to accelerate that expansion for ISG geographically. Our aspiration for that business unit is that it is a global unit that makes spaces smarter, safer and greener through a combination of edge to cloud, edge controls and sensors devices and the cloud or applications that do something with the data that those sensors and controls generate. So -- so yes, you can expect us to be focused on expanding that business globally. And we're basically in North America and France at this point. So there's a big opportunity there.

Great. And then perhaps for Karen, Neil, you can take it too, of course, just we've gotten this far in the Q&A without any real discussion of price. I know you're not going to talk about price specifically, but -- maybe just give us a little bit of update on kind of the tone of the market, what you're doing there. And transportation costs were a big topic to the good last quarter. Are you seeing any significant changes there with kind of the chaos and global shipping, everything that's going on?

Chaos is a good word, Karen. Why don't you address pricing?

I'll address some of the pricing. So Jeff, overall, we continue to be really pleased with our gross profit performance. And that really is resulting from what we've talked about on the call already is the strategic management of price and being able to get the value for our products that they deserve in the marketplace. While at the same time, we are working on input costs with our suppliers. We've seen some benefits this quarter in steel and electronics. So that's helping us. And then freight is continuing to benefit year-over-year. So overall, we feel the focus on our portfolio segmentation that we talked about with Contractor Select, Design Select and made to order, helps us on strategically price the products and get the value that they deserve in the marketplace.

Our next question comes from the line of Bobby Schultz with Baird.

I've been I think, 3 quarters now where you've posted 45% plus gross margins. How should we think about the sustainability of those margins into the second half year and then looking into 2025?

Yes. Thanks, Bobby. So as I mentioned when we were talking about our adjustment to our EPS guidance, we feel really good about our performance. And I'll build on Karen's answer to Jeff's question about price and margin, which is that we are managing our pricing such that we're realizing the value for -- that our products are providing in the marketplace. And on the input cost, we're doing 2 things. One is our product vitality efforts are changing the amount of content that is in each of our products and how we ship those products. So more products can be shipped on the same pallet. So I mentioned the IVO in my opening comments, that's a really innovative product in the marketplace because it's roughly half the size or less of what it is replacing, number 1, which obviously means there's a lot less content. It also means that we can fit a lot more on a pallet as we ship those around North America. And then third, it delivers significant value to the installers because of significant patented innovation and how the -- it is constructed at the job site. So the ability to use 1 housing basically to put in different lighting. So that's a great example of a product that delivers real value to the entire value chain. And the combination of all those things has gotten us to the margin levels where we are right now. So -- so yes, we feel good about our margin performance. It will go up a little or up or down a little from quarter to quarter, but we feel really good about kind of the structural improvement of our margin performance. And our team has demonstrated significant dexterity and the ability to deliver on that in all kinds of different market conditions. And so -- so we feel like we're on a journey here. We're not at a destination, and we're pleased with our performance.

Got it. And then I wanted to ask on data centers -- what is your exposure there today? And kind of what are you seeing in that market right now?

So we have 2 exposures to data centers. So on a good news front, data centers have lighting. So one might think that they could operate in the dark, but they don't. So that's a very attractive opportunity and continues to be for the lighting business. On the controlled side, we are -- Distech is flat spec into some of the largest data scalers. So as their control of choice. There are 2 different kinds of controls in data centers. So we focus on digital controls and so that doesn't -- that means not the entire market is addressable for us, but the market that is addressable for us is growing as we build on those global scalers. We are -- we had another win on that front where over the course of quarter where we converted a, a large Asian data center operator to our way of control. And so that will be a multiyear opportunity for us going forward. So we're exposed to the data center opportunity in both of our segments, both the lighting segment as well as the Space segment.

Our next question comes from the line of Chris Snyder with UBS.

I wanted to ask about the back half guidance -- it seems to me that it calls for gross margin to be kind of similar, maybe slightly lower than what we just saw in fiscal Q2, that 45.5%. So I guess, is that right -- the right interpretation? And then -- what are some of the puts and takes on that? Because it does seem like there is some volume leverage here from the second quarter to the back half?

Yes. Thanks, Chris. Kerry can help you in the after call on building your model, but I'll talk qualitatively about how we're thinking about the back half of the year and build on some of my comments earlier. Our lighting business is strong. We are competing effectively in the marketplace. We are demonstrating that the market is valuing what we are selling from a product perspective. We're demonstrating that we can innovate on a product portfolio and deliver what is -- what our innovative products to the marketplace that are more valuable to the marketplace and more profitable for us. And we've demonstrated that we're managing input costs, material costs in a rapidly changing environment, whether it's electronics or freight or steel or any of the different things. So if we feel really good about the continued performance of our continued margin performance, excuse me. So as you look to the back half of the year and more importantly to the year after and the year after that and the year after that, we're on a mission to continue to make this a much more predictable, repeatable, scalable business on the lighting side and a growth business on the intelligence basis side and to use capital then to expand that portfolio. So we feel fine about the -- we feel good about the guidance for the remainder of the year and we feel even better about the year after and the year after that.

I appreciate that. And maybe just following up on the market competition points. Do you feel like the lighting industry is less competitive from a price standpoint than it was 5 years ago? Or is it that Acuity is being more selective and shying away from the most competitive aspects of the market? And then what you guys have done with Contractor Select is kind of raising the gross margin floor? Just kind of any thoughts on that.

