Vestis Corporation Price & Performance (VSTS)

Such risks and other factors are set forth in our periodic and current reports filed with the Securities and Exchange Commission. We do not undertake any duty to update them. With that, I would like to turn the call over to Ken.

You, Michael. Good morning, everyone. Thank you for joining our earnings call. As always, I want to start by thanking our 20000 dedicated teammates.

For their hard work as we continue to execute against the tremendous opportunity ahead Our results came in as we expected. Last quarter, we communicated revenue and EBITDA. Would look similar to the We delivered results in line with this commentary. With revenue of $6.84,000,000 dollars dollars flat sequentially from adjusted EBITDA of $8,120,000,0.0 up approximately 1% sequentially from We also note our revenue was impacted by unfavorable movement in the Canadian dollar and the assumption in our guidance.

Compared to the we revenue was down 4.7% or 4.5% on a constant currency basis. As we previously discussed, our results exclude the benefit of 1 time customer exit billings and revenue from the large direct sales customer we exited in as part of our profit improvement plan for this line of business. Adjusted for these items, which we believe represents a more accurate reflection of the underlying performance of our business, revenue declined 2.8% on a normalized constant currency basis. And what we expect will be both the toughest comp and the low point for our quarterly revenue in From a profitability perspective, adjusted EBITDA was $8,120,000,0.0 Our EBITDA margin was 11.9%, down 180 basis points year over year 10 basis points sequentially versus the cash flow was impacted by normal seasonality as well as timing that shifted some cash collection into the which Rick will discuss in more detail. On an underlying basis, we expect the business to remain highly cash generative and see no change in our outlook for the full year given this was a timing dynamic. We were pleased to continue to improve our balance sheet during the quarter. With our gross and net debt declining to $1,290,000,000,.00 dollars and $1,270,000,000,.00 respectively, and net debt to EBITDA of 3.8 times. [indiscernible] that I've summarized our results, I want to look ahead to the rest of the year.

I'm excited by all aspects [indiscernible] the end of the we expect new volume growth will exceed loss business. Driven by field sales productivity, national account wins, new frontline sales headcount growth and solid retention metrics. Further, we started taking price in which held well will continue through the year. Addition to core volume growth and price, we have cost savings benefits throughout the year And to that end, we are reaffirming our full year FY 2025 guidance for revenue. And EBITDA. We expect our business will grow sales at a rate of 3% to 4% with EBITDA growth approaching or exceeding 10%, in the second half of the year. [indiscernible] For FY revenues, there are 4 main drivers that will support our sequential ramp. The first driver is strong new volume wins across SME field sales and national accounts. On build sales, we're seeing the positive effects from organizational changes made last with year over year productivity improving 20% this quarter.

We believe there's more room to go as we saw some of our regions achieve a 40% increase. On national accounts, we are accelerating new business installations and continue to convert our pipeline into new wins. These customers drive route density and leverage our excess plant capacity in our network. Which in turn drives operating leverage in our business. Some significant wins from this quarter include a new Lanix where BESTIS will more than triple its recurring revenue. This customer will ramp in and throughout the year. We also won a number of new customers in healthcare and industrial verticals. Our pipeline with national accounts is the strongest it's been since I joined Vestas. The second driver in our sequential acceleration is growth with existing customer year over year. The third driver is our hiring pipeline for frontline sales teammates. After intentionally slowing our frontline sales hiring in 2024, have once again resumed hiring in 2025. Jan. 0 marks the first month since pausing in 2024 that we've had a positive net change in sales headcount. These new hires will drive sales in 2025 and beyond, as we introduce these teammates into a more professionalized selling environment. The fifth driver is our retention metric.

In the our customer retention rate was 92.9%. Up 30 basis points year over year and up two eighty basis points versus the As we've mentioned in the past, we feel it is most useful to evaluate retention on a full year basis. We believe is most indicative of our underlying performance. Going forward, we will continue to report customer retention on an annual basis with quarterly disclosure focused on the in period revenue impact from loss business. To recap, I believe in our sequential revenue guidance because of the new customers we're winning across SMEs and national accounts. Our ramp in sales force hiring, our growth with existing customers, and our retention metrics. For FLOT 25 EBITDA, in addition to the net volume improvement, there are 3 main drivers that support our sequential ramp. The first driver is meaningful cost savings from operating more efficiently. We are pulling several levers, including driving merchandise reuse programs, and logistics optimization initiatives. The second driver is optimizing our workforce to further drive cost performance and structural profitability of our business. During took further action to rationalize build operations, and back office G and A where appropriate with the majority of P and L benefits to come in future quarters.

