Under Armour (UAA) Q1 2026 earnings call transcript

Good morning, and welcome to Under Armour's Fiscal 2027 First Quarter Earnings Call. The day's call is being recorded and a replay will be available on our investor relations website shortly after the call concludes. Joining us this morning are Kevin Plank, President and CEO and Reza Tellegani, Chief Financial Officer. Before we begin, please note that certain statements made on today's call are forward-looking statements within the meeting of federal securities laws. These statements reflect management's current expectations as of August 7th, 2026, and are subject to risks and uncertainties that could cause actual results to differ materially.

For discussion of these results and risks and uncertainties, please refer to this morning's pressure-leading filings with the SEC, including our most recent forms, 10K and 10Q, and other public disclosures. For today's call, we may reference certain non-gap financial measures. We believe these measures provide additional insight into the underlying trends of our business and when considered alongside our gap results.

Reconciliations of these non-gap measures to the most directly comparable gap measures are included in today's press release and available on our investor relations website at about. under Armour. com.

With that, thank you for joining us this morning, and for your continuous interest in Under Armour, I'll now turn the call over to Kevin.

Good morning, everyone, and thank you for joining us. Let me start with the headline. We're lowering our revenue outlook for the year while maintaining our adjusted operating income expectations. That's not the outcome we wanted on the top line, but it does reflect a business that is more disciplined and flexible than it was just a year ago.

Conservative man remains softer than we expected, particularly in North America and Asia-Pacific. Our response is in to chase that market lower. It's to continue simplifying the business, sharpening our product focus, improving marketplace execution, and investing behind the innovation, athlete credibility, and storytelling that will strengthen Under Armour over the long term.

90 days ago, I said we were entering the next phase of our transformation. The challenge now is to convert internal progress into stronger consumer demand. That's the work in front of us, and it's what will position Under Armour for healthier growth over time.

Last quarter, Sharon Locati won the Boston Marathon in our Velocity Elite 3 racing shoe for second consecutive Boston victory in Under Armour. This quarter, Farron Torres scored the World Cup winning goal for Spain in our Shadow Elite 4 boot. These are the moments this brand was built for, products performing on the biggest stages under the greatest pressure with the world's best athletes.

They show what happens when we build from the athlete back, credible performance moments that should, can, and will create stronger demand for both the literal product worn on pitch or course, but especially the commercial expressions we convert into brand demand and wearing beyond sport.

They also reinforce by the progress behind the scenes matters. Over the past two years, we simplified the organization by removing excess weight to create greater focus and agility. Great examples are significant skew reduction, all while strengthening the connection between product, marketing, and sales so our teams are moving with greater speed and accountability. We've also become more rigorous in how we allocate capital and manage expenses.

For instance, in the first quarter, we consolidated parts of our innovation footprint, including right sizing our Portland office, while strengthening Baltimore and New York as hubs where decisions can move faster, product decisions sharpen, and teams manage with greater intentionality.

These actions are about improving the quality of the business over time, and that will be proven by execution, not by what we say today. A few years ago, we're too often managing for quality, more products, more complexity and volume that did not always strengthen the brand. Today, we're managing for quality. Fewer products with greater purpose, tighter execution, and a clearer reason to buy.

This mandate to the organization is incredibly straightforward. We will sell so much more of so many less products at a much higher full retail price, and this mission is well underway.

That focus must apply to every channel. In our DTC business, promotion is too often been the reason for consumers to shop. We're testing more full-priced products in this environment. What we know is that when the product is differentiated and the value proposition is clear, the sell-through follows.

In wholesale, we're taking the same approach where stronger relationships remain central to our turnaround. Since returning to the chair, I've made this a priority. We're beginning to see it pay off in better alignment and stronger execution. A good example is our back-to-school takeover of a fashion show set at Dick's House of Sport Doors, which puts us front and center as you walk into these elevated presentations from a full expression of UA across men's and women's with our heat gear, icon, fleece, tees, and stealth form hats.

The goal is to build more of these executions across the marketplace where differentiated product and strong storytelling can drive healthier, full-priced demand.

That brings us to the central question. How do we turn a healthier business into stronger consumer demand? We know the brand has been too reliant on promotion. The marketplace still carries too much complexity. The issues are clear. The work is underway, and our focus is on four priorities.

First, rationalize the product lines so investment goes beyond the highest potential franchises and innovation platforms with a clear role in the portfolio. You can see that in the skew reductions underway and the priority behind platforms like heat gear, velocity, and stealth form.

Second, rebuild the market engine around fewer, bigger stories that connect our best products, athletes, and cultural moments in a more consistent way. Sharon, winning Boston, and Ferron, scoring on the world stage are the proof points we need to turn into a repeatable system.

Third, improve commercialization so consumers can see it, understand it, and buy into it across our own channels and wholesale partners, making it easier for the consumer to say yes to the UA brand. That means tighter launch planning and stronger retail and digital execution are biggest campaigns convert.

And fourth, manage inventory in the marketplace. The business operates with greater consistency and less dependency on discounting. That means being willing to walk away from lower quality volume, tighten inventory buys, and reduce the amount of product that ultimately has to be cleared for promotion.

We should see progress in those areas before revenue fully re-accelerates. That's the nature of this reset. Improve the quality of what we make, how we sell it, and how consistently the marketplace reflects the value of the brand.

Against that backdrop, let me talk about both sides of what we're seeing, where the environment has become more challenging and where the playbook is beginning to show up.

As the first quarter progressed, particularly from late May forward, traffic softened, especially North America and Asia Pacific, while the marketplace became increasingly promotional. Given what we're seeing today, we've taken a more cautious view of revenue for the balance of the year. Still, this does not change our strategy. It reinforces it. Consumers are going to choose underarm at a premium. We must earn that through more compelling reasons to buy.

