Shift Technologies, Inc. Price & Performance (SFT)

Good afternoon, and welcome to the Shift Technologies' 2nd quarter 2023 earnings call. Joining me on the call today are CEO, Eamon Musa and CFO, Oded Schein. During our remarks, we will make some forward looking statements, which represent our current judgment on what the future may hold. And while we believe these judgments are reasonable, these forward looking statements are not guarantees of future performance and involve certain assumptions, risks and uncertainties. Actual outcomes and results may differ materially from what is expressed or implied in any forward looking statements. Please refer to our filings with the SEC for a full discussion of the factors that may affect any forward looking statements. We undertake no obligation to publicly update any forward looking statements, whether as a result of new information, future events or otherwise after this conference call. During the course of the call, we will be referring to non GAAP measures as defined and reconciled in our earnings materials. With that said, I will now turn the call over to Eamon.

Thank you, Susan, and good afternoon, everyone. It's a pleasure to be here and speak with you for the first time as CEO of Shift. Today, I would like to spend the majority of our time discussing the future. I will share my observations since I joined Shift in June and discuss our strategy to drive significant improvement in our operational and financial performance. And finally, I will provide a brief update on our review of strategic alternatives. Before we discuss those items, Oded will begin by reviewing our Q2 financial results. Note that these results do not reflect how we are thinking about the business as we go forward. Furthermore, they do not reflect the savings from the restructuring announced on July 11. Oded?

Thank you, Aiman, and good afternoon, everyone. Total revenue for the quarter was $47,300,000 Retail units sold were 19 98 and Wholesale units sold were 187. Adjusted GPU was 15.22. The F and I and other component was $865,000,000 and continue to be impacted By a difficult financing environment and high interest rates. Adjusted SG and A was 23 point We expect SG and A to decline in future quarters due to the recently announced restructuring plan and other The restructuring plan alone is expected to reduce SG and A by approximately $14,000,000 on an annual basis. Adjusted EBITDA loss for the quarter was $20,600,000 a 14% improvement from the Q1. We ended the quarter with $32,200,000 in cash and cash equivalents. In addition to adjusted EBITDA loss, Other uses of cash in the Q2 included working capital, interest expense and costs related to closed hubs and the debt restructuring. I'd now like to make a few comments with respect to liquidity. 1st, subsequent to the end of the quarter, we initiated an amendment to our floor plan with Allied To align our credit line with our current business trends, the agreement provides us with additional flexibility by eliminating 2nd, as we have recently disclosed, We are evaluating all avenues to raise additional capital, including negotiating with our existing debt holders.

We will provide updates as they become available. Eilin, I will now turn it over to you.

Thank you, Oded. When I joined in June, I recognized the importance of changing the course of the business quickly, Specifically, the need to urgently improve results, reduce the cash burn rate of the company and raise additional capital to achieve positive unit economics subsequently profitability. Before making any changes though, I wanted to understand the major challenges in our way. Here's what I found. First, The company's processes and procedures were overly complicated, hindering our customer relationships, our productivity, our efficiency and our profitability. 2nd, the company for its size was cutting itself too thin by targeting a wide geographic focus and neglecting market share opportunities in our own backyard. It has lacked a localization strategy. 3rd, the company has gone through several changes in strategy over the last 18 months To adjust the industry and capital market factors, creating distraction and making it hard to achieve results among shifting priorities. And lastly, from a macro and industry perspective, we continue to see our customers impacted by interest rates that we haven't seen in decades and used car prices that are still at historically high levels, resulting in higher monthly payments and lower overall affordability. While we cannot change the macro and industry trends, we can address the other challenges identified and focus on what we can control.

I have seen these challenges at dealerships before and have fixed them by focusing on the fundamentals of selling used cars, simplifying processes and procedures and creating a localized customer experience. We are doing the same thing at Shift with a renewed sense of determination and urgency. We have already started making changes. In July, we announced a restructuring designed to streamline our operations and reduce our cost structure. The new organizational structure shifts more ownership to the teams in our stores who know our customers and inventory best and reduces SG and A, and we will continue to identify other areas of cost improvement. And since then, we have put initiatives in place to drive our 3 strategic priorities, which are: 1, expand GPU through operational efficiencies and improving F and I 2, optimize the customer experience to increase conversion and 3, drive unit sales through end market penetration. Let's go through each strategic priority and I will highlight the opportunities and initiatives. First, we will expand GPU through operational efficiencies and improving F and I. The 2 largest opportunities for Shift to expand GPU By increasing the F and I attach rate and improving the reconditioning process. To improve our F and I attach, we have made several changes, Including establishing a new compensation structure, adding a new lending platform to serve more customers and updating our F and I sales process to better educate our customers as to the benefits of the products we offer.

With respect to reconditioning, I believe we can materially improve the time it takes to recondition a car By implementing best practices to optimize the workflow at each location, resulting in improved productivity and lower costs. For example, we have already reduced the maximum mileage for cars we acquire for retail, which will naturally lower our processing times. Our second strategic priority is to optimize the customer experience to increase conversion. At Shift, we believe we have a leading technology forward omnichannel experience. As I mentioned earlier, with our restructuring, we are further refining the experience by putting more responsibility in the hands of our sales teams in our locations who are closest to the customers and our inventory. We are listening to our customers. In response to customer feedback And in an effort to improve transparency, we have removed the shift service fee. We have also reworked our lead management process and are empowering the team with additional training and tools to create localized and solution based experiences to drive customer satisfaction and loyalty. And our 3rd strategic priority is driving unit sales to end market penetration. In addition to rework in our lead management process, We have also adjusted our lead generation strategy, prioritizing our higher ROI marketing partners.

We expect these changes to marketing to result in higher quality leads rather than quantity and drive local market share and market efficiency. As you can see, the initiatives driving our 3 strategic priorities All based on the fundamentals of buying and selling cars and providing a great experience to our customers. We are moving quickly and decisively to generate results. Now I'd like to provide a quick update on our review of strategic alternatives. Since I joined, I have worked closely with the Board of Directors on the process. As Oded said, we recognize the need to raise capital to see results from our updated strategic priorities and initiatives. The process is ongoing, and we will provide updates as they are available. We are dedicated to the success of this company and the value its success will create for all stakeholders. I would like to reiterate that the reason I joined Shift has not changed. There's an immense opportunity to improve the performance of the business and reach profitability. With the right strategy, processes and procedures in place for our great team to execute, we can achieve positive unit economics and subsequently company wide profitability. I would like to take a moment to thank our talented team.

Everyone has been engaged and extremely supportive of change in order to improve our results. This team wants to win, and I believe we are on the right track to do so. Because of our ongoing review of strategic alternatives, we will not be taking questions.

The conference has now concluded. Thank you for attending today's presentation and you may now disconnect.