Ladies and gentlemen, thank you for standing by and welcome to the JELD-WEN Holding Inc. Fourth Quarter 2022 Earnings Conference Call. I would now like to turn the call over to James Armstrong, Vice President of Investor Relations. Please go ahead.

Thank you and good morning. We issued our fourth quarter and full-year 2022 earnings release this morning and posted a slide presentation to the Investor Relations portion of our website, which can be found at investor.jeldwen.com. We'll be referencing this presentation during our call. Today, I'm joined by Bill Christensen, Chief Executive Officer, and Julie Albrecht, Chief Financial Officer. Before I turn it over to Bill, I would like to remind everyone that, during this call, we will make certain statements that constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are subject to a variety of risks and uncertainties, including those set forth in our earnings release and provided in our Forms 10-K and 10-Q filed with the SEC. JELD-WEN does not undertake any duty to update forward-looking statements, including the guidance we are providing with respect to certain expectations for future results. Additionally, during today's call, we will discuss non-GAAP measures which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation, or as a substitute for, results prepared in accordance with GAAP. A reconciliation of these non-GAAP measures to their most directly comparable financial measures calculated under GAAP can be found in our earnings release and in the appendix to our earnings presentation. With that, I'd like to now turn the call over to Bill.

Thank you, James. And thank you, everyone, for joining our call today. I'm honored to join my first earnings call since being appointed JELD-WEN’s CEO in December of last year. First, I want to thank our more than 20,000 employees around the world for their hard work in 2022, a challenging year with various changes. I'm proud to be working with a great team that wants to win, and I look forward to meeting many more of our associates in the weeks and months ahead. I’ll first share a bit about myself before reviewing our fourth quarter and full-year highlights, speak to some initial insights from my first 60 days as CEO and then discuss our approach to developing our way forward. I will then hand it over to Julie to discuss our results in more detail and provide an outlook for 2023. For those of you who do not know me yet, I began my career in the automotive industry, followed by some time in the financial markets. I've spent more than 20 years in manufacturing and building products, having served as CEO for two multinational manufacturing companies before I joined JELD-WEN in April of last year to lead our European business segment. Turning to our quarterly and full-year results on slide 4, we ended the year on a positive note, with sales and earnings coming in slightly above the guidance that we provided in October. During the fourth quarter, while demand was still down, it was not as weak as we'd expected and we slightly outperformed our expectations for price and cost. Julie will talk in more depth about our financial performance in a few minutes. I'll highlight that, in 2022, we invested in higher margin growth areas, including the introduction of our new Auraline composite windows and…

Thanks, Bill. Turning to slide 9, you see our consolidated results for the fourth quarter of 2022. As Bill mentioned earlier, we delivered sales and earnings results in the quarter that were slightly ahead of our expectations, mostly driven by stronger demand across our segments. Our revenue was approximately $1.3 billion, up 3.5% from year-ago levels. Our core revenue growth was a solid 9%, while foreign exchange translation had an adverse topline impact of 5%. I'll provide additional comments about our fourth quarter sales when I cover the next slide. Our adjusted EBITDA was $99.6 million in the quarter, leading to an adjusted EBITDA margin of 7.5%. While we recognized positive price cost results, this was more than offset by lower volume mix and higher SG&A expenses. Since inflation was such a significant factor to our results in 2022 and continues in 2023, I want to expand on what we experienced for the full year. In 2022, we recognized approximately $600 million in total cost inflation. However, price increases added about the same amount to our sales, meaning we were roughly price cost neutral for the full year. Approximately 85% of this inflation was in our raw materials, energy and freight cost, with the remainder driven by labor. Moving to SG&A, our fourth quarter SG&A costs were higher year-over-year due to unique timing and amounts of incentive compensation expenses, which more than offset cost reduction actions taken last year. Specifically, SG&A was lower in the fourth quarter of 2021 due to the reversal of incentive compensation expenses, while in the fourth quarter of 2022, we accrued incentive comp expenses at more normal levels and as appropriate for the current year. On slide 10, you see that the primary driver to our fourth quarter revenue growth was higher selling prices, which…

Thanks, Julie. Operator, we're now ready to begin Q&A.

[Operator Instructions] Our first question comes from the line of Susan Maklari from Goldman Sachs. Please proceed.