The right product choices and the tighter connection between what we make and why athletes should care. One of the biggest lessons for us has been that athletes don't need more choices. They need better ones. Building on the 25% reduction we've already achieved in our fall winter 26 assortment, compared to just two years ago, we've begun targeting a further 25% ski reduction over the next 18 months.

That is not about doing less, without giving our team's room to build products that matter and concentrating investment behind the franchises and innovation platforms with the strongest potential to create separation.

That focus is helping us concentrate talent and investment in the areas where underarm can create meaningful advantages for athletes, training, team sports, running, and innovation platforms that define our performance heritage.

We're seeing early signs of this approach as working. The gear base layer has remained strong across regions and channels, and velocity continues to validate our technical innovation with runners. We're also seeing encouraging reads across newer apparel concepts, which indicate where the consumer is responding. These are signals we can learn from and scale deliberately.

Best example of what this looks like when we get it right is the Bouncy T, but can happen when product and culture come together at retail. Launched in May, Bouncy has exceeded expectations while selling at its full $65 retail price. Alongside innovations like base layer, slip speed, self-form hats, and a no-way backpack, it shows that we know how to create products with a clear reason to command value, combination of new, upcoming innovation, and frankly, the amazing products that we already have, but have not done a good enough job storytelling for yet, gives us a robust platform to leverage.

Now, we just need to align and fire with a coordinated brand right marketing approach. Beyond these proof points, the bigger job is to build a more effective marketing engine, not just put more products in the pipeline, and for us, that starts with the products that matter most, the top 10 volume drivers I've talked about before, tech T is a great example. It's one of our largest volume programs, but candidly, it's discounted too often. So the answer is not to walk away from that business. The answer is to improve the product and reset how it shows up in the marketplace. We are refreshing tech T so it plays a better role at scale. At the same time, we've created a more premium expression with the Helix T. As Helix comes to market later this year, it will launch at $35 with a more dry time.

And with the marketing and retail support required to firm that premium, that is the playbook. Improve the essential that give us scale and build elevated products with a clear reason to trade up. Product strength also must show up in how we market the brand. As we take this story to our consumer, our industry is certainly taking notice.

An example is two women's wear daily covers just this week featuring UA brand ambassadors. Wednesday with Francois Arnall, of heated rivalry fame wearing UA heat gear. And just this morning, another cover showcasing Farron Torres' World Cup celebrity while wearing our new Bouncy T. The opportunity now is to make those stories travel farther and connect more consistently with consumers. Our goal is not to be part of every conversation, it's to show up where performance matters most and where our product gives us permission to lead. That requires tighter integration between innovation and storytelling so consumers understand what the product does and why it matters. Our marketing reset is not only about how much we spend but how effectively we spend it and what's return ultimately is.

The point is to make each dollar work harder, behind a brand idea consumers can understand, remember, and purchase against. On our last call, we expected marketing investment to move higher as part of rebuilding consumer pull. Since then, we've gone deeper into the plan, identified opportunities to rebalance, spend, reduce, waste, and improve returns. Given this amplified focus, we're taking marketing lowers percentage of revenue this year. To be clear, this is not a retreat from the brand.

It's a reset in how we invest, fewer, bigger activations, tighter ties to product and retail, clearer measurement and a higher bar for funding. We believe we have the ability for significantly higher efficacy in every marketing dollar we spend in the return it brings to the brand.

Underneath all of this, the company is operating better. The structure is simpler, the decision-making is faster, and tighter prioritization is helping us respond to changing market conditions while maintaining our full-year profitability outlook. So, I'm closing, I know that it's best when we build products at each trust in the moments that matter most. This year marks our 30th anniversary, and I know what this brand can be when performance credibility turns into consumer demand. I'm proud of our history, but I'm not satisfied with where we are today. We will not solve that by chasing unhealthy volume or buying short-term revenue. We'll solve it by editing the line, cleaning up the marketplace, sharpening our storytelling, and turning our strongest assets into consistent demand.

That's the work in front of us. Make the brand sharper, the business cleaner, and the execution more consistent. And with that, let me turn the call over to Isaac to walk you through our financial results and outlook in more detail. President?

Thanks, Kevin, and good morning to everyone. From a financial perspective, the first quarter showed the benefit of the operating control we've been building into the model. Revenue came under pressure as the period progressed, but adjusted operating income exceeded our outlook. Starting with our first quarter fiscal 27 results, revenue declined 3% to 1.1 billion. By region, North America revenue decreased 9% with declines in wholesale due to softer spring summer orders and traffic headwinds that put pressure on our e-commerce and retail store business.

To me, a revenue increased 12% and 10% constant currency in the quarter, driven by strength in our distributor business, partially offset by slight declines in our DTC and full price wholesale businesses. Revenue in APAC decreased 7% or 10% constant currency, reflecting greater than anticipated softness in China and Southeast Asia. In China, results were also affected by stockouts in key styles and sizes, as well as demand cannibalization from certain licensees that discounted aggressively in a promotional market.

We are addressing those issues through better inventory availability and closer alignment with licensing partners. And in Latin America, revenue increased 8% driven by favorable foreign exchange as constant currency revenue was up 1% in the quarter. In short, North American parts of Asia Pacific drove the pressure versus expectations, while in India and Latin America were more resilient in the quarter. Looking at performance by channel, wholesale revenue decreased 2% due to declines in full price wholesale revenue and in sales to third-party off price channel versus the prior year. This was partially offset by growth in our distributor business. Direct to consumer revenue decreased 6% in the quarter with a 3% decline in our owned and operated stores and a 12% decline in ECOM.

As mentioned, as the first quarter progressed, we saw increasing traffic challenges, particularly in our North America and China markets. And licensing revenue increased 2% with growth in our international business, partially offset by lower revenue in North America.