Yes. So I wasn't here 5 years ago, so I can't address that, but I will address kind of how we've performed over the last 4 years, which is I would say that, obviously, we're the largest in the industry. We have the highest margins in the industry. We have the highest product vitality in the industry. We have raised the floor on margins with Contractor Select. We are innovating with Design Select and our new portfolio. So our performance is objectively very strong. The -- that makes us a much more formidable competitor to the marketplace, no matter who you are, whether you're a large competitor, you're a small competitor, whether you're housed in North America or somewhere else, we're just a significantly stronger competitor than we were 4 years ago. And so that puts us in a position to have significantly more control over our destiny. And we're demonstrating that control in our performance. And so -- and we think this is a good point to build on. So we will continue to press our advantage on the lighting side. So I would answer your question by saying something that we said when the market was really choppy, which is that we control what we can control, are controlling more of what's happening in the marketplace as a result of our strategy and the execution of that strategy and the cumulative performance and the impact of that.

I appreciate that. And if I could just squeeze 1 last 1 in. And I know it's hard to call a cycle -- but I'd be interested, Neil, and where you think we are in this nonresidential construction cycle. Activity is still pretty healthy. A lot of the leading indicators are, I wouldn't say terribly negative, but on the more negative side. Do you feel like that cycle pressure on the horizon or that -- maybe you already felt that with a lot of the destock? Just any thoughts on it and I appreciate it.

Yes, sure, Chris. I think the cycle question is has been a really hard one because we collectively -- and by that, I mean the economy industry, et cetera, has been thrown so many curveballs over the course of the last 3 years. So I feel like we've lived kind of multiple years in a single year or a single period. So it's hard to call it as a normal historical cycle. So obviously, we had the shutdown. Then we had the bull whip of projects and activity that was waiting to be executed, which led to increased backlogs, which we accelerated to satisfy which happened last year, and you see a little bit of the hangover impact on our sales growth this year. We've been looking at the market on a multiyear basis, though. So when you look at first the market on a multiyear basis, it really does start to normalize. It doesn't look like there's any kind of boom and bust cycle. It looks like there was just a fair amount of business that got executed last year that maybe would have normally been executed this year. And so -- as we look forward, we are -- and I've mentioned this on the call before, we do a fair amount of data analysis, and I think we're pretty good at it. And we're outperforming the regression analysis of what we would expect to do. So we are -- our performance is a contributor to where we are. As we think about the cycle going forward, we strive for normalcy. We don't feel like we need a really super-hot environment or -- and we've demonstrated we can execute in a relatively cool environment. So kind of where are we on the cycle front? I would say that our…

Our next question comes from the line of Jeff Osborne with TD Cowen.

Neil, maybe just a follow-up on the prior question. In terms of -- I think the last earnings call, you touched on a rebound in larger projects visible in 2025. I'm just curious what the CRM system showing for the larger projects. And then historically, I think larger projects were considerably more profitable the contractor select and some of the more commoditized projects that you've greatly improved the profitability of would you expect as the potential rebound of those larger projects flows through that there's a disproportionate mix shift in profitability?

Yes, thanks. As I said, so if we focus on the kind of large projects is big bucket. So let's talk about kind of infrastructure on the 1 hand and then we'll talk about kind of traditional large projects on the other. So on the infrastructure side, there's obviously still a significant amount of capital that's going to run through what others are calling the mega projects. And we're confident we'll get our fair share of those and hopefully, a disproportionate share. And -- from a mix perspective, that is an attractive piece of business, we price fairly there. So we're delivering value to basically the citizens who are funding those so we feel good about that. At the same time, we can operate in the margin portfolio that we expect. Then within kind of larger projects, there are a number of other kind of private sector impacts of that also. So impact of the chip back and our ability to light fabs to light data centers to deliver control. Obviously, those are all consistently attractive margin pieces of business for us. We're scaling in industrial as a lot of reshoring is happening in the U.S. And so -- the mix of our portfolio is, however, tighter from a margin perspective. As we indicated earlier, effectively, the floor has been raised on the Contractor Select portfolio -- and we will price fairly to the -- for citizens that are funding the infrastructure, and we'll continue to deliver the performance that we're demonstrating.

Got it. And then just one for Karen. On the Contractor Select and Design Select portfolios, does that, by definition, sort of require more investment in inventory than you might have had in the few years past?

So for Contractor Select and Design Select, when we look at the inventory levels, first on Contractor Select, the 300 of the kind of most common everyday lighting products. We stopped those here, but then also our distributors. But given the high turnover with that portfolio, it allows our distributors to carry less inventory and also for us to carry less inventory. So that doesn't really have a higher requirement. On Design Select, we are able to manage those inventory levels effectively and improve our turns -- so neither of those should have a negative impact on our working capital inventory going forward. And in fact, if you look at our inventory days over the course of time, we are -- we've improved our inventory turns versus last year and versus kind of over -- from our high point and certainly over last year when we reduced it and then continue to have room to improve. So we feel really good about where we are on our inventory and don't believe that, that should have a negative impact. And if anything, some of that should improve our ability around our raw materials going forward.

And I'm showing no further questions in the queue at this time. I'd like to turn the call back to Neil Ashe for any closing remarks.

Thank you. Thank you all for joining us this morning. We are -- as we said in our comments and in the questions, we're really pleased with our performance. Our team is executing really well. We feel confident in where the lighting -- light controls business is for this year and beyond, we feel like our growth opportunity on the space side is clear, and we're executing against it. And we've demonstrated that we can create real value with capital allocation. And so we'll keep doing that, and we'll look forward to seeing you next quarter.

This concludes today's conference call. Thank you for your participation. You may now disconnect.