The final driver of our EBITDA ramp is our in select end year pricing. We have improved our market segmentation, and we observed pricing in stood better than in other quarters. We expect to continue to realize net positive price increases with our existing customer base in FY 2025. So to recap, a lot is working well at Vestas. Churn is in line with our expectations. Build sales productivity is ramping nicely Our sales hiring pipeline is robust We're winning with national accounts, and we have pricing and cost savings through the rest of the year. We're excited by our business' fundamental and the sequential ramp we expect through the year. Before I turn the call over to Rick to discuss the financials, I'd like to provide some additional color on our outlook. For the full year, we continue to expect the underlying business to deliver 1% to 2% core revenue growth and 40 basis points of core adjusted EBITDA margin expansion. Normalized for the customer exit billings and direct sales impact that I previously discussed. We continue to expect this core performance to be driven by positive contributions from both net volume and pricing for the full year As we deliver on our plan, we expect to see sequential improvement in both revenue and EBITDA through the balance of the year with our strongest performance in the [indiscernible] a year over year basis, we continue to anticipate 3% to 4% top line growth and EBITDA growth approaching or exceeding 10%.

Finally, I want to discuss 2 personnel changes that we announced First, our Chief Legal Officer and General Counsel, Tim Donovan, will be retiring next month. I'm pleased to announce that Busch Bouchard will soon be appointed Vestas' Chief Legal Officer General Counsel and Corporate Secretary. Bridge brings over thirty years of public company legal experience and was most recently Chief Legal Officer at TEAM, Inc. Is a global industrial services company. Excited to welcome Busch to the team and we thank Tim and wish him all the best in his retirement. Additionally, we announced that our Chief Financial Officer, Rick Dillon, will be leaving the company as a part of the transition of the CFO role. I want to sincerely thank Rick for his significant contributions to Vestas. His leadership in preparing for Vestas' separation a standalone public company and building out our public company finance capabilities will have a lasting positive impact on our company. We remain grateful for his service to the company and we wish him continued success. I'm also excited to announce that Kelly Jansen will be joining Vestas as our new CFO. Kelly has over twenty five years of financial leadership experience, since Oct. 0, she has been supporting us as a finance consultant.

Previously, Kelly worked in the industrial distribution space as the CFO of BlueLinx from Kelly brings a tremendous skill set, particularly in financial and business Lastly, regarding our comments last quarter about potential interest in VESCUS.

We continue to have strategic advisors retained and are focused on our operations and delivering on our 2025 financial outlook. We will not be commenting further. With that, I'd like to turn the call over to Rick. So let's start with the revenue bridge on Slide 9. Revenue of $6.84,000,000 dollars was up 10 basis points sequentially versus the on a constant currency basis and in line with expectations. With favorable customer retention having a positive impact on our Excluding the 1 time exit billings and the large direct sell customer loss from the prior year, revenues were down 2.8% year over year.

The impact of rental growth was offset by lower pricing year over year Volume growth from recurring revenue, including new customers and expanding our services with existing customers, provided approximately seven thirty basis points of growth in the quarter. New customer growth contributing approximately 600 basis points and existing customer growth contributed 40 basis points with revenue from route sales up over 50% over year. The GAAP between new customer growth With the impact of loss business exceeding the contribution from volume growth, by only $8,000,000 in this quarter. Our net volume performance represents 39% improvement from the prior year and a 43% sequential improvement. Marking the first sequential improvement since Our retention also improved by 40 basis points year over year and two eighty basis points sequentially.

Improved retention during and in the resulted in a 16% reduction in the overall impact of loss business. As expected, 40 basis points of in year pricing actions was more than offset by the negative impact from the rollback of prior year pricing actions. We expect to see positive pricing in the back half of the year as we lap difficult comps in the Direct sales drove an approximately 120 basis points decline in the year over year, driven primarily by the loss revenue from the large direct sale national accounts previously disclosed. FX was a 20 basis point headwind during the quarter, with the Canadian exchange rate lower than the prior year and the rate of assumed in our guidance. Moving on to Slide 11 and adjusted EBITDA. Adjusted EBITDA was approximately $8,120,000,0.0 in the in line with our expectations for sequential performance relative to and resulting in a decrease of approximately $17,000,000 from the The operating leverage on new business was more than off offset by the impact of lost business and the rollback of prior year pricing actions.

