Ladies and gentlemen, thank you for standing by and welcome to the Burlington Stores Fiscal First Quarter Earnings Call. [Operator Instructions] I would now like to turn the call over to your host, David Glick, Senior Vice President of Investor Relations and Treasurer.

Thank you, operator and good morning everyone. We appreciate everyone’s participation in today’s conference call to discuss Burlington’s fiscal 2022 first quarter operating results. Our presenters today are Michael O’Sullivan, our Chief Executive Officer and John Crimmins, Chief Financial Officer. Before I turn the call over to Michael, I would like to inform listeners that this call may not be transcribed, recorded or broadcast without our expressed permission. A replay of the call will be available until June 2, 2022. We take no responsibility for inaccuracies that may appear in transcripts of this call by third-parties. Our remarks and the Q&A that follows are copyrighted today by Burlington Stores. Remarks made on this call concerning future expectations, events, strategies, objectives, trends or projected financial results are subject to certain risks and uncertainties. Actual results may differ materially from those that are projected in such forward-looking statements. Such risks and uncertainties include those that are described in the company’s 10-K for fiscal 2021 and in other filings with the SEC, all of which are expressly incorporated herein by reference. Please note that the financial results and expectations we discuss today are on a continuing operations basis. Reconciliations of the non-GAAP measures we discuss today to GAAP measures are included in today’s press release. Now, here is Michael. Michael O’Sullivan: Thank you, David. Good morning, everyone and thank you for joining us. I would like to cover three topics this morning. Firstly, I will review our first quarter results. Secondly, I will discuss our outlook for Q2 and for the balance of the year. Thirdly, I will offer a few comments on the external real environment. And I will explain that while this environment may create near-term headwinds for us, we believe that it could drive longer term strategic benefits for our…

Thanks, Michael and good morning, everyone. I will start with some additional financial details on Q1. Total sales in the quarter were down 12%, while comp sales were down 18%. Our 3-year geometric comp stack was minus 1%. The gross margin rate was 41.0%, a decrease of 230 basis points versus 2021’s first quarter rate of 43.3%. This was driven by a 150 basis point increase in freight expense combined with an 80 basis point decrease in merchandise margin. Product sourcing costs were $157 million versus $141 million in the first quarter of 2021, increasing 180 basis points as a percentage of sales. Higher supply chain costs represented about two-thirds of the deleverage. The drivers of these higher costs were driven primarily by higher supply chain wages. Adjusted SG&A was $513 million versus $518 million in 2021, increasing 300 basis points as a percentage of sales. Adjusted EBIT margin was 3.1%, 780 basis points lower than the first quarter of 2021. Our plan for Q1 had been for a 750 basis points decline. The shortfall relative to our plan was driven by lower-than-expected comp store sales. Put into the context of our Q1 2019 EBIT margin, the first quarter EBIT margin declined by 410 basis points versus that time period, driven by 530 basis points of combined freight and supply chain deleverage. The merchandise margins for the first quarter were still 260 basis points higher than the first quarter of 2019 reflecting the progress we have made in terms of inventory reduction and faster inventory turns. All of this resulted in diluted earnings per share of $0.24 versus $2.51 in the first quarter of 2021. Adjusted diluted earnings per share were $0.54 versus $2.59 in the first quarter of 2021. At the end of the quarter, our in-store inventories increased…

[Operator Instructions] Our first question comes from Matthew Boss with JPMorgan.

Great, thanks. So Michael, maybe to start larger picture, clearly, the environment has completely changed versus a year ago. What do you think this means for the Burlington 2.0 strategy and also for the longer-term opportunities in your business? Michael O’Sullivan: Good morning, Matt, thanks for the question. I think that my answer is going to sound a little counterintuitive, and I recognize given our disappointing Q1 results, I need to offer this answer with a huge dose of humility. But we think that the external conditions that we’re seeing now and that we’re likely to see in the upcoming quarters could present a major opportunity for our business. Now last year, there were several investors who asked me to describe what would an ideal environment look like for our business in 2022. And you should file this on the – be careful what you wish for because my response was that the best scenario for us would be, number one, a dramatic slowdown in the sales trend across retail, leading to significant expansion of off-price supply with really great buying opportunities, and also leading to downward pressure on expenses, especially in freight rates. And then secondly, a much sharper consumer focus on merchandise value. Look, we’re not completely in this scenario yet, but there are signs that, that could be where we’re headed. I think you can see aspects of this scenario and what’s going on right now. And if the full economy starts to slow down in the coming months, then this could lead, we think, to a further weakening in the sales trend across retail a further increase in supply, downward pressure on expenses and a heightened focus on value. Now last year, at the time I was describing that scenario, I can see it that those conditions would also make life difficult for us for a period of time. But we’re not immune to an economic difficulties. But we know that we can adapt, and we know we can take advantage of these circumstances in a way that other retail models cannot. Everything we’ve been doing on Burlington 2.0 is aimed at improving our ability to offer great value to our customers and making us more flexible, so we can react to changes in trend or supply. So again, again, I say this with some humility given our Q1 results, but we believe that the current conditions in the upcoming quarters could present a big opportunity for us.

