Good afternoon. Thank you for attending today's FIGS fourth quarter and full year fiscal 2022 earnings conference call. My name is Megan, and I'll be your moderator for today's call. All lines will be muted during the presentation portion of the call with an opportunity for questions and answers at the end. I would now like to pass the conference over to our host, Jean Fontana, with FIGS. Jean, please go ahead.

Thank you. Good afternoon, everyone, and thank you for joining today's call to discuss FIGS' fourth quarter and full year 2022 results, which we released this afternoon and can be found in our earnings press release and in the stockholder slide deck on our investor relations website at ir.wearfigs.com. Presenting on today's call are Trina Spear, our co-founder and chief executive officer; and Daniella Turenshine, our chief financial officer. As a reminder, remarks on this call that do not concern past events are forward-looking statements. This may include predictions, expectations or estimates, including about future financial performance, market opportunity, or business plans. Forward-looking statements involve risks and uncertainties, and actual results could differ materially. These and other risks are discussed in our SEC filings, including in the 10-K filed today, which we encourage you to review. Do not place undue reliance on our forward-looking statements which speak only as of today and which we undertake no obligation to update. Finally, we will discuss certain non-GAAP metrics, which we believe are useful supplemental measures for understanding our business. Reconciliations of these non-GAAP measures to their most comparable GAAP measures are included in the earnings release and shareholder deck we issued today. Now, I'd like to turn the call over to Trina Spear, chief executive officer of FIGS.

Thank you, Jean. Good afternoon, everyone, and thank you for joining us today for discussion of our fourth quarter results and an update on the progress we are making across our strategic priorities. For 2022, our first full year as a public company, we delivered net revenue growth of over 20%. We saw strong performance in our nonscrubs business, which increased 59%. Additionally, international sales grew 50%, resulting from increased brand awareness and repeat purchases. In TEAMS, our B2B business grew 41%. With respect to profitability, adjusted EBITDA margin for the year was 17.2%. For the fourth quarter results, we're ahead of our expectations, with net revenues up 13%. We achieved a record number of new customer acquisition, leading to a 23% increase in active customers. On an LTM basis, net revenue per customer was down 1% to $221 due to lower frequency rates, partially offset by higher AOB. Fourth quarter adjusted EBITDA margin of 13.6% reflects better than anticipated gross margin, as well as disciplined expense management. While our fourth quarter results exceeded our expectations, extending our market share gains, a number of interrelated factors that we discussed last quarter led to decelerated growth from previous quarters. These include macro headwinds, lower frequency trends, and color launches that did not perform to the elevated levels we saw last year. While we cannot control the macro headwinds, we recognize that there are areas of our business where we can and will do better. We remain confident in our long-term outlook. And therefore, we will continue to invest in our business as the investments we make today will position us as an even stronger company in the future. We have identified opportunities and have initiatives underway that we believe will drive accelerated growth in 2024 and beyond. In the near term,…

Good afternoon, everyone. We are pleased to have exceeded our expectations in the fourth quarter, although recognize these results are below what we believe is sustainable for our business longer term. As Trina outlined, we believe that the actions and investments we are making today will set us up to achieve our growth potential in the future. I will begin my discussion with a review of our fourth quarter financial results, followed by our outlook for the first quarter and 2023. Beginning with the top line. For the fourth quarter, net revenues grew 12.6% to 144.9 million, compared to 128.7 million in Q4 last year due to an increase in orders from new and existing customers. We were pleased with the strong sales for Black Friday, Cyber Monday with promotional levels better than what we saw in 2020. Active customer growth of 23% was fueled by ongoing initiatives to expand brand awareness globally, which led to the highest number of new customer ads in our company's history. We also continue to see record reactivation rates among lapsed customers as we see purchase cycles elongate. For the quarter, AOB across the business was down 1% to $112 due to lower AUR. As Trina noted, we continue to see a year-over-year decrease in purchase frequency in the quarter, and we are taking actions by both increasing intention behind our product innovation and refining our strategies focused on existing customers. Gross margin for Q4 was above our expectations at 68.2% compared to 69.9% in Q4 2021. The 170 basis-point decline compared to Q4 last year was primarily due to the higher mix of promotions, as well as product mix and higher ocean freight expense due to the sell-through of previously shipped inventory. This was partially offset by lower airfreight utilization. Moving to operating…

[Operator Instructions]. Our first question comes from the line of Michael Binetti with Credit Suisse. Your line is now open.