By product category, apparel revenue was down 2% with declines across most sport categories. This was partially offset by growth in sportswear. But where revenue was down 8% due to the combination of general demand softness and actions we've taken to optimize and edit our product assortment with the largest declines in team sports, sportswear, and train. Increases in outdoor and golf partially offset this while our run business was flat in the quarter.

And accessories, revenue decreased 4% with softness in train, outdoor, and golf, while sportswear was an area of growth. Growth margin increased 590 basis points year over year to 54.1% in the first quarter. This year of year increase was due to 640 basis points of benefit from i. e. beta tariff refunds related to cost expense from the P&L in fiscal 26 and 50 basis points of other supply chain benefits including lower inventory reserves and product costing tailwinds. These benefits were partially offset by 50 basis points of unfavorable foreign currency impacts. 30 basis points from unfavorable regional channel and product mix and 20 basis points of pricing headwinds due to increased discounting in response to a softer, more promotional retail environment.

SGNA expenses increased 2% to 543 million as we continued to fund priority investments while managing our costs tightly. Excluding 2 million in transformation expenses related to our fiscal 2025 restructuring plan, adjusted SGNA expenses were 4% higher than the prior year. This came in slightly better than our outlook for a high single-digit increase. In P1, part of the favorability reflected timing of marketing spent. We also began reducing discretionary operating expenses as we balanced revenue headwinds with the necessary investments to strengthen the brand. In the first quarter, we recorded 4 million in restructuring charges and along with 2 million in transformation related SGNA, we recognized a total of 6 million under our restructuring plan. To date, we've incurred 266 million in total restructuring and transformation costs of which 116 million is cash and 150 million is not cash.

We continued to expect the total anticipated restructuring plan costs to reach approximately 305 million and for these actions to be substantially complete by December 31st of this year.

Below SGNA, first quarter operating income was $47 million. Excluding transformation expenses and restructuring charges, adjusted operating income was $52 million, exceeding our outlook of 30 to 40 million despite the challenging revenue environment. Reflecting the greater agility and cost rigor we continue to build into the operating model. On the bottom line, first quarter diluted earnings per share was break even. Excluding transformation and restructuring charges are adjusted diluted earnings per share for the quarter was 5 cents, also ahead of the outlook range we provided in May. Importantly, these results demonstrate that we're managing the parts of the business we can control. Even in a software environment, we delivered adjusted operating income above our outlook through tighter cost management and improved operating execution.

Turning to the balance sheet, we ended the quarter with 1.1 billion inventory down 3% year over year and generally in line with the revenue decline. We also closed the quarter with 396 million in cash and 200 million outstanding under our revolving credit facility. During the quarter, we used restricted investment to settle the remaining principal and interest payments on the senior notes due to 2026 further improving our debt profile. We also completed an amendment to our revolving credit facility earlier this week. This was a proactive step to modernize legacy definitions in the agreement and better align the covenant package with current market practice. Our global cash management structure and our seasonal operating profile while keeping the facility size unchanged.

Importantly, the amendment is leveraged neutral and not related to near-term funding need. We appreciate the strong partnership from our lenders throughout the process. With that context, let me turn to our updated fiscal 27 outlook which reflects a softer consumer environment and more promotional marketplace, particularly in North America and parts of Asia Pacific. It also reflects the greater flexibility we now have in the operating model which allows us to take a more cautious view of revenue while continuing to manage profitability. Based on those factors, we now expect this year's revenue to decline at a mid-single-digit rate, but we are maintaining our adjusted operating income outlook of 140 to 160 million. In North America, we now expect revenue to decline at a mid-single-digit rate.

This reflects softer traffic and a more promotional environment than we anticipated entering the year. We are prioritizing healthier revenue, managing inventory tightly, and avoiding short-term volume that would pressure margins or weaken brand positioning. In EMEA, we now expect revenue to decline at a low-single-digit rate in fiscal 27. The region remains highly competitive and promotional, with emerging cut-to-consumer headwinds in certain markets. Even so, we continue to see resilience in the region supported by strong marketplace execution and our focus on protecting the brand while keeping product elevated and aligned with our strategy. In Asia Pacific, we now expect revenue to decline at a low-single-digit rate. This reflects softer consumer response in China and parts of Southeast Asia, along with a more fragmented marketplace across channels and partners.

In China, we are focused on better e-commerce execution, improved inventory availability, and key styles and sizes, and closer alignment with licensing partners. We are adjusting our outlook accordingly while continuing to build the foundation for long-term growth in the region. Across regions, our outlook reflects a more conservative revenue assumption. We are managing expenses and inventory tightly while continuing to fund the priorities that support long-term growth and brand help. On gross margin, we continue to expect expansion of approximately 220 to 270 basis points versus last year. This includes roughly 150 basis points of benefit from IEPA tariff refunds related to expenses realized in fiscal 26.

Excluding that benefit, we still expect gross margin to improve supported by pricing actions, lower discounting, and favorable channel mix, partially offset by supply chain pressure related to the Middle East conflict, which we continue to monitor. Additionally, given the recent tariff announcements and the rates effective as of July 24, we still believe our 10% tariff assumption from the period from July through the end of our fiscal year remains appropriate at this time.

We will continue to monitor tariff policy closely and update our assumptions and situation evolves. Given softer consumer response and its impact on our top line, we have also updated our outlook for adjusted SG&A, which we now expect to decline to a low single digit rate versus last year. This reflects active cost actions, sharper prioritization, and the more focused marketing approach Kevin described. We've already taken actions across non-marketing expenses and will continue to prioritize spending that supports long-term brand health and profitability. Putting these pieces together and excluding anticipated transformation expenses and restructuring charges are expectations for full-year adjusted operating income and adjusted diluted EPS remain unchanged from our initial outlook given on May 12. We are maintaining this outlook despite lower revenue expectations, reflecting the greater operational control we've built into the business.