I think my first question is, you gave us some good details on the -- some of the operating initiatives that are out there. Can you give us a bit more of an idea of how is this different relative to what the business has been through over the last several years? And how should we be thinking about the benefits of those efforts coming through? Will it be something that we start to see in 2023 or will it really be more of a 2024 or perhaps even later years where we start to really get it in the margins and in the underlying operations?

Yeah, thanks for the question, Susan. So, yes, you will start to see some of this fall through to the bottom line in 2023. Why is it different? I can only comment on the time that I've been here. Maybe I can share initial views on what I saw in Europe and maybe swing over then to the US for our first perspective. So, in Europe, when I arrived, too many decisions were being made at the top level, so decisions were being sucked up as opposed to being pushed down. So, there is real lack of accountability. And in Europe, you need to run the business more focused on country level to increase agility, but also to make sure you're holding the local teams accountable. So, what we did is push the model down, set up a value creation plan at the country level, and that's where we're holding people accountable. And we're doing now the same thing in North America. When I arrived, there was a pretty robust aspiration, but I was missing some of the details around measures and actions to really deliver on that. Things like, is the footprint right-sized to the aspiration? Does it match the business reality that we're definitely going into in 2023? Is cost balanced, et cetera? So those are some of the things that we're rolling in to the value creation plan. We set up transformation offices both in North America and in Europe to really monitor and hold ourselves accountable on these value creation plans. So, that's kind of a broader answer, but hopefully that'll give you some detail. And maybe, Julie, you can add some detail around specifics.

Sure. Absolutely. Susan, as we've mentioned in our guidance, obviously, volumes are going to be down this year. Right? We've said low-double-digits. And so – but when you look at the guidance to offset that headwind, right, from a drop-through perspective there on profits, the way we're making up for a lot of that is productivity and cost reductions. And so, that's – the carry forward impact of some actions we took last year related to footprint, related to SG&A, headcount reductions, et cetera, et cetera, that continues this year. So, again, there's carryover cost savings and there is the impact of new actions. And then, I think just to add a little more color, with Bill, we're clearly focused kind of short term, right, and medium term. And so, we would expect – this year, a lot of our focus is on gap closure, right, and strengthening the foundation that Bill has mentioned. And obviously, we would expect more to come in the future years from a cost reduction and improving profitability.

Okay. That's very helpful color. And then, thinking a bit about the North America business for 2023, you mentioned that direct to builder sales were strong through the quarter. A lot of that destocking is hopefully behind you. How are you thinking about the relative moves in the different channels for this year and how that might come together as we move through the quarters?

Yeah. Okay. So, obviously, it's a very mixed picture. I was at the KBIS show with a number of different colleagues a few weeks back, and there was a couple of key messages. Maybe give you some additional perspective on the market. So, clearly, the view today is a lot better than it was three months ago. There still is an affordability issue in general in the sector. And clearly, that has an impact that we're seeing clearly with our expectations that down double-digit on the residential build side. On some retail, we expect it may be more moderate just because R&R is holding up. 40% of our housing stock in the US is over 40 years old. So, clearly, if people are holding because they're uncertain, they may consider small renovations at home. So, we think that R&R will stabilize a bit more than the residential decline that's anticipated. And as a result, it's pretty hard to give a clear view on that. But that balances out to kind of our view on a low-single digit decline overall in 2023 – a low-double digit, excuse me. Low-double digit decline in 2023.

Our next question comes from the line of Keith Hughes from Truist. Please proceed.

You had highlighted the volume decline you're expecting during the year. Can you just talk about what you think the pacing of the volume declines will be maybe first half versus second half?

Yeah. So, what we're seeing is that we feel inventory has rebalanced in Q4 actually across most of our regions. So, in Europe, in North America as well. We think it will start to stabilize in 2023. Our expectations, clearly, is that H1 will be more turbulent than H2. And we expect to see a balancing settling out of demand in the second half of the year. We expect the first half still to be challenging. That's the current view.

Okay. And based on the EBITDA split in first, second half – second half, the midpoint, you're going to be up a little bit year-over-year. Is that driven by volume increases or is that more driven by cost – cost savings, sorry?

Yeah. Keith, just to clarify, you're talking about first half versus second half margins?

Well, just the EBITDA split you gave seems…

Yeah. Yeah.