Hey, guys. Thanks for taking our questions. I guess the first thing that comes to mind is, just maybe you could help us connect to the longer-term EBITDA margin targets that we've discussed over the last few years within the context of the 11 to 12 that you just gave. Daniella, maybe, you know, I guess jump ball between how do we think about the path back to, you know, like a 20-type margin that I think we are targeting long term, if that's still the right margin. And then, I guess just on a maybe on a near-term basis, when does the -- when do you feel like the freight, the ocean freight flips to a good guide based on how the inventories are capitalized on the balance sheet today?

Thanks, Michael. So, for your first question on EBITDA margin, based on what we see today, we believe we have the opportunity to drive EBITDA margin expansion beyond 2023. In 2023, we're seeing some margin pressure from a few factors, about 300 basis points from excess storage fees combined with fulfillment enhancement costs. Secondly, in 2023, we're going to be impacted by higher promotions, a couple of hundred basis points when we close out through the P&L. So, just adding those, that gets us to the high teens in 2023. Looking to the future as we accelerate growth, we do expect G&A to leverage from where it is today. We're really focused on setting the right expectations for the go-forward. If we deliver high teens adjusted EBITDA, we are still very profitable. We do believe we have a path back to 20%. But our goal is to ensure we're making the right decisions for the long-term health of the business, and we're going to continue to do that.

And I would just add, you know, we really want to grow our business in a healthy way like we always have. We really focused on growth, not for growth sake, but for doing it in disciplined and profitable way. And that's never going to change. So, our goal right now is investing strategically to support our scale and resources and people and technology, systems, really to make us stronger for the future. We have no debt. We have a really strong balance sheet. So, we are excited to make these investments and plant the seed today so that we can bear fruit in the future.

And just circling back to your question on ocean freight. So, in 2023, net-net freight is likely to be neutral to a slight tailwind as we continue to sell through previously purchased inventory at higher ocean freight rates. And that's going to be offset by less usage of air freight. Looking into 2024, we should start to see a benefit, a tailwind from the ocean freight as well.

Thank you. Our next question comes from the line of Ed Yruma with Piper Sandler. Your line is now open.

Do you think that the lack of or the dampened interest in some of the new color drops has been a function of just the colors being off? Or is it more symbolic of maybe some saturation within your core customers' closet for the core scrub? And then, I guess, you know, you've outlined a number of investments you're making on innovation. How much of the innovative product is kind of baked into this year's guide? And kind of how should we think about how that layers in both this year and next? Thank you.

Thanks, Ed. You know, I think as it relates to our color drops, right, we saw an extraordinary demand in our colors over the last years, and we really responded to that kind of meeting our customers where they are. And I think, you know, our healthcare professionals have evolved in our shifting, and we are evolving with them, as we're getting out of color and leaning more into technical features and functionality that's tied to use cases. And in many ways, we're getting back to our roots of providing essential foundational pieces that healthcare professionals need in their jobs to perform. And that's where we're focused. But there is going to be a bit of a transition as we move -- as we rightsize the business in the launch -- and kind of rightsize our launch cadence. So, right now, we're being mindful of our inventory balance and our commitment to providing our customers with fresh, innovative, and exciting products. And what you're going to see this year is new, awesome products, of course, but with more, you know, shallower buys on that front. And something that's distinct about our businesses is that we're able to kind of launch this newness but tie it back. Tie it back to our core scrubs, and also seamlessly layer it with what's in our inventory today. And that is a unique thing about FIGS. And so, you know, this year, we're not -- we are not exactly focused on expanding our assortment or tapering back or simplifying and bringing, ensure that moments of newness that will drive revenue across multiple categories. And so, you know, as we get to 2024 in more of an ideal state where we can hit the ground running, we're really focused on this foundational year.