As indicated previously, this includes approximately $70 million of benefit from the refund for I. E. tariffs expense through the P&L in fiscal 26, partially offset by approximately $35 million of expected negative impacts related to the ongoing Middle East conflict, which we continue to monitor.

For the second quarter, we expect a more challenging consumer environment to persist, particularly in North America and parts of Asia Pacific. As such, we expect revenue to decline at a high single digit rate, reflecting anticipated high single digit declines in North America and Asia Pacific, and low double digit decline in EMEA. First margin is expected to be in line with last year's same period result, driven by favorable product cost and pricing actions, partially offset by unfavorable foreign exchange impacts and channel mix. Adjusted SG&A is expected to decline to a low single digit rate, driven by lower marketing spend and continued management of other discretionary SG&A.

And we expect second quarter adjusted operating income of $10 million to $20 million and an adjusted diluted loss per share of $0.1 to $0.3. Close, we are taking a more conservative view of revenue, but the cost actions and operating control in the model allow us to maintain our adjusted operating income outlook. We will manage inventory tightly, protect revenue quality, and continue funding the priorities that matter most to long-term brand health and profitability.

With that, we'll open the call for questions.

Yeah, thanks, Jay. I think the product was meant to be, you know, the painful thing about our industry is a 18 to 24-month go-to-market process. And as we sit here just a little beyond a couple of years back in the chair, we wanted something that would really articulate the brand or more importantly the metaphor that we wanted to create of what we've expected from all of our products. You know, promotion has become just too consistent, I think, out in the marketplace.

And so we wanted something that could really demonstrate the full price nature of Under Armour, where we put the articulation of great innovation with our neo-last fiber that replaces the new version of stretch that replaces like or a sustainable version for it. It brings the sound design is something that we obsessed that was relevant to the consumer. We've got a terrific business in our heat and cold year business, which are our legacy franchises, but also compressions available to about 7% of the buying public. And so we thought what's something that we can put in everybody's drawer that explains Under Armour. And frankly, this would be the way that we'd look for every product to come to market, where we're combining culture with innovation.

We're telling an Under Armour branded story. We're assessing the details from the forward swept shoulders to the way the logo shows up to something that can really be different. Everyone's telling us we don't want a logo on the shirt. We think that's something we can challenge because we actually have a brand. We think that's what makes us unique.

I think what you can count on from us is us doing this in a more consistent way, bringing things like Bouncy T of having the formula of, yep, the right product that speaks to the innovation of the brand, which is unique and cutting to Under Armour. Number two is the way that we bring it to market with a very simple, what it is, what it does, how it makes you better, then the retail execution. And I'll add in the cultural pieces we've done with Gunna and Parker McCollum here in the U. S. , over in APAC, where we signed a K-pop band boy next door to launch it. So we've just seen good results so far.

And it's really consistent in something we think that we can build on. So hopefully this becomes the metaphor of the plan when anytime you see a product come to market, this is going to be our new bar.

Got it. Makes sense. And maybe I can ask you one more. Very interesting that changing sales guidance, but maintaining the gross margin guidance and inventory seems under control, despite the macro pressures that are out there. Just talk about the culture change of the company to be able to have that kind of discipline on gross margin, on inventory, on expenses to be able to continue to drive the business and create products like Bouncy T, but not sort of fall into that trap of trying to chase business or kind of do what the other 21 of them public. So we've seen this movie before, and I think we've at least been able to build a little bit of wisdom when it comes to looking at the way we want to approach the business.

And so I think we're being incredibly thoughtful with the way we're thinking about the business in general. And frankly, in the last 90 days, Reza, myself, our marketing team really got together, and we looked at the spend that we had in marketing. And I just want to make sure people understand the decision to do this has nothing to do with leveraging our future. This is not investing in the brand, investing in the future. We just believe we can increase the efficacy of the products or the stories that we're putting out there. And this isn't something we're just waiting for our product pipeline to come from either the products that we already have in the pipeline.

But I believe that we can be much more efficient with the spend that we have, and that works across the business. And so we are finding leverage in the business. We are finding opportunities. And this is not easy slugging. It's not like we just pick up this money. We have to work for it. So I think you've got to commit a team that knows that we're not just picking up dollar bills, but we're looking for nickels and dimes and pennies as well, and just understanding what it means to run a great profitable business. So unfortunately, we saw some softening and consumer demand. We wanted to hold a line with how we're thinking about consumer. We did not want to push that.

Make sure that we have a cleaner consumer environment out there in the marketplace. But the ability for us to do that while maintaining a stronger, more, putting more rigor into the systems of decisions that we're making. I think you'll see that. It starts in marketing. It goes across the organization and really proud of this team, the way that we've been extruding against that. Got it. Okay. Thank you so much.

Thank you, Jay.

Sam, I would say it's a product that we're intended to be worn with all the performance attributes of UA, but things in a non-playing, non-field, non-court, non-pitch environment.

Does that include the bouncy tea? And how big a part of your business is that? Yeah. I mean, the beauty of things, and I wish I'd include this my response to Jay. The bouncy tea was a product that was clearly made, as we say, for Friday night out. You can wear it under a sport coat for Saturday morning in the gym. All the performance attributes you're looking for from Under Armour. We're just laying around on a Sunday on a couch. And so, yeah, it's something that actually we're focusing on right now beyond sportswear. It's that balance between brand marketing and product marketing. And frankly, as we get this right, you should not be able to tell the difference.