…to imply a little bit of improvement in the second half. What’s going to drive that is my question.

Yeah. Most of that improved profitability in the second half is cost reductions continuing to take hold. So, various things. When you think about the announced closure of our Atlanta doors facility that we made, I believe that was the end of January, that project will be coming to closure, literally closure in the coming months. So that cost savings will occur second half of the year. There are other projects that the operations are working on that are getting approved and implemented now and into the second quarter that will take hold in the second half as well. So, really, it's just a continued momentum and growing momentum of cost reductions as we move through the year. Not as much – it's a little bit of improved volume kind of phasing-wise, but it's really more cost takeout.

Our next question comes from the line of John Lovallo from UBS. Please proceed.

First one, just kind of dovetailing off of what Keith mentioned, there's about $600 million of total cost inflation that you guys talked about. Raw mat, energy, freight, I think being 80% of it. Can you just give us an idea of where the run rate is today?

Yeah. We're definitely seeing absolutely continued inflation, albeit definitely at a lower rate. Bill can add any more color there. But that's – last year, those numbers that we said and that we experienced were in that kind of 20% to 25% inflation on a full-year basis. This year, we're expecting that kind of more like 8% to 10%. So, definitely continued inflation, but at a lower rate. Bill, I don't know if you want to add any more color?

Yeah. What we're seeing is the logs and lumber are softening in Europe, as an example, just because demand is off. But there's other things that are being driven by energy input costs like glass, which continue to increase. Hardware has been increasing. We're getting price ups from our supply base as well. So we still believe that 2023 will be an inflation environment. We do not see deflation currently. We're rolling, obviously, forward some price from 2022 and we expect that's our job to balance that in 2023. But no signs yet of a deflationary environment.

Bill, you outlined, as Sue was mentioning, a number of strategic initiatives on the operating side. Curious what you're most focused on on a daily basis?

Yeah. So it's quite clear. We need to address the cost base. We need to do our homework there, obviously, based on the market reality, but just also based on our financial performance today. We need to de-lever. We need to get ourselves under 3 times and we clearly need to improve the cash flow generation, so we can invest in some of these very attractive projects which the organization is now putting forward, which they should be doing obviously. So, that's the short-term focus that Julie and I have to really strengthen the foundation and then get ourselves ready to build out on that later in the year.

Our next question comes from the line of Matthew Bouley from Barclays. Please proceed.

So just first one, shifting over to Europe and sort of the end market outlook there, I think you spoke to high-single-digit market declines overall. I think if I heard you correctly, the bulk of that is coming from resi new construction. I think you said resi R&R might be up, commercial new might be flat and maybe still some growth in commercial R&R. So, maybe just focusing on those segments that are flat or up, any additional color on kind of the confidence there, and why the sort of end market outlook in Europe has such variation with the resi new side being weaker but still seeing some growth in other areas? Thank you.

Yeah. Thanks for the question, Matt. So, Europe, as you know, is a mosaic of a number of different countries and segments. Just in general, residential is down. I think everyone is aware why. Costs are increasing significantly, cost of borrowing is increasing significantly, so that has a very short-term whiplash effect on starts and consumer confidence. If you roll over to the other segments where we also participate, and one of which is commercial, those are typically projects with longer lead times, there is a stronger pipeline, there is government funding that typically is sticky and doesn't drop off right away. So, we are still seeing favorable development in that market segment. So that's balancing some of the weakness that we have on residential. And on the R&R side, in general, there's an aging housing stock across Europe. People don't typically flip houses. They buy and hold, but they also renovate to keep it up to certain standards. And that's why there in general is a good underlying are in R&R business. However, based on the significant inflation that a lot of consumers are experiencing on their energy bills, people are holding off right now on swapping outdoors or doing something else. So, we think that that will recover as soon as there is certainty of energy supply and cost across Europe. And clearly, one of the first things that needs to happen to get to certainty is a resolution to the war that's currently ongoing in the Ukraine. And there is a small upside. Costs are not as dramatically increasing as anticipated, just based on warmer weather. But we do need a resolution to the conflict in Ukraine before we feel that there's a clear swing in the sentiment and everything goes very positive.

Second one, just assuming everything goes according to plan with both Australasia and Towanda, curious if you'd kind of update us on your thoughts around leverage, where do you want to be from a leverage perspective? And any kind of thoughts on the use of proceeds there between organic investment, CapEx and share repurchase? Thank you.