Okay. That’s great color. And then just a follow-up on inventory supply, as it sounds like this is another situation that has also drastically changed, could you just elaborate on the buying environment today? What categories and types of merchandise are you seeing what do you think is driving this increase in supply? And do you think it will last? Michael O’Sullivan: Yes. So it’s a good question. As I said in the prepared remarks, there has been a complete sea change in terms of merchandise availability. We’re seeing availability now in categories where supply has really been on trend for a long time. And we’re seeing brands that we haven’t seen for a couple of years. As this increase in supply has been pretty broad-based, seasonal basics, apparel, home accessories we’ve been able to make some great deals. Now when you buy a large amount of merchandise in a short period, it can’t all flow to stores at once. So, many of those deals have gone into reserve. And we will release those over the next few months. On the part of your question about what’s driven the increase in supply, I suspect it’s a number of things. I think that many retailers and vendors overordered and overproduced versus what they are now seeing in their sales trends. Also, I think that retailers and vendors probably built in a cushion to their orders to account for shipping delays and those shipping delays have now eased, so they have too much merchandise. And finally, the mix of merchandise that the consumer is buying has really shifted. And I think that’s taken some vendors by surprise. So there are some categories where there is now what I would call a glut of supply. I think the final part of your question was, will it last? And we don’t know. If the economy weakens, then we could see even more merchandise sustainability. The other complicating factor though is the COVID situation in China. It’s hard to know what impact the recent shutdowns there could have. But they could create shortages later in the year. That’s possible. But on the other hand, if vendors overcompensate then they could add to merchandise availability, we will have to see.

It’s great color. Best of luck. Michael O’Sullivan: Thanks, Matt.

Our next question comes from Ike Boruchow with Wells Fargo.

Hey, good morning. Michael, I’m curious how you’re thinking about AURs within your own business. I think compared with some of the other retailers, you’ve been a little bit more cautious on taking up your retail, I guess, in light of the much weaker sales trends that you’re seeing right now, how are you thinking about AURs for yourself and for your peers? Michael O’Sullivan: Yes. Good morning, Ike, thanks for the question. As you say, we’ve been quite wary about taking up at retail prices. Our view has been that well, our view with the retail prices rose across the industry last year, mainly because consumer demand exceeded supply. And our concern was always what happens when that reverses. And that’s kind of what’s happening now, the supply of merchandise in most of the categories we compete in has now outgrown demand. So sooner or later, we would expect that, that will pressure retail prices. And in the earlier comments, we made the point that at the end of Q2, so the end of the spring season, we think that the retail environment could get a lot more promotional as retailers try and clear their spring merchandise. But with that said, we also recognized that the underlying costs of products are now permanently higher, some of those higher freights and supply chain costs aren’t going away. And for us that means that retail has even promoted prices – even promoted retail prices, are unlikely to ever go back to their 2019 levels. So we think that means that there is now a permanently higher price umbrella. And that’s why we see some potential to hedge up our own prices even in this environment. Now we’ve developed – I think on the last call, we explained that we’ve developed a…

Got it. That’s super helpful. And then maybe just one follow-up for John, just looking at the model, can you, John, maybe walk us through the assumptions that are embedded in the updated full year guidance that you’ve given, I think you originally had assumed that freight and supply chain expenses could moderate in the back half of the year. Is that still the assumption we should use? And any other assumptions that you can call out would be great?

Well, first of all good morning, Ike. Thanks for the question. So I’ll try and explain how we’re thinking about the full year guide. So first, obviously, we’re taking a little more cautious approach we’ve certainly seen a slowdown in discretionary spending with some of our core customers. So let me explain our comp store sales plan. I think it’s pretty simple. Our trend over the last 2 months has averaged a mid-single-digit 3-year geo comp. And as Michael was describing earlier, we think the sea change in product availability, the potential for trade down, some of the executions issues that we had in Q1 that are behind us and lapping some of the execution issues we had in the second half last year creates a little bit of a tailwind for us going into the second half of the year. And that gives us reason to expect an uptick compared to our first half. Our full year guide of minus 9% to minus 6% comp is based on a 3-year Geo stack of 5% to 8%. Now also remember we have easier comp sales and margin compares in the second half of the year, this coupled with the dramatically improved buying environment and the potential for some pricing adjustments that we’ve worked in. should help us show a strong comp improvement on a 1-year basis during the year and operating margin improvement, especially in the fourth quarter. On the cost side, as you know, our biggest drivers is de-leverage and freight and supply chain been talking about that for a while. And we’ve been talking about a couple of different scenarios that could develop in the second half of the year. The first was that supply chain and freight costs would begin to moderate in the second half as…

Great. Thanks, guys. Bye-bye. Michael O’Sullivan: Thanks, Ike.