Cost reduction initiatives, continued network optimization efforts and lower energy costs were partially offset by the impact of prior year 1 time exit billings expected labor increases and increased freight costs associated with positioning inventory in our network for new business installs. On a sequential basis, EBITDA margins increased 10 basis points to 11.9% in the EBITDA margins were 13.7% in the Turning to cash flow on Slide 11. We generated approximately $4,000,000 in cash from operations in the compared to $52,000,000 in the This excludes the cash from the sale of the joint Japan joint venture completed during the quarter. Is seasonally our lowest cash generating quarter due to certain annual payments, including things like insurance premiums and incentive compensation. The decrease year over year reflects lower EBITDA between years and a $6,000,000 invest due to the timing of the holidays and our quarter end date. We continue to focus on inventory management through sales and operations. Planning and garment reuse initiatives The increase during the quarter is to position the right inventory in our facilities to support growth as we prepare for several large installs.

Net capital expenditures were approximately $15,000,000 during the essentially flat. [indiscernible] The negative free cash flow in the quarter Jan. 0, we recovered the $20,000,000 collections deficit from the December,. This was simply a timing shift. Approximately 50% on an annual basis On an underlying basis, we expect the business to remain highly cash generative and see no change in our outlook for the full year. Utilize proceeds from the sale of the Javan GP to make voluntary payments of approximately $20,000,000 during the quarter, reducing our net debt to $12,740,000,00.,000 We ended the quarter with a net debt to EBITDA ratio of 3.8 Given the expected increase in LTM EBITDA and cash generation, we expect this to be the high point of our leverage ratio as we progress through the year. We remain confident confident in our ability to meet our targeted leverage level of 1.5 to 2.5 times by the end of fiscal twenty twenty six. Al will conclude by providing a few more details on our outlook on Slide 14. Remain on track to deliver our guidance for the year. We continue to expect revenue of $280,000,000,0.0 to $2,830,000,000,.00 and adjusted EBITDA of $3.45 $3.60,000,000 dollars This would result in revenue growth from approximately 0% to 1% and an EBITDA margin of 12.3% to 12.7%.

As a reminder, our included a 20 basis point headwind related to Canadian dollar exchange rates, versus prior year and the rate assumed in our guidance. We expect this to continue to be a headwind as we progress through the year. We believe our growth and cost initiatives support sequential improvement in our results as we progress through the year, including which is typically our lowest growth quarter. We expect to return to year over year growth in the back half of the year. Kim talked about the many drivers of this sequential growth, including fuel sales productivity, improvements, national account wins, new hires and selective price increases. We remain excited about the momentum in our business and the trajectory of the business heading into 2020 Lastly, as Ken mentioned, I will be leaving Vestas on February '14 Vestis.

It gives me great pride to see the green shoots and underlying momentum in our business. I'm glad to be leading the company in a strong position delivering against its financial commitments with a long runway to capitalize value creation opportunities I'm especially proud of the finance team and their contributions and the accomplishments over the last three years. I've had the chance to work with Kelly for the last few months, and I'm confident I lead them in good So I want to say publicly, and the rest of my best as teammates, and I wish you and the company continued success. That concludes our prepared remarks for today. We thank everyone for joining us and we will now open the line for questions.

The floor is now open for questions. And our first question is coming from Andy Wittmann with Baird. Please go ahead. Please go ahead, Andy Whitman. Your line is open.

Sorry about that. Good. Thanks for taking my questions. I had a question on pricing. I guess I want to start there. I saw that the in year pricing contributions to the results was up 0.4%, pretty similar to the 0.6 of last quarter. We but down kind of just a smidge Kim, you mentioned in your script that you're expecting to kind of get more pricing and that it was well received Is the pricing ramp that you're expecting here in a kind of more back end loaded or maybe you could give some detail about the cadence and a little bit more color on what you're seeing on the pricing absorption there? Yes, sure. So thank you for your question, Andy. It's great to hear from you this morning. I would start by saying you're right in my message around the fact that we are demonstrating the ability to stick price and maintain higher levels of pricing. We not accelerate, but continue through the balance of the year we will lap negative pricing comps that are happening in the of the year and the back half of the year So we'll net positive pricing overall for the full year And the way we're doing that is really through the ability to hold on to that price with our existing customers.