Of course, we do need to get our leverage down below 3 times. That's urgent and important, and we're well aware of that. But we also do need to make sure that we have capital available to invest in projects that we think are highly attractive and will present good returns as we go through our transformation process. So those are two clear buckets. Clearly – and we see this already – there's a lot of M&A activity starting up because there's a disrupting view in the market currently on how things shake out. So both arms are something that we're going be looking at in the future and we want to make sure that our balance sheet is strong enough to allow that flexibility. But, again, short term, it's de-levering and it's investing in ourselves and the projects that we feel will present good return. Julie?

Yeah. Absolutely, Bill. And I'll just add and Bill mentioned this in his comments. We're really focused on just good organic cash flow generation as well. We really view 2022 cash flow results as an anomaly. When you look back at prior years, that's the level of cash flow we're expecting our business to get back to this year. And so, in addition to potential proceeds from divestitures, we have the real intense focus on just generating our own cash flows to also fund de-levering and investing in ourselves. And then, as Bill mentioned, opportunistically, anything else, that we would look at from a capital allocation.

Our next question comes from the line of Phil Ng from Jefferies. Please proceed.

Congrats on a really strong quarter. I guess big picture, Bill, operationally, JELD-WEN’s gone through a lot of restructuring with different leadership over the years. What do you see as the big missing piece to delivering more consistent results? Is it the asset base that's been under-invested? And when you think about portfolio construction, anything else outside of Australasia that you guys are taking a harder look whether it makes sense being under JELD-WEN?

Yeah. So, maybe I’ll start at the end of your question, Phil, and head back to the front after. So, clearly, we're going to be looking at everything and really delivering a plan to the market in the second half on how we want to unlock value because clearly it's there, but the homework in the short term is cost base, as we discussed today, and de-levering. There is a high level of complexity in our organization. We do have a number of sites around the world. And I would say, in general, some of the sites probably have been underinvested. So that's why we're working through the footprint project to really make sure we have the right assets in the right areas. And then, we need to make sure that we're investing in them, which we are doing, and putting in the right level of automation, making sure we're balancing cost in those operating facilities to get ourselves at or above market levels of efficiency. So, clearly, that's the homework that we have ahead and these are some longer term plans. As you may know, making footprint changes in Europe, for example, is a lot more challenging and complex than it is in North America. But we are well into our project of defining where we want to play from a footprint standpoint and where we do want to play, clearly, will be investing in those assets to make sure they're at or above market competitive levels.

With inflation still pretty prevalent, guys, is your guidance assuming just carryover pricing and do you need to take more price from here? And just given a weaker demand backdrop, any pricing pressure? In the past, we've seen from time to time line reviews in the home centers. Give us an update on where are you seeing on just competitive activity on the pricing side of things? Thanks.

Yes. So, maybe I'll start there. Absolutely. The way we're starting the year is most of this year-over-year benefit in pricing is carryforward pricing. And we're just watching real closely how does inflation continue. We have, obviously, inflationary costs from last year in our inventory that we will be selling through and running through the P&L, call it, the first quarter of this year. And so, I'd say we're pretty balanced looking at any new price increases. Most of what we've planned for this year is – especially as we start the year is carry forward. Bill, maybe you can talk about some of the market dynamics.

Phil, so maybe I'll reference back to KBIS a few weeks back in Las Vegas, met a number of our key retail partners and there was a few key messages. Obviously, not just retail partners that I met, but this is probably more detail based on the question that you asked. So, there was a couple of key messages that came out. Number one is that they're looking forward to more continuity at senior levels of leadership within the JELD-WEN organization. So that's number one. And clearly, that's something that we said will change. That's why I'm here. So that was number one. Number two, there was a lot of talk about growth opportunities. Everyone believes that the affordability issue right now is holding a lot of prospective buyers and renovators and upgraders of homes and apartments on the sidelines. So, finding a way to unlock that demand and also get ourselves prepared for the rebound, which will happen, and make sure that we're able to support our retail customers with their growth plans as they look to kind of that upswing on the back end of the downturn. So, it was very positive. There was very little discussion around pricing. The view on the market still is that most of the economics are being pushed through to the end user, clearly, creating some of the affordability topic. But there was more discussion on growth and opportunity and less really on line reviews and economics.