Thank you. Our next question comes from the line of Lauren Schenk with Morgan Stanley. Your line is open.

Great. Thanks. I wanted to ask one on inventory, about 107% year over year. I guess, you know, we sort of saw slowing demand trends in the fourth quarter, and we knew that things were getting a little bit tougher from a macro perspective. So, maybe why weren't you a little bit more aggressive in cutting back orders at the back half of the year? And why not now be a little bit more aggressive on promotions in order to clear through that? Thank you.

So, in hindsight, we recognize that there are things we could have done differently. You know, first we did start to build inventory levels to avoid airfreight with longer lead times. And second, as visibility and supply chain started to get a bit more nebulous, we built more inventory. And that, coupled with a lower sales outlook, it created an inventory build, especially around our color launches. And this was coming off a year of really elevated demand for color. So, it is a priority for us to get our inventory levels back in line from here. As a reminder, 60% of our inventory is in core. So, we are able to reduce future purchase orders to rightsize. And we're going to move through the remainder at a higher promotional rate, but still reflecting the discipline that we always do to protect the brand over the long term. So, going forward, we put processes in place to increase flexibility and be more disciplined around our inventory buys. And we, you know, we're going to return to a more normalized inventory position by the end of this year.

Can I just follow up? I mean, when you say normalized inventory, where would you expect inventory to be growing year over year by the end of the year? Thanks.

So, our ideal state is around 16 to 20 weeks of supply, and we're expecting at the end of the year to be around 25 weeks of supply.

Thank you. Our next question comes from the line of Brian Nagel with Oppenheimer. Your line is now open.

Hi. Good afternoon. So, I guess my question -- two questions. Just with respect to sales and sales growth. So, you're clearly -- we saw a decelerating pace here, Q3 to Q4. And then, you know, given the guidance you gave for Q1, again, in Q1 -- or going into Q1. If you think about your sales algo and the various inputs into that, is declining frequency the primary driver of this now weaker sales growth? And then, the second question on that is, is there -- can you elaborate further on the trend in frequency? Has it bottomed? Is it going to continue to get worse?

Yes. So, we're assuming that the macro remains challenged in 2023 with the potential to get worse from where we are today. And so, we're incorporating that into our assumptions around frequency trends. And we're taking steps -- we are taking steps through our marketing strategies to drive higher engagement, through personalized messaging, by tailoring our content to our channel for our customer. However, you know, we're still early in these initiatives. And just given the uncertain macro environment, we're remaining cautious about what we baked into the guide. We do expect AOB to be slightly -- to be flat to slightly up for the full year. Again, it'll be increased 18% from 2020 until we've seen a lot of growth here. We have the opportunity to drive AOB higher over the long term as we're continuing to see UPT increase. But we're recognizing that, in 2023, there is going to be pressure from higher promotions, and that's weighing on AUR in the short term. We're also lapping 20% growth in active customers, so we're being prudent in our growth outlook.

So, Daniella, we talked a bit about, you know, in response to some of the questions in your prepared comments, you talked about promotions and your efforts to clear the inventory. How is the -- how is your consumer reacting to your promotions? Does that help to improve the dynamic, the overall -- the underlying sales dynamics, sorry?

I think we're continuing to be really disciplined in our promotional strategies. And so while I think just given the macro environment, we are seeing more of a reaction to our promotions, we're really focused on protecting the long term of the brand. And so, could sales be higher if we lean into promotions more? Potentially. But we're really focused on doing this the right way over the long term.

Thank you. Our next question comes from the line of Brooke Roach with Goldman Sachs. Your line is now open.