And that's what I think we achieved with bouncy tea. And again, I think it sets the edge of what we expect to do with everything going forward. So even if it's Under Armour sportswear, we call ourselves the what's it do brand? Where the brand you say, oh, that's a great looking top. It doesn't need a big blazing Under Armour logo for that to be the case. Someone says, wow, that looks great. What is it? You say it's Under Armour. The next question from them should be, oh, it's Under Armour. Well, what's it do? So we want to make sure that we maintain that integrity of credibility of always being future-first and making sure that innovation defines what we do, but ensuring that we bring great style to it and something that a kid can wear on a field, on a gym and a pitch.

But they can also wear it out on a Friday night or to school on a Monday. Thanks. And then you talked about, you're talking about the SKU count reduction, the additional 25%. So where does that leave you focused on or what's being like, where, what is like, how are you targeting the cuts or the certain categories that you're stepping away from or product franchises? And then secondly, is your goal this year basically to cut your inventory down and what your inventory going to look like for the balance of the year and just have less out there, a better product. So sales are down, that's the improvement in the sales last year. But what kind of decrease, what kind of full price selling are you anticipating versus the prior year that's built into your guidance?

So I'll start, I'll let it res a pick up on the inventory and I'll come back. But so first of all, the reducing SKUs, we're just removing weight from the system. Without being too colloquial, it is like a Jenga house, making sure we have all the pieces that give us a sound sound foundation, but it also gives us the ability to remove excess weight. And that's what we feel like we're doing. It's a slow process. When I came back, we had an extraordinary number of SKUs and before even stepping into the chair, the mandate was to cut 25% of SKUs. So we're pleased that we've accomplished that. And as we've gotten into the work, we see that we can go deeper.

And that's how we're approaching the business right now. And again, this sort of credo that we've been continuing to say, which is selling so much more of so many less things at a much higher full retail price, that's really speaking to what we're looking for. So there is going to be some near-term trade-off, and that's part of what's reflected in our outlook. But the objective is better productivity per style, cleaner inventory, stronger sell-through, and healthier margins over time. And also just reducing the weight from our team. We have an excellent team, but I think we've overburdened them or we've become a bit of a cap request from accounts sometimes and things where we're just trying to find another few pieces of revenue that can build into it.

We want to remove that pressure. We want to make sure that intentionality speaks to everything we do when it comes to the brand, every product we introduced, every story that we tell, and ensuring there's a red thread that not only goes to the product itself, but it carries across the globe in each of the three regions. And so we think that's where we can build a lot of the leverage that we can find in the business from a marketing storytelling standpoint. And we think it'll just get simpler as we increase our global commonality of styles and products that it really feels like one brand instead of three small companies wanting on three different continents.

And with regards to inventory, let me just start with the quarter. Q1 inventory was down 3% to 1.1 billion. That's in line with the revenue decline year over year. We're managing inventory really, really consistently and trying to make sure that we're in concert with whatever the external demand environment is. You'll recall on the last call we talked about inventory and we felt that we entered the year with a very clean inventory position. Most of the composition of the inventory we have is currencies and with active demand on it. So the aging is in really good shape. If you're looking at it as an industry matter, what I would just highlight is that you do have some peers out there that have been clearing some inventory.

And so that's leading to the promotional environment that you see in certain markets. For us, we feel really good about where we stand. We have some new product introductions coming in as well on the back half of the year. And so you should generally expect our inventory to trend with revenue. Obviously, there's some seasonality in there as you try to build up for holiday and other selling periods. So just bearing that in mind overall, you should expect as a full year matter for us to be in line with how the revenues are trending.

Yeah, Sam. So let me take the first part and I'll res the hop on. But I think you're helping us get to what I think one of the broader themes that we really wanted to convey today is that, yes, I'm really proud of the innovation pipeline that's been building up over the last couple of years. But I want to be clear is that while we have, you know, several new products were excited to bring to market over the next four, six and 12 months, especially in things we have high confidence in, we're already making a lot of really good products. I just don't think we've done a good enough job selling it. So as we cut skews, we're talking about cutting the less productive skews and going deeper and longer in the products that actually work for us, making sure that we're in stock, making sure that we're in inventory, and probably most importantly, ensuring that we actually tell a story about the products that we're building.

I think that's where we've fallen down. Our dry pan at $80 is a phenomenal product, but I don't know if I've ever seen anybody explain actually what the technical benefits of it are, or why it's somewhat aware, or how great it looks from a style standpoint.

Yeah, I understand the question in terms of how you're looking at it, but you have to realize when we set the target, we're saying over 18 months, the natural sale cycle that we have on these skews will allow us to work through that inventory. And if you're looking at it overall, we are saying that we're looking at bringing in more full price products, but we expect volumes to be backing that. So if you're looking at it in terms of an absolute number, we're expecting that those new full price products that are going to be coming in, along with the natural cadence of the other purchasing that we have, will offset the non-productive or less productive skews that we have.

But there is a tail in terms of the skews that we have, where there's just a lot of stuff that we're cutting off that long tail and working through that in a natural course. So it's not that you have to get rid of it all at once, you can do that in the natural sale cycle. But as the new purchases come in that offset that, those will individually kind of build at a bigger level, and then you're selling to Kevin's point, so much more of so much less. Okay, thank you very much. Good luck.

Thanks, Sam.

Thanks, Bob. Let me take a cut at this. So number one, I want to be clear that we're not happy about having to modify our top line, but we do think it's a responsible move. We just look at the brand health and what we're doing is that we're not just building a company, we are building a brand.