Our next question comes from Lorraine Hutchinson with Bank of America.

Thanks. Good morning. Michael, my question is about the inventory issue that you had in the first quarter. I’m just curious if there is any additional context on why you planned inventories the way you did? And what went wrong? And then also, just curious if the shipping delays that you saw in February have gotten any better? Michael O’Sullivan: Well, good morning, Lorraine. Good to hear from you. Yes. As I said – actually, as I said in the prepared remarks, we are very disappointed about Q1. We know we should have done better. And we recognize that we were the architects of our own downfall in the quarter. But with that said, let me offer a more full-bodied explanation of what happened and what we were trying to do. And I think the best starting point is that we believed, rightly so turned out, that 2022 would be a difficult and unpredictable year in retail. And as you have heard us say in the past, our strategy for dealing with uncertainty and our playbook, if you like, is to be as nimble and flexible as possible. And that’s really a core principle behind Burlington 2.0. So, with that in mind, when we planned 2022, we tried to do three things. First of all, we planned sales conservatively. Now we are happy that we did this. It’s clear it was the right thing to do. It looks like many other retailers were more optimistic. And as a result, they are now over-bought and over-inventory, and we are not. That means that we have a bit more flexibility to respond to buying opportunities. And secondly, in addition to spending conservatively, we planned our liquidity very tightly. For example, this means that we still have open to buy for the second…

Thanks. And just a follow-up question for John. John, you talked about some of the freight pressures you are seeing, any other main margin drivers to call out versus 2021 and then also versus 2019 levels? Thanks.

Good morning Lorraine, thanks. It’s a good question. So, I will start with Q1, and then I will try and give you a little color on the way we are thinking about Q2 and the full year margins as well. So, yes, as I said a little earlier in the call, our – for Q1, our EBIT climbed by 780 basis points. And that missed the outlook that we had given by about 30 basis points. That was pretty much all related to the more deleverage on our expense base by our comp sales coming up short of our mid-teens baseline plan. About 230 basis points of the deleverage versus last year was in gross margin. And 150 of that would be related to freight, 80 basis points on the merch margin side. Product sourcing costs delevered by 180 basis points. And again, that was about 120 bps supply chain and 80 basis points related to our continued investments in our merchandising team. So, the rest of the leverage, another 370 basis points, was just deleveraged on all other costs driven by the pretty large decrease in comp sales. When you compare it to the first quarter of 2019, EBIT declined 410 basis points, which was entirely driven by 530 bps of combined freight and supply chain deleverage. In fact, the merch margins for the first quarter were still 260 basis points higher than the first quarter of 2019. And that’s a reflection of the progress that we have made turning inventory faster and operating with smaller inventories in our stores. So, moving on to the second quarter, we said today, we expect operating deleverage of 670 basis points, 610 basis points on our comp range of minus 15% to minus 13% compared to last year’s plus 19% comp. Compared…

Thanks.

Our next question comes from John Kernan with Cowen.

Good morning Michael, John and David, just a couple of questions about the macro environment and your customer. Michael, in your remarks, you referenced the low-income consumer being under economic pressure, that’s intuitive given the inflationary environment. How should we think about that – the relative importance of that demographic to your business? Are there any stats you could share with us? Also curious on just detail on what you are seeing with that customer, how their traffic conversion and basket levels are trending? Michael O’Sullivan: Sure. Well, good morning John. I would say, compared to many retailers, I would characterize our core customer demographics as younger, more ethnically diverse and larger family size and low to moderate income. And I would say that we were got those as wonderful demographics. This segment of the population is growing and understands value. And in many ways, populate that customer group represents everything that’s growing in America. So – and in fact, for many years, I think low to moderate income shoppers have been the growth engine, not just for us but for value retail as a whole, especially bricks-and-mortar value retail. Of course, as you say, this customer the low-to-moderate income customer is under a lot of pressure right now, that makes sense. In 2021, certainly in proportion to their income, these shoppers were big beneficiaries of government support programs, stimulus checks, child benefit, extended unemployment – and those programs have now gone. That alone would have made 2022 a difficult year. But if you layer on top of that, retail price inflation for essential items like food and gas is now running at extraordinarily high levels. And again, those items represent a disproportionate share of household budgets for those shoppers. So, it’s not difficult to see why the customer is…