You'll recall that we spoke a lot about confident that we've gained a great deal of traction in terms of improving the customer experience. And so that is earning us the right to take and hold that price. We've also spent time with our frontline teammates, training them and helping them have those conversations with customers and understand how to discuss and explain pricing tax So we feel really good about the ability to generate net positive pricing in the full year. And you should expect that, that will be Okay. That's helpful. Thank you for that contact. Just for my follow-up I guess I want to kind of ask on the cost side of the ledger here as well. I mean just looking at the P and L, like the SG and A line and other things, it looks like there have been some pretty significant cost reductions. Guess 2 part question. 1 is, you talk a little bit about what areas that you you addressed specifically for efficiency. In the last three months. And you did mention that you're not quite done with some of your efficiency actions. And I was wondering kind of what you still see in the future as the areas that need that can be addressed?

Yes, certainly. So we are really generating tremendous momentum in many cost takeout areas as well as productivity areas of our business. We continue down the path of our logistics optimization strategy. We continue to accelerate that work. So we've gotten significant footing around optimize our network we continue to conduct those activities across our facilities So we're generating savings and productivity from being more efficient from a logistics perspective. We continue to improve the use of existing [indiscernible] fill rate metric drives also cash benefits as well as cost action around optimizing our workforce out in the field as well as in our back office G and A. And we did not enjoy a full quarter of those at activities in the So we will see full quarters of those benefits flow through in the And then the final area is around plant operations and working to become more efficient in our plants related to labor efficiencies and productivity with our frontline workforce. So Andy, we've got a really full portfolio of productivity and cost out initiatives and we continue to fill that pipeline and we continue to optimize and we will always do that. But in particular, you're going to see a of this cost takeout initiative that we did in the only seeing a partial contribution in Great.

Thank you. We will take our next question from Andrew Steinerman with JPMorgan. Please go ahead.

Hi, Kim. Could you comment on the direction of the NPS scores I remember the last time you commented on them with this group, you said they were at twelve month highs. That was a couple of quarters ago. Could you just remind us how often these scores are measured at a company level and then give us some qualitative comments, has there been a reduction of service issues and that was achieved? Yes, great question. So we really look at NPS at the most macro level on an annual basis. So we'll come back to that and talk about that annually, but we look every day at leading into customer calls in with a service need of some sort, we call those SRs and we manage service requests on a very tactical and daily basis. And those service requests have very specific reason codes attached to them and those reason codes help us generate Pareto bars and understand what are the key drivers of customer service requests. You might recall in the past, I spoke about those and I specifically called out on time delivery and shortage [indiscernible] and to reduce those service requests. And I'm really proud to say that we are reducing those service requests related to those key prorated bars in those key areas around on time delivery and around shortages.

So overall, we are seeing continued improvement in the customer experience and we can see that daily in the reduction of service requests related to these key focus areas. And also, I will add some more color around that Andrew is we're seeing great cross selling our existing customers multiple products and services. And that is also a great indicator that our customers are having a good experience because they're choosing to buy more from Vestas.

Okay. You're welcome. Thanks, Andrew.

Thank you. And we will take our next question from Shlomo Rosenbaum with Stifel. Please go ahead.

Hi. Thank you very much. Hey, Tim, could you dig in a little bit more to some of the efficiency effort I can talk about 15 logistics, ops and mannovation events and [indiscernible] to 10% to record high that's in the slide deck. How much do those 2 items move the needle? In other words, with those things happening in the quarter, did that add $5,000,000 of EBITDA? Or I'm just trying to figure out how material the items are that you've owned Yes. So, well, we will always continue to focus on this portfolio of productivity initiatives and cost out initiatives. So, I also think you should think of it as a never ending program. So every year, I'll be challenging my team to identify these opportunities and to execute against them. We were very explicit about the logistics optimization opportunity as we were preparing to spin the company out, you might recall we did a pretty significant network optimization study and we found a tremendous opportunity to consolidate, in some cases, depots into existing market centers. We found opportunities to optimize customer routes and to serve them more efficiently. And so we are very explicitly moving down that path and we've been doing that for several years now.