Good afternoon, and thank you so much for taking our question. Trina, I was hoping that you could elaborate a little bit more on the growth of the TEAMS business that you're seeing today. And then, maybe for Daniella, as you contemplate the mid single-digit growth outlook for the year, can you contextualize the growth contribution that you expect between international, the TEAMS business, and the nonscrubs business relative to your core scrubs business that's sold to individual customers? Thank you.

Thanks, Brooke. You know, I think the TEAMS opportunity is an incredibly exciting one that we've discussed a bit. But as we move forward, you know, this is an area that is about 15% of the market, but it's a lot smaller as a percent of our total business. So, what is TEAMS? TEAMS is our B2B platform where healthcare institutions want to outfit their employee base, right? They're looking to standardize and professionalize their teams and kind of working with FIGS to do that. And so, right now, we have a small team dedicated to this, and we have a big opportunity in front of us. You know, this is a primarily inbound, you know, sales process today, where people are coming to us because they're learning about us in other ways. And they're reaching out to us to outfit their teams. Right now, we're looking to build a bigger platform to enable them to get access to more of our assortment. We're looking to create more features to have the process be as easy as possible to order, you know, hundreds, if not thousands of sets of scrubs for your team and make the process super easy as it relates to embroidery, putting your logo, putting your name, so that you can show the world who you are and what you do, which is a big part of why people choose FIGS. So, super excited about TEAMS. It's really early days. And the other piece I'll just mention is, you know, we launched 3XL to 6XL. So, our extended offering really gives us an ability to partner with some of the largest institutions who said, "You know, we have a number of people within our institution that can't wear FIGS today." So, you know, I think we're one of the few companies that, you know, we can outfit 10, 15, 20 people. We'll lose, you know, million dollar, if not more in terms of contracts. So, this is a big opportunity. We're really excited about it, and we're just getting started.

And to address your second question, Brooke, you know, we're not providing targets, but we do expect international teams and nonscrubwear to continue to grow at an accelerated pace of the business and make up a larger proportion of our net revenues looking into 2023. I think as a result of that, you know, we are anticipating lower frequency to impact our scrubs business. But there's a lot that we're focused on today to drive that higher in the future. More intentional product innovation, which we discussed. You know, the impact will likely be more so in 2024 and beyond, but also, our marketing strategies and really focusing on the retention, focusing on evergreen messaging, and really setting the stage for accelerated growth in 2024.

Great. Thank you. And if I could just ask one more. As you contemplate that answer, I was wondering if you could help us understand what needs to happen, whether that's a change in the macro environment or just actions against your initiatives to reaccelerate your top-line growth toward your long-term outlook.

Yeah. I mean, I think, you know, a lot of people are talking about the macro environment, but at FIGS, and I think the best brands don't use the macro to cover their sins, we're focused on what's in our control. And we're focused on what we can do from a product standpoint, from a messaging standpoint, from an advocacy standpoint. You know, our healthcare professionals have been through a lot over the last few years as they led us through this pandemic, and they're dealing with the same macro issues as well. And their behaviors are evolving. And I think we're in a really interesting spot, just given the scale, given all this information and data that we have on our healthcare professionals, to understand them in a really unique way. And so, we're utilizing that information and evolving with them to reaccelerate as we move forward in '24 and beyond. And it comes down to these three areas, in addition to others, but innovation of product; messaging and really being segmenting -- segmented in our messaging, personalizing to people's needs; and advocacy, showing up for them and having their backs.

Thank you. Our next question comes from the line of Lorraine Hutchinson with Bank of America. Your line is now open.

Hi. It's Alice Xiao on for Lorraine Hutchinson. Thanks for taking our question. Can you elaborate a little bit more on the higher promotions you're going to plan in 2023? What types of promotions can we expect? Like, will there be more days of promotions, or sitewide, percentage off, or, you know, categories that are on sale? And then, I have one quick follow-up.

