The following is excerpted from the question-and-answer section of the transcript.
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Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: No. That's perfect, Shawn. So let's just talk. Let's dive into the topline trend. So if you look at the last couple of quarters, I think you and I have talked
about this a lot, the trend has been -- Lovesac is growing at a rate that's still a nice rate, but still something less than Lovesac would normally be
growing at. But probably, most importantly is your brand, your company continues to grow at a pace that's significantly outpacing others in the
space.
So from that, I'll ask a couple of questions. One, how do you view the market share opportunity? Why is Lovesac growing at a pace so much faster
than others? And then secondarily, just to touch on the macro environment, your consumer, there's clearly pressures out there from a spending
perspective. What do you see from your vantage point? To what extent are macro pressures weighing upon the demand dynamics of your core
consumers?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: So where are you taking market share as a disruptor within the seating category? Where do you view yourself as really taking market share?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Yeah. And then you mentioned in one of your responses that we're looking -- this year, we're modeling for guidance for roughly 9% top-line growth.
Through the pandemic, we saw growth north of 50%. As you step back and think about the model you're building, the product, the demographic,
what's a normalized? And I know that's a funny word in today's world. But what's a normalized growth rate, a top-line type growth rate for Lovesac?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: That's great. No, and look, and you and your company know your customers extraordinarily well. I mean, this is obviously a very fluid backdrop for
the consumer. But what's the unlock? As you think about the consumer and the consumer's decision to buy a Lovesac product, a Sactional, to
basically take that sales growth from the guided 9% back up to that normalized 30s we were discussing, what has to happen here?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Got it. So let's talk about product interactions. So a couple of weeks ago, I had the pleasure of attending your -- the launch event for the angled
side in New York. It's kind of fun. So thank you. I think it was last year, I visited with you when you launched StealthTech, which you've mentioned
here a couple of times.
So maybe talk about just the power of these introductions. As you continue to enhance that Sactional platform, what does that do for the company
from a financial standpoint? How does that further endear you to your core customers?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: That's great. And so as far as product introductions from here, so on the heels of StealthTech and your angled side, again, for those of us watching
the company, what should we expect? Will it be more enhancements to the Sactional? Or are you going to also, at some point, launch that, what
I'm calling a third product, the Sac Sactional, and then the next thing?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: That's great. Now, I know our time is starting to wind down. I do want to jump a little bit into the financials. But so I want to, in my mind, one of the
bigger opportunities nearer term, Lovesac's done a great job of kind of reconfiguring, if you will, of your supply chain over this, like what just
happened over the last few years. Is we're now beginning to cycle past. I'm talking about this with all of my companies, but cycle past these really
high, historically elevated shipping costs.
There's going to be a benefit now. So I know this, and so I want you to talk about, from a Lovesac perspective, is you're starting to see these lower
overseas shipping costs. How as investors should we think about the benefits your company can have?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Got it. And you mentioned the continued build out of your showrooms, going over time to 400. Are there any other investments that need to be
made, say, to the operational model [of Lovesac] to continue to support the growth?
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Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: And look, the final question for me, I mean, very much related to the top group's discussion, but it's what the capital needs of the business. How
do you think about your cash position now, and what capital, from a capital standpoint, you need to grow?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Anything else you want to -- I didn't ask you when I get out there?
Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Great. Well, thank you for joining us today, Shawn. Congratulations on the recent success. And very eagerly waiting to watch Lovesac continue to
grow from here.
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Question: Brian Nagel - Oppenheimer & Co. Inc. - Analyst
: Thanks.
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