And as we negotiate through the turnaround, we're facing a pretty tough consumer demand backdrop, and in spite of that, we're making progress in the business and especially the brand. I'm proud of the team and how our ability to be able to demonstrate our management agility right now by maintaining the full year profitability outlook though, because this is not a sign of leveraging our future. And I've said that a few times because I want to make sure that message is heard, we can responsibly maintain our OI while being more surgical with how we deploy the SG&A dollars specifically within marketing. But what we saw was as we came out of the beginning of the year, we saw that traffic deteriorated more than expected in the US and APEC specifically around mid to late May, and the traffic trends just precipitously got weaker across retail and ECOM.

So the outlook reflects that current demand conditions, and I think more importantly, the discipline marketplace management we're going to take toward it. We also saw some competitive discounting happening, and more than some particularly over in Europe and the UK especially.

And while not perfect, we did hold the line on broader promotions ourselves, and so making sure that we can do this, we will be changing the tires as we're driving. And so I want people to understand as we think about that, it's a theme you'll consistently hear from us. What we're doing about it is we're bringing a balanced approach, intentionality, reducing promotions while increasing full-price product exposure with UA innovation and compelling story. That means, I think, on our web, we've been promotional too often, ensuring that we're highlighting those full-price products, creating a new environment for the consumer to be able to see us with trading them out of being a promotion-only buyer, or existing consumers, while we hunt for new consumers at the same time.

So we're not going to chase the market down. We've got great confidence in the product pipeline that we're building, and we're doing a better job articulating why so many of our current products deserve to trade a full price. So the bottom line, the outlet's revenue change, but the strategy is not, we're balancing your term revenue opportunities with actions, those strengths and the long-term brand health and folks on that. And yes, we get it. As we say all of this, there are brands who are clearly winning in this environment. So some of this sits on us, but we believe the work we're doing right now positions us for long-term premium, which our definition of is selling its full price.

That's our long and our major target. From a marketing standpoint, I got to tell you, I think that we can improve the size of the red thread that's built at Under Armour, meaning consistency across the regions, the way that we show up in the marketplace, the way that we show up amongst across categories, whether it's running training or sports where team sports, whatever's important, but I am really proud of our team. The marketing stable, and I will call them that, that we've assembled is pretty impressive. From Sharon's win back in April for the second time of being a repeat champion in Boston, it demonstrates our team can build Formula One race cars for underfoot. But now we've got to commercialize that velocity platform to actual price points.

Again, on the marketing, and I'm going to combine marketing and sports marketing here too, but we showed up with five starters at MLB All-Star Weekend in Philadelphia, wearing U. A. cleats and gloves with Bryce Harper hosting in Philly. The entertainment side, the gun up, Parker McCollum and bouncy tee, the boy next door coming from K-Pops, we're demonstrating the entertainment side of our business. From a collab front, we had in this last several months, including Paris Fashion Week, we had Marin Ser, Feng Sheng Wang, as well as we had our collab with 424 when all the global footballers from around the world showed up for World Cup. We had our nine athletes for wearing U. A. leather.

So we're demonstrating we've got some range there. We're in a maverick, Marbury and the WNBA All-Star Game, our Dodge Hellcat collab that's all product blowout. And we've got all this on our investor relations side as well, because I do think we're showing up in a very important way. We just want to make sure it's more coordinated. The heated rivalry, Francois Sarnaud wearing heat gear for when it's hot. The last two goals in the World Cup were scored by U. A. Boots. Pedro Poro for staying in the semi-final over France, and then Farron Torres scoring the only goal in the final. We followed that up with Farron starring in our Restless campaign that launched in Europe immediately following World Cup with what footballers do in the off season.

That was shot months before, and Tis paying the hype for Farron, and I think our team deserves an enormous amount of credit there. And then of course, all that, you know, just as we get ready heading into fall, with our college teams including Notre Dame, you know, taking the American football field, a brand new collegiate partnership with Georgia Tech. It kicks off in just a few weeks, and then back on field with the NFL as an official glee and glove supplier. So we'll continue to be visible, and we'll win with this consumer and continue to bring them to Under Armour. But I'm proud of the way our marketing is working. Our marketing isn't broken. We just need to get more alignment with the product that we're bringing to market and making sure that these moments of winning on pitch, on court, on the field, et cetera, they're converting into commercial sales force.

So the brand is playing offense. We're excited about the marketing is about to kick off in another three, four weeks here. But yet, if you get a chance, please take a look at the investor relationship site.

Why don't I take that one, Kevin? So in terms of where North America is right now, and if you look at the numbers that we're forecasting for Q2, the trends that we're saying from the macro level consumer are working their way into Q2 specifically. So that sort of trend is continuing right now, so that's where we set the expectation for the next quarter. As we look at the back half of the year, we do have some product launches that we've alluded to that are coming from a wholesale standpoint. The early selling for that is productive in terms of what we're seeing. So we are expecting improvement versus the first half run rate in North America because of these product launches, some key retail partner initiatives that we have, which Kevin talked about as well, with Dix and others on the script, and continued marketplace discipline.

I do want to re-highlight that as we look at the revenue environment, we're being very disciplined around not chasing the market down in an overly promotional environment. So we are maintaining our gross margin outlook for that reason. We want to make sure that we're continuing to elevate the brand as the year goes on. So as we look at the back half, we have to balance that. And then we do expect that the new product launches that we have will bear food in terms of helping us premiumize as well.

But that's how we look at it in terms of Q2 versus the back half of the year.

Yeah, we are managing S-GNA very, very tightly. But, and this is a very big but, we are making the investments we need to do to continue to premiumize the brand. So when you're seeing the savings coming through, it's just showing a lot greater operational discipline. Let's start with the fact that we've had a restructuring plan, which is bearing fruit. So you have run rate savings that work their way into this year because of that. We've taken additional actions in Q1 as well. We talked about Portland rationalization on the call just now. So as I think about the different buckets of S-GNA, if I'm working my way down to operating income, the first thing that I'll start with is obviously there's a revenue decline that we're talking about.