Our next question comes from the line of Mike Dahl of RBC Capital Markets. Please proceed.

I want to follow up on the EBITDA bridge. And, Julie, I'm not sure if I heard your remarks exactly in terms of the $40 million that may have been non-recurring in 2022. So, maybe this will be part of the answer. But when I look at your volume decline of low-double-digits and a 20% to – 25% to 30% decremental, on a $5 billion sales base, that would imply roughly $150 million of decremental EBIDTA. And your guide – again, I'm not sure exactly what I heard on the $40 million, but if $40 million was non-recurring, then you're effectively guiding to flat EBITDA year-on-year at the midpoint, which – that seems like more than what you've articulated in terms of the cost saves and productivity. But maybe you can help us out and elaborate a little more on what gives that conviction?

Yeah, absolutely. And I think, call it, the drop through to gross profit level of that, call it, $100 million to $150 million is what we're looking at as well. So, that's one headwind, call it the biggest headwind. And then, just to go to your other point on other income, we did have, in 2022, call it, 40 million-ish of unique items that, again, we would not expect to reoccur. So, again, those two are the headwinds. So then, what you have there is, call it, in that 100-plus-million-dollar range of productivity and cost reductions, so that is the amount between, again, carry-forward benefit from things we did last year that will help us, call it, year-over-year in the first half of this year and additional actions we've either taken or will be taking this year. And so, you're right that the midpoint of the guidance is roughly around the same EBITDA margin that we delivered in 2022. But we have a lot of conviction on that number. And again, as Bill's been saying several times already this morning, really cost takeout is a top priority for us, especially in this environment.

I certainly appreciate all the cost takeout actions and [indiscernible] early on. Especially in a down volume environment, I think historically it's been tough to see some of those numbers flow through to the bottom line. And I guess that'll be kind of a question going forward. And part of the follow-up would be, on these closures and the cost actions, there's a lot of closures now that seem to be either underway or between what was started last year, what's going to be complete this year, how should we be thinking about potential sales impacts from that? I understand there were inefficiencies, but it still seems like a lot of product to have to move around the network to not give up any sales on that type of restructuring?

I can take that. So what we're doing, basically, volume is off. So, there's two things that we're doing. We're pruning the portfolio where we believe that we're not well positioned to generate the profitable growth. So, that's a self-selected opportunity to optimize our portfolio. And second is, it's basically a consolidation taking plants offline and moving those sales into the other existing network. So, we're not losing sales, but we're reducing our fixed cost base.

Our next question comes from the line of Michael Rehaut from J.P. Morgan. Please proceed.

First question, I was hoping to also get a little clarity on the top line guide for fiscal 2023, how you're thinking about FX? It seems like there is almost a range of FX, if you're talking about core down 4% to 8% and total down 4% to 12%, I believe. So, I just wanted to make sure if I'm not missing anything there on the FX components. And also, how to think about – if pricing is also with some of those ranges. I just want to make sure I'm thinking right about the contribution from price in 2023 as well.

I'll try to help out there. So, just specifically to foreign exchange, at this point, when we start the year, we're looking at a top line headwind of 2% to 3% from foreign exchange. So, that's – again, that's baked into the guidance. And then back to core being down 4% to 8%, obviously, again, that's the combination of volume mix and price. So, offsetting the low-double-digit volume decline is, call it, 4% to 5% of mostly, again, carry forward price increases. So you should be able to do all that math and get to the sales guidance range.

I guess, just also thinking about – I know it's kind of an ongoing journey, so to speak, in terms of your cost structure and the different actions you’ve taken. You talked about $100 million or so, I believe, from productivity and cost reductions that you took in 2022 and expect to take in 2023. A lot of times, productivity is a word that's used a lot of times more just kind of another function of operating leverage. I was hoping to zero in on the cost actions that you took last year and maybe expect to take this year and how to think about, on an annualized basis, what the benefits are at this point from both the actions taken in 2022 and what you expect to take again at this point? I know you might take more in the future. But if you can kind of break those two out. I'm just trying to understand the benefits so far or cost savings from the restructuring or different types of actions that you've taken, again, either in – both in 2022 and as of today what you expect to take in 2023.