Yes. So, it's not necessarily that we're going to do a greater number of promotions or even at a higher discount rate. But what we are seeing is that in this macro environment, we are seeing customers react more to our promotional times. And so, while our schedule and our cadence may look similar, a lot of this is just mix shift in our consumer base. Outside of that, we are moving through inventory by having more evergreen promotional strategies like our Awesome Today Gone Tomorrow, which has been really effective in helping us tailor to different customer segments and really meet the consumer where they are.

Thank you. And then I have a quick follow up on the mid single-digit sales guide component. It sounds like between all the customer metrics, you think AOB can be an area of opportunity for maybe growth to accelerate higher than that. Was there anything else?

So we're expecting AOB to be flat to slightly up over the course of the year. We're also expecting to continue to grow our active customer base. We're just being mindful that we're coming off of 20% growth in 2022. But that's still an area that we expect to grow over 2023. And that will be offset by, you know, lower frequency rates.

Thank you. Our next question comes from the line of Dana Telsey with Telsey Group. Your line is now open.

Hi. Good afternoon, everyone. As you think about the investment spend that you're doing and, obviously, the hiring of Steve Berube, given the growth of the business that you're looking for going forward, what enhancements to operations or processes are you looking for that you're making that we should see, whether it's better inventory management or how you're thinking about expenses or marketing? How do you think about that dynamic as we go through '23 into '24? Thank you.

Hey, Dana. You know, I think, you know, first off, we're really excited about bringing on Steve Berube. You know, he has 30 years of distribution and logistics experience and is really here to help us build out urban infrastructure. And, you know, he's been a strong leader at some of the best brands in the world, Nike, Lululemon, and Levi's. And so, we're really excited about having him on board. And we're looking forward to making the investments required to scale to $1 million plus in net revenue. And so, as it relates to enhancements, this is related to our facility network and building that out. We're bringing on different technology and systems to help us automate our processes and work more efficiently. And we -- although we are making these investments, as you know, Dana, we're super focused on building in a disciplined way and being very mindful of our expenses and managing our expenses in a deliberate and sustainable way. And you mentioned inventory management. As you know, this is a focus, getting back to a more ideal state as a focus of ours. And we look to do that by the end of this year.

Thank you. Our next question comes from the line of Bob Drbul with Guggenheim. I do apologize. We got disconnected, give me just a moment. Your line is now open, Bob.

Just a couple of questions from me. I guess, when you think about the long-term outlook, you know, has your view at all changed on the size of the market or size of the category? And is your top line -- is it contemplating any real changes in the competitive environment, in the competitor set?

Yeah, I think in terms of the market, you know, it continues to be what we've discussed in the past. I think, from a competitive standpoint, we've seen a number of copycats. And, you know, that's to be expected, given when you have a successful business, people do come after you and they try to copy you. But, you know, where we are is that, you know, there's one original, right? It's FIGS, and we are focused on delivering product innovation and continuing to connect with our community. But from a TAM perspective, we're really focused on continuing to create the market, right, as the originals, continuing to bring and expand the categories that we're in, and enter new categories to really enhance the layering system that we have today.

And I guess just on the international markets, when you look at some of the early markets that you're in, are those markets sort of behaving as the North American market when you first started? I guess when you look at what you're seeing there versus, you know, the last 10 years, just wondering if you could maybe give us a few insights into really what you're seeing in some of those early days at those -- the other -- the international markets that you're expanding into. Thanks.

Yes. Some of our later-stage markets like Canada, we are seeing really similar behavior to the U.S. They're engaging with our layering system. They want new styles and colors. And so, it's really interesting to see that those markets are really similar. I think we're in really early stage in some of our newer markets. And so, there, we're really about building the brand and growing the customer base, and we're excited to see where it evolves from here.

Thank you. Our next question comes from the line of John Kernan with Cowen. Your line is now open.

Good afternoon. This is Krista Zuber, excuse me, on for John. Just one question for us. Just from a cash flow perspective, kind of with the efforts you're making to rightsize your inventory position this year. You know, there's the assumption that working capital metrics should improve at some point. How are you thinking about your cash flow generation in 2023 versus your capex needs? Thank you.