Got it. Maybe just one other follow-up question, again, related to the consumer. Are you seeing any evidence of a trade-down customer in the store? Do you think that trade down business is likely to be a meaningful sales driver over time? And is there any built – any of that built into the second half guidance? Michael O’Sullivan: Yes, it’s a good question. I don’t think we have seen much of a trade-down customer so far. But we do think that in the back half of this year, that could change – and that’s why we are actually a little more optimistic about the back half of the year, and we have got in an element of that to our guidance. Yes, a moment ago, I said that it makes sense that the lower income customer is struggling. But we don’t believe that that’s – this is where the economic stress is going to end. I think it’s possible that we are only in the opening stages of this economy. We don’t have a crystal ball, but it seems likely to us that high inflation, higher interest rates, falling stock market and a potential recession, it is going to affect a much broader set of consumers at some point. And when those consumers are squeezed, we think that they, too, will be looking for value and that they may break down. And historically, that is typically what has happened. Whenever there has been a broader economic slowdown, it hasn’t just affected low income shoppers, it’s also affected the mid-low and some higher end shoppers. In that situation, everyone cares about value. So, again, we don’t know when this might happen, but if it does, then we believe that it may help drive our sales trend.

Okay. Thank you.

Our next question comes from Kimberly Greenberger with Morgan Stanley.

Okay. Great. Thanks so much. Good morning and thanks for all the detail today. Michael, how are you feeling about your merchandise assortment now speaking to both quality and quantity. And based on your earlier comments, it sounds like you are in a position to chase now here in the second quarter and in the back half of the year. Assuming I heard you right on that, as you chase now, are you starting to get delivered on time, or are you still experiencing significant delays in your inventory receipts? Michael O’Sullivan: Well, good morning Kim. So, the first part of your question, how are we feeling about the assortment right now, in terms of quantity, the overall level of inventory, I would say we feel very good. Our industry right now just a little bit higher than last year. And last year, as a reminder, in the second quarter, we made 19% comp. So, I feel pretty good about our entry level right now. The quality and the content, I feel good about the quality of the content of our inventory and our assortment. But I would say that we recognize there is actually huge opportunity to take it from good to great. We actually think that – there is a lot of opportunities to make our assortment much better than it is. The starting point is good, but I think we can make it much better. And the reason I say that is there are a couple of things that have happened in the past month or so – the first is, I really do think it’s become clear that the customer has shifted in terms of the categories that they are buying right now. And some of this is intuitive. Last year, the hottest trending categories were…

Very helpful. Thanks. Michael O’Sullivan: Thanks Kim.

Our last question comes from Chuck Grom with Gordon Haskett.

Thanks very much. Most of my questions have been asked, but I just have one question for you, Michael, just given your experience in the industry. When you look back at other periods of consumer duress, maybe 2008 or I am sure there is other times in the history of off-price. How long of a lag was it before you saw that middle-income customers start to trade down? It looks like right now, you are in a little bit of an air pocket where you are not getting the trade down, but your current consumers starting to pull back a little bit. So, just curious your perspective on the timing. Michael O’Sullivan: Sure. Yes, it’s a good question, Chuck. We have been thinking about that. I would say that obviously, the previous economic slowdown as the most – maybe the most applicable is the financial crisis in 2008. But I would say that the one difference between what happened then and what’s happening now is in 2008, the financial crisis kind of came as a shock to the whole economy all at once. Like, in September of 2008, it was kind of – it was felt across the whole economy. And then that sort of then led into what happened in 2009 and 2010. So, like here in 2022, this is a little bit different and that the inflation impact, please to begin with is being felt more by low-income customers. They are the ones facing immediate shock because when you look at the cost of gas prices and food, those items represent such a big share of their wallet that the big increases we have seen in those areas are really hitting those customers most of all. But as I said in my earlier remarks, we don’t think it’s going to stop there. I think the impact on the overall economy is coming. It’s ahead of us. Now, we could be wrong, but that seems to us to be likely. And therefore, it seems to me that the trade-down customer, which might be more evident back in 2008 and more evident earlier, might take a little bit longer this time around. But we don’t really know, but that’s how I would compare it with previous economic slowdowns.

Great. Thanks very much. Michael O’Sullivan: Thanks Chuck.

And now – I would now like to turn the call back to Michael O’Sullivan for any closing remarks. Michael O’Sullivan: Let me close by thanking everyone on this call for your interest in Burlington Stores. We look forward to talking to you again in late August to discuss our second quarter results. Thank you for your time today.

Ladies and gentlemen, this does conclude today’s presentation. You may now disconnect and have a wonderful day.