So you'll continue to see cost out from that program over the next probably three years. And then we'll continue to optimize that network as we grow. So that is a gift that keeps giving as we move through the quarters. The cost takeout program was very explicit. And while I'm not going to give specifics around the actual contribution of that cost takeout, it was significant in the year And I believe there is more opportunity to continue to optimize our workforce and to optimize the way that our teams operate, the next level of that is really going to be though through automation and through really eliminating work and digitizing work. So more to do there before we hit the next leg of the back office G and A cost out. And then as it relates to used fill rate, we did give the full year numbers last year. So I think it's important just to note that as we continue to reuse existing garments, we will continue to lower amortization. You'll be able to see that in our financials as we report amortization numbers. So I would just point you to that and encourage you to continue to watch that amortization cost line as a function of revenue.

And you'll be able to see what we're driving there related to use fill rate.

Okay. And then can you just talk a little bit about what's going to drive the revenue growth? Like how much should we expect to be able to come over time from pricing And what would it take to get like the volumes to really thinking about hiring much more aggressively now? I know you talked about net hiring is up Is this going to be more of a selective or do you feel a program or do you feel like with the leadership you have in sales now you're at a point where it makes sense to really implement a much more aggressive hiring program.

So I'll start with the broad macro [indiscernible] [indiscernible] take pricing at normal pricing levels, as we did historically pre COVID.

And we feel very confident that we've achieved the ability to do that. And we saw good pricing stick in activity that we'll do on an annual basis, and it is not the key to our strategy. And then I'll point you to the key to our strategy which is to drive volume through our system. So volume is incredibly important. I was very pleased to share on the call this morning that we expect new volume wins to outweigh losses as we kind of exit the So we're very pleased that we expect to see that shift and we'll start to see positive volume growth in the system. The reason that is so important to us and powerful for us is because we are sitting on roughly 35% idle plant capacity. So we're going to generate significant operating leverage as this volume flips positive and we push volume through the system. So it is definitely about generating incremental volume and driving that volume. How are we doing that, I think is the second part of your question. And we're doing that really through 3 legs of the stool. So first, I would think about national Account volume, We've talked a great deal about accelerating our pipeline the health of our pipeline, some of these key customer wins that we've been highlighting for you, and we feel extremely confident about the power of our national account pipeline and our ability to convert that to new wins and then to install that business.

We are seeing great results there and we're very, very pleased with the work the national account team is doing. The second leg of this stool is SME sales through our frontline field team, and we talk a lot about that Over the past year, that team has been revamped That team has been professionalized under our new sales leadership. And they are starting to drive higher levels of revenue per head or productivity per head. Are now at the point where we would like to add more teammates to that team putting them into a professionalized selling environment where they're going to be highly productive. [indiscernible] I spoke about the fact that we've seen a positive add of sales headcount now in Jan. 0. And we're going to continue to add that headcount. But when you think about what should the size of the team be, It really depends on 3 knobs. It depends on what type of turnover you're seeing. Depends on what type of productivity you're seeing. And then how fast are you hiring them and how productive are they. So we're going to just keep dialing those knobs and turning those knobs until we get the right formula but we are going to add teammates to that team.

And then the third leg of the stool is retention. And we're very pleased to see the fruits of our labor around improving the customer experience, We're seeing positive improvement in customer retention rates. And that will also contribute to our volume strategy. [indiscernible] Thank you. And our next question is coming from Stephanie Moore with Jefferies. Please go ahead.

Hello.

This is Harold Lanto on for Stephanie Moore. So I guess just on the retention front, I know you saw an improvement in the quarter Could you talk about the factors that's contributing to that improvement? And then how should we think about the retention throughout improvement throughout the rest of the year? And I guess what are you underwriting for your attention for the fiscal year.

So I think I got your question there, Harold. So your question is, what are we doing to drive retention? Improvements in the system and what are we expect for the balance of the year. [indiscernible] So I'll point you back to all of the efforts that we really undertook really in the shifting the team to focus very aggressively on enhancing the customer experience. And so we have been hyper focused as a team on really driving a delightful experience for our customers from on time performance to rolling out standard operating procedures to improve short time that it's delivered and really shifting our team's focus around delighting customer. We are definitely seeing that, that body of work is making a difference. And we are seeing improvements in service requests and our customers are responding very positively to the work that we are doing to take great care of them. So I would point to that as the key reason around why our customers are staying. I would also point you the fact that we've been very thoughtful in our pricing strategies and about how we take price and how we approach that pricing activity with the customer. So we feel that we've taken a very balanced approach to pricing and appropriate approach as well as driving an enhanced customer experience.