Following the first quarter, we do expect to generate cash for the remainder of the year, and this is largely a function of reduced inventory buys and also sell-through of our current inventory.

Thank you. Our next question comes from the line of Rick Patel with Raymond James. Your line is now open.

Thank you. Good afternoon, everyone. Question on what's embedded in the first quarter guidance. Just given the magnitude of upside in the fourth quarter relative to your guidance for that quarter, can you speak to what you might be seeing in the first couple of months of the year that would drive a low single-digit revenue increase? I'm just curious to what extent we should think about macro uncertainty versus an element of conservatism.

Yeah. And so the first quarter guidance is not necessarily reflective of our growth rate quarter to date, but it's an expectation of our quarter in aggregate. The biggest driver of the deceleration from Q4 is AOB. And so, we're expecting AOB to be down more than it was in the fourth quarter for a couple of factors, mainly lapping the higher penetration of nonscrubs in Q1 of last year. That generally carries a higher AUR and UPT. We're lapping a really strong New Balance shoe launch, which boosted AOB through higher AUR. And also, as a reminder, last year, we were out of stock on some of our core scrubwear due to supply chain challenges, which boosted our nonscrubwear proportion. Frequency time is expected to remain challenged similar to what we're seeing in Q4 in part due to macro. But that's what's incorporated into our first quarter assumption.

Can you also provide color on the new customer adds? Like, for the new customers coming in to buy FIGS who have a similar profile as the ones you acquired during the height of the pandemic, I'm just curious if you're seeing changes in terms of demographics or geographic region as we think about where the new customers are coming from?

We're not seeing a lot of changes in terms of demographics or geography. We are continuing to add a lot of new customers to the FIGS fold, which is great to see. We've spoken about, you know, recent cohorts just having a little bit of different purchasing trends, where they're elongating their purchase cycles and buying more when they do come back. But other than that, they look, you know, really similar to other customer cohorts.

Thank you. Our last question comes from the line of Noah Zatzkin with KeyBanc Capital Markets. Your line is now open.

Hi. Thanks for taking my question. You know, forgive me if I misheard, but I think you mentioned there's an L.A. store slated to open in the fall. So, if you could just, you know, provide any color on how you're thinking about a potential, you know, omnichannel approach to the business with kind of a physical footprint, or just how you think about an omnichannel approach to the business presently would be helpful. Thank you.

Thank you so much for the question. We were talking about this. So, you know, we've had activations in the past. We've had our pop-up shops. And what we've learned from these experiences is that healthcare professionals, you know, they want to experience FIGS in person. They want to touch and feel our products. They want to speak with us about the technical functionality that we provide. And so, we're very excited about our first store. It's going to be in Century City this fall, and we're going to be, you know, really moving forward on the retail opportunity and identifying, you know, store -- evaluating store format, identifying the right location, being really measured about how we expand from a retail perspective. But this is really exciting, and this is going to be the first of many. So, you know, that's from a retail perspective. As it relates to the other channels, you know, we talked a bit about TEAMS as well. Between TEAMS, international, retail, these three growth levers, they really are going to be serving each other of -- you know, there's not one channel in a vacuum. So, as it relates to omnichannel and as we move forward and have more channels beyond digital, you know, word of mouth is going to continue to be driven, not just by what we're doing digitally, but also what we're going to be doing offline. There's no one channel that operates in a vacuum. They're all going to be serving each other. And so, we're excited to have these different parts of our business and have them be working in tandem to support the growth long term.

Thank you. There are no additional questions waiting at this time, so I'll pass the conference back over to Trina Spear for closing remarks.

Thank you all for joining us, and we look forward to speaking again soon.

That concludes the FIGS Fourth Quarter and Full Year Fiscal 2022 Earnings Conference Call. Thank you for your participation. I hope you have a wonderful day.