Yeah, absolutely. So, I guess, starting with actions we took in 2022, which again, as we've mentioned, are – and kind of similar to this year, the combination of footprint rationalization. We've closed five sites between North America and Europe last year. Those are basically done now. And so, any partial savings from last year – there is, again, some carryover savings this year – headcount reductions, and then, again, just generally tightening of the belt around controllable cost. The bottom line, last year, we estimate that annualized impact of things we did in 2022 is about $80 million of cost savings, roughly split between benefiting 2022 and then carryforward benefit in 2023. So that, call it, $35 million, $45 million is part of what's helping us this year, again, if we want to kind of pick that $100 million number that I mentioned. So, the rest of that for this year then are, again, actions that we're taking this year. And so, currently, we've got another, call it, $70 million, $80 million that we already have identified that are either taken or in an approval – kind of approval process, implementation process that we would expect to benefit us this year. And so, that's again – call that the balance of the, call it, $50 million, $60 million of benefit in cost savings this year. So, again, it's site closures, it's headcount reductions. It's looking at things like, in North America, how do we manage more holistically our logistics and transportation, and so how do we, call it, leverage ourselves better than we've done in the past? That's something we haven't really maybe highlighted a lot, but how are we not just in transportation, but other areas, especially in procurement, leveraging the buying power of JELD-WEN, especially in North America. So, again, all of that combined between 2022 actions, 2023 actions is getting us to this expected cost takeout this year. And I think you're kind of right about productivity. I think productivity is a little bit table stakes in the normal course. It helps us with efficiency of the footprint and, obviously, some cost savings, labor out, et cetera, but what's the dial mover for us are these very specific intentional cost reduction actions.

Our next question comes from the line of Reuben Garner from Benchmark Company. Please proceed.

Congrats, Bill, on your first quarter and call. So, maybe just – not to beat a dead horse, but the cost savings, you mentioned footprint rationalization or I think facility consolidation, I can't remember how you framed it, but can you talk about where utilization rates stand and how much capacity is coming out? I know you've got a lot of different product lines and types, but if you could kind of just generalize where that sits, that would be helpful.

It's hard to put one number on that just based on the complexity of our business. And, obviously, with an expected decline in core revenue of high-single-digit, there's clearly room to further consolidate the footprint. However, for us, the view is always balancing the short-term profitability and then the long-term growth trajectory. So, that's why it's bringing the points together on the segments that we see really strong growth in. We've talked about it on the call today. The VPI business in the multifamily is doing exceptionally well. We're actually adding capacity. The LaCantina products are doing exceptionally well, so we're investing in adding capacity and we're balancing on the other side. So I'd say, in general, it's a good environment to do your homework, which needs to be done, and that's what we're doing.

On the volume side, and this is probably North America doors specific question, but any changes in the trajectory of the number of doors per home, is that a potential tailwind this year? Just if we see starts down 20%, would it be something less than that as folks are adding whether it's offices or gyms or different things in their homes? I know that's a measurement that's been under pressure over the years, but it seems like it's reversed of late.

Yes, I would say no. Just in general, it's – that would imply that there's clearly a trend to either much smaller rooms, so you need more doors and much larger houses, so you have more and more doors. We're more focused on driving the areas where we see the opportunity in multifamily, for example, in high end exterior windows and solutions like LaCantina delivers. So, that's where we see more value per transaction and that's what we're actually focused on. And I think that's the longer term better play for us and that's why we're investing in those areas as well. So, no to the first question, but increasing the richness of the mix is clearly something that John and his team in North America are focused on.

Our next question comes from the line of Steven Ramsey from Thompson Research Group. Please proceed.

I wanted to focus on the growth products for you guys, Auraline and VPI. Are these margin drags at this point in 2022, 2023? And as you scale up the revenue on these operations, do you expect these two products could surpass corporate EBITDA margins?

Yeah. So, the clear answer is yes. And that's why we're investing in these product lines. They're a strong pull in the market. We feel we have very attractive products that are clearly meeting the expectations of the consumers. And as you well know, anytime that you're ramping up a product or project, there are startup costs and expenses, running into tools, et cetera, et cetera. So, clearly, with the Auraline, we have that behind us last year, we're growing at or above our expectations for the internal business cases. So we're very happy. And same thing with VPI. I spent a day at a plant up here on the East Coast a few weeks back, and they have a six-month backlog of orders headed into a very robust market environment on the multifamily. So, we're very pleased with those two segments, which was your specific question.