And both of those factors are contributing to improved customer retention. Through the balance of the year, we continue to expect good per [indiscernible] and we will always be focused on retaining as many customers as we can. So we won't be satisfied with our performance for the year, but we do expect to see improved retention Thank you for the color.

Thank you for your questions.

Thank you.

Our next question is coming from Manav Patnaik with Barclays. Please go ahead.

Hi, good morning. This is Ronan Kennedy on for Manav. Thank you for taking my questions. Could I just please ask how you would characterize the macro and the demand environment and conversations with customers? And then if there's any particular regions or key strategic subverticals of particular strength, weakness? And then 1 more element to the question, please. Any implications or impacts [indiscernible] that you're seeing already or potentially of new policy from the new presidential administration such as the 25% tariffs in Mexico. If I'm not mistaken, I think you have manufacturing facilities there.

Okay, Roden. I'm going to try to take that. I think that's 4 questions, but I'm with you. So let me start with the first 1. It's good to hear from you. The first 1, I believe, is around the demand and are we seeing any shift in the macroeconomic environment? And I would just point everyone back to this $48,000,000,000 market that we as estimate we are participating in, there is plenty of opportunity for growth and we are not seeing a shortage of leads or the ability to go out and hunt and find opportunities for new business. So I feel very confident that there's lots of market share out there for us and we're attacking that. And I spoke a moment ago about our very strong national account pipeline and the fact that we're generating great new wins off of that pipeline and we're seeing our salespeople sell more. So we feel really good about that. I would also point you to the diversification of our end markets. So we operate in many verticals as you guys all know. So even if a particular end to [indiscernible] to hunt in. So we feel really confident that we're well insulated from some type of particular down but I think that was the second part of your question.

Are we seeing any particular weakness in any particular vertical or end market? I would say not at this time. Time. We are very diligent about measuring the performance with existing customers, understanding what's happening with teammates and wearers that are using our products with those customers and we're not seeing any significant shifts there. As it relates to your question around tariffs and policy and are we seeing any impacts that the new administration affecting us. At this time, there is no specific effect on our business, but we are closely monitoring all of the actions that the administration is taking. We're keenly aware of the conversations that are taking place around around tariffs. We've been working to derisk our supply chain that have been very mindful of this well before the election and feel really confident that we are in in a good place as it relates to that.

Thank you very much. Multifaceted question. For the of revenues, could you confirm what the priority areas of investment are?

Yes. I could do that. And Brit, feel free to jump in here as well if needed. But essentially, our CapEx is supporting a a couple of key areas. We have general maintenance CapEx always. Course. And we have CapEx related to kind of keep the lights on if you want to think about it that way. Then we have some CapEx that goes towards our optimization efforts. So as logistics team is working on plant consolidation, we may need to buy a linen press and move it into a facility as an example. We might need to replace a roof on a building. So these are very basic general maintenance type activities for the most part that consume our 3%.

Okay. Thank you. I appreciate it.

Yes. Thanks for your questions. It's good to hear from you.

Thank you. And our next question is coming from Sam Cuswern with William Blair. Please go ahead.

Hey, thanks for taking our questions. Just a few short ones here. I was hoping you could comment just a bit more on the health of your national account pipeline. And just maybe any industries or markets where you're seeing that particular strength occurring and possibly where specifically you're Yes. Hi, Sam. It's great to hear from you and thank you for your question. Question. I feel incredibly energized to be quite frank around our national account pipeline and the leadership of that team is doing an incredible job. I put it in a few buckets the way that you should think about it. 1 of those buckets is existing national account customers and further penetrating them. You would have heard the example that I used about the restaurant customer and continuing to gain new business with that customer in tripling our revenue with them in due course. That is a target area for us. So we have built out existing customer [indiscernible] opportunities, so you should think about that as 1 leg of the stool. Also, we are very focused on large customers that have the opportunity to be a preferred account customer, meaning they have multiple [indiscernible] target their local branches.

So think about that as a large bucket of customers. Could also be GPO customers and other types. We mentioned a large food services company, last quarter that would be a great example of a large parent company that has multiple child locations that we can go after and target. And then we are also seeing really strong performance in healthcare not only in our industrial rental business, but also in our clean room business.

Got it. A couple of color. Last 1 for us Maybe you could provide an update in relation to your merchandise for use initiatives. And maybe just speak to the progress there. Relates to operating efficiency.