But we are maintaining our view on gross margin. And then when you get over to S-GNA, we're looking at the different, there's a variable component of it that will obviously naturally flex, that will come down. And then in terms of the fixed S-GNA components of it, there's compensation expense, which we're managing very, very tightly right now coming into the year as well, and that will bear fruit into next year as well. And then the marketing component of it, it will still be within the range that we indicated on the previous call of 10 to 11%, but as you're looking at it, because you're looking at the revenue environment coming down as well, as you apply that against that, that will naturally flex down as well, even if you're on the lower end of that range.

But as Kevin said, and I do want to just reemphasize this point, even the marketing spend as we've gone through it, if we're looking at what is actually reaching ultimate consumers and eyeballs, we are being very disciplined around making sure that we don't end up cutting that portion of it. There are other line items and marketing that we're looking at in terms of some of the commissions that we're paying, in terms of other things that we could just simply be a lot smarter around, and that's where we're focused.

Yeah, I mean, we just talked about the SG&A component of it, which obviously is you're looking at the outlook. Again, just to go through the different line items of it, gross margin is remaining the same as what we said previously. So that line item, in terms of the percentage, we're maintaining the guidance on that. As I look at SG&A, we are basically saying that we're going to do better than what we said on the last call, in terms of SG&A, so the percentage of sales. So that helps offset some of it. The other thing is, bear in mind, we over-delivered on Q1. And so if you bake that into the fact that you're looking at the rest of the year, we delivered 52 versus a range.

We were saying it's 30 to 40. And so that over-deliverance obviously helps us in terms of building some cushion for the remainder of the year as well.

Yeah, thank you, Laurent. Yeah, the promotional environment in North America, first of all, traffic, the backdrop, as I talked about earlier. We have seen it. I don't know if we're ready to stabilize. We're working through the environment right now. I think we have a pretty good understanding of what that's going to look like going forward, but we're just leaving ourselves the optionality to make sure that we can be reactive. The marketplace has become increasingly promotional, especially where our peers are clearing inventory, etc. We still think there's a bit of consumer uncertainty, especially at some of the lower ends where we find the middle income places. That's where the traffic challenges have really been picking up.

In DTC, we participated somewhat more than planned early in Q1 to address soft traffic, but we pulled back because buying short-term traffic or deeper discounts, it wasn't going to help us build sustainable demand. So, we want to be really thoughtful, but that's why we're putting the emphasis on marketing. And when I say that, it's not a wishful hope. It's really a belief that we can be thoughtful by not just performance marketing, but making sure it's something that will ring true for us. In APAC, for us, it remains early in the recovery. And again, I talk about global continuity or commonality amongst the products and SKUs. We're selling, so we can start leveraging some of the overall storytelling that we're putting together with them.

But we've seen some softness in coming out of particularly China and Southeast Asia. I've been to two places between the US, APAC, China, and Southeast Asia is where we've seen a lot of the sort of hesitation from consumers. So, the e-commerce with less promotions, better visuals and content, we were focused on retail elevation, inventory management is something that you want to be smart about right now. But we're really shifting from chasing revenue to real disciplined marketplace execution and stronger long-term brand health. So, we've had great leadership in China between Simon and our head of China as well. It's Carol Chen. She's an industry pro and just gets it. So, I think we've got the right eyes on the business right now.

We think we're doing a pretty good job managing through any of the headwinds or the backdrop that we're seeing. But there's work to be done. We think we can impact that a bit with our doing better storytelling.

Yep. Thanks, Laura. If you do the math, obviously we're not giving guidance for Q3 and Q4 at this stage. But if you just do the math based on what you're seeing in the first half of the year versus the second half, there is a slight difference between the two. So they're not completely equally weighted, but it's not like you have a massive hockey stick or anything like that that's happening on the back half on the revenue line. In terms of gross margins, I'm just going to repeat it again that we are trying to basically maintain discipline. On the last call, we talked about price increases that are going in. That should have set some offset and improvement on the back half of the year in terms of gross margins as we look at that.

And then the SG&A, we're just managing it super, super tight. And so some of it is marketing as we talked about, but it's every line item. I mean, we really are. You have to bear in mind when we're looking at a $305 million restructuring plan. That does have run rate benefits that work their way into it. So that's what's allowing us to maintain our view on operating income.

Yeah, let me start, Brian. Thank you. We're just beginning to roll out some of the product innovations. You know, I think if we want to talk about progress a year little in six months ago, we were talking about a hat and a backpack. The ability for us to add apparel to that narrative and what you'll hear in the coming quarters, too, is where we start talking about footwear that can be premium. The way we want to think about it, though, is it's not just we need more reasons for the consumer to shop under armor. We need more reasons for them to want to walk in our store or walk to our section of a retail store.

And so that's going to come from new innovation. But again, this isn't just us waiting for the pipeline. I believe that we do have great product right now. I believe that in more cases than not, we've been transacting with product and product quality that is significantly in a product-to-value ratio, significantly favoring the product that we're building. So I believe we can command higher prices. We just have to explain that to the consumer. And so that's why you continue to hear this emphasis on storytelling and what we're doing to articulate that. We're going to do a better job, again, using Bouncy T as sort of set in the edge for us as a metaphor of the way that we see bringing a product to market with that kind of intentionality.

And that will drive traffic. It's driving traffic to our site, it's bringing people, things like the Bouncy continue to be our number one most repeatable product. So someone comes and buys one, they come back a week later and buys three more. So we want to make sure that we're creating that kind of environment. The world doesn't need another capable apparel and footwear manufacturer. The world needs a hope and a dream to feel something from the products. And that's where the underarmor brand comes in. So we're going to deliver more of that.