On the flip side, on the portfolio pruning part of the equation, can you share a little more detail? Is it more doors or windows geared anything by geography? And is this a multi-year effort? Or is this something that maybe you're nearing completion on?

Yeah, no. So, I'd say this is a multi-year effort. The portfolio pruning specifics that I was referring to was in the European portfolio. One of the things that we did is we actually stepped out of the windows business through the closure of our three sites in Melton Mowbray in the UK, just because it was a loss leader, we didn't have the right competitive platform or position. And our view is, clearly, we need to get the resources and capital focused on where we believe we can win. So that was one of the areas where clearly it was an easy decision to step out of that segment, close the sites, and really focus on driving the growth across the door portfolio. And within the portfolio, we're also focusing on pruning and balancing between exterior, interior, high performance. So those are all areas that are constantly ongoing. And things also that John and his team in North America are clearly looking at, really figuring out how we have the right portfolio setup for longer term growth. And then, if you look on a macro level at our enterprise portfolio, clearly, we've announced, and we mentioned it today on the call, two areas that are relevant in this regard. One is obviously strategic review of our Australasia business, which is on track. No further comment on that. And second would obviously be the court ordered divestiture of our Towanda asset here in North America. So those are things that could potentially also have an impact to simplify and/or streamline our portfolio.

Our final question comes from Truman Patterson from Wolfe Research. Please proceed.

Just wanted to follow up on Mike's EBITDA bridge, right? If we're assuming $150 million or a little bit more of an EBITDA headwind from lower volumes, another $40 million in other costs that will be returning, I heard on the call $100 million in productivity and cost reduction. There's still kind of a $90 million bridge. Is that purely you all maintaining really robust pricing across these?

Yeah. I think a couple of things. I think, again, all of these are – they should be ranges, right? And so, as we start the year, right, we feel good about what we – I'll say no today. But, obviously, it remains a pretty challenging macroenvironment for all the reasons that we all know about. So, again, I'd say volume mix dropped through, call it, $100 million to $150 million. And again, the other income dynamic, I’d say a little more sad. I guess you never know what might come up this year from a benefit perspective, but nothing that we really know of that's material. And again, I threw out $100 million. That's like a point, but call it plus or minus $20 million or so. I'll just say that from a cost out perspective. When it comes to price cost, right now, our outlook is flat to slightly positive. And so, that dynamic, as we go through the year, I guess, will stay very dynamic. And so, I think the key here, Truman, is these are ranges and I think you've just got to kind of work with that. But everything is directional from what we're expecting in these big buckets.

In the 2023 pricing assumption of 4% to 5%, if I heard you correctly, that is primarily carryover, but there might be incremental pricing throughout the year embedded in that. And then, also in North America, you all mentioned market share gains in interior doors in the builder channel. Was that purely from improved capacity, new design and production, volume rebates? Just what kind of occurred there?

Let me take the last part of your question, Truman, before Julie can comment then on the pricing. So, clearly, you know that we supply some very large retail partners in the North American market. The business is regionally run and there are always opportunities to look at different regions to increase our penetration and better balance market share with our customers. So, this is an ongoing process and probably one that will never end. They're managing their line card, we're managing our penetration strategy with these different retail partners. So, that would be the answer to your second question. Then, Julie, maybe on the price, you want to…

Yeah. Definitely on the pricing, most of what we're expecting at this point is carryforward price benefits. And when you look at our price cost dynamics last year, we were, call it, price cost negative first half and then price cost positive, landing pretty neutral for the year. But the point is, it does give us the benefit in the first half of this year of, call it, year-over-year price gains. And then, I think, when it comes to additional price increases, again, this is a very dynamic environment, right? What is inflation doing? Obviously, demand is down. And so, I'd say we're cautious when it comes to planning or expecting kind of, call it, opportunistic price increases. This really isn't the environment for that type of action.

That does conclude today's questions. I would now like to turn the call over to James Armstrong for closing remarks.

Well, thank you, everyone, for joining our call today. If you have any follow-up questions, please reach out and I would be happy to answer. And this ends our call and have a great day. Thank you.

Thank you, ladies and gentlemen. This does conclude today's call. Thank you for your participation. You may now disconnect.