Yes, I'm really proud of the team. So this is a multi unit location effort. So think about more than 115 locations who have a stockroom We're trying to teach those teammates how to reuse existing garments. Garments that we have already purchased and already started amortizing or maybe already fully amortized in our system. So the entire notion of the program of merchant merchandise reuse is don't buy new stuff and inject it into the system and start amortizing again, use the products that you already have. And so this has been a groundswell of an effort with an army down on the ground in each of our market centers working with our great stock rating managers to help them understand and prioritize reuse of existing garments. So we we continue to focus on fast moving SKUs. We continue to make sure we're also selling fast moving SKUs. That are in our system so that we can reuse those products and we will have a bulk of those in the stock range over time. So it's about prioritizing what we sell upfront and then ensuring that we reuse those like SKUs that are in our stockroom as much as we possibly can.

So we just keep driving that number up as we improve performance in stockroom and as each of our stockroom managers becomes more skilled in this area, we continue to see that number move up. And we think there is more room to go. But again, I'll point you back to amortization and also to cash because it improves our need to put inventory on the floor to invest capital in inventory. So you're going to see benefits over time, both on cash flow related to inventory and on amortization Vestis.

Got it. We'll leave it there. Thank you.

All right. Thanks, Sam. Appreciate your questions.

Thank you. And our next question is coming from George Tong with Goldman Sachs. Please go ahead.

Hi, thanks. Good morning. You talked about making progress with on time deliveries in shortages. Can you elaborate on your progress with these and other initiatives to customer service quality?

Yes. Hey, George. Thank you for your question. I'm start with on time delivery because we're incredibly excited about the way that we're interfacing with our customers related to on time delivery. So around the we actually launched an automated notification to our customers real time letting them know that we have bumped their docks we had delivered their product and we were now leaving their facility. And so our customers have responded incredibly well to this because it holds us, A, accountable, it provides great [indiscernible] And so we're actually providing these real time notifications. The other thing that it does, George, is that holds our own team accountable because now we're going to notify the customer real time when we bump and leave their docks. And so we have to be on time and we have to deliver that promise because we're measuring it and we're holding ourselves accountable in front of our customers. So we are seeing a great response [indiscernible] those products and services. So we feel really, really positive about the work we're doing there. Our national account team is also seeing a great benefit in this feature. And as they're outselling customers, we're really proud to highlight this It's something that we offer that we think is really a game changer for our business.

Secondly, on shortages, we have been working really hard around helping our teams learn better operating procedures around how to load trucks. And so we have rolled out a very robust standard operating procedure in the locations that have been using that standard operating procedure for an extended period of time. We are actually seeing a step change improvement related to shortages. We're also seeing an improvement related to shortages for those who have mastered the on time delivery and the notification. So those 2 things are working really well hand in hand. So we feel really good about where we are related to the customer experience.

Got it. That's helpful. And then earlier you noted that Salesforce headcount this hiring has resumed this year. Can you discuss how quickly you plan to increase sales force headcount and what strategies you have to increase sales headcount retention?

Yes. We've done a great deal of work around several areas that we believe are supporting our frontline field sales team. I will start with our new leader, Pete Rigos, came in at the end of, I think around He has done an exceptional job really institutionalizing the playbook around how we sell how we onboard teammates, how we train those teammates, even how we recruit those teammates in [indiscernible] Selling environment here. And so we feel outstanding that we are now onboarding teammates through what I would call it somewhat of a sales boot camp, We're literally bringing them here into the teammate support center here at the corporate headquarters where I sit, and we're training those teammates 1 by 1 individually and in groups as they come into our team enhanced our recruiting procedures. So we have a talent acquisition team that has been very focused on making sure that we recruit the right type of teammate that's going to be successful in our environment. So we've changed the profile of who we are recruiting, what type of background and skills they have, then we're training them better as they onboard. And we're seeing great signs of not only improving turnover, but improving that teammate's productivity earlier in their lifecycle with Vestas Vestis.

So we are now ramping up our hiring practices. As I mentioned, we added more and we will continue to build that sales team over the coming year.

Got it. Very helpful.

Thank you. Thanks, George. Appreciate your questions.

Thank you. This concludes the Q and A portion of today's call. Thank you. This concludes today's Vestas Corporation Fiscal First Quarter twenty twenty five Earnings Conference Please disconnect your line at this time and have a wonderful day.