So what we are looking at is we have said that we're going to be within a range of 10 to 11% for the year. So that range still holds, but should expect to be at the lower end of that range by the time we get to the end of the year. And then we're also looking at the revenue guidance coming down. So basically, if you apply those two metrics together, it does mean that it's a reduction in absolute dollars of marketing that are going to be working their way into SGNA. So yes.

But the component parts of that, if you look at marketing, it includes things like sports marketing assets, it includes production costs, it includes commissions that you're paying to agencies, and then you have performance marketing, et cetera. We're very focused on that reduction coming from those activities that just get us to be much more efficient. And there is a lot of room with a half a billion dollar budget to be able to do that. And so we're looking at it and saying, what are those initiatives that are going to drive price sales? What are those brand enhancing initiatives? And we're going to continue to invest behind those. And there's a lot of campaigns that are coming in the back half of the year.

So we feel very confident that we're not impacting the marketing spend that's really driving revenues, where we're just being much more efficient in terms of how we go to market.

I was just going to add, if you just think about it closely, if we ask you how much you thought we spent in marketing, I'm not sure the number of you would come up with will be half a billion dollars. So we want to reconcile that feeling with the reality of how we show up at retail in the marketplace, et cetera. So our teams have done great jobs. We're just a 30 year old business. We're making sure that we're looking at everything.

And so that's why we feel that we have the opportunity. We're going to go in deeper and make sure that it's not just a click down, but it's going two and three clicks down, zero base budgeting, all that the usual things. But we can get sharper on our what we're taking with production, and a few other things, we can leverage that across the regions. And so we don't feel like this is a step back in marketing. We think like it's just it's sharpening our pencil.

And I think that Kevin, so the refunds have come in. So if you're looking at what we reported in Q1, the majority of those have come in and you'll see, there's a little bit more that's going to work its way into Q2, but most of the IFA refunds have already been received. You'll see it on the cash on the balance sheet when you look at the Q. As we're thinking about the capital structure overall, we feel really, really good about our liquidity position. We talked about the recent amendment that we did with the banks as well.

That's just basically taking advantage of better market terms. So I think overall, in terms of balance sheet liquidity, we feel that we're in a very strong position to run the business. We continue to be very focused on networking capital as well. We've already talked about inventory, et cetera. On the last call, we talked about just general CapEx. So if you're thinking about kind of free cash flow generation of the business, we feel very good about the continued progress we're doing there. We're forecasting that we're going to be free cash flow positive this year. Obviously, the IFA tariff refunds help that.

And then it comes to the question of really capital allocation going forward. I would tell you that our primary focus is investing behind the business. We've talked a lot about marketing. That's probably the number one area we want to make sure that we're investing behind. Innovation has always been a focus and nothing has really changed there, but just the efficacy of marketing is probably the biggest one. There's no M&A on the horizon. That's just not in the DNA of where we need to be, et cetera. So if that was kind of the follow-up question, I'll just more actively take that off the table as well.

Yeah, there's a lot happening in Europe. And it's been a real stalwart force is that we've actually taken a lot of lessons of success that we've taken from Europe and applied across the globe is how we're thinking about it right now. Our strategy has been clearer. And so I think that's led to some of the positive growth that we've had there. But what we're seeing is we're definitely seeing a challenge consumer, particularly in the UK right now. It's a very bright sensitive consumer that we're finding and how we show up and the product that we're building for them. We feel like we could just be a bit sharper. So we don't want to chase that bottom, which is some of the reflected in the revenue outlook caution that we have.

But Europe is a very complicated place. We've got terrific partners there between the sports direct, the JDs, the Octor, Cortez and Glesis. Our wholesale partnerships are critical for us there. But it's been a tough sled the last six months. Competitors are very aggressive, which has increased commercial environment. So we're playing the long game. We're not chasing, speaks in to why we're being cautious with the revenue. But we're protecting and then growing the brand as a priority. So it's things where we think we can be better. The market is just a bit tough. So that's what's giving it again, pushing towards some of the caution.

Thank you, operator. So just to be clear, this is a turnaround and there's never a straight line. But I just want to make sure that there's no mistake. We are making progress. It starts with product and we know how to do this. But frankly, as you've heard us emphasize about marketing, a t-shirt or a shoe without a story, it's just a t-shirt or a shoe. We're focusing on our storytelling. The success that we've seen with things like Bouncy, that gives us great positive that the consumer is ready to return to Under Armour to make sure that they will pay full price for us when we give them that proposition and tell them the story, give them the innovation and give them great style that has the versatility that I think only in Under Armour can bring.

So I'm proud of the way that our teams are showing up in moments that matter, winning marathons and World Cups. But we need to translate that into more commercial success, especially as it relates to footwear. The removing SKUs is something we're really proud of. The additional SKUs, we believe, will add weight. It's not an easy thing to do. It gives our sales team some pause for sure. But we just think we can be more clear. We can be more intentional with the products that we're selling. And that's what leads us to putting this architecture of good, better, best of being clear about it. And that doesn't always mean just taking SKUs out too. We're just thinking about the business.

We're building a brand, not just the company. And so the architecture of how we show up through good, better, and best products, it's not always a limiting. In some instances, we'll have nine or 10 or 12 products for one particular category. In other instances, we see opportunity in making better and best for things that are really close to us. So I think you'll see us build this architecture out that isn't just about cutting, but we will be adding things that can be meaningful for the business. But from the day I walked into, by the end of 28, we're forecasting roughly a 40% overall plus overall drop in SKUs, which is something we're really proud of.

If I had to end it just for our team listening as well, executions are opportunity. It's our number one priority, creating a leaner company and ensuring accountability. We're getting our footing. We're ready to play offense. And we understand today is an ideal where exactly where we want to be, but we really like direction where we're going.

So with that, thank you, operator, and everyone have a good day.